中国经济管理大学 MBA课《Brand Management02:Customer-Based Brand Equity》
中国经济管理大学《战略品牌管理》MBA导师手册（工商管理经典教材）Chapter 2
Customer-Based Brand Equity
Overview
This chapter defines the concept that is the focus of the book. Customer-based brand equity (CBBE) is the differential effect that brand knowledge has on consumer response to the marketing of that brand. Brand knowledge is a function of awareness, which relates to consumers’ ability to recognize or recall the brand, and image, which consists of consumers’ perceptions of and associations for the brand. Building awareness requires repeatedly exposing consumers to the brand as well as linking the brand in consumer memory to its product category and to purchase, usage and consumption situations. Creating a positive brand image requires establishing strong, favorable and unique associations for the brand.
The chapter outlines the important contribution of brand knowledge to brand equity. Brand knowledge is composed of brand awareness, which is itself a function of recognition and recall, and brand image, which reflects the associations consumers hold for the brand in memory.
Brand awareness is important because 1) it is a necessary condition for inclusion in the set of brands being considered for purchase, 2) in low-involvement decision settings it can be a sufficient condition for choice, and 3) it influences the nature and strength of associations that comprise the brand image. Awareness can be heightened by increasing consumer exposure to the brand and by linking the brand to product category, consumption and usage situations.
A brand’s image reflects all the associations consumers have for a brand in memory. The strength, favorability and uniqueness of the associations affect the response consumers will have to the brand and to its supporting marketing activities. Associations can be about attributes and benefits of the brand, or attitudes toward it. Attributes, which are descriptive features of a brand, can relate to the actual physical components and ingredients of a brand (product-related) or to such things as the price, imagery, feelings and experiences, and personality associated with the brand (non-product-related).
Benefits derived from a brand may relate to the functional advantages it provides, the symbolic information it conveys, or the experiential feelings it produces. Attitudes, which represent the highest level of brand associations, reflect consumers’ overall evaluations of a brand and, consequently, often determine their behavior toward it.
The strength of associations depends upon the relevance of information consumers encounter about the brand and the consistency with which the information is presented over time. Favorability is a function of the desirability or value of the associations in attitude formation and decision-making, and of their deliverability or performance probability.
The chapter then outlines the Customer-Based Brand Equity Model, which maintains that building a strong brand involves a series of logical steps: 1) establishing the proper brand identity, 2) creating the appropriate brand meaning, 3) eliciting the right brand responses, and 4) forging appropriate brand relationships with customers. Specifically, according to this model, building a strong brand involves: 1) establishing breadth and depth of brand awareness; 2) creating strong, favorable, and unique brand associations; 3) eliciting positive, accessible brand responses; and 4) forging intense, active brand relationships. Achieving these four steps, in turn, involves establishing six brand building blocks – brand salience, brand performance, brand imagery, brand judgments, brand feelings, and brand resonance.
The strongest brands excel on all six of these dimensions and thus fully execute all four steps in building a brand. With the CBBE model, the most valuable brand building block, brand resonance, occurs when all the other core brand values are completely “in sync” with respect to customers’ needs, wants, and desires. In other words, brand resonance reflects a completely harmonious relationship between customers and the brand. With true brand resonance, customers have a high degree of loyalty marked by a close relationship with the brand such that customers actively seek means to interact with the brand and share their experiences with others. Firms that are able to achieve resonance and affinity with their customers should reap a host of valuable benefits, e.g., greater price premiums and more efficient and effective marketing programs.
Then, the implications of the CBBE model are described: some of: consumers own brands, brand managers should not take shortcuts in building a brand, brands should appeal to consumers’ rational and emotional sides, brands should have richness in order to facilitate strong bonds with consumers, and achieving brand resonance should be a key point of focus for marketers.
The chapter concludes by discussing ways for creating customer value through Customer Relationship Management. Also, the concept of “Customer Equity” is introduced and the current research in this area is described (Blattberg & Colleagues; Rust, Zeithaml & Lemon; and Kumar & Colleagues). Finally, the relationship of Customer Equity to Brand Equity is analyzed.
Brand Focus 2.0 details the advantages of creating a strong brand. These include greater loyalty and less vulnerability to competitive marketing actions and crises; larger margins; greater trade cooperation and support; increased marketing communication effectiveness; possible licensing opportunities; additional brand extension opportunities; and a number of other advantages.
Science of Branding
2-1: No Logos
2-2: Putting Customers First
Branding Briefs
2-1: Eliciting Feelings for the Hallmark Brand
2-2: Building Brand Communities
2-3: Putting a Face to the Customer at Jones Soda
Additional Branding Briefs:
2-4: Australians Know Beer…Or Do They?
2-5: To be a Pepper or Not to Be a Pepper…
Discussion questions
1. Pick a brand. Attempt to identify its sources of brand equity. Assess its level of brand awareness and the strength, favorability, and uniqueness of its associations.
Answers will vary. Not all brands will have strong, favorable, or unique associations, which could be an interesting area for discussion.
2. Which brands resonate with you?Why?
It might be interesting to contrast the types of brands that resonate with students. Product and service brands will likely be the most common responses, but students might also answer that certain places, organizations, or ideas resonate with them.
3. Can every brand achieve resonance with its customers?Why or why not?
Not every brand can achieve resonance, because it requires a strong personal and psychological attachment to the brand. A brand that customers buy out of necessity, based on price or availability, is not likely to create resonance with those customers. For example, “price loyalty” is not the same as behavioral loyalty, because as soon as a lower-priced brand enters the market, price loyal customers will probably switch. The four components of brand resonance (behavioral loyalty, attitudinal attachment, sense of community, and active engagement) could be discussed here.
4. Pick a brand. Assess the extent to which the brand is achieving the various benefits of brand equity.
Answers will vary.
5. What do you think of Naomi Klein’s positions as espoused in No Logos?How would you respond to her propositions?Do you agree or disagree about her beliefs on the growth of corporate power?
Students could be divided into two groups to debate Klein’s positions. Students are encouraged to set their points of view and recommend directions for strong brands to sustain their positions and avoid being negatively “politicized”.
Exercises and assignments
1. Have students conduct a Coke-Pepsi taste test, either in or out of class, and discuss the results and the reasons behind consumer preferences. It might be useful to have half the class do a blind taste test, and half the class do a “sighted” taste test, and compare the results. (Can be related to Branding Brief 2-8 below: Australians Know Beer – Or Do They?)
2. Ask students to pick two brands in each of three or four different product categories, then compare the sources of brand equity for each pair. This exercise is a good way to demonstrate the stronger positioning strategies and franchises that some brands enjoy relative to their competition. Focal brands might include:
Charles Schwab vs E*Trade
Frederick’s of Hollywood vs Victoria’s Secret
Maytag vs Kenmore washing machines
FedEx vs USPS Express Mail
3. Bring in or have students bring in examples of consumer sales promotions. Analyze each in terms of its ability to build or bash brand equity. Suggest alternative promotion ideas. Pick the best and worst of the lot and explain what makes them good or bad. (Can also be used in Chapter 6.)
Key take-away points
1. Customer-based brand equity is the differential effect of brand knowledge on consumer response to the marketing of a brand.
2. Positive brand equity results when consumers are familiar with the brand and have strong, favorable and unique associations for it.
The power of the brand and its ultimate value to the firm resides with customers.
Branding Brief 2-4
Australians Know Beer -- Or Do They?
The reality is that in many product categories, brands are not that different in their actual product performance. Australians are well-known for their beer-drinking loyalty and prowess. Australians have extremely strong and well-defined brand preferences, often based on regional differences. In Queensland, XXXX reigns supreme where in the state of Victoria, beer drinkers ask for Victoria Bitter (VB). The only strong national brand is Foster's Lager, which has also been the recipient of a considerable financial investment to take advantage of its Australian heritage to develop markets worldwide.
Many Australian breweries make more than one beer, supporting them with different marketing programs and targeting different market segments. For example, the large Carlton and United Breweries (CUB) makes both Foster's Lager and Victoria Bitter. Recently, the Sydney Morning Herald reported that Castlemaine Perkins, a rival brewer to CUB, issued a press release claiming that examination and analysis of data on CUB’s Foster's Lager and Victoria Bitter beers from four sources over a five year period showed that the only consistent variation between the two beers was that VB had a higher color content!
Specifically, the press release reported that qualified chemists had examined six flavor profiles of the beers and concluded they showed similar analytical patterns. A spokesman for the analysts said the tests were standard industry ones using a technique called "wet chemistry" and included specific gravity (for the fullness in a beer), bitterness, pH, color, alcohol, head retention, carbonation, haze stability, aroma tests and carbohydrate tests.
CUB's head brewer in Brisbane, Noel Jago, complained of an opposition smear campaign but admitted that most of CUB's full strength beers were similar and "reasonably close in many aspects."He maintained, however, that although the same hops, sugar, malt, and yeast were used in making the two beers, the difference was in the combination of basic ingredients. He also noted that the carbon dioxide, specific gravity and other normal parameters were similar, but the fine tuning in fermentation and filtration made the difference.
"There is not a hell of a difference in taste but the difference is there," Jago said. He said anyone who doubted the difference in the beers was entitled to "come and see themselves."
Branding Brief 2-5
To Be A Pepper or Not to Be A Pepper ...
Finding the right brand personality for the right group of consumers can be challenging. A brand with the right personality can result in a consumer feeling that the brand is relevant and "my kind of product."A consumer may be more willing to invest in a relationship or even develop a "friendship" with the brand as a result. Advertising in particular often needs to reflect the appropriate brand personality. The first question members of the creative department in an ad agency often ask a new client is, "what is the personality of the brand?"The answer that is given often takes on great importance as they develop the ad campaign.
Defining the target market can have profound implications on the resulting positioning. The extent to which users and non-users agree can provide strategic direction. Dr Pepper is an unusual tasting soft drink with an unusual name. Its first major ad campaign stressed that it was “America’s Most Misunderstood Soft Drink,” establishing the brand as a feisty, irreverent underdog that stood out from the crowd. Later ads repositioned the brand, however, in different ways.
For example, to capitalize on its growing popularity, the “Be a Pepper” campaign was launched. The mainstream shift created problems because although some loyal Dr Pepper drinkers still saw the brand as original, fun, and offbeat, in spite of the advertising, others rejected the new mainstream appeal. Recognizing this shift, Dr Pepper returned to a campaign stressing the brand’s individuality by urging consumers to “Hold Out for the Out of the Ordinary.”The shift brought new and old users into the fold and led to sales growth in the 1980s. More recently, however, Dr Pepper has returned to a more mass-market appeal, invoking heart-tugging images of small-town America. This shift created an opportunity for the brand to recapture its heritage with these underdog supporters. Ads in the 1990s proclaimed that the brand was “Just What the Dr. Ordered.”
The small-town imagery appealed to consumers, and Dr Pepper grew at a seven percent annual rate between 1990 and 1999. During that same interval, the brand doubled shipments of its product, which reached 5 billion cases in 1999. The company continued with a feel-good campaign featuring the jingle “Dr Pepper Makes the World Taste Better.”In 2000, Dr Pepper’s share of the soft-drink market held steady at 6.2 percent – good enough for sixth place in the category – while two of the top five soft drink brands saw their share fall. 2001 saw a new campaign themed “Be You” featuring popular singer Garth Brooks.
中国经济管理大学
《战略品牌管理》MBA导师手册（工商管理经典教材）
第2章
基于顾客的品牌权益
概述
本章定义的概念，是本书的重点。基于顾客的品牌权益（CBBE）是不同的效果，品牌知识对消费者反应到该品牌营销了。品牌知识是一种意识，这关系到消费者的认知能力或召回的品牌，形象，这包括消费者的看法和对品牌联想功能。提高认识，需要反复暴露消费者对品牌以及连接在消费者记忆品牌的产品类别，购买，使用和消费情况。建立积极的品牌形象，需要建立强有力的品牌，良好的和独特的协会。
本章概述了对品牌权益的品牌知识的重要贡献。品牌知识是由品牌知名度，这本身就是一种承认和召回，品牌形象，这反映了消费者协会在内存品牌保持功能。
品牌知名度是重要的，因为1）它是一种在对品牌进行了必要条件被列入考虑购买，2低参与决定设置）也可以是一个可供选择的充分条件，以及3）它的性质和强度的影响协会组成的品牌形象。可提高认识，增加消费者接触到的品牌和品牌挂钩，产品类别，消费和使用情况。
一个品牌的形象反映了所有消费者协会在内存品牌有。的强度，好感度和独特性的关联影响反应消费者将不得不和它的品牌营销活动支持。协会可约属性和品牌效益，或向它的态度。属性，这是一个品牌的描述性特征，能与实际的物理组件和一个品牌（产品相关）的成分，或为代价，意象，感受和经验，并与品牌（相关的个性这样的事非产品相关）。
从一个品牌所带来的利益可能与它提供的功能优势，它的符号信息传递，经验或所产生的感情。态度，这代表了品牌联想的最高水平，反映消费者对品牌的整体评价，因此，他们对待它往往决定行为。
该协会的力量取决于消费者的信息遇到的有关品牌与该信息随着时间的推移呈现一致性的相关性。好感是可取或态度的形成和决策，以及他们的产能或业绩的关联概率值函数。
本章则概述了以客户为基础的品牌权益模型，它主张建立一个强大的品牌涉及到一系列的逻辑步骤：1）建立适当的品牌标识，2）创造适当的品牌内涵，3）引出正确的品牌响应， 4）加强与客户适当的品牌关系。具体来说，根据这个模型，建立一个强大的品牌包括：1）建立品牌知名度的广度和深度;二）建立强有力的，有利的，独特的品牌联想; 3）引出正面，方便品牌的反应;和4）伪造激烈，活跃的品牌关系。实现这四个步骤，反过来，品牌建设涉及到建立六块 - 品牌突出，品牌表现，品牌形象，品牌判断，品牌感受和品牌共鸣。
最强的品牌Excel在所有这些方面，从而完全执行六建立一个品牌的全部四个步骤。随着CBBE模型，最有价值品牌的基石，品牌共振，当所有其他品牌的核心价值完全“同步”就客户的需求，愿望和欲望。换句话说，品牌共振反映了客户与品牌之间的完全和谐的关系。有了真正的品牌共振，客户有一个由具有显着的品牌的密切关系，客户忠诚度等手段，积极寻求与品牌互动和与他人分享他们的经验高度。公司，因为它们能够实现与客户的共鸣和亲和力应该获得一个宝贵的权益主机，例如，更大的价格优惠和更有效的和有效的营销方案。
然后，在CBBE模式的影响描述：部分：消费者自己的品牌，品牌经理不应该在建立品牌的捷径，品牌要吸引消费者的理性和情感方面，应该有丰富的品牌，以促进的牢固关系与消费者，实现品牌的共鸣，应该是为营销重点的重点。
本章最后讨论通过建立客户关系管理客户价值的具体办法。此外，“客户权益”的概念引入，并在这一领域目前的研究描述（Blattberg和同事，锈病，Zeithaml柠檬;和Kumar和同事）。最后，客户对品牌资产的股权关系进行了分析。
品牌集中2.0细节创造一个强大的品牌优势。这些措施包括更大的忠诚度，减少脆弱性竞争力的营销行动，危机更大的利润，更多的贸易合作和支持;增加营销沟通的有效性;可能发牌的机会;额外的品牌延伸机会;及其他许多优点。
科学的品牌
2-1：不理性
2-2：以客为先
品牌简介
2-1：引出情怀的标志性品牌
2-2：建设品牌社区
2-3：把一个面向客户在琼斯纯碱
其他品牌简介：
2-4：澳大利亚人了解啤酒...还是他们？
2-5：要成为一个辣椒或不是一个辣椒...
讨论的问题
1。选择一个品牌。试图找出品牌权益来源。评估其品牌知名度和实力，好感度，独特性和它的关联程度。
答案会有不同。并非所有的品牌将有强劲，有利，或独特的组织，这可能是一个有趣的领域进行讨论。
2。哪个品牌共鸣吗？为什么呢？
这可能是有趣的对比品牌的类型与学生的共鸣。产品和服务品牌将可能是最常见的反应，但学生也可能回答某些地点，组织或想法与他们产生共鸣。
3。每个品牌可以实现与客户的共鸣？为什么或为什么不呢？
并不是每一个品牌能达到共鸣，因为它需要一个强大的个人和心理依恋的品牌。顾客购买的品牌，出于需要，基于价格和可用性，是不是可能造成与这些客户的共鸣。例如，“价格忠诚”是不一样的行为忠诚一样，因为一旦低价位的品牌进入市场，价格的忠实客户可能会开关。品牌共振（行为忠诚，态度依恋，社区意识，并积极参与）的四个组成部分可以在这里讨论。
4。选择一个品牌。评估在多大程度上实现该品牌的品牌权益的各种好处。
答案会有不同。
5。你怎么娜欧蜜克莱的立场认为，如没有标识拥护？你会如何回应她的主张？你是否同意有关对企业实力的增长她的信仰不同意？
学生可以分成两组进行辩论克莱因的立场。鼓励学生建立自己的观点和建议，以维持强势品牌的方向自己的立场，避免被负面“政治化”。
练习和作业
1。让学生进行炼焦百事可乐的口味测试，无论是在或离开学校，并讨论结果和消费者的喜好背后的原因。它可能是有用的类做了一半的盲品测试，一半类做了一个“短视”的口味测试，并比较结果。 （可与品牌2-8摘要如下：澳大利亚人了解啤酒 - 还是他们？）
2。让学生挑三四个不同的产品类别各两个品牌，然后比较每个对品牌资产的来源。这项工作是一个很好的方式展示了较强的定位策略及专营权，一些品牌享有相对的竞争。焦品牌可能包括：
嘉信理财与电子交易
Frederick的好莱坞与维多利亚的秘密
美泰与肯莫尔洗衣机
联邦快递与邮政特快专递
3。带来或有学生带来的消费促销活动的例子。在其分析能力，建立品牌权益的条款或bash每个。推荐替代推广的想法。挑选最好和最差的地段，并解释是什么让他们好还是坏。 （也可使用在第6章。）
重点外卖点
1。基于顾客的品牌权益是消费者的反馈到一个品牌营销品牌知识的不同影响。
2。积极的结果，当消费者的品牌资产与品牌熟悉并有强大的，有利，因为它独特的关联。
3。该品牌的终极价值及其对公司的权力属于客户。
品牌创建简介2-4
澳洲人知道啤酒 - 还是他们？
现实情况是，在许多产品类别，品牌是不是在它们的实际产品性能不同。澳大利亚人是众所周知他们喝啤酒的忠诚和实力。澳大利亚人具有极强的和明确的品牌偏好，往往基于区域差异。在昆士兰，XXXX的至高无上凡在维多利亚州，维多利亚苦啤酒爱好者（VB）的要求。只有强大的民族品牌是福斯特的啤酒，这也一直是一个相当大的金融投资接受者，以利用其澳大利亚遗产优势，发展全球市场。
许多澳大利亚啤酒厂啤酒超过一次，支持他们与不同的营销方案，并针对不同的细分市场。例如，大型酒店和美国啤酒（古巴），使两者福斯特的拉格和维多利亚苦。最近，悉尼先驱晨报报道，卡斯尔梅恩帕金斯，对手布鲁尔到古巴，发出新闻稿，声称检查和对古巴的福斯特的拉格和维多利亚苦啤酒的数据从四个在五年内源分析表明，只有一致的变化两者之间的啤酒是VB中有较高的彩色内容！
具体来说，新闻发布报道，合格的化学家曾研究六种啤酒风味概况和分析得出的结论是显示类似的模式。为分析师发言人说，测试中使用了一个行业标准的技术，称为“湿化学”，包括具体的重力（在一个啤酒丰满），痛苦，pH值，颜色，酒精，头保留，碳化，烟霞稳定，香气测试和碳水化合物的测试。
古巴在布里斯班头啤酒，诺埃尔杰戈，抱怨在野党抹黑，但承认对古巴的啤酒最充分的实力相近，“在许多方面相当接近。”他认为，不过，虽然同样啤酒花，糖，麦芽，酵母在使用使得两啤酒，区别是在基本成分的组合。他还指出，二氧化碳，比重和其他正常的参数相似，但在发酵和过滤微调了差异。
“没有一个地狱的差别，但味道也是有差别的，”杰戈说。他说，任何人谁怀疑在啤酒的区别是有权“来看看自己。”
品牌创建简介2-5
如何做一个辣椒或不是一个辣椒...
找到了消费者权益组的正确的品牌个性是具有挑战性的。与健全人格的品牌可能会导致消费者感觉品牌是相关的，“我的产品。”消费者可能更愿意投资于一个关系，甚至制定了“友谊”与作为一个品牌的结果。特别是广告往往需要以反映相应的品牌个性。对在一个广告公司的创意部门的成员经常会问的第一个问题一个新的客户，“什么是品牌个性？”认为需要给予回答，因为他们经常开展广告活动的高度重视。
确定目标市场可能对定位产生深远的影响。在何种程度上使用者和非使用者同意可以提供战略方向。 Dr Pepper的是一个不同寻常的品尝到一个不寻常的名字软饮料。它的第一个大型广告活动强调，这是“美国最被人误解的饮料”确定为一个活泼，叛逆处于劣势，旁边站着的人群中的品牌。后来重新定位的品牌广告，然而，在不同的方式。
例如，要利用其日益普及，“做一个辣椒”活动启动。主流移动造成的问题，因为尽管一些忠实的Dr Pepper的饮酒者仍认为作为原始，有趣，另类的品牌，尽管在广告，其他上诉驳回了新的主流。认识到这种转变，Dr Pepper的回到了竞选强调品牌的个性，敦促消费者“负责对寻常了。”这种转变带入20世纪80年代倍，并导致销售增长的新老用户。最近，然而，医生辣椒又回到了更大规模的市场号召力，调用心揪着小城镇的美国形象。这种转变创造了一个机会为品牌重新夺回其支持者与这些失败者遗产。 20世纪90年代的广告宣称，该品牌是“到底什么是博士命令道。”
小城镇的形象呼吁消费者，博士和辣椒百分之七年增长率在1990年和1999年。在同一区间，其产品品牌一倍，达到1999年五零零零零零零零零零案件出货。 “。博士辣椒，使世界味道更好”是公司不断与自我感觉良好特色的顺口溜运动在2000年，博士辣椒的软饮料市场份额稳定在6.2百分之 - 在类别第六位不够好 - 虽然五大软饮料品牌的份额下降两个看到了他们。 2001年看到了一个新的广告活动主题为“要你”流行歌手Garth Brooks的特色
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