Managing Brand Equity

Shocker, Allan D.; Aaker, David A.

doi:10.2307/3172832

Cited by 90 publications

(103 citation statements)

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“…Aaker (1991) argues that the model can be equally applied to both goods and services. But, the impact of marketing mix elements, excluding advertising, on brand equity is not mentioned as highlighted by (Shocker, 1993). Factors that could contribute in enhancing brand awareness and brand associations are not elaborated.…”

Section: Relevance Of Brand Equity Models With Politicsmentioning

confidence: 90%

Political Brand Equity Model: The Integration of Political Brands in Voter Choice

Ahmed

Lodhi

Ahmad

2015

Journal of Political Marketing

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The voters' choices about political parties have many similarities in how they make their choices about commercial brands. Therefore, political parties are now constantly applying the concept and strategies of brand management to make the political product attractive, appealable, trustable, differentiable, source of long-term relationship and decision-making driver. Furthermore, the political parties have to play an active role in the community's political socialization processes which are relying heavily on the branding strategies. Because, the community's social gregariousness have profound effect on the electorates' propensity to participate in the politics that constitutes the party equity. This study has deeply explored and broadened the concept of party equity analogous to commercial brand equity typology by developing a politics specific brand equity model. This model demonstrates the integration of political brands in voter choice. Empirically, this model has been validated by collecting 550 valid-responses from the constituency of District Gujrat, Pakistan. A careful analysis of these responses through SEM methodology has revealed that political parties vary according to the outcomes of their role in the political socialization process of the communities, loyalty and voters Downloaded by [New York University] at 22:46 29 May 2015 2 attitude. Those parties, that have favorable role in socialization process, have strong party knowledge and thus have high party equity as compare to competing political parties, which have weak position of party knowledge. Similarly, this study provides the roadmap and guidelines for the political parties to manage their party equity. Similarly, the model would be able to facilitate political parties in comparing different constituencies on the basis of their diversified social dynamics and political knowledge and in the development of constituency based manifesto, may also be termed as "Localized Manifesto" to further enhance their vote bank.

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Section: Relevance Of Brand Equity Models With Politicsmentioning

confidence: 90%

Political Brand Equity Model: The Integration of Political Brands in Voter Choice

Ahmed

Lodhi

Ahmad

2015

Journal of Political Marketing

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Section: Customer-based Brand Equitymentioning

confidence: 99%

“When experience matters”: building and measuring hotel brand equity

King

2010

International Journal of Contemporary Hospitality Management

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Purpose-The purpose of this study is to provide hotel brand managers with a robust measure to evaluate brand equity as an outcome of brand strategies, as well as to gain insight into what contributes to hotel brand equity. Design/methodology/approach-A quantitative methodology was adopted including the development of a survey questionnaire that allows for the measurement of the six constructs contained within Berry's (2000) Service-Branding Model. The development of the survey instrument followed a two-stage process. In the initial stage, pretested items were generated from the research literature. The second stage involved conducting focus groups to identify and eliminate deficiencies of the questionnaire. Data were collected using a self-administered survey via central location intercept across multiple tourist attractions in a major tourist destination in Australia. The sample of the present study consisted of 288 respondents who have previously stayed in a hotel organisation. Findings-Using Berry's (2000) Service-Branding Model as a conceptual framework, a robust measure of hotel brand equity has been developed and validated. In doing so, the results of this study indicate that for experienced hotel customers, service experience is most influential in determining brand meaning (i.e., the customer's dominant perceptions and impression of the brand). Such brand meaning in turn serves as the primary contributor to brand equity. The effect of brand awareness on brand equity is however found to be not significant. Research limitations/implications-In establishing effective brand management practices and to realise positive and sustainable brand equity, hotel brand managers, need to have an equal focus on managing the brand internally as well as externally. Practical implications-The findings provide a sound conceptual framework and robust measure through which hotel brand managers can effectively build, measure, and manage hotel brand equity from the customer's perspective. Originality/Value-The paper provides an empirical examination of Berry's (2000) Service-Branding Model. In doing so, it provides hotel brand managers with a robust service brand measure to assess brand equity as an outcome of brand strategies. Further, the results give insight into the process by which hotel brand equity is built.

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“…While Aaker (1991) argues that the model can be applied to both goods and services, the effect of marketing mix elements, other than advertising, on brand equity is not mentioned (Shocker, 1993 Keller's (1998) model addresses this paucity, its claimed applicability to explain customer brand knowledge pertaining to both goods and services is observed to be biased towards physical goods. For example, Keller (1998) advocates that tools and objectives, such as packaging, distribution channels and country of origin, are elements that contribute to brand knowledge, which is the key to brand equity.…”

Section: Customer-based Brand Equitymentioning

confidence: 99%

"When Experience Matters" Building and Measuring Hotel Brand Equity – The Customers’ Perspective

So¹,

King²

2010

International Journal of Contemporary Hospitality Management

101

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Perspective AbstractPurpose -The purpose of this study is to provide hotel brand managers with a robust measure to evaluate brand equity as an outcome of brand strategies, as well as to gain insight into what contributes to hotel brand equity.Design/methodology/approach -A quantitative methodology was adopted including the development of a survey questionnaire that allows for the measurement of the six constructs contained within Berry's (2000) Service-Branding Model. The development of the survey instrument followed a two-stage process. In the initial stage, pretested items were generated from the research literature. The second stage involved conducting focus groups to identify and eliminate deficiencies of the questionnaire. Data were collected using a self-administered survey via central location intercept across multiple tourist attractions in a major tourist destination in Australia. The sample of the present study consisted of 288 respondents who have previously stayed in a hotel organisation.Findings -Using Berry's (2000) Service-Branding Model as a conceptual framework, a robust measure of hotel brand equity has been developed and validated.In doing so, the results of this study indicate that for experienced hotel customers, service experience is most influential in determining brand meaning (i.e., the customer's dominant perceptions and impression of the brand). Such brand meaning in turn serves as the primary contributor to brand equity. The effect of brand awareness on brand equity is however found to be not significant. Research limitations/implications -In establishing effective brand managementpractices and to realise positive and sustainable brand equity, hotel brand managers, need to have an equal focus on managing the brand internally as well as externally. 2Practical implications -The findings provide a sound conceptual framework and robust measure through which hotel brand managers can effectively build, measure, and manage hotel brand equity from the customer's perspective.Originality/Value -The paper provides an empirical examination of Service-Branding Model. In doing so, it provides hotel brand managers with a robust service brand measure to assess brand equity as an outcome of brand strategies.Further, the results give insight into the process by which hotel brand equity is built.

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Managing Brand Equity

Cited by 90 publications

References 0 publications

Political Brand Equity Model: The Integration of Political Brands in Voter Choice

Political Brand Equity Model: The Integration of Political Brands in Voter Choice

“When experience matters”: building and measuring hotel brand equity

"When Experience Matters" Building and Measuring Hotel Brand Equity – The Customers’ Perspective

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