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Eye tracking

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�� 2007

surin@marketolog.biz (�� ) — Wed, 14 May 2008 18:39:23 GMT

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Factors influencing succesful brand extensions

surin@marketolog.biz (�� ) — Fri, 27 Apr 2007 23:04:47 GMT

Organisations frequently follow brand extension strategies. This paper investigates the impact of category similarity, brand reputation, perceived risk and consumer innovativeness on the success of brand extensions in FMCG, durable goods and services sectors. A set of hypotheses were developed and tested in a study amongst 701 consumers. The findings show that extensions into categories more similar to the original brand tend to be more readily accepted. Likewise, the reputation of the original brand is an important factor influencing the success of the extension. These findings are consistent across FMCG, durable goods and services brands. However, perceived risk about the extension category was only found to enhance acceptability of extensions for durable goods and services brands. Innovative consumers are more positively disposed towards service brand extensions than FMCG and durable goods brand extentsions.

MORGAN STANLEY DEAN WITTER The e-Marketing Report

surin@marketolog.biz (�� ) — Fri, 27 Apr 2007 23:01:23 GMT

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GENERAL STRATEGIES FOR GLOBAL BRANDS

surin@marketolog.biz (�� ) — Fri, 27 Apr 2007 22:52:31 GMT

This paper introduces four general brand strategies and examines the internal and external factors that influence these strategies for global brands. Managers of global and international brands must understand these issues in order to assess the potential for standardising their brands across diverse societies, the factors that necessitate specific brand adaptations, and the prospects for competitive advantages. Likewise, managers of local brands need to understand the particular strengths and weaknesses of the strategies of their global competitors and use this knowledge to devise their competitive responses.

�� 2002

surin@marketolog.biz (�� ) — Fri, 27 Apr 2007 22:48:52 GMT

Interbrand�s Annual Ranking of 100 of the World�s Most Valuable Brands (2002)

BRAND EQUITY: CAPITALIZING ON INTELLECTUAL CAPITAL

surin@marketolog.biz (�� ) — Fri, 27 Apr 2007 22:43:48 GMT

In this paper we address the key issues in managing brand equity. We discuss components that form the foundation of brand equity � brand identity and brand vision � and how they influence brand knowledge, as measured by indicators such as brand awareness and brand image. We then focus on how brand knowledge affects brand performance, which is measured by brand loyalty and the ability to command a premium price. The emphasis in the discussion is on identifying and explaining factors that offer managers control over enhancing the equity of their brands.

The new brand management: lessons from brand indifferation

surin@marketolog.biz (�� ) — Fri, 27 Apr 2007 22:39:03 GMT

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Creating and managing brand value

surin@marketolog.biz (�� ) — Fri, 27 Apr 2007 22:25:44 GMT

In the spring of 2002, Interbrand conducted an online survey whose purpose was to measure marketers� spending on marketing and branding-related initiatives, and to gauge their perceptions on how to build strong brands. This was a follow-up to a survey we completed in October of 2001, whose results reflected early reactions to the economic downturn, but did not reflect the impact of Sept. 11 on marketing spending. This report, Marketing State of the Union 2002, is the compilation of the survey results.

Mirror, Mirror�Who Has the Strongest Brand of All?

surin@marketolog.biz (�� ) — Fri, 27 Apr 2007 22:16:28 GMT

�We don�t have a Marketing Department; we have a Customer Department. We don�t have a Personnel Department, we have a People Department.� -- Herb Kelleher, Southwest Airlines CEO

The Six Biggest Pitfalls in B-to-B Branding

surin@marketolog.biz (�� ) — Fri, 27 Apr 2007 21:24:18 GMT

Pitfall No. 1: Branding is Only a Consumer Products Thing. Pitfall No. 2: Branding is Simply a Name and Logo. Pitfall No. 3: Only Products are Branded. Pitfall No. 4: Brands Take Care of Themselves. Pitfall No. 5: Branding Decisions are Based on Purely Internal Perspectives. Pitfall No. 6: Branding is Only an Externally Focused Marketing Endeavor.

The Making or Faking of Emotionally Significant Brands

surin@marketolog.biz (�� ) — Fri, 27 Apr 2007 21:18:41 GMT

Creating a genuine 'Feel Appeal' for your brand. Brands can be emotionally powerful, but�

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Energy Deregulation Meets the Lifestyle Economy or ... USING THE CONCEPT OF BRAND AS A VALUE LEVER THAT DELIVERS SHAREHOLDER EQUITY

surin@marketolog.biz (�� ) — Fri, 13 Apr 2007 21:26:01 GMT

USING THE CONCEPT OF BRAND AS A VALUE LEVER THAT DELIVERS SHAREHOLDER EQUITY By Stephen A. Stolze Managing Director and Chief Marketing Officer �Understanding the customer�s needs and consistently delivering a value-based offering is the only way a company can develop a brand that delivers lasting equity to the shareholders.� Globally, we are emerging from a consumer society characterized by the tyranny of brand, driven by the demand for convenience and leisure, confident of buyer acceptance of form over substance, and managed through the subordination of individual needs to the polled average group. This is as much due to buyers affirming the market value of 'knowhow� and �craft production� as it is their pursuit of the �experience� as an intrinsic part of the transaction. Lifestyle is more than experience, it is a continuity of experiences, a string of �experience� pearls. Delivering the right string of pearls to market is at the core of the Experience <=> Lifestyle economy, according to Life-Journey market theory as envisioned by Mr. Richard R. Gomes. The bridge that connects theory to application is �intentions.� To compete in this Lifestyle economy companies must go from a �segmented� market model to an �intentions� model; from marketing goods and services to serving customer intentions. Goods and services become commodity enablers for a greater goal in the customer�s mind. �I intend to purchase energy as one pearl in my home comfort experience.� Once you know the intentions, you can identify the value proposition. The value proposition is the foundation for the mission statement which then defines the business capabilities needed to deliver. Success is a four-link chain: Intentions => Value => Mission => Delivery. Once the chain is complete, you can develop the brand, and a good brand will speak at once to intentions, value, mission, and delivery. The resulting brand will continue to deliver shareholder equity for as long as the chain remains unbroken.

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