SAP and Ogilvy & Mather developed a two-part global advertising campaign in 2000. The first part carried a theme that was ahead of its time: ‘Welcome to the new, new economy – you know, the profitable one’ (see Figure 19.8). ‘In the midst of a dot.com economy, traditional paths to profitability were being neglected in favor of “the next big thing” ’, says Susan Popper, Senior Vice President of Integrated Marketing Communications at SAP. ‘SAP’s advantage was that we could offer customers bottom-line results and the long-standing credibility of our company. We used our campaign to drive this home.’ The stylish black-and-white campaign turned heads for bucking the fads of the day and – months later – for having presaged the bursting of the dot.com bubble in spring 2001. It ran in 41 countries worldwide. Soon after, the second part of the campaign was launched. According to Popper: ‘Where the “new, new economy” ads had presented the brand promise, the “momentum” ads presented the proof: the best-run businesses really do run SAP’ (see Figure 19.9). The ads launched worldwide, leveraging the power of SAP’s client base by showcasing simple headlines based on the brand tagline: ‘Lufthansa runs SAP.’ ‘Adidas runs SAP.’ ‘BMW runs SAP.’ Oversized posters in airports heavily trafficked by corporate decisionmakers helped to globalize the SAP brand. The ‘momentum’ ads were designed to appeal to any company by showing that SAP could help them become a best-run business. Like Nike’s ‘Just Do It’ campaign, the ads gave the customer something to aspire to. In its 2001 article on ‘The 100 Top Brands’, 290 Practitioner perspectives Source: SAP Global Marketing, images provided by the company to the author. Figure 19.8 ‘New, new economy’ campaign, 2000–2001
BusinessWeek announced that ‘SAP has delivered on theme: The best-run e-businesses run SAP.’ A NEED FOR ALIGNMENT In re-branding a large company like SAP, a global advertising campaign can be like the tip of an iceberg. It is the part that is most visible to the outside world. But, achieving consistent communication of the brand requires a much larger infrastructure change below the surface. Where a global advertising campaign requires executive buy-in, driving the brand through communications worldwide requires the involvement of many local field organizations. Aligning the organization was essential if SAP was to truly communicate its brand consistently. Homlish knew there would be many challenges to global integration for SAP. A multitude of languages, different leaderships and conflicting priorities can all hamper efforts. To integrate all communications with the new brand, SAP Global Marketing developed a series of tools which grew between 2001 and 2005, offering global field offices the promise of automated assistance in their marketing needs, and in doing so, bringing regional marketing into alignment. Regional offices were not forced to adopt standards from SAP Global Marketing. Instead, a range of incentives were used to encourage adoption of Global Marketing’s rules and syndicated tools. Building a B2B corporate brand 291 Source: SAP Global Marketing, images provided by the company to the author. Figure 19.9 ‘Momentum’ campaign, 2001–present
‘We drove change through alignment,’ says Homlish, ‘working with stakeholders across SAP. This approach takes more time, vs. strict “command and control”, but ultimately, it results in wider acceptance.’ ONE VOICE, ONE LOOK AND FEEL In a company as large and diverse as SAP, it is not uncommon for differences to exist in the way local business units communicate. The first major tool for aligning the organization was a communications guide called ‘One Voice’, an online resource, which was available to every employee through SAP’s Intranet. It included information on approved names and trademarks, as well as key messages and positioning for each of SAP’s solutions and products, all in language that customers understand. Its contents are continually updated by an inter-departmental team in SAP Global Marketing that sets policy, publishes the tool, and edits every piece of global collateral and web content before publication. In addition, a suite of online tools was developed to begin to align communications at every customer contact point with the brand. Because sales and demand-generation are primarily local activities, local offices would need to be able to adapt these communications. These ‘syndication’ tools began with a Sales and Marketing Asset Repository Toolset (SMART). The simple vision behind SMART was to deliver sales and marketing content and assets to the field offices in a consistent fashion, helping sales and marketing employees to find the content they needed efficiently. Users could rely on finding finished assets they knew would be relevant and tested, and adaptable to meet local needs. The capabilities of SMART were further enhanced with the development of the Sales and Marketing Intranet (SMI). SMI included SMART, along with One Voice, branding standards, an image library, customer brochures, industry reports, BlackBerry tools, and online demos for customers. In total, these tools offered a range of resources to help customer-facing employees do their jobs more easily and efficiently; at the same time, they served to align the content, image and branding of extremely diverse communications to customers across a very large global corporation. A BRANDING CULTURE Employees worldwide were enlisted as ‘brand stewards’ to promote the brand both inside and outside the organization. At the January 2001 Field Kick-Off Meetings, Homlish made presentations to the North American and EMEA-based field employees. This was the biggest internal launch of the SAP brand. ‘We needed to instill “SAP pride” back into the field organization’, says Léo Apotheker, President of Customer Solutions and Operations for SAP, and member of the executive board. ‘The brand re-launch reminded all of our employees why we were such a great company. It reinforced our history of excellence and our dedication to our customers. It reiterated that the competition was and should be afraid of us, that SAP stands for all the right things.’ To further build alignment across the company, SAP Global Marketing created ‘country champions’ to roll out each campaign, as a way of ensuring support from each 292 Practitioner perspectives
region. The approach focused on change management through ‘doing, not telling’. Both Germany and the US were used as champions in the development of new model marketing programs before they were translated for roll-out worldwide. This key involvement of the local field office as a co-developer alongside SAP Global Marketing helped build compliance around global messaging. Homlish’s goal was to help every employee understand the shared goals of the brand and how to express them to an external audience often unfamiliar with the sophisticated terminology of the industry and products. ‘When I arrived at SAP and would ask questions about our company and our products, I would get a lot of jargon’, says Homlish. ‘I called it SAP-anese.’ To address this issue, a pocket-sized ‘brand card’ was distributed worldwide, offering employees a graspable guide to the core positioning, personality and attributes of the brand. Afterwards, brand workshops were conducted at offices around the globe, and brand ambassadors were selected to champion the brand within their local organization. ‘Today, if you ask an SAP employee at a cocktail party, “What does SAP do?”, they can tell you – “We help every customer become a best-run business”.’ BRANDING THE CUSTOMER EXPERIENCE To deliver on their brand, companies need not only to communicate it consistently, but also to deliver against the brand’s promise at every touchpoint and every interaction of the customer experience. SAP adopted this philosophy, bringing the brand promise to life by demonstrating that the company was a best-run business itself. A great example of this can be seen in the North American market. ‘When I arrived at SAP,’ says Bill McDermott, President of SAP America, ‘I saw that “best-run businesses” was a very big idea.’ McDermott used the brand promise as a focal point in developing a vision for a customer-focused organization. SAP America was reorganized into regional offices to empower those closest to the customer. McDermott formed a new Value Engineering Business Team to leverage SAP’s industry knowledge by providing compelling business case studies for new prospects. This group is tasked with telling not only the technology story but also the bottom-line impact of becoming a best-run business with SAP’s partnership. The external results of this internal change have been dramatic. Since McDermott’s arrival, the company posted 13 consecutive quarters of double-digit growth through 2005, and increased profitability. Much of this success came from a synergy of brand leadership and local leadership. ‘At the same time that Marty Homlish was working to transform the brand into the midmarket, I was working to transform the North American Field Organization towards a push into midmarket’, says McDermott. ‘Our two groups were in total alignment, and you could see the results we achieved.’ Another key aspect of branding the customer experience is to look not only at SAP’s interaction with the customer, but also at the customer’s interaction with SAP’s products. SAP worked to fine-tune the usability and design of its products to meet the brand promise and demonstrate a focus on the customer experience. A Customer Labs group was developed to improve user interaction with products, and a Design Services Team in the office of the CEO was formed to ensure new product development was driven outsidein, with market insight from customers, competitors and market forecasting. Building a B2B corporate brand 293
LEVERAGING THE BRAND FOR CHANGING BUSINESS OBJECTIVES ‘The true test of whether SAP has built a strong and flexible brand,’ says Henning Kagermann, CEO of SAP, ‘is how well it can be leveraged against today’s business objectives, as well as in changing market conditions of the future.’ In November 2000, as the first ads of the ‘new, new economy’ campaign were launched, a meeting of 50 top executives was called for 2001 planning. Over two days, a broad range of business objectives were discussed for SAP’s businesses worldwide. But to focus the use of resources spent on the brand, Homlish asked for five top business objectives for the year. ‘If everything is a priority, then nothing is a priority’, Homlish says. ‘SAP has an enormous breadth of products and services. It was critical to identify the key areas of focus.’ At the end of the meeting, the top executives signed a paper which summarized what came to be known as ‘The Big Five’. As a set of marketing priorities for the company, the Big Five became a strategic driver for annual planning and were used to help focus the entire company, beginning with worldwide executive alignment. ‘Business objectives evolve,’ says Kagermann, ‘and a powerful brand has to be flexible enough to stay constant at its core, while adding value to a changing marketplace and shifting corporate strategy. As our company continues to grow, the SAP brand consistently contributes to our success.’ SAP’s rapid growth in 2000–2002 meant the company needed to seek opportunities in new customer segments. By 2003, competitors had begun courting the small and medium enterprise segment (SME) for enterprise software. SAP, traditionally seen as a large enterprise player, put a stake in the ground in this segment with new offerings sold through two primary channels: SAP Business One and mySAP All-in-One. But SAP was aware of the obstacles it faced among midmarket customers. On the positive side, the brand was already perceived by midmarket prospects as ‘the Rolls Royce’ of its category. SAP’s traditional strengths – reliability, expertise, innovation, ethics and product quality – provided credibility with midmarket customers. However, there were negative perceptions among midmarket customers as well; SAP was seen as too big, too expensive, too complex, and difficult to install. Since there was little awareness that SAP had an SME offering, SAP started with bold, brand-building ads to announce SAP as a player in this market, with copy such as ‘Finally, powerful software for the Fortune 500 000’ (see Figure 19.10). The campaign built upon the visual style of the brand campaign, with its signature typeface and yellow color. But the bold graphic approach, and somewhat cheeky headlines, created a separate and more accessible personality for SME prospects. The challenge was to overcome the prospect’s barriers to consideration by showing that midmarket companies didn’t have to wait to become best-run businesses – they could do it now. One series of ads directly tackled the negative perceptions of the brand by showing SAP’s small and midmarket customers how ‘Companies that thought they couldn’t afford SAP run SAP’. ‘Companies that need it now run SAP.’ ‘Companies that were just ideas yesterday run SAP.’ Select midmarket customers were also incorporated into the ongoing ‘momentum’ campaign: ‘Oakley runs SAP.’ ‘The North Face runs SAP.’ ‘Mont Blanc runs SAP.’ 294 Practitioner perspectives
SAP research also showed another opportunity for making the brand relevant: midmarket prospects wanted software providers to have strong knowledge of their particular industry. However, they also wanted to maintain the strengths they viewed as unique to their individual businesses. The branding campaign in 2005 therefore focused on leveraging SAP’s extensive experience in diverse industries to show proof of its brand promise: ‘We know business fundamentals, and we know what makes each business fundamentally different’. Focusing on 27 vertical industries, the ads show how SAP helps companies become best-run businesses, whether they are in healthcare or high tech, retail or railways. THE END RESULT Five years after Homlish’s launch of SAP Global Marketing in 2000, SAP’s brand has powerful results to show for the company. According to BusinessWeek’s annual brand rankings, the value of the brand rose $2.86 billion, or 46 per cent, between 2000 and 2005, and in 2005 was ranked at number 36. That placed SAP above established brands such as Apple, Volkswagen and Starbucks. It was the only software company on the list to gain brand value for five years in a row. At the same time, financial results for the firm have been impressive across the board. SAP’s brand turnaround has paralleled powerful growth. In the first two years of the rebranding, revenue grew 43 per cent (1999–2001); in six years, the company’s profit grew 202 per cent (1999–2005). Building a B2B corporate brand 295 Source: SAP Global Marketing, images provided by the company to the author. Figure 19.10 SME campaign, 2003
SAP also maintained its position as market leader worldwide, with 21 per cent global market share in the enterprise application software market. Amongst its peer group, SAP’s market share has steadily grown to 62 per cent. In addition, growth in the midmarket segment helped to fuel a 255 per cent growth in software installations worldwide, from 25 000 in 1999 to 88 700 in 2004. Press and industry observers also took notice of the SAP brand and its success story. In 2004, Marty Homlish was named ‘Chief Marketing Officer of the Year’ by the CMO Council and BusinessWeek, and BtoB Magazine named him a ‘Top Marketer’ in its ‘Best of 2004’ issue. Advertising and communications awards from 2002 to 2005 have included Forbes ‘Best of the Web’, the Web Marketing Association Web Award, and Adweek Magazine’s Technology Marketing Award. In 2001, SAP Global Marketing’s office in Greenwich Village received the BusinessWeek/Architectural Record Award for design that achieves business objectives, namely fostering a creative collaborative culture in SAP’s new global marketing hub. Perhaps the best news came from SAP’s own customers in a 2005 Stratascope Inc. study. An analysis of publicly-available financial results of companies listed on the NASDAQ and NYSE stock exchanges found that companies that run SAP are 32 per cent more profitable than those that don’t run SAP, and deliver 28 per cent more return on capital. A powerful illustration of the brand’s unique claim: the best-run businesses run SAP (see Figures 19.11 to 19.16 and Tables 19.1 and 19.2). CONCLUSION The story of SAP shows that B2B corporate brands create real value for their shareholders. Branding is not something that can be safely forgotten by B2B in favor of an old-fashioned focus on engineering and product quality that relegates the customer to the sideline. B2B corporate brands require a promise that is relevant and clear to customers. These brands need to be aligned with business strategy, and flexible to change as that strategy changes. They need to be communicated consistently, often across a vast organization – which requires tools and processes for encouraging global alignment. B2B corporate brands require leadership from the very top, and buy-in from everyone in the organization. Successful B2B brand leadership can produce results that are profitable for the company, meaningful for customers, and inspiring for employees. Clearly, brand management is no longer a key business practice for B2C companies alone. NOTE 1. This chapter is based in part on the case study ‘SAP: Building a global technology brand’ by Bernd H. Schmitt and David Rogers. REFERENCE Bittnes, Michael (2000), ‘SAP gets it’, AMR Research, 15 June, www.amrrearchpartners.com/ Content/View.asp?pmillid=6915. ?? 296 Practitioner perspectives
?? Building a B2B corporate brand 297 Brand Value $US Million Overall Change 2000 2001 2002 2003 2004 2005 2000–2005 Microsoft 70 197 65 068 64 091 65 174 61 372 59 941 (10 256) IBM 53 184 52 752 51 188 51 767 53 791 53 376 192 Oracle – 12 224 11 510 11 263 10 935 10 887 (1 337) SAP 6 136 6 307 6 775 7 714 8 324 9 006 2 870 Source: Business Week ‘Top 100 Global Brands’ Study. Figure 19.11 Absolute brand value growth (2000–2005)
298 Practitioner perspectives –4% 0% 4% 8% 12% IBM 0.1% 9.4% Microsoft 0.1% Oracle –2.9% –2.7% SAP Source: SAP Global Marketing, images provided by the company to the author. Figure 19.12 Compounded annual growth rate (CAGR) 1,903 482 1996 3,022 9,202 12,856 19,308 20,975 24,178 28,410 28,797 29,610 32,205 35,873 775 1997 4,316 901 1998 5,110 796 1999 CAGR total revenues: 20% CAGR operating income*: 22% CAGR share price: 15% 6,266 803 2000 7,341 1,312 2001 7,413 1,689 2002 7,025 1,886 2003 7,514 2,086 2004 8,513 2,410 2005 Revenue Profit Employees Notes: Revenue and profit shown in €M. * Pro forma. Source: SAP Analysis. Figure 19.13 SAP’s performance in the last 10 years
31 Building a B2B corporate brand 299 SAP ORCL & PSFT & RETK2 MSFT1,2 SEBL1 25% Core Enterprise Application Software Market Rolling 4 Quarters Based on Software Revenue 20% 15% 16.2% 16.1% 16.5% 17.5% 17.7% 18.2% 19.0% 19.7% 20.7% 21.1% 21.5% 10% 5% 0% REST OF MARKET 68.7% 67.4% 68.1% 68.0% 66.7% 66.2% 65.6% 65.6% 64.0% 65.5% 65.2% 64.7% 9.7% 4.0% 2.7% Q2 02- Q1 03 Q3 02- Q2 03 Q4 02- Q3 03 Q1 03- Q4 03 Q2 03- Q1 04 Q3 03- Q2 04 Q4 03- Q3 04 Q1 04- Q4 04 Q2 04- Q1 05 Q3 04- Q2 05 Q4 04- Q3 05 Q1 05- Q4 05 21.2% 5.7% 4.5% 3.0% Notes: 1) Forecast by Company Data and Financial Analysts (SEBL, MSFT) and SAP internal estimates. 2) Fiscal year is not calendar year – comparison based on most recent quarter (e.g. SAP Q1 vs. Oracle Q3). Source: SAP analysis based on company data and financial analysts’ estimates. Figure 19.14 SAP worldwide market share
300 Practitioner perspectives SAP ORCL & PSFT & RETK2 MSFT1,2 SEBL1 60% Rolling 4 Quarters Based on Software Revenue 50% 40% 44% 45% 48% 50% 51% 52% 53% 53% 54% 55% 55% 57% 58% 60% 30% 10% 20% 0% Q3 01- Q2 02 Q4 01- Q3 02 Q1 02- Q4 02 Q2 02- Q1 03 Q3 02- Q2 03 Q4 02- Q3 03 Q1 03- Q4 03 Q2 03- Q1 04 Q3 03- Q2 04 Q4 03- Q3 04 Q1 04- Q4 04 Q2 04- Q1 05 Q3 04- Q2 05 Q4 04- Q3 05 Q1 05- Q4 05E 16% 13% 9% 62% Notes: 1) Forecast by company data and financial analysts’ estimates. 2) Fiscal year is not calendar year – comparison based on most recent quarter (e.g. SAP Q1 vs. Oracle Q3). Source: SAP analysis based on company data and financial analysts’ estimates. Figure 19.15 Customers and installations
Building a B2B corporate brand 301 100,000 90,000 80,000 70,000 60,000 50,000 40,000 30,000 20,000 10,000 0 1997 8,500 10,700 12,500 13,500 17,500 19,000 21,600 26,000 88,700 69,700 60,100 44,500 30,000 25,000 19,000 13,000 1998 1999 2000 2001 2002 2003 2004 Installations Customers Source: SAP Global Marketing, images provided by the company to the author. Figure 19.16 SAP worldwide peer group share Table 19.1 SAP consolidated balance sheets Balance Sheet Summary (In thousands) 12/31/1999 Fixed assets €1 523 976 Short-term assets 2 966 945 Deferred Taxes 284 293 Prepaid Expenses & Deferred Charges 51 675 Total Assets €4 826 889 Shareholders’ Equity €2 559 355 Minority Interests 8 737 Special Reserves for Capital Investment Subsidies & Allowances 166 Reserves and Accrued Liabilities 1 278 149 Other Liabilities 670 498 Deferred Income 309 984 Total Shareholders’ Equity & Liabilities €4 826 889 Source: SAP Annual Report (1999).
302 Practitioner perspectives Table 19.2 SAP consolidated balance sheets Balance Sheet Summary (in thousands) 12/31/2005 Fixed Assets €2 395 000 Current Assets 6 346 000 Deferred Taxes 217 000 Prepaid Expenses & Deferred Charges 87 000 Total Assets €9 045 000 Shareholders’ Equity €5 783 000 Minority Interest 8 000 Reserves and Accrued Liabilities 2 004 000 Other Liabilities 846 000 Deferred Income 404 000 Total Shareholders’ Equity & Liabilities €9 045 000 Note: Figures are preliminary and unaudited. Source: Investor Relations, www.SAP.com.
Index A&F Quarterly 122 Aaker, D. 44, 50, 64, 67, 68, 164, 188, 190, 194, 195, 203, 205 Aaker, D. and E. Joachimsthaler 58, 60, 64, 89, 90, 91 Aaker, D. and K. Jacobson 38 Aaker, D. and K. Keller 19 Absolut 44, 69, 70 Adbusters 106 Addison 123 advertising 50, 62, 71 and brand investment 241 and consumer experiences theory 152 as experience providers (ExPros) 120–22 peripheral placement of 165, 166 Agres, S. and T. Dubitsky 39 Ailawadi, K. et al. 3, 7 Ainsworth, M. et al. 7 Airbus 251 Alba, J. et al. 19, 20, 61, 144, 147, 175, 219 Algesheimer, R. et al. 47, 191 Al’Italia 128 Allen, C. et al. 35–6, 37 Altman, I. and D. Taylor 42 Alvarez-Ortiz, C. and J. Harris 190, 205 Amazon 123 American Airlines 220 Amnesty International 9 Anderson, E. and M. Sullivan 146, 154 Anderson, J. and D. Gerbing 189, 207, 212 Anderson, J. and G. Bower 165 Andresen, T. and O. Nickel 64 Apple 29, 42, 126, 171, 176, 250, 280 and brand management 58, 118, 273 customer-centric perspective 44, 68, 134, 155, 276 iPod 14, 19, 185–6, 220 and logo 107, 168–9, 174 online community 28, 46 Arnould, E. and C. Thompson 36 Aron, A. et al. 6 Arvidsson, A. 43 Aston-Martin 46 AT&T 241 Atilgan, E. et al. 190, 195 Atkin, D. 99 Atkinson, J. and D. Birch 167 ‘Attac’ movement 106 attachment bases for 7–8 causes of 7–10 construct 4–7 and personality development 4–5 see also brand attachment Aunt Jemima 12, 15 Aurand, T. et al. 39, 49 Avery, J. 45 Avon 123 Axel Hotel, Barcelona case study 94–6 Azoulay, A. and J.-N. Kapferer 205 B2B corporate branding and SAP 280–302 alignment need 291–2 brand image and marketing 283–5, 287 brand leveraging for changing business objectives 294–5 and brand promise 288 brand value growth 295–6, 297–302 branding culture 292–3 challenges 282–3 communications strategy 282, 292 customer experience branding 293 global marketing 282, 285–7, 291–3, 295–6 management of 281, 285–7, 291–2, 293 new brand positioning 287–9 new global campaign 289–91 organizational flexibility 281 overview 280–81 see also organizations Babad, E. 5 Baci 128 Bagozzi, R. and Y. Yi 189, 198, 206 Baldwin, M. et al. 5 Ball, A. and L. Tasaki 5 Barbie 15, 18 Bargh, J. 165, 166, 167, 168 Barnes & Noble 69 Barney, J. 100 Barsalou, L. 11 BASF 59, 65, 66, 70 Bath & Body Works 67 Batra, R. 147, 201, 208 303
Bearden, W. and M. Etzel 106 Bedbury, S. and S. Fenichell 38–9, 48, 89, 90, 91 behavioral decision theory (BDT) 147–8 Bekins Moving 126 Belk, R. 5, 6, 106 Belk, R. and G. Coon 139 Bellizzi, J. et al. 174 Bentley 61 Berkowitz, M. 88, 91 Berman, W. and M. Sperling 4 Bettman, J. 43, 102, 145, 146, 147 Beverland, M. 88, 91 Biel, A. 68 Bloch, P. et al. 91, 191, 210–11 Blümelhuber, Christian 99–109 BMW 41, 43, 58, 59, 61, 119, 126, 141 Mini 62, 63, 68, 69 BMX 45 Bodenhausen, G. et al. 12 Body Shop 9, 12, 67 Boeing 251, 280 Borja de Mozota, B. 88, 90, 91 Bornstein, R. 165, 171 Boush, D. and B. Loken 19, 20, 219 Bowen, J. 127 Bowlby, J. 4–5, 7, 8 Boyd, G. and M. Sutherland 49 BP 49, 252–6, 266 Brakus, J. Josˇko 132, 144–60, 174–87 brand, definition of 89, 100–102 brand attachment and commitment, differences between 7 cross-time consumer brand behaviors 6–7 and exemplar type 11 and management of strategic brand exemplar 3–17 and marketing 8 overview 5–7 parent brand and brand extension 13 and product performance 10, 14–15 and self-concept of consumer 6, 8–10, 11–12 see also attachment Brand Attitude Scale for Children 190, 193, 201–2 brand building and design management 88–98 aesthetic and holistic concept 90–91, 93 branding and design melding 89–91 branding failures 272 case study, Axel Hotel, Barcelona 94–6 communications strategy 91 consumer decision influence 90, 91 and corporate culture 90, 92 and corporate social responsibility (CSR) 90 design strategy 93, 96 implementation 93 innovation strategy 92, 93, 96 management model 91–4 managerial implications 96 new concept generation 93 new product development 90 observational techniques 90 organizational performance 91, 96 product value to customer 90 resource procurement 93 Spanish research project 93–4 Brand Community Integration Scale 191, 193, 209–10 brand convergence 82–7 and brand anarchy 83 and brand communication 85–6 and brand migration 84–5 dual convergence matrix 82–3, 84 Brand Dependence Scale 191, 193, 202–3 brand equity and alternative branding paradigm 37 and brand investment, maximising financial returns 242–3 and brand meaning 35–6 and brand strength 37–8 and competing alternatives 7 consumer-based 35, 36, 100–101, 195 definition problems 3, 193–4, 242 management and attachment, importance of 7, 103–5 meaning-based model 37, 40–41 measurement system (Y&R AssetValuator) 39, 44, 242, 255 Multidimensional Brand Equity Scale 190, 193–5 and resonant brand quality 39–40 and unit price 7 Brand Experience Scale 192, 193, 212–14 brand exposure, incidental see consumption and incidental brand exposure brand extension and brand attachment 13 and brand naming role 219–26 brand naming role and movie titles 223–5 and brand permission 19–22 brand permission, analytical assessment process 20–22, 25–6 brand permission, categorization-based affect transfer 20–22, 25–6 and brand resonance 47 concept, shortcomings of 22–3 brand identity and advertising style 62, 71 brand benefits and attributes 66–7 brand competence 65–6 304 Index
and brand investment, maximising financial returns 235–7 as brand management basis 59–60, 63, 64, 70, 71 and brand navigation 64–71 and brand personality 67–8, 70 and brand positioning 60–61 and brand strategy 58–9, 64 brand tonalities (emotions) 62, 67–9, 71 collection approaches 62–3 conceptualizing 61–2 and corporate strategy 58–9 and country of origin 66 development and implementation shortcomings 70–71 and employee commitment 71, 253 and human identity, connection between 59–60 and managers living the brand 58–9, 70, 71, 127 market role 66 and mass communication 69–70 and personal experiences 68–9 and product range 63 and production and research methods 66 requirements for establishing 61–4 and stakeholders’ brand image 60–61 and successful brands 58–73 and sustainability 71 brand investment brand extension evaluation 80 and cash flow estimation 80 demand curve 79, 80 evaluation issues 79–80 and hollowing-out strategies 81 market segment analysis 80 and shareholder value 77–81 underinvestment 80–81 value growth see brand value growth brand investment, maximising financial returns 235–49 advertising investment 241 ‘back of the envelope’ brand valuation 239–40 brand architecture and portfolio management 246–7 brand equity ‘valuation’ approaches 242–3 brand experience and customer touchpoint maximization 247 brand identity and reputation 235–7 brand innovation and brand expansion 247–8 brand loyalty 236, 237, 238, 242, 243 brand performance measurement 245–6 brand risk evaluation 244–5, 248 brand valuation methodologies 239–45 brand valuation methodologies, flawed or incomplete 240–43 brand valuation methodologies, internal or ‘economic use’ 243–5 and competitive advantage 238 cost-based approaches 240–41 and globalization 238 key value drivers 237 major impact areas 237–8 and market research 242–3, 244 market-based valuations 239, 240 marketing budget allocation and optimization 248–9 price premium 241 royalty relief 239–40 and sponsorship 240–41 see also brand value growth brand loyalty, and brand investment 236, 237, 238, 242, 243 Brand Luxury Index Scale 192, 193, 198–9 brand naming see branding strategies, brand naming role Brand Parity Scale 190, 193, 200–201 brand permission brand extension concept, shortcomings of 22–3 brand-specific norms 27–8 and competitiveness 28 conceptual and managerial framework 18–34 and consumer characteristics 26–7, 30 consumer reactions to brand extensions 19–22 consumer reactions to brand extensions, analytical assessment process 20–22, 25–6 consumer reactions to brand extensions, categorization-based affect transfer 20–22, 25–6 consumer–brand relationship norms 29–30 and cultural differences 28, 31 defining 23–4 determinants of 26–30 granting 24–6 management of 31–2 and marketplace conventions 28 measurement 30–31 and new brand initiatives 23 online consumer communities 28–9, 31–2 position in consumer purchase cycle 24 and product performance 26 and quality levels 31 and social norms 26, 28–9, 31 and trust 32 and typecasting 32 Index 305
Brand Personality Scale 190, 193, 203–6 brand research, integrated view on 100–102 brand resonance 35–57 and brand community 47, 51 brand meaning resonance 39–41, 50–51, 52–3 brand meaning resonance, measurement of 52–3 brand meaning/brand strength connection, systems for understanding 37–8, 52 brand strength/brand value connection 38–9, 40 brand strength/brand value connection, and employee commitment 39 business model alignment 38–9, 48, 51 business model alignment, and brand extensions 48 and consumer co-creation 38, 42, 50, 51, 52 consumer interdependency 41–2, 51 consumer intimacy 42, 51 and consumer self-connection 41, 51, 52 consumers and category resonance 45–6, 50, 51 cultural 40, 43–7, 51 cultural co-creation 46, 50, 51, 52 and cultural currency 44, 46, 51 cultural multivocality 46–7, 50, 51, 52 cultural multivocality and brand extension 47 cultural opposition to brand meaning 44–5, 51 cultural resonance and portfolio effects 45 and customer–brand relationships 38 and emotional vibrancy 43, 51 future research 52–3 and gender 43, 52 iconic brands 37–8 iconic brands and crisis times 38 and knowledge-based meaning qualifiers 38, 52 and marketplace performance 39, 40, 51–2 organizational 40, 47–50, 51 organizational, and employee accountability 49 organizational, and employee co-creation 49, 51, 52 organizational, and employee intimacy and shared understanding 48–9, 51 organizational, and internal–external promise alignment 49–50, 51 brand target groups 99–109 attitude-based view 105–7 brand ‘bricoleurs’ 103 and brand stakeholders, framework of 103–5 devotees 106 integrated view on brands 100–102 and knowledge base 100–102, 103 saboteurs 106, 107 twisters 107 unconcerneds 105 Brand Trust Scale 191, 193, 206–7 brand value growth B2B corporate branding and SAP 295–6, 297–302 and brand resonance 38–9, 40 see also brand investment branding B2B corporate see B2B corporate branding and SAP definition 100–101 evolution of 88–9 and organizational behavior research 38–9 branding failures 270–79 and brand design, detail importance 272 and communication problems 276–7 customer insight, lack of 273–4 empowerment, lack of 272 enthusiasm, lack of 273 focus, lack of 274–5 framework, lack of 276–7 idea, lack of 278 managerial commitment, lack of 271–2, 273–4 and marketing strategy 274–5 organizational commitment, lack of 270–71 patience, lack of 275–6 risk management 273 and segmentation 274–5 substance, lack of 277 branding strategies, brand naming role 219–32 brand extensions and movie titles 223–5 and brand extensions 219–26 and brand name characteristics 221–2, 228 co-branding 220, 228–30 dilution effects 226–8 endorsement branding 220, 228–30 experiential products as extension categories 223–6 ingredient branding 220, 228–30 naming strategies, effects of 219–20 persons factor: children vs. adults 220–23, 228, 230, 231 sub-branding 220, 223–4, 226–8 and sub-typing 226 Brewer, M. 10 Bristow, D. et al. 191, 202, 203 British Airways 117, 250 Broniarczyk, S. and J. Alba 19, 20, 175, 219 Brown, C. and G. Carpenter 175, 176, 185 306 Index
Brown, K. et al. 91 Brudler, Benjamin 99–109 Buchanan, L. et al. 186 Budweiser 46 Burrell, G. and G. Morgan 103 Cadbury 248 Campbell, D. and D. Fiske 199, 202 Campbell’s Soup 107, 117 Canedy, D. 121 Carlson, D. and E. Smith 10 Carpenter, G. et al. 144, 145, 175, 176, 185 Carpenter, G. and K. Nakamoto 45 Casio 126 Centrality of Visual Product Aesthetics Scale 191, 193, 210–12 Chanel No.5 69, 70 Chang Coupland, J. 37, 42 Chang, Dae Ryun 82–7 Chartrand, Tanya L. 163–73 Chattopadhyay, A. and J.-L. Laborie 103 Cheer 123 Chernev, A. 174, 175 Chevy 50 Childers, T. et al. 212 children Brand Attitude Scale for Children 190, 193, 201–2 and brand naming role 220–23, 228, 230, 231 Chintagunta, P. 154, 185 Christensen, G. and J. Olsen 45 Churchill, G. 189, 199, 207 Ciba 123–4 Cingular 241 Clairol 120–21 Clark, A. 145, 147, 149 Clinique 117 Club Med 128 co-branding brand naming role 220, 228–30 ExPros (experience providers) 125–6 co-creation brand 37, 38 consumer 38, 42, 50, 51, 52 cultural 46, 50, 51, 52 employee 49, 51, 52 Coca-Cola 18, 22, 23, 24, 30, 33, 44, 66, 69, 70, 126, 163–4, 170, 201, 248, 250 Colgate-Palmolive 250 Colvert Group 117 communication and brand building and design management 91 and brand convergence 85–6 and ExPros (experience providers) 120–23 mass, and brand identity 69–70 problems and branding failures 276–7 strategy and B2B corporate branding 282, 292 competitive advantage and brand investment, maximising financial returns 238 and brand permission 28 Conoco-Phillips 246–7 consumer characteristics and brand equity 35, 36, 100–101, 195 and brand permission 26–7, 30 and brand resonance 45–6, 50, 51 decision influence and brand building and design management 90, 91 interdependency and brand resonance 41–2, 51 self-connection and brand resonance 41, 51, 52 consumer experiences, management framework 113–31 ACT marketing 118, 119, 120, 122, 123, 125, 126 advertising ExPros 120–22 annual reports ExPros 123 brand characters ExPros 125 brand names ExPros 123 co-branding ExPros 125–6 communications ExPros 120–23 event marketing/sponsorships ExPros 125–6 experience definition 114 experience providers (ExPros) 113, 120–29 experiences as typologies of the mind 114–15 experiential hybrids and holistically integrated experiences 119 FEEL marketing 117, 118, 119, 120, 121, 123, 125, 126 identity and signage ExPros 123–4 logos ExPros 123–4 magalogs ExPros 122–3 packaging ExPros 124–5 people ExPros 129 product design ExPros 124 product placement ExPros 126 product presence ExPros 124–5 RELATE marketing 118–19, 120, 122, 123, 124, 125 SENSE marketing 116–17, 118, 119, 120–21, 123, 136 spatial environments ExPros 126–8 strategic experiential modules (SEMs) 113, 116–19 Index 307
strategic experiential modules (SEMs), internal structure 120 THINK marketing 117–18, 119, 120, 121–2, 123, 127 websites and electronic media ExPros 128 consumer experiences theory 144–60, 155, 156 and advertising exposure 152 and affordances 150–51 and behavioral decision theory (BDT) 147–8 breadth issue 156 and choice models 154 and cockroach behavior 148–9 cognitive science as alternative 148–9 and cognitive science, new view of 149–51 depth issue 156 discrete choice models 154 and embodied cognition 149–50, 151 empirical research 153–4 and evolutionary paradigm 152, 153–4 and experience providers 155 and experiential modules 151–2, 154, 156 experiential retail spaces 156 and game theory signaling research 154–5 gender-related consumption patterns 154 inferential processes 153, 154 information-processing paradigm 146, 147–8 intensity issue 156 and knowledge and aesthetic needs 153 and latent brand attributes 154 and mainstream marketing paradigm 146–8 and marketing stimuli 152–4 metaphorical value 150 modular hierarchy 152, 154 modularity of the mind 151 mood and affect research 147–8, 154 and nostalgia 153 and organizational management 156 overview 151–3 and satisfaction 154 and social role theory 154 strategic issues 155–6 and traditional marketing literature, differences between 153 consumer focus and branding failures 273–4 experiential marketing concept 134–7 global brand challenge 267 relationships and brand resonance 38 consumer judgments and experiential attributes 174–87 and choice effects 185 deliberate processing 175 functional attributes 177 future research 185 hypotheses development 176–7 and inferential reasoning 175, 176 process of 175 and processing fluency 175 and product alternatives 176–7 spontaneous visual categorization 175 study design 178 study experiment (diskettes) 177–86 study method 177–9 study results 180–86 study stimuli 178–9 trivial attributes 185 see also experiential marketing concept consumer-based brand scales, literature review 188–218 cognitive scales 193–203 experiential scales 210–14 literature search and categorization 189–93 relational scales 203–10 consumption and incidental (non-conscious) brand exposure 163–73 brand knowledge structure 164–5 brand–behavior relationship 164–9 cognitive route 165 and conscious awareness of stimuli 165–6 and conscious awareness of stimuli, lack of 171 and creativity 168–9 evaluative route 165–6 future research 171–2 goal activation and brands 168–9 goal priming (motivational route) 166–9, 171 and ‘mystery moods’ 170 and negative brand association 172 and peripheral placement of advert 166 personality characteristics of brands 164 and prestige or value-oriented brands 169 and reliability expectations 164 Converse, P. 4 Cook, T. and D. Campbell 210 Cooper, R. and M. Evans 90 CoreBrand 77 Cote d’Or 201 Coulton, A. 125 Court, D. et al. 47 Cova, V. and B. 105 Cox, A. 118 Coy, P. 143 Cracker Jack 125 Crest 223 Creusen, M. and J. Schoormans 90, 91 Csikszentmihalyi, M. 113 cultural differences, and brand permission 28, 31 Dasani 166 Davis, S. 89 308 Index
Davis, S. and M. Dunn 39, 47, 48, 49, 58 de Chernatony, L. 47, 100, 101 Degeratu, A. et al. 174, 185 Deighton, J. 46, 103 Delgado-Ballester, E. et al. 191, 206, 207 Dell 67, 220, 248 Desai, K. and K. Keller 229 design management see brand building and design management Desire for Unique Consumer Products Scale 212 Deutsche Bank 58–9 DeVellis, R. 188, 189 Dewey, J. 151, 212 Dhar, Ravi 18–34 Disney 8, 12, 23, 24, 28, 43, 126, 127, 169 Dockers 220, 229–30 Dollar Store 169 Domizlaff, H. 59 Dow Jones 280 Doyle, P. 36 Drano 14 Drigotas, S. and C. Rusbult 7 Drucker, P. 113 Dubé, L. 175 Dubé, L. and J. Le Bel 153–4 DuPont 78, 123 Duracell 123 Dwyer, F. 7 E! Channel 169 Eagly, E. and S. Chaiken 3–4 Easy Jet 48 eBay 30, 67 Eberl, M. and M. Schwaiger 105 Edell, J. and R. Staelin 175 Edström, A. 84 Edwards, H. and D. Day 99 Egan, T. 118 Ehrbar, A. 269 Einhorn, H. et al. 147 Eisenberger, R. et al. 168 Ekinci, Y. and S. Hosany 190, 206 Elliott, R. and K. Wattanasuwan 42, 46, 106 Elliott, S. 46, 50 Elrod, T. 154, 185 Elvis Presley 11 Emotional Attachment Scale 192, 193, 207–9 employee commitment and brand identity 71, 253 brand resonance 39 and global brand challenge 267 see also management Energizer 12 Engel, J. et al. 146 Englis, Basil G. 35–57 Epley, N. et al. 164 Erdem, T. 154, 185 Ericsson 126 Escalas, J. and J. Bettman 43 Esch, Franz-Rudolf 58–73 experiential marketing concept 132–43 and adaptation-level principle 140–41 birthday cake evolution 137, 138 customer needs hierarchy 134–7 customer portfolio management 138 customer-centric perspective on evolution of economies 134–7 and goal abstraction 139, 140 and information technology 134 and knowledge economy 135–7, 141–2 metaphorical value 138–40 permanence of 140–42 in present-day world 137–40 and services, differences between 138 strategic experiential modules (SEMs) 113, 116–19 strategic experiential modules (SEMs), internal structure 120 see also consumer judgments and experiential attributes experiential scales, literature review 210–14 extension see brand extension Exxon Mobil 77 Fabricant, F. 116 Farquhar, P. et al. 37, 47, 193 Fazio, R. 4 Febreze 67 Feldwick, P. 35, 36 Ferraro, Rosellina 163–73 Finlandia Vodka 118 Firefox 46 Fischer, G. et al. 175 Fishbein, M. and I. Ajzen 20, 146 Fiske, S. and M. Pavelchak 13, 20, 61 Fiske, S. and S. Taylor 103 Fitzgerald, K. 126 Fitzsimons, Gavan J. 163–73 Fodor, J. 145, 149, 151, 212 Ford 18, 70 Fornell, C. and D. Larcker 189, 198, 202, 206, 210, 212 Fournier, Susan 6, 35–57, 68, 100, 105, 193 Freeman, R. 103 Friedman, W. 126 Friestad, M. and P. Wright 163 Fry, J. 19 future research brand resonance 52–3 Index 309
consumer judgments and experiential attributes 185 consumption and incidental (non-conscious) brand exposure 171–2 Geico 67 gender and brand resonance 43, 52 consumption patterns and consumer experiences theory 154 General Electric 77, 280 Genesis Eldercare 118 Gerbing, D. and J. Anderson 189, 207, 210, 212 Gillette 78, 118 Gladden, J. and D. Funk 197 Gladwell, M. 44 global brand challenge and B2B corporate branding 282, 285–7, 291–3, 295–6 brand analysis research 257–9 and Brand Driver™ platform 253, 254, 259–62, 265, 267–8 and brand management 267 brand promise integration 253–4 brand redefinition 259–62 brand respect, gaining 262–3 customer focus 267 effective branding, impact of 255–6 and employee involvement 267 evolution of 250–52 global availability 251 and global tourism 251 and Internet see Internet political considerations 256 product roll out 251–2 regional level beginnings (Panasonic) 256–66 resistance management 266 top-down initiatives (BP) 252–3, 255–6, 263–6 globalization, and brand investment, maximising financial returns 238 Glover, J. and A. Gary 168 GM (General Motors) 18, 248, 280 Godin, S. 91 Godiva 11 Goffman, E. 43 Goldman Sachs 238, 280 Google 241 Gorn, G. et al. 174 Green Giant 12, 15 Greenwald, A. et al. 6, 164 Grunert, K. 175 Grunert-Beckmann, S. and S. Askegaard 53 Gucci 117 Guinness 126 Gulden 126 Gutman, J. 67 Guzmán, Francisco 88–98 Häagen-Dazs 69, 117 Haier 169 Hall, R. 99 Hallberg, G. 100 Hallmark 120, 156, 164 Hamdi, R. 85 Hanes 169 Hard Rock Cafe 69 Harley-Davidson 9, 11, 12, 13, 20, 28, 42, 44, 45, 46, 49, 68, 118–19, 127, 209 Harris, F. and L. de Chernatony 47 Hawaiian Tropic 70 Hazan, C. 8, 208 Heinz 19, 123 Hello Kitty 11, 12, 13 Helson, H. 140–41 Henderson, P. et al. 174 Hermès 122–3 Herrmann, A. 68, 191 Hertenstein, J. et al. 91 Hewlett Packard 241, 251 Higie, R. and L. Feick 199 Hill, R. and M. Stamey 5 Hinde, R. 42 Hirschman, A. 105 Hoch, S. 103, 147 Holbrook, M. and E. Hirschman 43, 147, 174, 193 Holland America 126 Holt, D. 37–8, 43, 45, 46, 100, 105, 106, 251 Home Depot 31 Honda 15, 250 Hooters 20, 22 Houston, M. et al. 11, 175 Howard, J. and J. Sheth 145, 146 Hummer 9 Iams 19, 20, 24, 29, 30, 31 IBM 3, 15, 22, 29, 30–31, 32, 49–50, 127, 168–9, 250, 280, 282, 297, 298 Icon Brand Navigation 64 ING Bank 134 innovation brand building and design management 92, 93, 96 and brand investment 247–8 Intel 15, 69, 70, 220 Internet and brand valuation methodologies, flawed or incomplete 240–41 310 Index
and e-commerce boom 284–5, 287–8, 290 and global brand challenge 251 information technology and experiential marketing concept 134 online communities 28, 46 online retailers and brand permission 28 websites and electronic media ExPros 128 Iyer, R. and J. Muncy 190 Jack & Jill ice cream 124–5 Jaguar 18 Janiszewski, C. 166, 171 Jeep 209, 210 Jevnaker, B. 91 Joachimsthaler, E. 58, 60, 64, 89, 90, 91, 265 Johar, G. et al. 146 Johnson, D. and C. Rusbult 7 Johnson, E. and J. Payne 147 Jolt 123 Jones 46 Jones, R. 91, 103, 104 Kahneman, D. and A. Tversky 147 Kahneman, D. and D. Miller 25 Kahneman, D. and S. Frederick 5, 20, 25 Kapferer, J.-N. 60, 61, 64, 89, 91, 101 Kaplan, H. 8, 9 Kaplan, J. 128 Keeley, L. 91 Keller, K. 18, 19, 35, 37, 38, 50, 61, 89, 100–101, 174, 188, 194, 195, 223, 226, 229, 250–51 Kelley, C. and L. Jacoby 175 Kellogg’s 12, 201 Kent, T. 90 KFC 11 Kim, W. and H.-B. Kim 190, 195 Klein, Naomi 106 Klein, S. et al. 11 Kleine, R. et al. 5, 6 Kleine, S. and S. Baker 6, 8 Kmart 169 knowledge economy, and experiential marketing concept 135–7, 141–2 knowledge structure and brand resonance 38, 52 and brand target groups 100–102, 103 and consumer experiences theory 153 consumption and incidental (non-conscious) brand exposure 164–5 Kool-Aid 125 Kotler, P. 89, 91, 144 Kozinets, R. 37, 38 Kreuzbauer, R. and A. Malter 88, 91 Kroeber-Riel, W. 68 Kumar, N. and B. Rogers 48 Kunst-Wilson, W. and R. Zajonc 165 Lakoff, G. and M. Johnson 147, 149, 150, 152 Land’s End 123 Lederer, C. and S. Hill 101 Lee, A. and A. Labroo 175 Lee, M. 103 Lentz, P. et al. 190, 205 Leonhardt, T. and B. Faust 91 Levi 44, 220, 229–30 Levi-Strauss, C. 103 Lexus 119, 141 Lichtenstein, D. et al. 199 Lindstrom, M. 69 Locke, J. 59 Loewenstein, G. 147 Lojacono, G. and G. Zaccai 90 Loken, B. et al. 11 Louis Vuitton 107, 241 Low, G. and C. Lamb 196 Lowry, T. et al. 45 Lukas, P. 124 Lusch, R. 107 Lydon, J. et al. 9 Lynn, M. and J. Harris 189, 212 M&Ms 230 McAlexander, J. et al. 5, 42, 45, 47, 191, 209, 210 McClelland, S. and J. Consoli 36 McCracken, G. 35, 37, 43, 44, 46 McCullough, M. et al. 7 McDonald, M. 235 McDonald’s 48, 67, 70, 126, 137 McEnally, M. and L. de Chernatony 101 MacInnis, Deborah J. 3–17 McKinsey 280 McQuarrie, E. and D. Mick 39 Madden, T. et al. 38 management attachment importance and brand equity 7, 103–5 B2B corporate branding and SAP 281, 285–7, 291–2, 293 commitment lack, and branding failures 271–2, 273–4 and digital convergence 82–3, 84, 85–6 ‘living the brand’ 58–9, 70, 71, 127 reputation 105 top-down initiatives (BP) and global brand challenge 252–3, 255–6, 263–6 see also employee commitment Mandel, N. and E. Johnson 174 Mano, H. and R. Oliver 208 Index 311
Mao, H. and H. Krishnan 11 Marcus, H. and R. Zajonc 61 marketing ACT marketing, customer experiences, management framework 118, 119, 120, 122, 123, 125, 126 B2B corporate branding and SAP 283–5, 287 and brand attachment 8 brand investment and maximising financial returns 239, 240 budget allocation and optimization 248–9 conventions and brand permission 28 FEEL 117, 118, 119, 120, 121, 123, 125, 126 mainstream marketing paradigm and consumer experiences theory 146–8 market role and brand identity 66 performance and brand resonance 39, 40, 51–2 RELATE 118–19, 120, 122, 123, 124, 125 segment analysis and brand investment 80 SENSE 116–17, 118, 119, 120–21, 123, 136 stimuli and consumer experiences theory 152–4 strategy and branding failures 274–5 THINK 117–18, 119, 120, 121–2, 123, 127 Marlboro (Altria) 11, 18, 22, 23, 69, 70, 172 Marriott 78, 220, 226 Martha Stewart 45, 46, 118 Maslow, A. 134–6, 137, 139, 142 Mastercard 125 Maytag 12 Meffert, H. and C. Burmann 101 Mehta, R. and R. Belk 5 Mercedes-Benz 60, 61, 67, 119, 172 Meyer, Anton 99–109 Meyers-Levy, J. and A. Tybout 103 Meyers-Levy, J. and L. Peracchio 174 Meyvis, Tom 18–34 Michael Jordan fragrance 119 Michel, S. 48 Michelin 12 Mick, D. and C. Buhl 39, 42, 44–5 Mick, D. and M. DeMoss 5 Microsoft 15, 77, 117–18, 126, 238, 250, 273, 297, 298 Mikulincer, M. and P. Shaver 4, 8 Milberg, S. et al. 226 Milk Moustache campaign 118 Miller, K. 124 Millison, D. and M. Moon 99 Minsky, M. 61 Mitchell, A. 146 Mitchell, C. 49, 50 Moll, Isa 88–98 Montaña, Jordi 88–98 Moore, T. 164 Morris the Cat 12 Morton Salt 12, 15 Moschis, G. and G. Churchill 199 Mountain Dew 45, 230 Mr Clean 19, 67 Multidimensional Brand Equity Scale 190, 193–5 Muncy, J. 190, 200, 201, 203 Muniz, A. and H. Schau 37, 42 Muniz, A. and T. O’Guinn 37, 42, 47 Murphy, S. and R. Zajonc 171 Nakai, Noriyuki 270–79 Neiman Marcus 169 Nestlé 237, 280 Neuhaus, C. and J. Taylor 19 Newell, A. and H. Simon 146 Newspaper Association of America 121–2 Ng, S. and M. Houston 11 Nickelodeon 124 Nike 9, 28, 37–8, 44, 48, 117, 118, 127, 134, 156, 169, 201, 250, 273 No Logo! (Klein) 106 ‘No Sweat’ 106 Nokia 60, 117, 144 Noonan, H. 59 Nordstrom 169 nostalgia and consumer attachment 9, 10, 13 and consumer experiences theory 153 Nunnally, J. and I. Bernstein 189 Oakenfull, G. et al. 52 Okazaki, S. 190, 206 Oliver, R. 138, 146, 154, 208 Olympic Games 126 Omega 126 Opoku, R. et al. 190, 206 Oppenheimer, A. 90 Ora-ïto 107 Oracle 297, 298 organizations behavior research and branding 38–9 commitment, lack of, and branding failures 270–71 corporate culture, brand building and design management 90, 92 corporate social responsibility (CSR) 90 corporate strategy and brand identity 58–9 flexibility in B2B corporate branding 281 management and consumer experiences theory 156 see also B2B corporate branding and SAP 312 Index
O’Shaughnessy, J. and N. O’Shaughnessy 103 Ozanne, J. and J. Murray 106 Packard-Bell 126 Page, C. and P. Herr 88, 91 Pan American Airways 250 Panasonic 256–66, 267 Pappu, R. et al. 190, 195 Park, C. Whan 3–17, 19, 219, 229 Patek Philippe 121 Paulhus, D. 212 Payne, J. 147 Pecheux, C. and C. Derbaix 190, 201, 202 Pepsi 227, 250 performance measurement, and brand investment 245–6 Peters, T. 91 Pets.com 240 Pham, M. et al. 154 Philips 124 Pillsbury 70, 125 Pine, J. and J. Gilmore 132, 136, 137, 138, 139, 140 Pinker, S. 115, 145, 149, 151, 212 Planet Hollywood 127 Plotkin, H. 145, 149, 151, 212 Porsche 45, 66 Porter, M. 144 Portnoy, E. 153 Posnock, S. 163 Postrel, V. 210 Pottery Barn 127 Priester, Joseph 3–17 Pringles 67 Procter & Gamble 31–2, 58, 238 product alternatives and consumer judgments and experiential attributes 176–7 new product development and design management 90 performance and brand attachment 10, 14–15 product placement ExPros 126 range and brand identity 63 Puto, C. and W. Wells 147 Quinn, M. and R. Devasagayam 191, 210 Raghunathan, R. and J. Irwin 141 Raghunathan, Rajagopal 132–43 Rainforest Café 137, 138 Ralph Lauren 9 Ransdell, E. 48 Ray-Ban 126 Razor 144 RCN 118 Red Cross 9, 23, 28, 33 Reebok 20, 22, 28, 31, 126 Reeves, R. 50 Reis, H. and B. Patrick 7–8 Reisman, D. 43 Reyes, R. et al. 13 Reynolds, T. and J. Gutman 67 Richardson, M. 39, 49 RICHART 116–17 Richins, M. 5, 43 Richins, M. and S. Dawson 189, 212 Ries, A. and J. Trout 50 Ries, A. and L. Ries 91 risk management and brand investment 244–5, 248 branding failures 273 Ritson, M. 43 Ritzmann, R. 148 Roediger, H. 175 Rogaine 122 Rogers, C. 142 Rogers, David L. 280–302 Rolex 9, 12 Rolls Royce 61 Romer, P. 136 Ross, S. et al. 192, 196 Roth, Hayes 250–69 Rubinstein, R. and P. Parmelee 9 Rusbult, C. et al. 7 Rust, R. et al. 99 Saad, G. and T. Gill 154 Salzer-Mörling, M. and L. Strannegard 90 SAP see under B2B corporate branding Schmitt, B. and A. Simonson 43, 91, 153 Schmitt, Bernd H. 68, 69, 88, 113–31, 132, 134, 136, 137, 138, 141, 153, 174–87, 193, 296 Schneider, W. and R. Shiffrin 175 Schouten, J. and J. McAlexander 5, 42, 45 Schultz, D. et al. 99, 102, 103 Schultz, H. 99, 102, 127 Schultz, S. et al. 6 Schwarz, N. 175, 177 Schwarz, N. and G. Clore 174, 175 Sci-Fi Network 126 Seddon, Joanna 235–49 Sethia, N. 90 Sexton, Donald 77–81 Shafir, E. et al. 174, 175 Shapiro, S. et al. 165, 175 shareholder value, and brand investment 77–81 Sharp 169 Shavitt, S. and M. Nelson 9 Shell 126, 237, 250 Index 313
Shepard, R. 175 Sherry, J. 35 Shiv, B. and A. Fedorikhin 148 Sia, T. et al. 10 Siedel, V. and J. Pinto 90 Siemens 118 Siguaw, J. et al. 190, 206 Simmons, J. and L. Nelson 20 Simon, C. and M. Sullivan 189 Simon, H. 146, 147 Simonson, I. 174, 175 Simonson, I. and S. Nowlis 144 Singapore Airlines 68–9, 119 Sirgy, J. et al. 208 Slater, J. 5 Slimfast 229 Smirnoff 126 Smith, E. 10 Smith, S. and J. Wheeler 193 Snapple 46, 124 Snyder, E. 9 Solomon, M. 189 Solomon, M. and H. Assael 45 Solomon, Michael R. 35–57 Sony 15, 82, 84–5, 126, 250, 285 Sood, Sanjay 219–32 Spies, K. et al. 174 Spillman, D. and C. Everington 153 Srinivasan, S. 18 Star Wars 125 Starbucks 38–9, 42, 45, 47, 48, 50, 58, 69, 127, 132, 133, 156, 241, 251, 267 Stella Artois 28 Stompff, G. 88, 91 Strong, E. 152 Studeman, D. et al. 44 Style of Processing Scale 212 subliminal persuasion see consumption and incidental (non-conscious) brand exposure Sulka 129 Sunkist 123 Supphelen, M. and K. Gronhaug 190, 205 Svengren-Holm, L. and U. Johansson 88, 91 Svenson, O. 147 Swiss Army Knife 9, 12, 15 Tabasco 69, 70 Tanqueray 126 Tauber, E. 19 Team Brand Association Scale in Professional Sports 192, 193, 196–8 Tellis, G. 154 Texas Central Market 139 Thaler, R. 147 Thompson, C. and D. Haytko 37, 38, 46 Thompson, C. et al. 43, 44, 46, 50, 106, 147 Thomson, M. et al. 6, 7, 192, 207, 208 Tidd, J. et al. 91 Tide 19, 20–22, 123, 229 Tiffany 11, 12, 117, 169 Tigert, D. et al. 199 Toffler, A. 136 Tommy Hilfiger 119 Tooby, J. and L. Cosmides 212 Toyota 15, 18, 67, 141, 238 Trappey, C. 164 Travis, D. 99 Trinke, S. and K. Bartholomew 8 Tropicana 122, 226–7 Tulving, E. and D. Schacter 175 Tums 14 Turner, V. 43 Tversky, A. 147 Upshaw, L. 61 Urde, M. 89 Van Auken, B. 39, 48, 49 van Lange, P. et al. 7 van Rekom, J. et al. 59, 190, 206 Varela, F. et al. 145, 147, 149 Vargo, S. and R. Lusch 107 Vasquez, D. et al. 91 Venable, B. et al. 190, 206 Veryzer, R. and B. Borja de Mozota 90, 91 Veryzer, R. and J. Hutchinson 174 Vicary, J. 163–4 Vigneron, F. and L. Johnson 192, 198, 199 Virgin 19, 27–8 Visa 126, 220 Vodaphone 237 Volkswagen 37–8, 132, 144, 152–3, 174, 185–6 Volvo 119, 164 Wal-Mart 169, 241 Wallendorf, M. and E. Arnould 5 Warner Brothers 127 Washburn, J. and R. Plank 190, 195 Wasserman, T. 46 Webvan 240–41 Wedel, M. 52 Wegener, D. et al. 4, 171 Weigert, A. 59 Weiss, R. 5 Wendy’s 139–40 Wieselquist, J. et al. 7 Williams Sonoma 123, 137–8 Wilson, T. and N. Brekke 171 314 Index
Winkielman, P. et al. 20, 171, 174, 175, 176, 177 Wonderbra 119 Wreden, N. 99 Wysong, S. et al. 190, 206 X-Games 230 Y&R AssetValuator 39, 44, 242, 255 Yamauchi, K. and D. Templer 199 Yoo, B. and N. Donthu 190, 194, 195 YouTube 123 Zaichkowsky, J. 189, 199, 208 Zajonc, R. 61, 154, 165, 171 Zarantonella, Lia 188–218 Zeithaml, V. et al. 138, 174 Zhang, Shi 174–87, 219–32 Zipcar 123 Zurich Insurance 125 Index 315