AAKERS BRAND

PERSONALITY
Brand personality
• Brand personality is the collection of emotional, intellectual, and
behavioral patterns unique to a brand and consistent over time. In
short, your brand personality is how you would describe your brand if
it were a person.
• Why personality matters:
Drives Competitive Differentiation
Boosts Brand Awareness
Bolsters Brand Loyalty
SINCERITY
• This dimension includes brands that are seen as down-to-
earth, honest, trustful and cheerful,
• allow and communicate ethical practices, their commitment to the
community or concerns with consumers.
• apply clear consumer policies to avoid ambiguities, establish good
customer relationships, and support employees and the social and
natural environment.
• Example; pentagonia
EXCITEMENT
• This dimension involves brands which are perceived as
being imaginative, up-to-date, inspiring, edgy and spirited. 
• Frequently being exposed in sports competitions and large scale
music events.
• Example; redbull
COMPETENCE
• Competent brands are the ones which are primarily seen as
being reliable, responsible, intelligent, and efficient
• commonly displayed with strong and thick fonts, colors which convey
trust , their ambassadors tend to be knowledgeable of the product or
be perceived as trustworthy. Other common practices include a
tendency to highlight the quality of suppliers and efficient production
practices
• Example: APPLE.
SOPHISTICATION
• Sophisticated brands are the ones perceived by consumers as upper
class, romantic, charming, pretentious and glamorous.
• Applications; ranging from fashion and accessories (watches and
clothes), to cars, medical equipment and food and dining, feminine
brands or female targeted brands.
• In order to express sophistication, brands often adopt delicate and
thin fonts, simple designs, light colors and are associated with
charming and upscale environments
• Example: Louis Vuitton
RUGGEDNESS
• This includes brands that are seen
as outdoor, tough, masculine and western,
• for example. rugged brands have a tendency of being male oriented,
of developing brand concepts which contain dark colors (often black,
gray, navy blue, green), strong and thick fonts, less fine details and
they portray their products in outdoor (mountains, rivers, farms,
oceans, cliffs) and extreme scenarios (heavy rain, foggy weather,
snow).
• https://journals.sagepub.com/doi/abs/10.1177/00222437970340030
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Porters competitive advantage model
• A firm's relative position within its industry determines whether a
firm's profitability is above or below the industry average. The
fundamental basis of above average profitability in the long run is
sustainable competitive advantage.
• There are two basic types of competitive advantage a firm can
possess: low cost or differentiation.
• The two basic types of competitive advantage combined with the
scope of activities for which a firm seeks to achieve them, lead to
three generic strategies for achieving above average performance in
an industry: cost leadership, differentiation, and focus.
• The focus strategy has two variants; cost focus and differentiation
focus
Cost leadership
• A firm sets out to become the low cost producer in its industry. The
sources of cost advantage are varied and depend on the structure of
the industry.
• They may include the pursuit of economies of scale, proprietary
technology, preferential access to raw materials and other factors.
• A low cost producer must find and exploit all sources of cost
advantage. if a firm can achieve and sustain overall cost leadership,
then it will be an above average performer in its industry, provided it
can command prices at or near the industry average.
Differentiation:
• A firm seeks to be unique in its industry along some dimensions that
are widely valued by buyers. It selects one or more attributes that
many buyers in an industry perceive as important, and uniquely
positions itself to meet those needs. It is rewarded for its uniqueness
with a premium price.
FOCUS
• The generic strategy of focus rests on the choice of a narrow
competitive scope within an industry. The focuser selects a segment
or group of segments in the industry and tailors its strategy to serving
them to the exclusion of others.
• The focus strategy has two variants.
• (a) In cost focus a firm seeks a cost advantage in its target segment.
• (b) differentiation focus a firm seeks differentiation in its target
segment.
• Porter, Michael E., "Competitive Advantage". 1985, Ch. 1, pp 11-15.
The Free Press. New York.
• https://www.ifm.eng.cam.ac.uk/research/dstools/porters-generic-co
mpetitive-strategies
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