By Jean-Noël Kapferer
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Extra info for The New Strategic Brand Management: Creating and Sustaining Brand Equity Long Term (New Strategic Brand Management: Creating & Sustaining Brand Equity)
Certain institutions, which believe that the comparison of brands across all markets makes little sense, concentrate on a single market approach and measure, for example, the acceptable price differential for each brand. ) or by using a method of trade-off which isolates the net added value of the brand name. Marketing directors are perplexed because so many different methods exist. There is little more consensus among academic researchers. Sattler (1994) analysed 49 American and European studies on brand equity and listed no fewer than 26 different ways of measuring it.
The notion of brand purpose is missing in most marketing textbooks. It is a recent idea and conveys the emerging conception of the brand, seen as exerting a creative and powerful influence on a given market. If there is power, there is energy. Naturally, a brand draws its strength from the company’s financial and human means, but it derives its energy from its specific niche, vision and ideals. If it does not feel driven by an intense internal necessity, it 33 will not carry the potential for leadership.
It is noticeable that in Japan, the evoked set is 50 per cent of unaided brand awareness, whereas it is 87 per cent in Mexico. Although there is a regular pattern of decreasing figures, from the top line to the bottom line, this is not always the case. For instance in Europe, Pepsi Cola is not a strong brand: its market share is gained through push marketing and trade offers. As a result, Pepsi Cola certainly grows its business but not its intrinsic desirability. In tracking studies Pepsi Cola has a trial rate far higher than the brand’s preference rate (evoked set).
The New Strategic Brand Management: Creating and Sustaining Brand Equity Long Term (New Strategic Brand Management: Creating & Sustaining Brand Equity) by Jean-Noël Kapferer