Why does a customer choose one brand over another? What are the factors which would make an individual more inclined to choose your brand? This book offers a way to predict which brand a buyer will purchase. It looks at brand performance within a product category and tests it in different countries with very different cultures. Following the Predictive Brand Choice (PBC) model, this book seeks to predict a consumer’s loyalty and choice. Results have shown that PBC can achieve a high level of predictive accuracy, in excess of 70% in mature markets. This accuracy holds even in the face of price competition from a less preferred brand. PBC uses a prospective predicting method which does not have to rely on a brand’s past performance or a customer’s purchase history for prediction. Choice data is gathered in the retail setting – at the point of sale. The Strategy of Global Branding and Brand Equity presents survey data and quantitative analyses that prove the method described to be practical, useful and implementable for both researchers and practitioners of commercial brand strategies.

Steenkamp introduces the global brand value chain and explains how brand equity factors into shareholder value. The book equips executives with techniques for developing strategy, organizing execution, and measuring results so that your brand will prosper globally. What sets strong global brands apart? First, they generate more than half their revenue and most of their growth outside their home market. Secondly, their brand equity is responsible for a massive percentage of their firm’s market value. Third, they operate as single brands everywhere on the planet. We find them in B2C and B2B industries, among large and small companies, and among established companies and new businesses. The stewards of these brands have a set of skills and knowledge that sets them apart from the typical corporate marketer. So what’s their secret? In a world that is globalizing, but not yet globalized, how do you build a powerful global brand that resonates universally but also accommodates local nuances? How do you ensure that it is dynamic and flexible enough to change at market speed? World-class marketing expert Jan-Benedict Steenkamp has studied global brands for over 25 years on six continents. He has distilled their practices into eight tools that you can start using today. With case studies from around the world, Steenkamp’s book is provocative and timely. Global Brand Strategy speaks to three types of B2C and B2B managers: those who want to strengthen already strong global brands, those who want to launch their brands globally and get results, and those who need to revive their global brand and stop the bleeding.

To survive in today’s competitive and globalized business environment, marketing professionals must look to develop innovative methods of reaching their customers and stakeholders. Examining the relationship between culture and marketing can provide companies with the data they need to expand their reach and increase their profits. Global Branding: Breakthroughs in Research and Practice provides international insights into marketing strategies and techniques employed to create and sustain a globally recognized brand. Highlighting a range of pertinent topics such as brand communication, consumer engagement, and product innovation, this publication is an ideal reference source for business executives, marketing professionals, business managers, academicians, and researchers actively involved in the marketing industry.

Management fads come and go in the blink of an eye, but branding is here to stay. Closely watched by the stock market and obsessed over by the biggest companies, brand identity is the one indisputable source of sustainable competitive advantage, the vital key to customer loyalty. David Aaker is widely recognised as the leading expert in this burgeoning field. Now he prepares managers for the next wave of the brand revolution. With coauthor Erich Joachimsthaler, Aaker takes brand management to the next level - strategic brand leadership. Required reading for every marketing manager is the authors' conceptualisation of 'brand architecture' - how multiple brands relate to each other - and their insights on the hot new area of Internet branding. Full of impeccable, intelligent guidance, BRAND LEADERSHIP is the visionary key to business success in the future.

This book is the first to provide a prospective method that does not have to rely on a brand's past performance to predict consumer choice. This innovative method predicts consumers' loyalty and choices and the performance of brands. This enables the comparison of brand knowledge and brand equity of top brands within a product category in the context of different countries.Choice data is gathered in the retail setting - at the point of sale. This makes the method described practical, useful and implementable for researchers and practitioners.

A top executive at one of the world's leading marketing firms analyzes the familiarity and strength of brands and establishes five steps towards increasing brand strength in a globalized world Rapid advances in modern technology present companies with quickly expanding marketing opportunities, but they also create an over-saturated business landscape that both helps and hurts brands. The Global Brand is a thorough investigation of brand strength in the accelerated modern business world. Nigel Hollis draws on his experience at Millward Brown to present a simple formula for determining brand strength based on two axes, Presence (or familiarity) and Voltage (or marketing appeal), to illustrate the market value and performance of brands. He analyzes the five steps of customer commitment to a strong brand--Presence, Relevance, Performance, Advantage, and Bonding. Finally, Hollis emphasizes human nature as a set of constant core values that all brands should appeal to, and analyzes the future of brand-building as a profitable investment. “In The Global Brand, Nigel Hollis not only corrects some of the misconceptions of the past but offers a glimpse of the future that is both perceptive and grounded in good business sense. Those who take the time to properly digest this book will save their companies a lot of money.” —Sir Martin Sorrell, Chief Executive Officer, WPP

Written by today's leading authority in brand management and incorporating the latest industry thinking and developments, this exploration of brands, brand equity, and strategic brand management combines a comprehensive theoretical foundation with numerous techniques and practical insights for making better day-to-day and long-term brand decisions-- and thus improving the long-term profitability of specific brand strategies. Finely focused on "how-to" and "why" throughout, it provides specific tactical guidelines for planning, building, measuring, and managing brand equity. It includes numerous examples on virtually every topic and over 100 Branding Briefs that identify successful and unsuccessful brands and explain why they have been so. For industry professionals from brand managers to chief marketing officers.

This book bridges the gap between strengthening the ‘employee brand’ and the building ‘external brand image’ by synthesizing the two approaches. The result is a blurring of the boundaries and assigning creative powers to both. A customer has a number of interactions with the company, and each of these interactions has an impact on the brand equity account – either positive or negative. Examples of interactions include: the product itself, the purchasing process, the consumption experience, the ‘face’ of the organization, the call center, media etc. The real issue for the company is how to translate the optimized ‘ideal’ customer journey into effective company programmes, how to track their progress and their actual impact on brand equity, customer satisfaction and loyalty. This book takes a holistic view to brand management and distills this complex system into palatable chunks, involving all functions of the company. The book demonstrates the effect of an organization that facilitates and rewards employee brand commitment on ‘external brand equity (eg: customer satisfaction and loyalty) and ‘internal brand equity’ (eg: product improvement and innovation potential resident in the organization). While the more obvious benefits of this approach include the usual suspects such as increased sales and revenues, less obvious benefits include employee stress reduction through the elimination of tensions and incongruity between external and internal value systems. The result is a significant contribution to creativity, brand commitment, overall employee satisfaction and, finally, a company’s ability to attract and retain talent. The above is achieved via a very practical, step-by-step guide, lavishly illustrated with case studies from over 100 fascinating brands (the authors have researched and surveyed companies such as: Aer Lingus, BMW, BP, Deutsche Bank, Ducati, Edun, Google, innocent drinks, Lacoste, Lego, Manner, Maggi, Orange, Old Mutual, Rabobank, Sony, SOS Childrens Villages, Siemens, Thomas Sabo, TED/United, TUI, UBS, Vauxhall, Wal-Mart, Wikimedia, any many more) the authors are able to paint a very real picture of the issues facing business and provide powerful solutions. Refreshingly, this book draws on examples from across the globe, giving the book cultural depth. Each case helps demonstrate the arguments put forward by the authors. After reading this book the audience should be able to answer the following questions: How can I build a strong brand? Where do I start? Which analyses do I have to conduct? Who needs to be involved? How can I make sure every part of the organisation lives the brand? How can I revive the brand ? How can I create a new and relevant connection between the brand and key target audiences? How can I develop and expand the brand? How can future orientation become part of the brand? How can I best structure the brand portfolio? Which role should each of the brands adapt in order to optimise results? How do I best manage the brand? How do I cultivate and empower brand enthusiasts in the organisation? How do I foster and leverage networked collaboration?

"The art of building sales is, to a large extent, the art of building brands. After reading Kapferer's book, you'll never again think of a brand as just a name. Several exciting new ideas and perspectives on brand building are offered that have been absent from our literature".--Philip Kotler".An invaluable reference for designers, marketing managers and brand managers alike".--Design magazine.

The most important assets of any business are intangible: its company name, brands, symbols, and slogans, and their underlying associations, perceived quality, name awareness, customer base, and proprietary resources such as patents, trademarks, and channel relationships. These assets, which comprise brand equity, are a primary source of competitive advantage and future earnings, contends David Aaker, a national authority on branding. Yet, research shows that managers cannot identify with confidence their brand associations, levels of consumer awareness, or degree of customer loyalty. Moreover in the last decade, managers desperate for short-term financial results have often unwittingly damaged their brands through price promotions and unwise brand extensions, causing irreversible deterioration of the value of the brand name. Although several companies, such as Canada Dry and Colgate-Palmolive, have recently created an equity management position to be guardian of the value of brand names, far too few managers, Aaker concludes, really understand the concept of brand equity and how it must be implemented. In a fascinating and insightful examination of the phenomenon of brand equity, Aaker provides a clear and well-defined structure of the relationship between a brand and its symbol and slogan, as well as each of the five underlying assets, which will clarify for managers exactly how brand equity does contribute value. The author opens each chapter with a historical analysis of either the success or failure of a particular company's attempt at building brand equity: the fascinating Ivory soap story; the transformation of Datsun to Nissan; the decline of Schlitz beer; the making of the Ford Taurus; and others. Finally, citing examples from many other companies, Aaker shows how to avoid the temptation to place short-term performance before the health of the brand and, instead, to manage brands strategically by creating, developing, and exploiting each of the five assets in turn