Professional Documents
Culture Documents
Brand Management
Brand Management
Brand Management
▪ The practice of branding, in one form or another, has been around for a long time.
Marks have been found on pottery from
▪ ancient Greek and Rome,
▪ on early Chinese porcelain,
▪ and on Indian artifacts dating back to about 1300 B.C.
▪ The period from 1840 to 1899 set the foundation for the beginning of modern
branding concepts.
▪ Due to improvements in production processes, it became possible to manufacture
large quantities of consistent quality and at lower costs.
▪ Advances in communication and transportation facilitated the distribution of
products in larger areas.
▪ By the end of the 19th century, most countries had included trademark acts in their
legislation in order to legally protect brands.
▪ brand management exclusively referred to the mere marking of products.
▪ manufacturer name and reputation were the key factors to ensure business success,
brands were created for and defined by their function of indicating origin.
▪ In this period from the beginning of the 20th century until the mid-1960s, a brand
had been officially defined, and certain product attributes were required from a
good in order to be named a brand.
▪ Manufacturers’ focus was subsequently on the product. Customer needs and wants
were of secondary importance.
▪ The brand concept of this time was a very static one. Companies did not react to
changing outside conditions, and they did not adapt their brands to new
requirements resulting from them.
▪ From the mid 1960s on, companies had to face a range of important changes that
seriously affected their profitability and business future. A continuously advancing
technology paired with economic recession had lead to more intense competition,
causing a shifting from a seller’s to a buyer’s market.
▪ Customers had more choices than ever before. They could compare a range of
products and buy the one that best fulfilled their needs.
▪ Management started to consider the effect that brands have on patrons. It now
became a dynamic, customer-oriented process. Marketing activities such as market
research, product development, pricing and distribution strategies were included
in the management process.
▪ With organizations now considering the effects of brands on customer behavior, a
new approach to managing them emerged in the mid 1970s. Companies began to
regard brand image as the central component of a brand’s success.
▪ Research had led to the conclusion that all marketing parameters have an influence
on brand image. As a result, brand management was considered equal to
marketing, and brands were thus managed exclusively by the marketing
department.
▪ The importance of brands within an organization increased considerably, and so
did the amount of attention that was being granted to managing them.
▪ The strategy-orientation developed parallel to the image-orientation approach,
trying to compensate some of its major deficits. Instead of reacting to short-term
changes in customer preferences, this epoch is characterized by a strongly
strategic approach to brand management.
▪ Brands were now considered an organization’s most important asset, and managing
them thus became the responsibility of general management instead of the
marketing department alone.
▪ This change allowed for prompt reactions to occurring problems but also this
approach has disadvantages.
▪ Managers now developed the idea that it was possible to create a unique and
consistent brand personality and therefore a complete entity similar to a human
being.
▪ Products had become increasingly similar without showing noticeable differences
in quality. Competition was high. Globalization added numerous products to the
already highly competitive market.
▪ Brand identity now became the basis of strategic brand management.
▪ A name, term, symbol, design
▪ A brand is a product enriched with a unique identity in order to create a
▪ It mirrors the company’s values, mission, and vision, and uses verbal and
Brand Recall
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Brand Recognition
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