Keller sbm3 13

13.1
CHAPTER 13:CHAPTER 13:
MANAGING BRANDS OVER TIMEMANAGING BRANDS OVER TIME
Kevin Lane KellerKevin Lane Keller
Tuck School of BusinessTuck School of Business
Dartmouth CollegeDartmouth College

13.2
Reinforcing BrandsReinforcing Brands
 Generally, we reinforce brand equity byGenerally, we reinforce brand equity by
marketing actions that consistently convey themarketing actions that consistently convey the
meaning of the brand to consumers in terms ofmeaning of the brand to consumers in terms of
brand awareness and brand image.brand awareness and brand image.

13.3
Managing Brands over TimeManaging Brands over Time
 Effective brand management requires taking aEffective brand management requires taking a
long-term view of marketing decisionslong-term view of marketing decisions
 Any action that a firm takes as part of its marketingAny action that a firm takes as part of its marketing
program has the potential to change consumerprogram has the potential to change consumer
knowledge about the brand.knowledge about the brand.
 These changes in consumer brand knowledge fromThese changes in consumer brand knowledge from
current marketing activity also will have an indirectcurrent marketing activity also will have an indirect
effect on the success ofeffect on the success of futurefuture marketing activities.marketing activities.

13.4
Consumer response to
past marketing activities
future marketing activities
current marketing activities
Brand awareness and brand image
Changed brand awareness and brand image

13.5
Reinforcing BrandsReinforcing Brands
 Maintaining brand consistencyMaintaining brand consistency
 Consistent marketing support in amount and natureConsistent marketing support in amount and nature
 Protecting sources of brand equityProtecting sources of brand equity
 Fortifying versus leveragingFortifying versus leveraging
 Trade-offTrade-off
 Fine-tuning the supporting marketing programFine-tuning the supporting marketing program

13.6
Innovation in product
design, manufacturing
and merchandising
Relevance in user
and usage imagery
Consistency in
amount and nature
of marketing
support
Continuity in brand
meaning; changes in
marketing tactics
Trading off
marketing
activities to
fortify vs.
leverage brand
equity
Protecting sources
of brand equity
Brand Awareness
•What products does the brand represent?
•What benefits does it supply?
•What needs does it satisfy?
Brand
Reinforcement
Strategies
Brand Image
•How does the brand make products superior?
•What strong, favorable, and unique brand
associations exist in customers’ minds?

13.7
Revitalizing BrandsRevitalizing Brands
 Expand the depth and/or breadth of awareness byExpand the depth and/or breadth of awareness by
improving consumer recall and recognition of the brandimproving consumer recall and recognition of the brand
during purchase or consumption settingsduring purchase or consumption settings
 Improve the strength, favorability, and uniqueness ofImprove the strength, favorability, and uniqueness of
brand associationsbrand associations——either existing or neweither existing or new——making upmaking up
the brand imagethe brand image

13.8
Brand
Revitalization
Strategies
Refresh old sources
Of brand equity
Create new sources
Of brand equity
Expand depth and
Breadth of awareness
And usage of brand
Increase quantity
of consumption
(how much)
Increase frequency
of consumption
(how often)
Improve strength,
favorability, and
uniqueness of brand
associations
Bolster fading associations
Neutralize negative
associations
Create new associations
Identify additional
opportunities to
use Brand in Same
basic way
Identify completely
new and different
ways to use
Retain vulnerable
customers
Recapture lost
customers
Identify neglected
segments
Attract new
customers

13.9
Strategies to Revitalize BrandsStrategies to Revitalize Brands
 Expanding brand awarenessExpanding brand awareness
 Breadth challengeBreadth challenge
 Improving brand imageImproving brand image
 Repositioning the brandRepositioning the brand
 Changing brand elementsChanging brand elements
 Entering new marketsEntering new markets

13.10
Expanding Brand AwarenessExpanding Brand Awareness
 Increasing usageIncreasing usage
 Increasing the level or quantity of consumptionIncreasing the level or quantity of consumption
 Increasing the frequency of consumptionIncreasing the frequency of consumption
 Identifying new or additional usage opportunitiesIdentifying new or additional usage opportunities
 Communicate appropriateness of more frequent useCommunicate appropriateness of more frequent use
in current situationsin current situations
 Reminders to useReminders to use
 Identifying new and completely different ways toIdentifying new and completely different ways to
use the branduse the brand

13.11
Improving the Brand ImageImproving the Brand Image
 Repositioning the brandRepositioning the brand
 Establish more compelling points of differenceEstablish more compelling points of difference
 In some cases, a key point of difference may turnIn some cases, a key point of difference may turn
out to be nostalgia and heritage rather than anyout to be nostalgia and heritage rather than any
product-related difference.product-related difference.
 Other times we need to reposition a brand toOther times we need to reposition a brand to
establish a point of parity on some key imageestablish a point of parity on some key image
dimension.dimension.
 Changing brand elementsChanging brand elements
 Convey new information or signal that the brandConvey new information or signal that the brand
has taken on new meaninghas taken on new meaning

13.12
Improving the Brand ImageImproving the Brand Image
 Go “back to basics” and tap into existingGo “back to basics” and tap into existing
sources of brand equity (e.g., Harley-Davidson)sources of brand equity (e.g., Harley-Davidson)
 Product strategyProduct strategy
 Pricing strategyPricing strategy
 Channel strategyChannel strategy
 Communication strategyCommunication strategy
 Create new sources of brand equity (e.g.,Create new sources of brand equity (e.g.,
Mountain Dew)Mountain Dew)

13.13
Entering New MarketsEntering New Markets
 One strategic option for revitalizing a fadingOne strategic option for revitalizing a fading
brand is simply to more or less abandon thebrand is simply to more or less abandon the
consumer group that supported the brand inconsumer group that supported the brand in
the past to target a completely new marketthe past to target a completely new market
segment.segment.

13.14
Adjustments to Brand PortfolioAdjustments to Brand Portfolio
 Migration strategiesMigration strategies
 A corporate or family branding strategy in which brands areA corporate or family branding strategy in which brands are
ordered in a logical manner could provide the hierarchicalordered in a logical manner could provide the hierarchical
structure in consumers’ minds to facilitate brand migration.structure in consumers’ minds to facilitate brand migration.
 Example: BMW with its 3-, 5-, and 7-series numbering systemsExample: BMW with its 3-, 5-, and 7-series numbering systems
 Acquiring new customersAcquiring new customers
 Tradeoffs in their marketing efforts between attracting newTradeoffs in their marketing efforts between attracting new
customers and retaining existing onescustomers and retaining existing ones
 Firms must proactively develop strategies to attract newFirms must proactively develop strategies to attract new
customers, especially younger ones.customers, especially younger ones.
 Retiring brandsRetiring brands

Keller sbm3 13

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