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Brand Equity Models:

- Differentiation – measures the degree to which a brand is seen as different from others

- Energy – Measures the brand’s sense of momentum

- Relevance – measures the breadth of a brand’s appeal

- Esteem – measures how well the brand is regarded and respected

- Knowledge – measures how familiar and intimate consumers are with the brand

Reference:
business-style.info/more.php?id=82

Building Customer-Based Brand Equity: A Blueprint for Creating Strong Brands

Building a strong brand has been shown to provide numerous financial rewards to firms, and has become a top priority for many organizations. In this report, author Keller outlines the Customer-Based Brand Equity (CBBE) model to assist manage-ment in their brand-building efforts.

According to the model, building a strong brand involves four steps:

(1) establishing the proper brand identity, that is, establishing breadth and depth of brand awareness,
(2) creating the appropriate brand meaning through strong, favorable, and unique brand associations,
(3) eliciting positive, accessible brand responses
(4) forging brand relationships with customers that are characterized by intense, active loyalty. Achieving these four steps, in turn, involves establishing six brand-building blocks—brand salience, brand performance, brand imagery, brand judgments, brand feelings, and brand resonance.

Reference:
http://www.msi.org/publications/publication.cfm?pub=35

Customer-Based Brand Equity

Customer-based brand equity (CBBE) model incorporate recent theoretical advances and managerial practices in understanding and influencing consumer behavior. It helps answer the two most frequently asked questions:

1. What makes a brand strong?
2. How do you build a strong brand?

CBBE model provides a unique point of view as to what brand equity is and how it should best be built, measured, and managed.

Reference:
http://www.1000ventures.com/business_guide/marketing_brand_equity.html

Brand Equity

"Brand equity relates to the fact that different outcomes result from the marketing of a product or service because of its brand name or some other brand element that if that same product or service did not have that brand identification." It represents the marketing effects uniquely attributable to the brand and the added value endowed to a product or service as a result of past investments in the marketing activity for a brand. "Brand equity serves as the bridge between what happened to the brand in the past and what should happen to the brand in the future."

Reference:
http://www.1000ventures.com/business_guide/marketing_brand_equity.html

Strategic Brand Management

When you have a brand that works for people, you should work the brand.
"Strategic brand management involves the design and implementation of marketing programs and activities to build, measure, and manage brand equity."
These concepts and techniques are to improve the long-term profitability of your brand strategies.

Reference
http://www.1000ventures.com/business_guide/marketing_brands.html

Marketing models:

Within the MIS there has to be the means of interpreting information in order to give direction to decision. These models may be computerised or may not. Typical tools are:

• Time series sales modes
• Brand switching models
• Linear programming
• Elasticity models (price, incomes, demand, supply, etc.)
• Regression and correlation models
• Analysis of Variance (ANOVA) models
• Sensitivity analysis
• Discounted cash flow
• Spreadsheet 'what if models


Reference:
http://www.fao.org/docrep/w3241e/w3241e0a.htm

Internal reporting systems:

All enterprises which have been in operation for any period of time nave a wealth of information. However, this information often remains under-utilised because it is compartmentalised, either in the form of an individual entrepreneur or in the functional departments of larger businesses. That is, information is usually categorised according to its nature so that there are, for example, financial, production, manpower, marketing, stockholding and logistical data. Often the entrepreneur, or various personnel working in the functional departments holding these pieces of data, do not see how it could help decision makers in other functional areas. Similarly, decision makers can fail to appreciate how information from other functional areas might help them and therefore do not request it.
The internal records that are of immediate value to marketing decisions are: orders received, stockholdings and sales invoices. These are but a few of the internal records that can be used by marketing managers, but even this small set of records is capable of generating a great deal of information. Below, is a list of some of the information that can be derived from sales invoices.

• Product type, size and pack type by territory
• Product type, size and pack type by type of account
• Product type, size and pack type by industry
• Product type, size and pack type by customer
• Average value and/or volume of sale by territory
• Average value and/or volume of sale by type of account
• Average value and/or volume of sale by industry
• Average value and/or volume of sale by sales person


Reference:
http://www.fao.org/docrep/w3241e/w3241e0a.htm

Components of a marketing information system

A marketing information system (MIS) is intended to bring together disparate items of data into a coherent body of information. An MIS is, as will shortly be seen, more than raw data or information suitable for the purposes of decision making. An MIS also provides methods for interpreting the information the MIS provides. Moreover, as Kotler's1 definition says, an MIS is more than a system of data collection or a set of information technologies:

"A marketing information system is a continuing and interacting structure of people, equipment and procedures to gather, sort, analyse, evaluate, and distribute pertinent, timely and accurate information for use by marketing decision makers to improve their marketing planning, implementation, and control".

Reference:
http://www.fao.org/docrep/w3241e/w3241e0a.htm

Operational control decisions:

These involve making decisions about carrying out the " specific tasks set forth by strategic planners and management. Determining which units or individuals in the organisation will carry out the task, establishing criteria of completion and resource utilisation, evaluating outputs - all of these tasks involve decisions about operational control.

Reference:
http://www.fao.org/docrep/w3241e/w3241e0a.htm

Management control decisions:

Such decisions are concerned with how efficiently and effectively resources are utilised and how well operational units are performing. Management control involves close interaction with those who are carrying out the tasks of the organisation; it takes place within the context of broad policies and objectives set out by strategic planners.

Reference:
http://www.fao.org/docrep/w3241e/w3241e0a.htm

Strategic decision making:

This level of decision making is concerned with deciding on the objectives, resources and policies of the organisation. A major problem at this level of decision making is predicting the future of the organisation and its environment, and matching the characteristics of the organisation to the environment. This process generally involves a small group of high-level managers who deal with very complex, non-routine problems.

Reference:
http://www.fao.org/docrep/w3241e/w3241e0a.htm

Decision Making

Decision making is often seen as the centre of what managers do, something that engages most of a managers time. It is one of the areas that information systems have sought most of all to affect (with mixed success). Decision making can be divided into 3 types: strategic, management control and operations control.

Reference:
http://www.fao.org/docrep/w3241e/w3241e0a.htm

marketing information system

Set of procedures and practices employed in analyzing and assessing marketing information, gathered continuously from sources inside and outside of a firm. Timely marketing information provides basis for decisions such as product development or improvement, pricing, packaging, distribution, media selection, and promotion. See also market information system.

Reference
http://www.businessdictionary.com/definition/marketing-information-system.html

Marketing research

Marketing research is the systematic gathering, recording, and analysis of data about issues relating to marketing products and services. The term is commonly interchanged with market research; however, expert practitioners may wish to draw a distinction, in that market research is concerned specifically with markets, while marketing research is concerned specifically about marketing processes.
Marketing research is often partitioned into two sets of categorical pairs, either by target market:

• Consumer marketing research, and
• Business-to-business (B2B) marketing research

Or, alternatively, by methodological approach:

• Qualitative marketing research, and
• Quantitative marketing research

Reference:
managementhelp.org/mrktng/mk_rsrch/mk_rsrch.htm

Comparison with other forms of business research

Other forms of business research include:
• Market research is broader in scope and examines all aspects of a business environment. It asks questions about competitors, market structure, government regulations, economic trends, technological advances, and numerous other factors that make up the business environment. Sometimes the term refers more particularly to the financial analysis of companies, industries, or sectors. In this case, financial analysts usually carry out the research and provide the results to investment advisors and potential investors.
• Product research - This looks at what products can be produced with available technology, and what new product innovations near-future technology can develop.
• Advertising research - is a specialized form of marketing research conducted to improve the efficacy of advertising. Copy testing, also known as "pre-testing," is a form of customized research that predicts in-market performance of an ad before it airs, by analyzing audience levels of attention, brand linkage, motivation, entertainment, and communication, as well as breaking down the ad’s flow of attention and flow of emotion. Pre-testing is also used on ads still in rough (ripomatic or animatic) form

Reference:
wapedia.mobi/en/Marketing_research

Consumer Marketing

Translating great ideas into real business outcomes
It’s difficult for marketers to get through these days. The consumer seems ever more elusive, ever more savvy, and much more difficult and expensive to reach through 'normal' channels. But our job is still to shift the needle, whether that be to launch a new product, drive sales or increase market share.


Reference

http://www.hillandknowlton.com/services/consumer-marketing

Business marketing vs. consumer marketing

Although on the surface the differences between business and consumer marketing may seem obvious, there are more subtle distinctions between the two with substantial ramifications. Dwyer and Tanner (2006) note that business marketing generally entails shorter and more direct channels of distribution.
While consumer marketing is aimed at large demographic groups through mass media and retailers, the negotiation process between the buyer and seller is more personal in business marketing. According to Hutt and Speh (2004), most business marketers commit only a small part of their promotional budgets to advertising, and that is usually through direct mail efforts and trade journals. While that advertising is limited, it often helps the business marketer set up successful sales calls.
Marketing to a business trying to make a profit (Business-to-Business marketing) as opposed to an individual for personal use (Business-to-Consumer, or B2C marketing) is similar in terms of the fundamental principals of marketing. In B2C, B2B and B2G marketing situations, the marketer must always:

• successfully match the product/service strengths with the needs of a definable target market;
• position and price to align the product/service with its market, often an intricate balance; and
• communicate and sell it in the fashion that demonstrates its value effectively to the target market.

Reference:
www.ogilvypr.com/es/practices/consumer-marketing

Business marketing

Business Marketing is the practice of individuals, or organizations, including commercial businesses, governments and institutions, facilitating the sale of their products or services to other companies or organizations that in turn resell them, use them as components in products or services they offer, or use them to support their operations. Also known as industrial marketing, business marketing is also called business-to-business marketing, or B2B marketing, for short.

Reference:
www.morebusiness.com/marketing