IIM Shillong Brand Management

IIM Shillong Brand Management December 8, 2009
Click to edit Master title style
Charanpreet Singh Associate Dean Praxis Business School charanpreet@praxis.ac.in
Brand Personality Wells Fargo
David A. Aaker, a former professor of marketing strategy at Berkeley and vice chairman of Prophet Brand, wrote in his book Managing Brand Equity: A study of banks in California confirmed that their associations are very similar ... Nothing distinctive -- with the exception of Wells Fargo, which has had a host of associations going along with their ubiquitous stagecoach. In an industry in which similarity is the norm, the stagecoach is an enormous asset, in part because of the richness of the concept, In addition to providing associations with the Old West, horses, and the gold rush, it also effortlessly is linked to reliability in the face of adversity, adventurousness, independence, and even building a new society out of wilderness.
Technology Impact on Marketing
Technology Impact on Marketing

E. Jerome McCarthys concept of 4Ps, now being redefined Product: Consumer wants to shape them (produce what can be sold) Price: Discovered (free can make money, Google) Place: Physical to virtual Promotion: Non-personal mass driven to engaging one-on-one CRM
Technology Impact on Brand Management
Technology Impact on Brand Management

Consumers love to talk back Lifesavers got 400,000 votes for keeping the pineapple flavour. Consumers are control freaks power from giving inputs Brands are virtual Sara Lee has sold off most of its factories Nike does not make sneakers Sims allows to create a family on-line and then take care of it obviously brands get involved
customer relationship management

focus on the customer
Its a business strategy. Its about how you

engage transact fulfill service
Its about how you collect and use intelligence to unify points of contact in order to optimize your customers experience.
check if yes
Are your core products or services at risk of being commoditized? Are your customers demanding that you provide anytime, anywhere, anyway capabilities?
is it time to get serious about CRM?
Is there a significant difference in the value of your best customers vs. your average customers? Are you finding the need to customize or personalize products and services? Do you have a premium brand to protect?
Are there competitors in your market who are attempting to change the rules of the game? Property of Hewlett-Packard - Do not copy or distri
the new consumer expects a value-added experience
their preferred supplier must . .. know who they are remember what they said add value to every interaction customize products to their needs make it easy to do business with them
Property of Hewlett-Packard - Do not copy or distri
CRM ecosystem map (today)

touch points
interaction
direct interaction voice (IVR, ACD) conferencing web collab. e-mail/fax resp. mgmt. direct mail printing web commerce information portal wireless
intelligence
product line mgmt. campaign mgmt. marketing analysis middleware (EAI toolkits, embedded/ mobile agents) mail & messaging
operation
customer profile
mobile mktg (lead mgmt) marketing automation order promising mobile sales (prod. CFG) sales automation order mgmt. field service service automation
front office
vertical apps
product data mart
customer activity data mart
customer data mart
back office
PDM data warehouse
data mining workbench
Supply Chain Mgmt.
ERP
core systems
enterprise business intelligence
Property of Hewlett-Packard - Do not copy or distribute without written permission.
Brand Hijack
Marketing without Marketing How to make brand successes appear like serendipitous accidents let go of the fallacy that brand belongs to you, not to the market co-create by collaborating with your consumers
Marketing without Marketing
How to Brand Hijack inspire customer loyalty, not customer retention
embrace the value of being surprising and imperfect
Brand Hijack
Marketing without Marketing How did Starbucks, eBay build billion $ valuations without leading with a quintessential advertising campaign? Brand Hijacking the art of commandeering a brand
Brand Hijack
Brand Hijack - a complex orchestration of
Brand Hijack
Shawn Fanning did not want to revolutionize the music industry and invent file sharing - wanted to know how to get
Brand Hijack
Provided a blank canvas users could make a neutral infrastructure their own
The Web 2.0 phenomenon
Technology enables the Hijack
Brand Hijack the marketers guide
Brand Hijack
Brand Hijack
Brand Hijack
Brand Hijack
Brand Hijack
Brand Hijack
Brand Hijack
Brand Hijack
Brand Hijack
Brand Hijack Marketing as a catalyst for cultural development
Brand Management
Today we will talk about.
Measuring Brand Performance

Brand Tracking
Methods of Brand Tracking Quantitative Young & Rubicams BAV J. Aakers Brand Personality Kapferers Brand Prism Qualitative Projective techniques Laddering method
The most obvious measure: Sales - more importantly, market share variations thereof Objective Give a view of history A good mind can understand outcomes in some detail
Brand Tracking Drawbacks of using sales and market share as the measure: 1.May not be able to accurately predict the future 2.Will not be able to pinpoint the problem areas 3.May lead to Type II (even Type I) errors
Brand Tracking
Three components:
Brand Knowledge Brand Equity premium chargeable/ higher numbers Brand Value rupee value if the brand is sold or franchised
Brand Knowledge
Brand Tracking
Has two components: 1.Brand Awareness does the consumer know about the brand? 2. Brand Image what does the consumer associate with the brand?
Brand Knowledge Kellers Pyramid
Brand Tracking
Level 1: Brand Awareness Level 2: Brand Image Level 3: Brand Evaluation Level 4: Brand Loyalty Few brands reach Level 4
Brand Knowledge
Brand Tracking
Brand Awareness has two dimensions: 1. Depth (Top-of-mind, unaided, aided recall) 2. Breadth (length of time)
Kellers Brand Pyramid
Brand Tracking
Brand image has two dimensions: 1. Functional: Real tangible attributes of the brand 2. Emotional: Intangible attributes: images associated with the brand
Brand Knowledge
Brand Evaluation has two dimensions: 1. Functional: Brand Value and Credibility 2. Emotional: Self concept, feelings, social approval and empathy
Brand Knowledge
Brand Loyalty also derives from the same two dimensions the desire to continue with the same brand for rational or emotional (or a combination of) reasons
Kellers Brand Knowledge Pyramid Brand Knowledge
Brand Awareness Depth Breadth
Brand Image
Brand Evaluation
Brand Loyalty
Functional
Emotional
Funct
Emot
Funct
Emot
Brand Knowledge
Measuring Brand Awareness Test for recall classify into top-of-mind, aided, unaided Test for familiarity length of exposure
Measuring Brand Image Quantitative Methods: Young & Rubicams BAV J. Ackers Personality Kapferers Brand Prism Qualitative Methods: Projective Techniques Laddering Zaltman metaphor elicitation
Brand Knowledge
Young & Rubicams Brand Asset Valuator
Attempts to measure: Brand Stature

The current strength of the brand
rand Vitality
The potential for growth
Brand stature measures the current strength of the brand and depends on: Knowledge how well consumers know the brand Esteem - how highly consumers regard the brand.
Brand vitality measures the growth potential of a brand and depends on: Differentiation how distinct the brand is Relevance appropriateness to the target consumer
Young & Rubicams Brand Asset Valuator Methodology: The Y&R method uses 48 image, personality and attribute questions administered to respondents a set of 12 measuring each of the four dimensions
Methodology nce the responses along the four dimensions are measured, we have the scores of the brand across the four dimensions he Stature and Vitality measures translate into a 2*2 matrix with 4 quadrants
Measuring Brand Performance Y & R BAV Matrix
2 Low, High
1 High, High
4 Low, Low
3 High, Low
Brand Stature
uadrant 1
igh Stature, High Vitality
ail Chief!
eople want to buy, MBAs want to manage
uadrant 2
ow Stature, High Vitality nterpretation: merging Brand omparative strength is measured by knowledge and esteem scores knowledge score is more fundamental
Asset Valuator
uadrant 3 igh Stature, Low Vitality nterpretation: otentially Declining Brand cores for differentiation and relevance will give further insights

uadrant 4
ow Stature, Low Vitality
ext
nderstanding what the scores tell you .
elevance:
igh relevance means your need-identification is spot-on the first building block is in place
ifferentiation: iven a need identification, how well have you differentiated yourself from the others with respect to the offering
mplication of High Relevance, Low Differentiation
our need identification is strong, but competitors offerings are seen to be
mplication of High Relevance, Low Differentiation he Prescription: ont tinker with the positioning - concentrate on the clarity of
Young & Rubicams Brand Asset Valuator Clarity of communication

SAFFOLA SURF EXCEL ASIAN PAINTS APEX ULTIMA HAPPYDENT FEVICOL
Asset Valuator
mplication of Low Relevance, High Differentiation onsumers clearly see it as different from competition, but do not relate to the benefit or image portrayed by it
mplication of Low Relevance, High Differentiation
rescription:
Milkmaid before repositioning Paloma ice tea by nestle Ms. Cigarettes Reva cars Marks & Spencers in India
Understanding what the scores tell you he Knowledge score tells you how well the brand is known
unction of: rand building efforts
Young & Rubicams Brand Asset Valuator Understanding what the scores tell you he Esteem score tells you how well the brand is regarded and respected
unction of: he way the brand has conducted itself on the value attribute reality
Understanding what the scores tell you igh knowledge, low esteem:
he brand personality is not reinforced, or has undesired attributes
Weak/ Undesired Brand Personality Australian cricket team Reliance industries ITC before repositioning Cola companies IIPM (?)
igh knowledge, low esteem:
he brand personality is not reinforced, or has undesired attributes
Measuring Brand Performance Y & R BAV Matrix
Untapped potential Budweiser Heinz Unfocussed Levis- Strauss Xerox
Leadership BMW Starbucks Guiness Eroding Kellogs Reuters
Brand Stature
The BAV model could throw up results that lead us to the softer aspect of the brand the Brand Personality Measures of Brand Personality Jennifer Aakers model Kepferers Brand Prism
The Aakers Model of Brand Personality
Aakers model gives the brand human qualities and chooses a number of dimensions to describe its personality She measures the associations of 42 traits with the brand on a scale of 1-5 These traits are then collapsed into 5 broad dimensions
Sincerity, measured by whether the brand is seen as: Honest Wholesome Down to earth Cheerful Kapil Dev
Excitement, measured by whether the brand is seen as: Daring Spirited Imaginative Up to date / contemporary Dhoni
The Aakers Model of Brand Personality Competence, measured by whether the brand is seen as: Reliable Intelligent Successful Rahul Dravid

Sophistication,
measured by whether the brand is seen as: Upper class Charming Tiger Pataudi Imran Khan
The Aakers Model of Brand Personality Ruggedness, measured by whether the brand is seen as: Tough Outdoorsy Yuvraj Singh Andrew Symonds
Aakers model has limitations: personification of brands is restrictive - a brand possesses dimensions which one may or may not be able to personify
Kapferers brand identity prism
Kapferer outlined 6 facets of a brand and these 6 facets underline the dimensions of the brands identity
Kapferers Brand Prism
Kapferers Brand Prism
Kapferers Brand Identity Prism Physical facet (External): Packaging Color Product look & feel May be prominent or dormant Is the first stage in brand construction
Kapferers Brand Identity Prism
Brand personality(Internal): This is the link with Aakers concept of brand personality
Brand Relationship (external): More relevant to b2b and services and deals with the quality of transactions. Trust, commitment are the key variables.
Brand Relationship (contd.) Key questions
How would Sales describe the relationship attributes for their customer management process? How would Customer support describe their approach to increasing customer satisfaction? How does the brand want to be seen by customers in marketing communication?
Brand Culture (internal): Culture is a deep-seated facet and implies a system of values, a source of inspiration, brand energy. Cultural moorings: urban/ rural/ Indian/ global Fosters, Rolex, Ceylon tea, Kitchens of India, e-choupal The Worlds Local Bank
Reflected consumer (external): Whom is the brand seen as targeted to and the image of the target which the brand offers to the public Marlboro, Raymonds, Open Source Software
Consumer Mentalisation (internal): If reflection is the targets outward mirror, the self-image is the targets own internal mirror Through our attitude towards certain brands, we develop a certain type of inner relationship with ourselves Marlboro, Raymonds,
The identity prism puts the brand under the microscope of each of its facets Comes up with diagnoses - useful when brand identity prisms are worked out for competitors
Qualitative Methods of measuring brand performance
Projective Techniques Laddering
Personal values research: In-depth profiling of the consumer and his or her relationship to products: Offers potential for understanding the "cognitive" positioning of current products Permits the development of positioning strategies for new products
Personal values research:
Macro (sociology): standard survey research methodology combined with a classification scheme to categorize respondents into predetermined clusters or groups VALs Values, Attitudes and Lifestyles methodology of the Stanford Research
Personal values research: Macro (sociology): VALs Administer an interval scaled instrument with a series of questions on VALs Cluster the respondents by running a cluster analysis and give names to each cluster (belonger, emulator, I am me, achiever)
Personal values research: Macro (sociology): Product neutral gives the overall value orientation of target segments Silent on the linkages between the product and the personally relevant role it has in the life of the consumer
Personal values research
Micro (psychology): Means-end theory (Gutman 1982) linkages between the attributes that exist in products (the "means"), the consequences for the consumer provided by the attributes, and the personal values (the ends) the consequences reinforce
Means-end theory
consumer actions produce consequences consumers learn to associate particular consequences with particular product attributes they have reinforced through their buying consumers learn to choose products containing attributes which are instrumental in achieving their desired consequences
Means-end theory
Means-End Theory simply specifies the rationale underlying why consequences are important .namely .personal values
Means-end theory Attributes (A) The Hero Honda Karizma is launched on the platform of power emerging from a 223 cc engine - the attribute
Means-end theory
Consequences (C) The power of the bike could lead to the consequences of: It goes faster (speed) It is sturdier (power = sturdiness) It goes long distances
Means-end theory
Consequences (C) The consequence of it goes faster could further be: You will zip past your friends and classmates.
Means-end theory Values (V) The values of you will zip past your friends and classmates could be: Self esteem among peers and/ or Attractiveness/fear(!) amongst the opposite sex
Means-end theory
Consequences The consequences of it is sturdier could further be: It will last longer It will have lower maintenance
Means-end theory
Values The values of it will last longer and will have lower maintenance could be: Pride in being careful about the money spent vfm buyer
Means-end theory
Consequences The consequence of it goes long distances could be that As a sales executive, you could cover more territory and achieve higher sales.
Means-end theory Values The values of as a sales executive, you could cover more territory and achieve higher sales could be: The pride from professional achievement / likelihood of promotion and hence better social status
Laddering
Laddering refers to an in-depth, one-on-one interviewing technique used to develop an understanding of how consumers translate the attributes of products into meaningful associations with respect to self, following the MeansEnd Theory
Laddering
a tailored interviewing format using primarily a series of directed probes, typified by the Why is that important to you? question goal of determining sets of linkages between the key perceptual elements across the range of attributes (A), consequences (C), and values (V).
Laddering provides a perspective on how product information is processed from a motivational perspective - the underlying reasons why an attribute or a consequence is important can be uncovered
Laddering the following ladder, starting with a basic distinction between types of snack chips, represents part of the data collection from a single subject in a salty-snack study: (V) (C) (C) (C) (A) (A) self-esteem I better figure I dont get fat I eat less I strong taste I flavored chip
Laddering
Data Collection One-on-one interviews. Typical question is: why is that important to you? Lets go through an example - the product class chosen is Wine Coolers
1. Evoking the Situational Context Interviewer: You indicated that you would be more likely to drink a wine cooler at a party on the weekend with friends, why is that? Respondent: Well, wine coolers have less alcohol than a mixed drink and because they are so filling I tend to drink fewer and more slowly. Interviewer: What is the benefit of having less alcohol when you are around your friends? Respondent: I never really have thought about it. I dont know. Interviewer: Try to think about it in relation to the party situation. (*) When was the last time you had a wine cooler in this party with friends situation? Respondent: Last weekend. Interviewer: Okay, why coolers last weekend? Respondent: Well, I knew I would be drinking a long time and I didnt want to get wasted. Interviewer: party? Why was it important to not get wasted at the
Respondent: When Im at a party I like to socialize, talk to my friends, make some new friends. If I get wasted Im afraid Id make an ass of myself and people wont invite. Its important for me to be part
Laddering
Data Analysis The summary ladder for (1) is: V: sense of belonging (part of the group) C: socialize C: avoid getting drunk (wasted) A: less alcohol/filling
Interviewer: You said you prefer a cooler when you get home after work because of the full-bodied taste. Whats so good about a full-bodied taste after work? Respondent: I like it. I work hard and it feels good to drink something satisfying. Interviewer: Why is a satisfying drink important to you after work? Respondent: Because it is. I just enjoy it. Interviewer: What would you drink if you didnt have a cooler available to you? (*) Respondent: Probably a light beer. Interviewer: Whats better about a wine cooler as opposed to a light beer when you get home after work? Respondent: Well, if I start drinking beer, I have a hard time stopping. I just continue on into the night. But with coolers I get filled up and its easy to stop. Plus, I tend to not eat as much dinner. Interviewer: So why is continuing to drink into the evening something you dont want to do? Respondent: Well, if I keep drinking I generally fall asleep pretty early and I dont get a chance to talk to my wife after the kids go to bed. She works hard with the house and the kids all dayand its
Laddering Data Analysis
The summary ladder for (2) is: V good family life C able to talk to my wife C dont fall asleep C (consume less alcohol) A filled up/easy to stop A full-bodied taste/ less alcohol
3. Negative Laddering (*) Interviewer: You indicated a distinction between 12 ounce and 16 ounce bottles. What size bottle do you prefer? Respondent: I always buy a 12 ounce bottle. Interviewer: Whats the benefit of buying a 12 ounce bottle? Respondent: I just buy it out of habit. Interviewer: Why wouldnt you buy a 16 ounce? (*) Respondent: Its too much for me to drink and it gets warm before I can finish it all. Then I have to throw it away. Interviewer: So how do you feel when you have to throw it away? Respondent: It makes me mad because Im wasting my money. Interviewer: Whats the importance of money to you? Respondent: Im in charge of the family budget, so its my responsibility to make sure its spent right.
The summary ladder for (3) is: V responsibility to family C waste money C throw it away (dont drink all of it) C C A gets warm too much to drink larger size
4. Age-regression Contrast Probe (*) Interviewer: You said you most often drink coolers at the bar. Why is that? Respondent: Ive never really thought about it. I just order them. Interviewer: Is there a difference in your drinking habits compared to a couple of years ago? (*) Respondent: Yes, I drink different types of drinks now. Interviewer: Why is that? Respondent: Well, before I used to be in college, and the only thing around seemed to be beer. Interviewer: So why do you drink coolers now? Respondent: Well, now I have a career and when I do go out I go with coworkers. Drinking a wine cooler looks better than drinking a beer. Interviewer: Why is that? Respondent: The bottle shape and the fancy label look more feminine Interviewer: Why is that important to you? Respondent: Its important to me to have a sophisticated image now that Im in the work force. I want to be just like my coworkers.
Laddering
Data Analysis The summary ladder for (4) is: V like my coworkers (belonging) C sophisticated image C more feminine A bottle shape A fancy label
5. Third-person Probe (*) Interviewer: You mentioned you drink wine coolers at parties at your friends house. Why do you drink them there? Respondent: Just because they have them. Interviewer: Why not drink something else? Respondent: I just like drinking coolers. Interviewer: Why do you think your friends have them at parties? (*) Respondent: I guess they want to impress us because wine coolers are expensive. They relate quality to how expensive it is. Interviewer: Why do they want to impress others? Respondent: Since coolers are new, they are almost like a status symbol. Interviewer So what is the value to them of having a status symbol? Respondent: My friends always like to do one better than anyone else. Its probably related to their self-esteem.
The summary ladder for (5) is: V self-esteem
C status symbol C impress (others) C quality A expensive
6. Redirecting Techniques: Silence (*)/Communication Check (*) Interviewer: You mentioned you like the carbonation in a cooler. Whats the benefit of it? Respondent: I dont think theres any benefit to carbonation. Interviewer: Why do you like it in a cooler? Respondent: No particular reason. Interviewer: (silence) (*) Respondent: Come to think of it, carbonation makes it crisp and refreshing. Interviewer: Why is that important? Respondent: It makes it thirst quenching, especially after mowing the lawn and is a pick-me-up. Interviewer: Let me see if I understand what youre saying. (*) What do you mean by saying a pick-me-up? Respondent: I mean after I finish its like a reward for completing a chore I dislike.
The summary ladder for (6) is: V completing a chore (accomplishment) C C C A A reward thirst-quenching refreshing crisp carbonation
Laddering
Data Analysis Code all the responses Classify them into A/C/V You may need to club multiple responses under the same heading: for example, many of the responses may be clubbed under avoid the negatives of alcohol
Draw the tree diagram, called Hierarchical Value Map
Hypothetical Hierarchical Value Map of Wine Cooler Category

Self-esteem 23
feel better about self self Image
|
Family Life 21
maintain respect of others better family ties self worth
Belonging 22
|
| \ \
security | | camaraderie | | friendship | Accomplishment 20 | / \ get most from life | / \ | | Impress Others 18 Socialize 19 | successful image (able to) | / \ easier to talk | / \ open up | / \ more sociable
Reward 16
satisfying compensation / \
/ \ / \ Thirst-quenching 12 \
\ |
\
\ \ \ \
\ \ \ \ \
SophistIcated Image 17
relieves thirst not too sour /
\ \ \
personal status | how others view me | / | Avoid Negatives / More Feminine 13 of Alcohol 14 / socially not too drunk / acceptable not too tired / | \ | / | \ | / | \ | /
|
Avoid Waste 15
doesnt get warm \ \ \ \

Consume less 11 \
/
Refreshing 10
\
Quality 8
|
\
feel alert, superior product | \ | cant drink more alive product quality | \ | can sip \ / \ / \ | \ | | | / \ / \ | \ | | | / \ / \ | \ | | | / \ / \ Label Bottle Less | Smaller Size Carbonation Crisp Expensive (fancy) (shape) Alcohol Filling (10 oz.) (+)1 2 (+) 3 4 5 6 9 7
Table 1: Summary Content Codes for Hypothetical Wine Cooler Example Values (20) Accomplishment (21) Family (22) Belonging (23) Self-esteem Consequences 8) Quality 9) Filling (10) Refreshing (11) Consume less (12) Thirst-quenching (13) More feminine (14) Avoid negatives (15) Avoid waste (16) Reward (17) Sophisticated (18) Impress others (19) Socialize Attributes 1) Carbonation 2) Crisp 3) Expensive 4) Label 5) Bottle shape 6) Less alcohol 7) Smaller
Laddering
Data Analysis In terms of Values, there are 4 segments of this product category: Accomplishment Family Belonging Self-esteem
Laddering
Positioning We obtain the 4 segments We also get cues on the combinations of attributes and consequences leading to these segments We can position and communicate our positioning accordingly
Laddering
Segment 1 Value : family Attributes linked to this value: less alcohol, filling, smaller size Consequences linked to this: consume less, avoid negatives of alcohol and socialize better
Laddering
Segment 2 Value: sense of belonging Attributes: crispness, bottle shape, expensive and fancy label Consequences: quality, impress others, sophisticated image
Laddering
Can be used for:

(1)segmenting consumers with respect to their values orientations for a product class or brand; (2)for assessing brands or products in a fashion similar to the use of more traditional ratings; (3)evaluating competitive advertising; and (4)as a basis for developing advertising strategies

Thank you Have fun in the project!!

IIM Shillong Brand Management

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IIM Shillong Brand Management December 8, 2009

Click to edit Master title style

Charanpreet Singh Associate Dean Praxis Business School charanpreet@praxis.ac.in

Brand Personality Wells Fargo

Technology Impact on Marketing

Technology Impact on Marketing

Technology Impact on Brand Management

Technology Impact on Brand Management

customer relationship management

Its a business strategy. Its about how you

engage transact fulfill service

is it time to get serious about CRM?

the new consumer expects a value-added experience

Property of Hewlett-Packard - Do not copy or distri

CRM ecosystem map (today)

product data mart

customer activity data mart

customer data mart

PDM data warehouse

data mining workbench

Supply Chain Mgmt.

enterprise business intelligence

Property of Hewlett-Packard - Do not copy or distribute without written permission.

Marketing without Marketing

How to Brand Hijack inspire customer loyalty, not customer retention

embrace the value of being surprising and imperfect

Brand Hijack - a complex orchestration of

Property of Hewlett-Packard - Do not copy or distri

The Web 2.0 phenomenon

Technology enables the Hijack

Property of Hewlett-Packard - Do not copy or distri

Brand Hijack the marketers guide

Property of Hewlett-Packard - Do not copy or distri

Property of Hewlett-Packard - Do not copy or distri

Property of Hewlett-Packard - Do not copy or distri

Property of Hewlett-Packard - Do not copy or distri

Property of Hewlett-Packard - Do not copy or distri

Property of Hewlett-Packard - Do not copy or distri

Property of Hewlett-Packard - Do not copy or distri

Brand Hijack Marketing as a catalyst for cultural development

Today we will talk about.

Measuring Brand Performance

Measuring Brand Performance

Measuring Brand Performance

Measuring Brand Performance

Measuring Brand Performance

Brand Knowledge Kellers Pyramid

Kellers Brand Pyramid

Kellers Brand Pyramid

Kellers Brand Pyramid

Kellers Brand Knowledge Pyramid Brand Knowledge

Brand Awareness Depth Breadth

Young & Rubicams Brand Asset Valuator

Measuring Brand Performance

Attempts to measure: Brand Stature

Young & Rubicams Brand Asset Valuator

Measuring Brand Performance

Young & Rubicams Brand Asset Valuator

Measuring Brand Performance

Measuring Brand Performance

Young & Rubicams Brand Asset Valuator

Measuring Brand Performance

Measuring Brand Performance Y & R BAV Matrix