Department of Marketing‚ Tourism and Hospitality Faculty of Business‚ Economics and Law BRANDING AND BRAND MANAGEMENT MKT2BBM Subject Learning Guide Semester Two 2013 Melbourne Subject Coordinator: Tanvir Ahmed ENQUIRIES Tanvir Ahmed Lecturer La Trobe University Victoria 3083 T 03 94792566 F 03 9479 3669 E a.tanvir@latrobe.edu.au www.latrobe.edu.au Table of Contents SUBJECT DETAILS GENERAL DETAILS ENROLMENT REQUIREMENTS STAFF CONTACTS SUBJECT DESCRIPTION SUBJECT INTENDED LEARNING
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increased supply in its market. The response action is very time sensitive as a failure to react may cause severe loss in brand perception. Though they have increased investments as of late to produce more and also maintain high quality products through their freezing technology‚ they still need to find a way to combat long-term supply issues. They should not threaten their high brand image through low cost maneuvers‚ as this is the key driver of their competitive advantage. The recommendation I propose
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Literature Review of Sales Promotion schemes and Consumer Preference. 3.0 Promotion and Consumption 3.1 Sales promotion Schemes and Consumer Preference 3.2 Brand Equity Measurement 3.3 Sales Promotion Types and Preferences 3.4 Valence of a promotion 3.5 When Promotion is Informative 3.6 Perceived discount 3.7 Store Image 3.8 Name Brand Vs Store Brand 3.9 Change in Purchase intention due to Sales promotions 3.10 Promotion threshold 3.11 Consumer Price Formation : Reference Prices 3.12 Price Elasticity
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strategy by focusing on building the company’s brand image instead of product-based brand strategy. Under the new branding strategy‚ Intel was established as a brand‚ a reliable and premium brand‚ ably transferring the equity of “386” and “486” microprocessor to Intel‚ the company and to distinguish Intel products and to communicate the depth of Intel as a corporation with respect to its competitors as well. To boost the awareness of Intel’s brand name and strong differentiation‚ the company employed
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INSTITUTE FOR BRAND MANAGEMENT Model: Brand Equity Type of model: Author(s): Domain: Brand model (structure model) David Aaker Brand Equity Figure 1: Aaker’s Brand Equity Model In his Brand Equity Model‚ David A. Aaker identifies five brand equity components: (1) brand loyalty‚ (2) brand awareness‚ (3) perceived quality‚ (4) brand associations and (5) other proprietary assets. Aaker defines brand equity as the set of brand assets and liabilities linked to the brand - its name and
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p12-18 Executive Summary The objective of this report is to present the acknowledgement about the role and impact of perceived value on the formation of consumers’ brand equity to LDIL’s marketing manager by presenting the quantitative data analysis and interpretation of the consumer’s value perception across the LDIL’s own branded cereal breakfast products and Kellogg’s cereal breakfast products. The data used
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name – strategic brand management Case Study name- (PRODUCT) RED (A) Lecturer name – Tutor name - Content 1) Current Background 2) Case Issues 3) Analysis of case 4) Formulation and Evaluation of alternative 5) Recommendation 6) Implementation Current Background - ‘ Brand’ are valuable assets
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DEFINITION OF TERMS AND VARIABLES……................vii LIST OF FIGURES……………………………………………………….............viii CHAPTER ONE 1.0 INTRODUCTION………………………………………..............1. 1.1.1 BACKGROUND OF THE STUDY……………………...........1 1.1.2 BRAND CONCEPT……………………………………………1 1.1.3 BRAND STRATEGY………………………………………......2 1.2 PROBLEM STATEMENT………………………………………...2 1.3 OBJECTIVES OF THE STUDY………………………………......3 1.4 RESEARCH QUESTIONS……………………………………......3 1.5 JUSTIFICATION………………………………………………
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Dawood Group History 1905 Ahmed Dawood was born in Bantva‚ a renowned place in the state of Kathiawar‚ India. 1917 Ahmed Dawood went to his grandfather‚ Abdul Ghani Haji Noor Mohammad in a small town Terichura in the state of Maysore to learn under his guidance. He worked in his Grandfathers shop of cotton yarn and various utilities for about two years‚ where he was introduced to the business basics. 1918 Owing to the keen interest of Ahmed Dawood in business‚ his Grandfather sent him to Shimoga
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Large-scale distributors‚ who exhibit the most buyer power and influence over end customers in the industry‚ threaten manufacturer brand equity by relabeling all biocide maintenance products under their own brands. Even though Rohm & Haas does not allow distributors to change the label on Kathon MWX‚ the lack of end customer awareness for the manufacturer brands has detrimentally limited sales due to precedent relabeling habits in the industry. Rohm & Haas can achieve and possibly surpass its
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