line in the way of either brand or line extension. In recent years companies’ have been using brand or line extension as a strategy for lunching new products. Nevertheless this strategy is not a free from risks because sometimes it creates negative effects in the perceptions of consumers, which translate into dilution of the brand image into Consumer. Sometimes they don’t even think about customer attitude towards the brand. According to (Kotler, 1988, p. 197). A brand is a name, term, sing, symbol
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to Ask 80 HARVARD BUSINESS REVIEW Brand T RADITIONALLY, the people responsible for positioning brands have concentrated on points of difference -the benefits that set each brand apart from the competition. Maytag is distinguished by dependability, Tide by whitening power, BMW by superior handling. Such points of differentiation are, In many cases, what consumers remember about a brand. But points of differentiation alone are not enough to sustain a brand against competitors. Managers often pay
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and prevents inflamed gums. Fluoride was also added and Listermint obtained the seal of the Canadian Dental Association. Many different flavors of mouthwash were introduced into the market. This expanded the market but did not increase of particular brands market share. Colgate Fluoride Rinse was also launched into the market in 1988, however it did not gain any significant market share. In 1988, Plax was created and had immediate success. It was unique because it positioned itself as a “prebrushing”
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Chapter 9 119. What valuable functions can brands perform for a firm? Brands also perform valuable functions for firms. First, they simplify product handling or tracing. Brands help to organize inventory and accounting records. A brand also offers the firm legal protection for unique features or aspects of the product. 120. Describe the three ingredients of customer-based brand equity. There are three key ingredients of customer-based brand equity. 1. Brand equity arises from differences in consumer
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BRAND MANAGEMENT ASSIGNMENT -4 “Glow” Case Study Q1. What is the dilemma of Ranganathan. Why he should have a dilemma if its boss do not have? A1. The dilemma Ranganathan faces is that his Research and Development team have developed a new unique soap which has ‘anti-infection’ ingredient and at the time of the innovation had a unique niche market and also tremendous potential to grow as a product. The problem was that the new soap could cannibalize the mother brand ‘Glow’ if it was launched
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Chapter 8 – Developing a brand equity measurement and management system * Indirect approach: assess potential sources of CBBE by identifying and tracking consumers’ brand knowledge. * Direct approach: assess the actual impact of brand knowledge on consumer response to different aspects of the marketing program. * Brand equity measurement system: set of research procedures designed to provide marketers with timely, accurate, and actionable info about brands so they can make the best
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| CW2 - Brand Book Review: Brand Asset Management | DRIVING PROFITABLE GROWTH THROUGH YOUR BRANDS by SCOTT M. DAVIS | Linda Tran 8.3.2013 | Introduction: According to the author, Davis said about his book, "In a nutshell, this book is about helping companies better understand how to manage their brands as assets. But it's not about searching for the silver bullet -- the best name or logo, the coolest service or product, or anything on the Internet. This book is about a mindset shift
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Marketing Strategy for Products Tiffany Major - Cooper Marketing Management / MKT 500 Dr. Shirley McLaughlin October 30, 2011 Choices My business Choices will be a Not for Profit, based upon educating women and children in abusive relationships. It would include helping them find resources to remove them from their environment, getting into support groups, other therapeutic techniques and starting educational classes if needed. Choices would need to determine which marketing objectives
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Gwen Hearst is the brand manager for scope which is Proctor & Gamble’s brand of mouthwash. She is faced with intense competition following the entrance of Plax. Plax plans to position itself as a “plaque fighter” rather than the traditional position of “fresh breath” & “killing germs” and Gwen is confident that her competitors will follow suit and needs to figure out a way to position the product so that scope does not fall short of the competition. The major issue that concerned Hearst was
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Chapter 5-8 talked about the three great dilemmas of branding – Brand stretch，brand revitalization and brand deletion, the total communication for brand management, relationship management, relationship brands and the value of brand culture. On the three great dilemmas, the author raised the issue of whether to stretch a brand name into other areas- either inside or outside its existing category – when it is doing well; what to do when a brand has been neglected and needs revitalizing and whether this
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