BuildingStrongBrands2

CreatingBrandEquity9LearningIssuesforChapterNineWhatisabrandandhowdoesbrandingwork?Whatisbrandequity?Howisbrandequitybuilt,measured,andmanaged?Whataretheimportantbrandarchitecturedecisionsindevelopingabrandingstrategy?3TheImportanceofBuildingStrongBrandsOneofthemostvaluableintangibleassetsofafirmisitsbrands,anditisincumbentonmarketingtoproperlymanagetheirvalue.Buildingastrongbrandisbothanartandascience.Itrequirescarefulplanning,adeeplong-termcommitment,andcreativelydesignedandexecutedmarketing.Astrongbrandcommandsintenseconsumerloyalty—atitsheartisagreatproductorservice.4StrategicBrandManagementMarketersofsuccessful21stCenturybrandsmustexcelatthestrategicbrandmanagementprocess.Strategicbrandmanagementinvolvesthedesignandimplementationofmarketingactivitiesandprogramstobuild,measure,andmanagebrandstomaximizetheirvalue.5TheStrategicBrandManagementProcessThestrategicbrandmanagementprocessinvolvesfourmainsteps:IdentifyingandestablishingbrandpositioningPlanningandimplementingbrandmarketingMeasuringandinterpretingbrandperformanceGrowingandsustainingbrandvaluedealswithbrandpositioning6HowdoesBrandingWork?Perhapsthemostdistinctiveskillofprofessionalmarketersistheirabilitytocreate,maintain,enhance,andprotectbrands.TheAmericanMarketingAssociationdefinesabrandas“aname,term,sign,symbol,ordesign,oracombinationofthem,intendedtoidentifythegoodsorservicesofonesellerorgroupofsellersandtodifferentiatethemfromthoseofcompetitors.”Abrandisthusaproductorservicethataddsdimensionsthatdifferentiateitinsomewayfromotherproductsorservicesdesignedtosatisfythesameneed.7DifferentiationCreatedByBrandsThedifferencescreatedthroughbrandingmaybefunctional,rational,ortangible-relatedtotheproductperformanceofthebrand.Theymayalsobemoresymbolic,emotional,orintangible-relatedtowhatthebrandrepresents.8TheRoleofBrandsBrandsidentifythesourceormakerofaproductandallowconsumers—eitherindividualsororganizations—toassignresponsibilityforitsperformancetoaparticularmanufacturerordistributor.Brandsperformanumberoffunctionsforbothconsumersandfirms.9Brands’RoleforConsumersAbrandisapromisebetweenthefirmandtheconsumer.Itisameanstosetconsumers’expectationsandreducetheirrisk.Inreturnforcustomerloyalty,thefirmpromisestoreliablydeliverapredictablypositiveexperienceandsetofdesirablebenefitswithitsproductsandservices.ConsumerslearnaboutbrandsthroughpastexperienceswiththeproductanditsmarketingprogramBrandscanalsotakeonpersonalmeaningstoconsumersandbecomeanimportantpartoftheiridentity10Brands’RoleforFirmsBrandsalsoperformvaluablefunctionsforfirms.First,theysimplifyproducthandlingortracing,andhelptoorganizeinventoryandaccountingrecords.Thebrandnamecanbeprotectedthroughregisteredtrademarks;manufacturingprocessescanbeprotectedthroughpatents.Packagingcanbeprotectedthroughcopyrightsanddesigns.Firmcansafelyinvestinthebrandandreapthebenefitsofavaluableasset11BrandsPerformValuableFunctionsfortheFirmAcrediblebrandsignalsacertainlevelofqualitysothatsatisfiedbuyerscaneasilychoosetheproductagain.Brandloyaltyprovidespredictabilityandsecurityofdemandforthefirmandcreatesbarrierstoentryforotherfirms.Brandingcanbeapowerfulmeanstosecureacompetitiveadvantage.Tofirms,brandsrepresentenormouslyvaluablepiecesoflegalpropertythatcaninfluenceconsumerbehavior,beboughtandsold,andprovidetheirownerthesecurityofsustainedfuturerevenues.12ChallengesofBrandinginAsiaBrandinghasnotbeenahistoricalimperativeformanyAsianbusinesses.Somepossiblereasonsinclude:Asianbusinessesweremoreinvolvedinperformingthedistributionfunctionfortheregion’simportsandexports.IdeologicalreasonsledcountriessuchasChinaandVietnamtodiscouragebrandinginthepast.Manycompanies(e.g.,thoseinTaiwan)havebeensuccessfulincontractmanufacturingunderglobalbrandnames,eventhoughbrandnamemanufacturerscanreplacethembyshiftingtoevencheapersourceselsewhere.13ChallengesofBrandinginAsiaStillothersbenefitedasfranchiseesorasregionaljoint-venturepartnersofWesternfranchises.Previouslyprotecteddomesticindustriesandmarketsalsomeanttherewaslessneedtoinvestinbrandbuilding.14ChinaAirlines—BrandingStrategy15AbrandingmakeoverforChinaAirlinesincludedmakingtheairlinemoreinternationalandlessTaiwanorgovernmentassociated.ChinaAirlines—WhenChinaAirlines(CAL)wasamonopolyinTaiwan,itwasconservativelyrun.EversinceitfacedcompetitionfromrivalEVAAirways,CALhasbeengivenathoroughmakeover.Itspent$50millioninupgradingsafety(followingtwoaccidents),and$12millioninnewcolors,livery,andsigns,andredesigningairportlounges,ticketingoffices,baggagetags,andstationery.Itsoldlogo(theTaiwanflag)wasreplacedbythenationalflower(theplumblossom)tomakeCALmoreinternational,lessTaiwanoriented,andlessgovernment-linked.CAL’snewimagethussignaledimprovementsinsafety,service,training,andpersonality.FiveChallengesforAsianBrands16KwonPingHo,chairmanofBanyanTreeGroup,outlinedfivechallengesforAsianbrandswithglobalambitions:Asiancompaniesmustovercomeinherentparochialism.Asianbrandsmustadoptacorporateculturethatreflectsaglobalperspective.AsianbrandsmustmaintaintheirAsianbrandidentityastheygoglobal.Asianbrandsmustriseabovethecheaplow-qualityimage.Asiancompaniesmustthinklikeaglobalbrandevenifitissmall.BrandingStrategyforBanyanTreeBanyanTree’sbrandcutsacrossculturalbarriers.Itsbrandisdistinctive,focusingontheexotictropicalbeachlushnessandgraciousnessofSoutheastAsianhospitality;andyet,notculture-specific.17TheScopeOfBrandingHowthendoyou“brand”aproduct?Abrandisaperceptualentitythatisrootedinrealitybutreflectstheperceptionsandidiosyncrasiesofconsumers.Brandingisendowingproductsandserviceswiththepowerofabrand.

Brandingisallaboutcreatingdifferencesbetweenproducts.Marketersneedtoteachconsumers“who”theproductis,“what”theproductdoes,and“why”consumersshouldcare.18TheScopeOfBrandingBrandinginvolvescreatingmentalstructuresandhelpingconsumersorganizetheirknowledgeaboutproductsandservicesinawaythatclarifiestheirdecision-makingandprovidesvaluetothefirm.Forbrandingstrategiestobesuccessfulandbrandvaluetobecreated,consumersmustbeconvincedtherearemeaningfuldifferencesamongbrandsintheproductorservicecategory.Marketerscanapplybrandingvirtuallyanywhereaconsumerhasachoice.Abrandcanbeaproduct,service,store,person,place,anorganization,oranidea.19Brandingofa‘Place’Evencountriescanbebranded.Malaysiaisbrandedas“TrulyAsia.”20DefiningBrandEquityBrandequityistheaddedvalueendowedtoproductsandservices.Itmaybereflectedinthewayconsumersthink,feel,andactwithrespecttothebrand,aswellasintheprices,marketshare,andprofitabilitythebrandcommands.21DefiningBrandEquityMarketersandresearchersusevariousperspectivestostudybrandequity.Customer-basedapproachesviewbrandequityfromtheperspectiveoftheconsumer—eitheranindividualoranorganization.22PositiveandNegativeCustomer-BasedBrandEquityAbrandhaspositivecustomer-basedbrandequitywhenconsumersreactmorefavorablytoaproductandthewayitismarketedwhenthebrandisidentified,thanwhenitisnotidentified.Abrandhasnegativecustomer-basedbrandequityifconsumersreactlessfavorablytomarketingactivityforthebrandunderthesamecircumstances.23ThreeIngredientstoCustomer-BasedBrandEquityBrandequityarisesfromdifferenceinconsumerresponse.Differencesinresponsearearesultofconsumer’sbrandknowledge.Brandknowledgeconsistsofallthoughts,feelings,images,experiences,beliefs,andsoonthatbecomeassociatedwiththebrand.Brandequityisreflectedinperceptions,preferences,andbehaviorrelatedtoallaspectsofthemarketingofabrand.24Table9.1:MarketingAdvantagesofStrongBrands25ChallengeforMarketersinBrandBuildingThechallengeformarketersisthereforeensuringthatcustomershavetherighttypeofexperienceswithproductsandservicesandtheirmarketingprogramstocreatethedesiredbrandknowledge.Inanabstractsense,brandequitycanbeseenasprovidingmarketerswithavitalstrategic“bridge”fromtheirpasttotheirfuture.26CustomerExperienceswithBrandsCustomerexperienceswithApple’siPodandCreativeTech’sZenweresovastlydifferentthatiPodhasamuchlargersharedespiteCreativeTechhavingthefirstbiteattheMP3playermarket.27ChallengeforMarketersinBrandBuildingMarketersshouldalsothinkofthemarketingdollarsspentonproductsandservicesasinvestmentsinconsumerbrandknowledge.Thequalityoftheinvestmentinbrandbuildingisthecriticalfactor,notnecessarilythequantity,beyondsomeminimalthresholdamount.

28BrandKnowledgeBrandknowledgedictatesappropriatefuturedirectionsforthebrand.Abrandpromiseisthemarketer’svisionofwhatthebrandmustbeanddoforconsumers.Consumerswilldecide,basedonwhattheythinkandfeelaboutthebrand,where(andhow)theybelievethebrandshouldgoandgrantpermission(ornot)toanymarketingactionorprogram.29AsianBrandsandBrandEquityFourTypesofBrandAssetsforAsianBrands(Batey)Goldenassets—Theserefertonaturalcommoditiessuchasrice,wheat,fruit,tea,fish,cotton,timber,rubber,andminerals,whichareabundantintheregionandusuallyexported.Yet,noAsianbrandwithaglobalstandingexistsinthiscategory.Acquiredassets—Theserefertoabrandingopportunityonthebackofanidentitythatenjoysstrongcredibility.Asia’sreputationforqualitypersonalservicesandhospitalityisanareawhereaglobalAsianhotelbrandcanemerge.30FourTypesofBrandAssetsforAsianBrands

(Batey)Potentialassets—TheserefertothebuildingofaglobalAsianbrandfromscratch.Combiningacquiredassetswithpotentialassets—ThishybridapproachmaybeachievableintheartsandentertainmentindustrybyleveragingAsia’sextraordinaryhistory.31PotentialsforGlobalBrands32Batey

encouragesAsianbusinessestoaskthemselvesthefollowingquestionsintheirquesttobecomeglobalbrands:Ismarketingthemaindriverinhelpingthebrandattainglobalstanding?Isthebrandthemostvaluablefinancialasset?Isthereabrandstrategythatwillelevatethebrandintoaglobalbrand?Arethemarketingpersonnelexperiencedandmotivatedtoachievethebrand’sglobalambition?Aretherecreativemarketingcommunicationstalentsandresourcestobringthebrandtotheglobalstage?Arethereplanstoretaincontroloftheglobalbrandstrategyandfocusoninternationalmarketingprograms?IsthebusinesspassionateaboutR&Dandproductenhancements?Aretherefinancialresourcestomatchtheglobalambitionandcompeteseriouslyintheglobalbrandgame?BrandEquityModelsBRANDASSETVALUATORMODELBRANDZMODELBRANDRESONANCEMODEL33BrandAssetValuatorAdvertisingagencyYoungandRubicam(Y&R)developedamodelofbrandequitycalledbrandassetvaluator(BAV).Basedonresearchwithalmost800,000consumersin51countries,BAVprovidescomparativemeasuresofthebrandequityofthousandsofbrandsacrosshundredsofdifferentcategories.TherearefourkeycomponentsorpillarsofbrandequityaccordingtoBAV(seeFigure9.1).34TheFourElementsoftheBAVModelEnergizeddifferentiationmeasuresthedegreetowhichabrandisseenasdifferentfromothers.Relevancemeasurestheappropriatenessandbreadthofabrand’sappeal.Esteemmeasuresperceptionsofqualityandloyalty,orhowwellthebrandisregardedandrespected.Knowledgemeasureshowawareandfamiliarconsumersarewithabrand.35Figure9.1:BrandAssetValuatorModel36CombiningtheElementsEnergizedDifferentiationandRelevancecombinetodeterminebrandstrength.EsteemandKnowledgetogethercreatebrandstature.EnergizedBrandStrengthandBrandStaturecombinedformthePowerGrid,depictingstagesinthecycleofbranddevelopmentinsuccessivequadrants.SeeFigure9.2.37Figure9.2:TheUniverseofBrandPerformance38BRANDZMarketingresearchconsultantsMillwardBrownandWPPhavedevelopedtheBRANDZmodelofbrandstrength,attheheartofwhichistheBrandDynamicsmodel.Therearethreebrandassociationscrucialforbuildingcustomerpredispositiontobuyabrand—meaningful,different,andsalientbrandassociations.Thesuccessofabrandalongthosethreedimensionsis,inturn,reflectedinthreeimportantoutcomemeasures39BRANDZPower:Apredictionofthebrand’svolumesharePremium:Abrand’sabilitytocommandapricepremiumrelativetothecategoryaveragePotential:Theprobabilitythatabrandwillgrowvalueshare40Figure9.3:BrandDynamicsModel41BrandResonanceModelThebrandresonancemodelviewsbrandbuildingasanascending,sequentialseriesofsteps,frombottomtotop. Ensuringcustomersidentifythebrandandassociateitwithaspecificproductclassorneed.Firmlyestablishingthebrandmeaningincustomers’mindsbystrategicallylinkingahostoftangibleandintangiblebrandassociations.Elicitingthepropercustomerresponsesintermsofbrand-relatedjudgmentandfeelings.Convertingcustomers’brandresponsetoanintense,activeloyalty.42Figure9.4:BrandResonancePyramid43BrandResonanceModelThecreationofsignificantbrandequityrequiresreachingthetoporpinnacleofthebrandpyramid:Brandsaliencereferstohowoftenandhoweasilyconsumersthinkofthebrand.Brandperformanceishowwelltheproductorservicemeetscustomers’functionalneeds.Brandimagerydescribestheextrinsicpropertiesoftheproductorservice.44BrandResonanceModelBrandjudgmentsfocusoncustomers’ownpersonalopinionsandevaluations.Brandfeelingsarethecustomers’emotionalresponsesandreactionswithrespecttothebrand.Brandresonancereferstothenatureoftherelationshipcustomershavewiththebrandandtheextenttowhichtheyfeelthey’re“insync”with.45BuildingBrandEquityMarketersbuildbrandequitybycreatingtherightbrandknowledgestructureswiththerightconsumers.Therearethreemainsetsofbrandequitydrivers:Theinitialchoiceforthebrandelementsoridentitiesmakingupthebrand.Theproductandserviceandallaccompanyingmarketingactivitiesandsupportingmarketingprograms.Otherassociationsindirectlytransferredtothebrandbylinkingittosomeotherentity.46ChoosingBrandElementsBrandelementsaretrademarkabledevicesthatidentifyanddifferentiatethebrand.Marketersshouldchoosebrandelementstobuildasmuchbrandequityaspossible.Thetestiswhatconsumerswouldthinkorfeelabouttheproductifthebrandelementwerealltheyknew.47BrandElements—NintendoWii48TheWiinameissuggestiveoftwopeopleplaying,anditspronunciationimpliesthatthevideogameconsoleisforeveryone.NintendoWii—ThishomevideogameconsolewasoriginallygiventhenameRevolution.Later,itwasreferredtoasWiiandnot“NintendoWii,”makingitthefirsthomeconsoleNintendomarketedoutsideofJapanwithoutthecompanynamefeaturedinitstrademark.Nintendo’sspellingof“Wii”withtwolower-case“i”lettersismeanttoresembletwopeoplestandingsidebyside,representingplayersgatheringtogether.Further,Wii(pronouncedas“we”)emphasizesthattheconsoleisforeveryone.Itisshortandsimpletopronounce,makingituniversallymemorablewithlittleconfusionorneedforabbreviation.However,somepeoplepreferred“Revolution”over“Wii”becausethelattersoundedkiddishandmaybeastandingjoke.However,Nintendofeltthat“Revolution”isnotanidealnamebecauseitislongandinsomecultures,difficulttopronounce.BrandElementChoiceCriteriaTherearesixcriteriainchoosingbrandelements.Thefirstthree—memorable,meaningful,andlikable—are“brandbuilding.”Thelatterthree—transferable,adaptable,andprotectable—are“defensive”andhelpleverageandpreservebrandequityagainstchallenges.49TheSixChoiceCriteriaMemorable—Howeasilyisthebrandelementrecalled?Howeasilyrecognized?Isthistrueatbothpurchaseandconsumption?Moreover,thebrandnameshouldalsolookdistinctivetobememorableinAsia.Meaningful—Towhatextentisthebrandelementcredibleandsuggestiveofthecorrespondingcategory?Doesitsuggestsomethingaboutaproductingredientorthetypeofpersonwhomightusethebrand?50Exampleof“meaningful”criteria51TheChinesemeaningofNike,NaiKe,耐克,resonateswiththefightingspiritinsports.BiothermhighlightsitsEuropeanorigininitsChinesename(碧歐泉)tocompetemoreeffectivelyinChina.52Biotherm—ThisFrenchskincarebrandgoesbytheChinesenameBeeErChueninmostAsianmarketswiththeexceptionofChina.China’scosmeticsmarketisdominatedbyforeignbrands,andBiothermwantedtohighlightitsinternationalstatuswithitsnameBeeOhChuen(碧歐泉),wherethemiddlecharacterOh(歐)referstoEurope.TheSixChoiceCriteriaLikeable—Howaestheticallyappealingdoconsumersfindthebrandelement?Isitinherentlylikeablevisually,verbally,andinotherways?Transferable—Canthebrandelementbeusedtointroducenewproductsinthesameordifferentcategories?Towhatextentdoesthebrandelementaddtobrandequityacrossgeographicboundariesandmarketsegments?53TheSixChoiceCriteriaAdaptable—Howadaptableandupdatableisthebrandelement?AsmanyAsianbrandsmodernize,theirelementsneedtobeadaptableandyetretainthetraditionalvaluesofthebrand.Protectable—Howlegallyprotectableisthebrandelement?Howcompetitivelyprotectable?Canitbeeasilycopied?Itisimportantthatnamesthatbecomesynonymouswithproductcategories—suchasKleenex,ScotchTape,andXerox—retaintheirtrademarkrightsandnotbecomegeneric.54ProtectingBrandNames55Lenovo’sparentcompany,Legend,decidedtouseLenovoforitsPCbusinessbecauseitstartswiththeletter“L,”whichisthesameasthecompany,andiseasytopronounceandspell.Lenovo—ThenameofChina’slargesttechnologycompany,Legend,waspickedin1984byitsfounderswhowerethenstudentsandengineersataBeijingtechnicalinstitute.Sincethen,40othersubbrands,includingHappyFamilyforasoftwareline,and1+1foraretailchain,emergedovertheyears.In2001,ithiredconsultingfirmInterpublictofindanewnameandrationalizeitssubbrands.Theresult?Thenumberofsubbrandsandproductnameswascutto19andalistofattributeswascreatedthatithopedtoimparttofuturecustomers.BecausethecompanysellsmanyproductsbesidesPCs,Legend’soldlogo,whichhadacaricatureofafloppydisk,neededanupdate.InterpublicpresentedLegendwithabout250newEnglishnames,includingmanythatbeganwith“L”toassociatewiththecompany’sexistingnames.Legend’stop20executivespickedfivefinalistsfromalistof25candidatesthathadbeenvettedinmanylanguagesandtrademarkregistries.Fromthesefive,Lenovostoodoutbecauseitcouldbetrademarkedinmostcountriesandwaseasytopronounceandspell.Thecompany’sChinesename,LianXiang,whichmeans“imagination,”wasnotchanged.ImplicationsforMarketersinAsiaGiventherapidgrowthoftheglobalmarketplace,Asiancompaniesshouldchoosebrandnamesthatworkoutsidetheregion.JustasforeignbusinessesmustbecognizantofAsianaspectsofbrandnaming,Asiancompaniesshouldselectnamesthataremeaningfulandpronounceableinotherlanguagesastheyexpandoutsidetheregion.Otherwise,theywillfindthattheycannotusetheirnameswhentheygoabroad.56ChallengesofAsianBrandsAsiancompaniesoftenfacetheproblemthattheirdomesticbrandisnotwellknownoverseas,ortheirnamemaybeassociatedwithpoorqualityorimageabroad.Inadditiontobuildingtheirownnamesoverseas,someAsianbusinessesovercomethisproblembybuyingestablishedforeignbusinessesandtheirbrandnames.Mulberry,Crabtree&Evelyn,andEscada—well-knownEuropeanbrands—areownedbyAsiancompanies.57Mulberry58Asiancompaniesovercomelowbrandnameawarenessorinferiorimagebybuyingestablishedforeignbusinesses.Mulberry,afamoushigh-endEuropeanbrand,isownedbyaSingaporeanbusiness.DevelopingBrandElementsBrandelementscanplayanumberofbrand-buildingroles.Ifconsumersdon’texaminemuchinformationinmakingproductdecisions,brandelementsshouldbeeasytorecallandinherentlydescriptiveandpersuasive.Thelikabilityofbrandelementsmayalsoincreaseawarenessandassociations.59DevelopingBrandElementsOften,thelessconcretebrandbenefitsare,themoreimportantthatbrandelementscaptureintangiblecharacteristics.Likebrandnames,slogansareanextremelyefficientmeanstobuildbrandequity.Thinkoftheinherentbrandmeaninginsloganssuchas“AGreatWaytoFly”(SingaporeAirlines).Theycanfunctionasuseful“hooks”tohelpconsumersgraspwhatthebrandisandwhatmakesitspecial.60DesigningHolisticMarketingActivitiesBrandsarenotbuiltbyadvertisingalone.Customerscometoknowabrandthrougharangeofcontactsandtouchpoints:PersonalobservationsPersonaluseWordofmouthInteractionswithcompanypersonnelOnlineortelephoneexperiencesPaymenttransactionsAbrandcontactisanyinformation-bearingexperience,whetherpositiveornegative,acustomerorprospecthaswiththebrand,itsproductcategory,oritsmarket.61DesigningHolisticMarketingActivities–IntegratedMarketingMarketersarecreatingbrandcontactsandbuildingbrandequitythroughnewavenuessuchasclubsandconsumercommunities,tradeshows,eventmarketing,sponsorship,factoryvisits,publicrelationsandpressreleases,andsocialcausemarketing.Integratedmarketingisaboutmixingandmatchingthesemarketingactivitiestomaximizetheirindividualandcollectiveeffects.62DesigningHolisticMarketingActivities–IntegratedMarketingMarketersneedavarietyofdifferentmarketingactivitiesthatconsistentlyreinforcethebrandpromise.Wecanevaluateintegratedmarketingactivitiesintermsoftheeffectivenessandefficiencywithwhichtheyaffectbrandawarenessandcreate,maintain,orstrengthenbrandassociationsandimage.63InternalBrandingMarketersmust“walkthetalk”todeliverthebrandpromise.Theymustadoptaninternalperspectivetoconsiderwhatstepstotaketobesureemployeesandmarketingpartnersappreciateandunderstandbasicbrandingnotions,andhowtheycanhelporhurtbrandequity.Internalbrandingisactivitiesandprocessesthathelptoinformandinspireemployees.Anup-to-date,deepunderstandingofthebrandanditspromisebyallemployeesiscriticalforservicecompaniesandretailers.64BrandBondingBrandbondingoccurswhencustomersexperiencethecompanyasdeliveringonitsbrandpromise.Allofthecustomers’contactswithcompanyemployeesandcompanycommunicationsmustbepositive.Thebrandpromisewillnotbedeliveredunlesseveryoneinthecompanylivesthebrand.Oneofthemostpotentinfluencesonbrandperceptionistheexperiencecustomershavewithcompanypersonnel.Forexample,thein-flightserviceprovidedbytheSingaporeGirlisacriticalingredientofSingaporeAirlines’brandingsuccess.65ImportantPrinciplesofInternalBrandingChoosetherightmoment—Turningpointsareidealopportunitiestocaptureemployees’attentionandimagination.Example:BP–“BeyondPetroleum”.Linkinternalandexternalmarketing—Internalandexternalmessagesmustmatch.Bringthebrandaliveforemployees—Aprofessionalbrandingcampaignshouldbebasedonmarketingresearchandsupervisedbythemarketingdepartment.Internalcommunicationsshouldbeinformativeandenergizing.66BrandCommunitiesAbrandcommunityisaspecializedcommunityofconsumersandemployeeswhoseidentificationandactivitiesfocusaroundthebrand.67Threeelementsaffectbrandcommunities:A“consciousnessofkind”orsenseoffeltconnectiontothebrand,company,product,orothercommunitymembersSharedrituals,stories,andtraditionsthathelptoconveythemeaningofthecommunityAsharedmoralresponsibilityordutytoboththecommunityasawholeandindividualcommunitymembers68Differentformsofbrandcommunities69NikeestablishedabrandcommunitywithitsNike+Websitethatallowsrunnerstorecordandtracktheirperformancesandcommunicatewithothersaroundtheworld.Somebrandcommunitiesarisefrombrandusers.Somearecompany-sponsoredandfacilitatedsuchastheNike+platformImportanceofBrandCommunitiesAstrongbrandcommunityresultsinamoreloyal,committedcustomerbase.Itsactivitiesandadvocacycansubstitutetosomedegreeforactivitiesthefirmwouldotherwisehavetoengagein,creatinggreatermarketingeffectivenessandefficiency.Abrandcommunitycanalsobeaconstantsourceofinspirationandfeedbackforproductimprovementorinnovations.SeeTable9.2.70Table9.2:ValueCreationPractices71BuildingBrandCommunities—AvoidingtheMythsBuildingapositive,productivebrandcommunityrequirescarefulthoughtandimplementation.Therearemanymythsthatneedtobeavoided.SeeTable9.3.72Table9.3:TheMythsandRealitiesofBrandCommunities73LeveragingSecondaryAssociationsThethirdandfinalwaytobuildequityis,ineffect,to“borrowit.”Thatis,createbrandequitybylinkingthebrandtootherinformationinmemorythatconveysmeaningtoconsumers.These“secondary”brandassociationscanlinkthebrandtosources.74SecondaryBrandAssociationsThecompany’sbrandingstrategiesCountriesorothergeographicalregions—identificationofproductoriginChannelsofdistribution—