CHAPTER 1:

BRANDS & BRAND

MANAGEMENT

Kevin Lane Keller

Tuck School of Business
Dartmouth
College

1.1
 What is a
brand?
 For the American Marketing Association (AMA), a brand is a
“name, term, sign, symbol, or design, or a combination of them,
intended to identify the goods and services of one seller or
group
of sellers and to differentiate them from those of competition.”
 These different components of a brand that identify and
differentiate it are brand elements.

1.2
 What is a
brand?
 Many practicing managers refer to a brand as more than that—
as something that has actually created a certain amount of
awareness, reputation, prominence, and so on in the marketplace.
 We can make a distinction between the AMA definition of a
“brand” with a small b and the industry’s concept of a “Brand”
with a capital b.

1.3
 Brands vs. Products

 A product is anything we can offer to a market for

attention, acquisition, use, or consumption that might
satisfy a need or want.
 A product may be a physical good, a service, a retail
outlet, a person, an organization, a place, or even an
idea.

1.4
Five Levels of Meaning for a Product
 The core benefit level is the fundamental need or want that
consumers satisfy by consuming the product or
 service.
The generic product level is a basic version of the product containing
only those attributes
functioning but with no or characteristics absolutelyThis
distinguishing features. necessary for a
is basically
its
stripped-down, no-frills version of the product that adequately
performs the product function.
 The expected product level is a set of attributes or characteristics that
buyers normally expect and agree to when they purchase a
product.
 The augmented product level includes additional product attributes,
benefits, or related services that distinguish the product from
competitors.
 The potential product level includes all the augmentations and
transformations that a product might ultimately undergo in
the
future 1.5
 A brand is therefore more than a product, as it
can have dimensions that differentiate it in some
way from other products designed to satisfy
same
the
need.

1.6
 Some brands create competitive advantages with
product performance; other brands create
competitive advantages through non-product-
related
means.

1.7
 Why do brands
matter?
 What functions do brands perform that make
them so valuable to marketers?

1.8
Importance of Brands to Consumers
 Identification of the source of the product
 Assignment of responsibility to product maker

 Risk reducer

 Search cost reducer

 Promise, bond, or pact with product maker

 Symbolic device

 Signal of quality

1.9
Reducing the Risks in Product Decisions
 Consumers may perceive many different types of risks in buying
and consuming a product:
 Functional risk—The product does not perform up to
expectations.
 Physical risk—The product poses a threat to the physical
well- being or health of the user or others.
 Financial risk—The product is not worth the price paid.
 Social risk—The product results in embarrassment from
 others.
Psychological risk—The product affects the mental well-being
 of the user.
Time risk—The failure of the product results in an
opportunity cost of finding another satisfactory product.
1.10
 Importance of Brands to
Firms
To firms, brands represent enormously valuable
pieces of legal property, capable of influencing
consumer behavior, being bought and sold, and
providing the security of sustained future
revenues.

1.11
 Importance of Brands to Firms
 Identification to simplify handling or tracing
 Legally protecting unique features

 Signal of quality level

 Endowing products with unique associations

 Source of competitive advantage

 Source of financial returns

1.12
 Can everything be
branded?
 Ultimately a brand is something that resides in
the minds of consumers.
 The key to branding is that consumers perceive
differences among brands in a product
category.
 Even commodities can be branded:
 Coffee (Maxwell House), bath soap (Ivory), flour
(Gold Medal), beer (Budweiser), salt (Morton),
oatmeal (Quaker), pickles (Vlasic), bananas
(Chiquita), chickens (Perdue), pineapples (Dole), and
even water (Perrier)
1.13
An Example of Branding a
Commodity
 De Beers Group added the phrase “A Diamond
Is Forever”

1.14
 What is
branded?
 Physical goods

 Services

 Retailers and distributors

 Online products and services

 People and organizations

 Sports, arts, and entertainment

 Geographic locations

 Ideas and causes

1.15
 Source of Brands
Strength
“The real causes of enduring market leadership


are vision and will. Enduring market leaders have a

revolutionary and inspiring vision of the mass
market, and they exhibit an indomitable will to
realize that vision. They persist under adversity,
innovate relentlessly, commit financial resources,
and leverage assets to realize their vision.”
Gerald J. Tellis and Peter N. Golder, “First to Market, First to
Fail? Real Causes of Enduring Market Leadership,” MIT Sloan
Management Review, 1 January 1996

1.16
 Importance of Brand Management
 The bottom line is that any brand—no matter
how strong at one point in time—is
vulnerable, and susceptible to poor brand
management.

1.17
What are the strongest
brands?
 Top Ten Global Brands
Brand 2006 ($Billion) 2005 ($
1.
Billion)
Coca-Cola 67.00 67.53
2. Microsoft 56.93 59.94
3. IBM 56.20 53.38
4. GE 48.91 47.00
5. Intel 32.32 35.59
6. Nokia 30.13 26.45
7. Toyota 27.94 24.84
8. Disney 27.85 26.44
9. McDonald’s 27.50 26.01
10. Mercedes-Benz 21.80 20.00

1.19
 Branding Challenges and Opportunities

 Savvy customers
 Brand proliferation

 Media fragmentation

 Increased
competition
 Increased costs

 Greater accountability

1.20
 The Brand Equity Concept
 No common viewpoint on how it should be
conceptualized and measured
 It stresses the importance of brand role in
marketing strategies.
 Brand equity is defined in terms of the marketing
effects uniquely attributable to the brand.
 Brand equity relates to the fact that different outcomes result
in the marketing of a product or service because of its brand
name, as compared to if the same product or service did not
have that name.

1.21
 Strategic Brand Management
 It involves the design and implementation of
marketing programs and activities to build,
measure, and manage brand equity.
 The Strategic Brand Management Process is defined as
involving four main steps:
1. Identifying and establishing brand positioning and values
2. Planning and implementing brand marketing programs
3. Measuring and interpreting brand performance
4. Growing and sustaining brand equity
1.22
Strategic Brand Management Process

Steps Key Concepts

Identify and establish
brand positioning and values
Mental maps
Competitive frame of reference
Points-of-parity and points-of-difference
Core brand values
Brand mantra

Plan and implement Mixing and matching of brand elements

brand marketing programs Integrating brand marketing activities
Leveraging of secondary associations

Brand value chain

Measure and interpret Brand audits
brand performance Brand tracking
Brand equity
management
system
Brand-product matrix
Grow and sustain Brand portfolios and hierarchies
brand equity Brand expansion strategies
Brand reinforcement
an1d.r2ev3italization
 CHAPTER 2: CUSTOMER-
BASED BRAND EQUITY

Kevin Lane Keller

Tuck School of Business
Dartmouth
College

2.24
 Customer-Based Brand Equity

 “The differential effect that brand knowledge has

on consumer response to the marketing of that
brand.”

Keller, 1993

2.25
 Customer-Based Brand Equity
 Differential effect
 Differences in consumer response
 Brand knowledge
 A result of consumers’ knowledge about the brand
 Consumer response to marketing
 Choice of a brand
 Recall of copy points from an ad
 Response to a sales promotion
 Evaluations of a proposed brand extension

2.26
 Brand Equity as a “Bridge”

 Reflection of past investments in the marketing of

a brand
 Direction for future marketing actions or
programs

2.27
 Making a Brand Strong:
Brand Knowledge
 Brand knowledge is the key to creating
brand equity.
 Brand knowledge consists of a brand node in
memory with a variety of associations linked to
it.
 Brand knowledge has two components: brand
awareness and brand image.

2.28
 Sources of Brand Equity

 Brand awareness
 Brand recognition
 Brand recall

 Brand image
 Strong, favorable, and unique brand associations

2.29
 Brand Awareness Advantages
 Learning advantages
 Register the brand in the minds of consumers
 Consideration advantages
 Likelihood that the brand will be a member of the
consideration set
 Choice advantages
 Affect choices among brands in the consideration
set

2.30
 Establishing Brand Awareness
 Increasing the familiarity of the brand through
repeated exposure (for brand recognition)
 forging strong associations with the appropriate
product category or other relevant purchase or
consumption cues (for brand recall)

2.31
Creating a Positive Brand Image
 Brand Associations
 Does not matter which source of brand association
 Need to be favorable, strong, and unique

 Marketers should recognize the influence of these

other sources of information by both managing them
as well as possible and by adequately accounting for
them in designing communication strategies.

2.32
 The Four Steps of Brand Building

1. Ensure identification of the brand with customers and

an association of the brand in customers’ minds
2. Establish the totality of brand meaning in the minds of
consumers
3. Elicit the proper customer responses to the brand
identification and brand meaning
4. Convert brand response to create an intense, active
loyalty relationship between customers and the brand

2.33
Four Questions Customers ask of Brands

1. Who are you? (brand identity)

2. What are you? (brand meaning)
3. What about you? What do I think or feel
about you? (brand responses)
4. What about you and me? What kind of
association and how much of a
connection would I like to have with you?
(brand relationships)
2.34
Customer-Based Brand Equity Pyramid

4. RELATIONSHIPS
RESONANCE = What about you and
me?

3. RESPONSE =
JUDGMENTS FEELINGS
What about you?

2. MEANING =
PERFORMANCE IMAGERY What are you?

1. IDENTITY =
SALIENCE
Who are you?
2 12
.
Sub-Dimensions of CBBE Pyramid

LOYALTY
ATTACHMENT
COMMUNITY
ENGAGEMENT

WARMTH
QUALITY FUN
CREDIBILITY EXCITEMENT
CONSIDERATION SECURITY
SUPERIORITY SOCIAL APPROVAL
SELF-RESPECT

PRIMARY CHARACTERISTICS & USER PROFILES

SECONDARY FEATURES PURCHASE & USAGE
PRODUCT RELIABILITY, SITUATIONS
DURABILITY & SERVICEABILITY PERSONALITY &
SERVICE EFFECTIVENESS, VALUES
EFFICIENCY & EMPATHY HISTORY, HERITAGE
STYLE AND DESIGN & EXPERIENCES
PRICE

CATEGORY IDENTIFICATION
NEEDS SATISFIED
 Salience Dimensions

 Depth of brand awareness

 Ease of recognition and recall
 Strength and clarity of category membership

 Breadth of brand awareness

 Purchase
consideration
 Consumption consideration

2.37
 Depth and Breadth Importance
 The product category hierarchy shows us not
only the depth of awareness matters but also the
breadth.
 The brand must not only be top-of-mind and have
sufficient “mind share,” but it must also do so
at the right times and places.

2.38
 Product Category Structure
 To fully understand brand recall, we need to
appreciate product category structure, or how
product categories are organized in memory.

2.39
 Performance Dimensions

 Primary characteristics and supplementary features

 Product reliability, durability, and serviceability
 Service effectiveness, efficiency, and empathy
 Style and design
 Price

2.40
 Imagery Dimensions
 User profiles
 Demographic and psychographic characteristics
 Actual or aspirational
 Group perceptions—popularity

 Purchase and usage situations

 Type of channel, specific stores, ease of purchase
 Time (day, week, month, year, etc.), location, and context of usage

 Personality and values

 Sincerity, excitement, competence, sophistication, and roughness
 History, heritage, and experiences
 Nostalgia
 Memories 2.41
 Judgment Dimensions

 Brand quality  Brand consideration

 Value  Relevance
 Satisfactio

n
Brand credibility
 Brand
 Expertise superiority
 Trustworthines  Differentiation
 s Likeability

2.42
 Feelings Dimensions

 Warmth

 Fun

 Excitement

 Security

 Social Approval
 Self-respect

2.43
 Resonance Dimensions
 Behavioral loyalty
 Frequency and amount of repeat purchases
 Attitudinal attachment
 Love brand (favorite possessions; “a little
pleasure”)
 Proud of brand
 Sense of community
 Kinship
 Affiliation

 Active engagement
 Seek information
 Join club
 Visit website, chat rooms
2.44
Customer-Based Brand Equity Model

Consumer- INTENSE, ACTIVE

LOYALTY
Brand
Resonance

RATIONAL &
Consumer Consumer EMOTIONAL
Judgments Feelings REACTIONS

POINTS-OF-
PARITY &
Brand Brand POINTS-OF-
Performance Imagery DIFFERENCE

DEEP, BROAD
Brand Salience BRAND
AWARENESS
 Application:
Identify the Key Drivers of Brand Equity
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 Brand Building Implications

 Customers own brands.

 Don’t take shortcuts with brands.

 Brands should have a duality.

 Brands should have richness.

 Brand resonance provides important focus.

2.47
 Creating Customer Value
 Customer-brand relationships are the
foundation of brand resonance and building a
strong brand.
 The customer-based brand equity model
certainly puts that notion front and center.

2.48
 Is a company consumer-centric?
1. Is the company looking for ways to take care of
you?
2. Does the company know its customers well
enough to differentiate between them?
3. Is someone accountable for customers?
4. Is the company managed for shareholder
value?
5. Is the company testing new customer offers and
learning from the results?
Sources: Larry Selden and Geoffrey Colvin, 2.49
2004.
Customer
 Relationship
Uses a company’s dataManagement (CRM)
systems and applications
to track consumer activity and manage
customer interactions with the company

2.50
 Customer Equity
 Blattberg and Deighton (1996) offer eight guidelines as a means
of maximizing customer equity:

 Invest in highest-value customers first

 Transform product management into customer management
 Consider how add-on sales and cross-selling can increase customer equity
 Look for ways to reduce acquisition costs
 Track customer equity gains and losses against marketing programs
 Relate branding to customer equity
 Monitor the intrinsic retain ability of your customer
 Consider writing separate marketing plans—or even building two
marketing organizations—for acquisition and retention efforts
2.51
 Customer Equity

 The sum of lifetime values of all customers

 Customer lifetime value (CLV) is affected by
revenue and by the cost of customer acquisition,
retention, and cross-selling
 Consists of three components:
 Value equity
 Brand equity
 Relationship equity

Rust, Zeithamal & Lemon,

2004 2.52
 Customers drive
Relationship the success
of Customer of brands
Equity but
to Brand
brands are theEquity
necessary touchpoint that firms
have to connect with their customers.
 Customer-based brand equity maintains that
brands create value by eliciting differential
customer response to marketing activities.
 The higher price premiums and increased levels
of loyalty engendered by brands generate
incremental cash flows.
2.53
 CHAPTER 3:
BRAND POSITIONING &
VALUES

Kevin Lane Keller

Tuck School of Business
Dartmouth
College

3.54
 Brand Positioning
 Is at the heart of the marketing strategy

 “. . . the act of designing the company’s offer and

image so that it occupies a distinct and valued
place in the target customer’s minds.”
Philip Kotler

3.55
Determining a frame of reference
 What are the ideal points-of-parity and points-
of-difference brand associations vis-à-vis the
competition?
 Marketers need to know:
 Who the target consumer is
 Who the main competitors are

 How the brand is similar to these competitors

 How the brand is different from them

3.56
 Target Market
 A market is the set of all actual and potential
buyers who have sufficient interest in, income
for, and access to a product.
 Market segmentation divides the market into
distinct groups of homogeneous consumers who
have similar needs and consumer behavior, and
who thus require similar marketing mixes.
 Market segmentation requires making tradeoffs
between costs and benefits.
3.57
 Example of the toothpaste
market
Sociables: Seeking brightness of teeth Worriers:
 Four main
Seeking decay prevention Independent: Seeking low
segments:
Sensory: Seeking flavor and product appearance
price


3.58
 Criteria for
Segmentation
 Identifiability: Can we easily identify the segment?
 Size: Is there adequate sales potential in the
segment?
 Accessibility: Are specialized distribution outlets
and communication media available to reach
the segment?
 Responsiveness: How favorably will the segment
respond to a tailored marketing program?
3.59
 Nature of Competition
 Deciding to target a certain type of consumer
often defines the nature of competition
 Do not define competition too narrowly
 Ex: a luxury good with a strong hedonic benefit like
stereo equipment may compete as much with a
vacation as with other durable goods like furniture

3.60
 Points-of-difference
Points-of-Parity
(PODs) are attributes or
benefits that
andconsumers strongly associate with a
Points-of-Difference
brand, positively evaluate, and believe that they
could not find to the same extent with a
competitive brand.
 Points-of-parity associations (POPs), on the other
hand, are not necessarily unique to the brand
but
may in fact be shared with other brands.
3.61
 Brand Positioning Guidelines
 Two key issues in arriving at the optimal
competitive brand positioning are:
 Defining and communicating the competitive
frame of reference
 Choosing and establishing points-of-parity and
points-of-difference

3.62
Defining
 Defininganda competitive
Communicating
frame
theof Competitive
reference for a
Frame
brandofpositioning
Reference is to determine category
membership.
 The preferred approach to positioning is to
inform consumers of a brand’s
membership before stating its point of
difference in relationship to other category
members.

3.63
 Choosing POP’s & POD’s

 Desirability criteria (consumer perspective)

 Personally relevant
 Distinctive and superior

 Believable and credible

 Deliverability criteria (firm perspective)

 Feasible
 Profitable

 Pre-emptive, defensible, and difficult to attack

3.64
 Attribute and Benefit Trade-offs
 Price and quality
 Convenience and quality
 Taste and low calories
 Efficacy and mildness
 Power and safety
 Ubiquity and prestige
 Comprehensiveness (variety) and simplicity
 Strength and refinement
3.65
 Strategies to Reconcile Attribute
and Benefit Trade-offs

 Establish separate marketing programs

 Leverage secondary association (e.g., co-
brand)
 Re-define the relationship from negative to
positive

3.66
 Core Brand Values

 Set of abstract concepts or phrases that

characterize the five to ten most important
dimensions of the mental map of a brand
 Relate to points-of-parity and points-of-
difference
 Mental map  Core brand values  Brand
mantra

3.67
 Brand Mantras

 An articulation of the “heart and soul” of the brand

 similar to “brand essence” or “core brand promise”

 Short three- to five-word phrases that capture the

irrefutable essence or spirit of the brand
positioning and brand values
 Consideration
s
Communicate
 Simplify
 Inspire
3.68
 Designing the Brand
Mantra
 The term brand functions describes the nature of
the product or service or the type of experiences
or benefits the brand provides.
 The descriptive modifier further clarifies its nature.
 The emotional modifier provides another qualifier
—how exactly does the brand provide
benefits, and in what way?

3.69
 Designing the Brand Mantra

Emotiona Descriptiv Brand

l e Functions
Modifier Modifier
Auth ntic hletic Performanc
Nike e At e

Fun Family Entertainment

Disney

Fun Folks Food

3.70
 Internal Branding

 Members of the organization are properly aligned

with the brand and what it represents.
 Crucial for service companies

3.71
 Brand Audit

 Externally, consumer-focused assessement

 A comprehensive examination of a brand
involving activities to assess the health of the
brand, uncover its sources of equity, and suggest
ways to improve and leverage that equity
 It includes brand vision, mission, promise,
values, position, personality, and performance

3.72
 Importance of Brand Audits

 Understand sources of brand equity

 Firm perspective
 Consumer perspective
 Set strategic direction for the brand
 Recommend marketing programs to maximize
long-term brand equity

3.73
 Brand Audit Steps

 Brand inventory (supply side)

 Brand exploratory (demand

side)

3.74
 Brand Inventory

 A current comprehensive profile of how all the

products and services sold by a company are
branded and marketed:
 Brand elements
 Supporting marketing programs

 Profile of competitive brands

 POPs and PODs

 Brand mantra

3.75
 Brand Inventory (Cont.)

 Suggests the bases for positioning the brand

 Offers insights to how brand equity may be better
managed
 Assesses consistency in message among activities,
brand extensions, and sub-brands in order to
avoid redundancies, overlaps, a nd consumer
confusion

3.76
 Brand Exploratory
 Provides detailed information as to how
consumers perceive the brand:
 Awareness
 Favorability

 Uniqueness of associations

 Helps identify sources of customer-based

brand equity
 Uncovers knowledge structures for the core brand
as well as its competitors
3.77
 Suggested Brand Audit Outline

 Brand audit objectives, scope, and approach

 Background about the brand (self-analysis)
 Background about the industries
 Consumer analysis (trends, motivation, perceptions, needs,
segmentation, behavior)
 Brand inventory
 Elements, current marketing programs, POPs, PODs
 Branding strategies (extensions, sub-brands, etc.)
 Brand portfolio analysis
 Competitors’ brand inventory
 Strengths and 3.25
 Brand Audit Outline (Cont.)

 Brand exploratory
 Brand associations
 Brand positioning analysis
 Consumer perceptions analysis (vs. competition)
 Summary of competitor analysis
 SWOT analysis
 Brand equity evaluation
 Strategic brand management recomm endations

3.26
 CHAPTER 4: CHOOSING
BRAND ELEMENTS TO
BUILD BRAND EQUITY

Kevin Lane Keller

Tuck School of Business
Dartmouth
College

4.
 Building
 Brand knowledge structures depend on:
Customer-Based Brand Equity
 The initial choices for the brand elements
 The supporting marketing program and the manner
by which the brand is integrated into it
 Other associations indirectly transferred to the brand
by linking it to some other entities

4.
 Criteria for Choosing Brand Elements

 Memorability
Marketer’s offensive strategy
 Meaningfulness and build brand equity
 Likability

 Transferability

 Adaptability Defensive role for leveraging

and maintaining brand
 Protectability equity

4.
 Memorability
 Brand elements should inherently be memorable
and attention-getting, and therefore facilitate
recall or recognition.
 For example, a brand of propane gas cylinders
named Blue Rhino featuring a powder-blue
animal mascot with a distinctive yellow flame is
likely to stick in the minds of consumers.

4.
 Meaningfulness
 Brand elements may take on all kinds of meaning, with
either descriptive or persuasive content.
 Two particularly important criteria
 General information about the nature of the product
category
 Specific information about particular attributes and benefits
of the brand
 The first dimension is an important determinant of
brand awareness and salience; the second, of
brand image and positioning.
4.
 Likability
 Do customers find the brand
element aesthetically appealing?
 Descriptive and persuasive elements reduce
the burden on marketing communications to
build awareness.

4.
 Transferability
 How useful is the brand element for line or
category extensions?
 To what extent does the brand element add to
brand equity across geographic boundaries and
market segments?

4.
 Adaptability
 The more adaptable and flexible the brand
element, the easier it is to update it to changes
in consumer values and opinions.
 For example, logos and characters can be given
a new look or a new design to make them
appear more modern and relevant.

4.
 Protectability
 Marketers
1.should:
Choose brand elements that can be legally
protected internationally.
2. Formally register chosen brand elements with the
appropriate legal bodies.
3. Vigorously defend trademarks from unauthorized
competitive infringement.

4.
 Tactics for Brand Elements
 A variety of brand elements can be chosen that inherently
enhance brand awareness or facilitate the formation of
strong, favorable, and unique brand associations.
 Brand names

 URLs

 Logos and symbols

 Characters

 Slogans

 Packaging

4.89
 Brand N ames
 Like any brand element, brand names must
be chosen with the six general criteria of
memorability, meaningfulness, likability,
transferability, adaptability, and protectability
in mind.

4.90
 Brand Naming Guidelines
 Brand awareness
 Simplicity and ease of pronunciation and spelling
 Familiarity and meaningfulness

 Differentiated, distinctive, and uniqueness

 Brand associations
 The explicit and implicit meanings consumers
extract from it are important. In particular, the brand
name can reinforce an important attribute or benefit
association that makes up its product positioning.
4.91
 Brand Naming Procedures
 Define objectives
 Generate names

 Screen initial candidates

 Study candidate names

 Research the final candidates

 Select the final name

4.92
 URLs

 URLs (uniform resource locators) specify

locations of pages on the web and are
also commonly referred to as domain
names.
 A company can either sue the current owner of
the URL for copyright infringement, buy the
name from the current owner, or register all
conceivable variations of its brand as domain
names ahead of time.
4.93
 Logos and Symbols
 Play a critical role in building brand equity and
especially brand awareness
 Logos range from corporate names or
trademarks (word marks with text only) written
in a distinctive form, to entirely abstract designs
that may be completely unrelated to the word
mark, corporate name, or corporate activities

4.94
 Characters
 A special type of brand symbol—one that takes on
human or real-life characteristics
 Some are animated like Pillsbury’s Poppin’ Fresh
Doughboy, Peter Pan peanut butter’s character, and
numerous cereal characters such as Tony the Tiger,
Cap’n Crunch, and Snap, Crackle & Pop.
 Others are live-action figures like Juan Valdez
(Colombian coffee), the Maytag repairman, and Ronald
McDonald. Notable newcomers include the AOL
running man, the Budweiser frogs, and the AFLAC
duck.
4.95
 Slogans
 Slogans are short phrases that communicate
descriptive or persuasive information about
the brand.
 Slogans are powerful branding devices because,
like brand names, they are an extremely efficient,
shorthand means to build brand equity

4.96
 Classic Slogans
“Sometimes you feel like a nut, sometimes you
“Melts(Almond
 don’t” in your mouth, not in your
Joy/Mounds)
hands” (M&M’s)
“Where’s the beef?” (Wendy’s)

“A mind is a terrible thing to waste” (United
Negro College Fund)

“Can you hear me now?” (Verizon)



Source: Monty Phan, “Celebrating Their Sweet Success,” Newsday, 21 September 2004, A43.
4.97
 Jingles
 Jingles are musical messages written around
the brand. Typically composed by professional
songwriters, they often have enough catchy
hooks and choruses to become almost
permanently registered in the minds of
listeners
—sometimes whether they want them to or
not!
 Jingles are perhaps most valuable in
enhancing brand awareness.
4.98
 Packaging
 From the perspective of both the firm and
consumers, packaging must achieve a number
of objectives:
 Identify the brand
 Convey descriptive and persuasive information

 Facilitate product transportation and protection

 Assist at-home storage

 Aid product consumption

Susan B. Bassin, “Value-Added Packaging Cuts through Store Clutter,”

Marketing News, 26 September 1988, 21.
4.20
Packaging Can Influence Taste
 Our sense of taste and touch is very suggestible,
and what we see on a package can lead us to
taste what we think we are going to taste.

4.
Packaging Can Influence Value
 Long after we have bought a product, a
package can still lead us to believe we
bought it because it was a good value.

4.
 Studies
Packaging
of 48 different
Can Influence
types ofConsumption
foods and
personal care products have shown that people
pour and consume between 18% and 32% more
of a product as the size of the container
doubles.

Valerie Folkes, Ingrid Martin and Kamal Gupta,

“When to Say When: Effects of Supply on Usage,”
Journal of Consumer Research, 20 December 1993,
467-477.

4.
 One strategy
Packaging Can to increase How
Influence use ofa mature
Personproducts
Uses a
has Product
been to encourage people to use the brand
in new situations, like soup for breakfast, or
new uses, like baking soda as a refrigerator
deodorizer.
 An analysis of 26 products and 402 consumers
showed that twice as many people learned about
the new use from the package than from
television ads.

4.
 Putting It All Together
 The entire set of brand elements makes up the
brand identity, the contribution of all brand
elements to awareness and image.
 The cohesiveness of the brand identity depends
on the extent to which the brand elements are
consistent.

4.