Exam 2
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| brand | a product or service whose dimensions differentiate it in some way from other products or services designed to satisfy the same need.
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| brand promise | marketer’s vision of what the brand must be and do for consumers
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| Brand Dynamics Pyramid (5) | Presence (do I know about it?), relevance, performance, advantage (does it offer something better than others?), bonding (nothing beats it.)
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| brand elements | trademarkable devices that identity and differentiate a brand (IE. Nike swoosh logo, “just do it”)
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| 6 main criteria for brand elements | memorable, meaningful, likeable, transferable, adaptable, protectable
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| brand contact | any information-bearing experience, whether positive or negative, a customer or prospect has with the brand, product category, or market that relates to the market’s product or service
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| 3 themes for designing holistic marketing activities | Personalization, integration marketing (mixing and matching marketing activities to maximize individual and collective efforts), internalization (activities and processes that help to inform and inspire employees)
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| branding strategy | reflects number and nature of both common and distinctive brand elements it applies to the products it sells.
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| brand extension | uses an established brand to introduce a new product
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| subbrand | combine a new brand with existing brand
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| line extension | parent brand covers a new product within a product category it currently serves (IE. Dannon yogurt…fruit on the bottom, fruit blends, etc.)
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| brand line | all products sold under a particular brand
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| branded variants | specific brand lines supplied to specific retailers or distribution channels (IE. Valentino may have different designs and lines to different department stores)
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| brand portfolio | set of all brand and brand lines in a particular firm offers for sale in a category or market segment
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| flankers | brands positioned with respect to competitors’ brands so more important and profitable flagship brands can retain desired position
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| cash cows | brands may be kept despite dwindling sales because they still manage to hold on to enough customers and maintain their profitability with virtually no marketing support.
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