Robert Madrigal and Jesse King
Sponsorship identification accuracy is typically assessed as the percentage of consumers answering “yes” when asked if a brand is a sponsor (hits). However, this fails to consider…
Abstract
Purpose
Sponsorship identification accuracy is typically assessed as the percentage of consumers answering “yes” when asked if a brand is a sponsor (hits). However, this fails to consider misattribution (answering “yes” for a non-sponsor brand; false alarms). Misattribution reflects consumer confusion and dilutes the benefits of an official sponsorship, offers an advantage to a non-sponsoring rival and reduces a brand’s return on sponsorship investment. Informed by signal-detection theory (SDT), we show how hits may be disentangled from false alarms using a measure of sensitivity called d-prime (d’). A related measure of response bias (c) is also discussed.
Design/methodology/approach
In Study 1, we report the results of an experiment. In Study 2, we rely on a field study involving actual sponsors and fans.
Findings
The use of d’ and c is superior to tallying “yes” responses because they account for accurate sponsor attribution and misattribution to non-sponsor competitors.
Originality/value
In the context of sponsorship, we demonstrate how d’ and c can be easily calculated using Excel. Our research also includes an experimental study that establishes the hypothesized effects and then replicate results in a field setting.
Details
Keywords
David Ballantyne and Robert Aitken
This paper aims to explore how the service‐dominant (S‐D) logic of marketing proposed by Vargo and Lusch impacts on business‐to‐business branding concepts and practice.
Abstract
Purpose
This paper aims to explore how the service‐dominant (S‐D) logic of marketing proposed by Vargo and Lusch impacts on business‐to‐business branding concepts and practice.
Design/methodology/approach
Vargo and Lusch argue that service interaction comes from goods‐in‐use as well as from interactions between a buyer and a supplier. Their key concepts are examined and the branding literature critically compared.
Findings
Goods become service appliances. Buyer judgments about the value‐in‐use of goods extends the time‐logic of marketing. The exchange concept is no longer transaction bound. Service‐ability (the capability to serve) becomes the essence of a firm's value propositions. Service experience becomes paramount in developing and sustaining the life of a brand.
Research limitations/implications
S‐D logic highlights the need for rigour and clarity in the use of the term “brand”. It also opens up for consideration a variety of previously unexplored contact points in the customer service cycle, expanded to include customer assessments of value‐in‐use.
Practical implications
S‐D logic encourages extending brand strategies into a wider variety of communicative interaction modes.
Originality/value
Some of the issues raised are not new but currently compete for attention in the shadow of media‐dominant approaches to branding.
Details
Keywords
In this special marketing abstracts issue of Marketing Intelligence & Planning a variety of topics of interest to the marketer are highlighted from the international selection of…
Abstract
In this special marketing abstracts issue of Marketing Intelligence & Planning a variety of topics of interest to the marketer are highlighted from the international selection of journals which feature on the Anbar coverage list. The value of a forum such as this is that quality material can be brought to the attention of the reader to which they would not otherwise be exposed. For example, would you normally take Datamation, Industrial Engineering, or The Ohio CPA?
Robert Kozielski, Michał Dziekoński, Michał Medowski, Jacek Pogorzelski and Marcin Ostachowski
Companies spend millions on training their sales representatives. Thousands of textbooks have been published; thousands of training videos have been recorded. Hundreds of good…
Abstract
Companies spend millions on training their sales representatives. Thousands of textbooks have been published; thousands of training videos have been recorded. Hundreds of good pieces of advice and tips for sales representatives have been presented along with hundreds of sales methods and techniques. Probably the largest number of indicators and measures are applied in sales and distribution. On the one hand, this is a result of the fact that sales provide revenue and profit to a company; on the other hand, the concept of management by objectives turns out to be most effective in regional sales teams with reference to sales representatives and methods of performance evaluation. As a result, a whole array of indices has been created which enable the evaluation of sales representatives’ work and make it possible to manage goods distribution in a better way.
The indices presented in this chapter are rooted in the consumer market and are applied most often to this type of market (particularly in relation to fast-moving consumer goods at the level of retail trade). Nevertheless, many of them can be used on other markets (services, means of production) and at other trade levels (wholesale).
Although the values of many indices presented herein are usually calculated by market research agencies and delivered to companies in the form of synthetic results, we have placed the emphasis on the ability to determine them independently, both in descriptive and exemplifying terms. We consider it important to understand the genesis of indices and build the ability to interpret them on that basis. What is significant is that the indices can be interpreted differently; the same index may provide a different assessment of a product’s, brand or company’s position in the market depending on the parameters taken into account. Therefore, we strive to show a certain way of thinking rather than give ready-made recipes and cite ‘proven’ principles. Sales and distribution are dynamic phenomena, and limiting them within the framework of ‘one proper’ interpretation would be an intellectual abuse.
Details
Keywords
Shu-Hsun Ho, Heng-Hui Wu and Andy Hao
Learning objectives of this case is to understand the hairdressing industry and develop the sub-branding strategy. After reading this case and practicing in class, students should…
Abstract
Learning outcomes
Learning objectives of this case is to understand the hairdressing industry and develop the sub-branding strategy. After reading this case and practicing in class, students should be able to understand this business and marketing terminology and apply them in the real world. Students will learn the branding strategies: brand extension, brand architecture and brand portfolio. Students will design (DS) the brand name for the new store.
Case overview/synopsis
Case synopsis Mr. Tai-Hua Teng (aka TR) was a hair artist and opened his first hair salon, vis-à-vis (VS), in 1989 using a high-end positioning strategy. VS focused on offering superb and diverse services to keep ahead of the competition rather than trying to undercut prices. VS hair salon had a solid foundation based mainly on the elite, celebrities and high-salary customers. In 2017, TR owned 16 stores (including one in Canada and two intern salons), 1 academy, 265 employees and 3 brand names. The three brand names were VS, DS and concept (CC). DS and CC were less known to the public, so now these two brands had been carried the parent name and were known as VS DS and VS CC. Quick cut hairdressing businesses were thriving because customers needed quick and cheap hairdressing services. Acknowledging the benefits of entering the highly competitive quick haircut market, TR began to contemplate the new brand name and services to offer. VS had adopted the brand house strategy but TR wondered if it was better to have an individual brand name when entering the quick haircut market. The sub-branding strategy carried the established quality assurance of VS but there was possible brand overlap. An individual new brand name might lack the well-established values from VS but it also showed the potential to reach different segments of customers. TR’s decision to make: a branded house or hybrid? This case showed a high-end hair salon facing the need for simplicity in the market and considered how to expand its business to the lower-end market. Keywords: hairdressing, brand extension and sub-branding strategy.
Complexity academic level
Level of difficulty: easy/middle level to undergraduate courses specific prerequisites: it is not necessary for students to prepare or read any marketing theory or chapters of the textbook. However, it would help a more in-depth discussion if students know the CCs of brand architecture, brand portfolio, brand extension and line extension.
Supplementary materials
Teaching Notes are available for educators only.
Subject code
CSS 8: Marketing.
Details
Keywords
Washington Macias, Katia Rodriguez, Flavio Arosemena-Burbano and Donald Zhangallimbay
The purpose of this work is to analyze a brand valuation methodology proposed by the current Ecuadorian National Service for Intellectual Rights, assessing the relevance of the…
Abstract
Purpose
The purpose of this work is to analyze a brand valuation methodology proposed by the current Ecuadorian National Service for Intellectual Rights, assessing the relevance of the proposed marketing variables: awareness, associations and evaluation of purchase determinants, and their relationship within the proposed methodology.
Design/methodology/approach
The authors used data from surveys of 482 consumers of two agricultural brands in Ecuador (supplies, equipment and services). The authors applied linear multiple regressions estimated by generalized least squares with heteroskedasticity-robust standard errors. “Intention to repurchase” and “recommend” the brands were selected as dependent variables due to their relationship with brand value.
Findings
Brand awareness and associations positively influence the two dependent variables. However, the interaction between brand awareness and associations is negative, suggesting that, for the upper level of awareness, associations have no effect over intentions. This result holds for both brands. Brand evaluation of purchase determinants was a significant predictor of intentions only for the brand which belongs to a product category in which the purchase decision process is more extensive and with more effort.
Research limitations/implications
This study is focused only on agricultural brands, which limits the generalization of the findings.
Originality/value
The agricultural sector is very important in Ecuador due to its contribution to GDP and employment, and the country's position as the fifth exporter of bananas worldwide. Understanding consumer behavior is important for brands and firms' managers in order to preserve or increase brand value, for which a reliable valuation model is useful.
Details
Keywords
Marcus Abbott, John P. Shackleton and Ray Holland
This paper aims to explore the cognitive processing mechanisms of concepts and categories by examining the methodologies behind how branded‐product concepts behave in the second…
Abstract
Purpose
This paper aims to explore the cognitive processing mechanisms of concepts and categories by examining the methodologies behind how branded‐product concepts behave in the second of two co‐incident alternative constructs – as a member of a product category, and in some cases, as a category by itself. General proposals for such mechanisms present language as a facilitator in the process. Therefore, linguistic concept assessment models are proposed to confirm the “brand as category” hypothesis evident in an example brand.
Design/methodology/approach
The study extended conventional semantic differentiation (SD) methodologies; sets of bi‐polar measures of concept properties describing the concept “semantic space”, to the brand category. Through iteration, the SD tool is refined and the effects of weighted scales understood.
Findings
The results provide evidence that some brands do act as categories, with clearly identifiable exemplar positions within the brand‐category “semantic space”.
Practical implications
This paper offers interesting alternatives to established brand and product development activities concerned with the provision of product features and consumer benefits. Specifically, for many emotive, non‐utilitarian products, brand attributes highly influence purchase decision, and therefore brand accuracy and differentiation, measured in the product's properties, are key – characteristics that can be most saliently depicted in the “brand as category” alternative.
Originality/value
This paper applies SD to the brand category for the first time. It provides a new methodology with advantages for brand and product managers concerned with the development of products that are not only “good” but also “right” for the brand.
Details
Keywords
This case focuses on the scaling up of the business. The students/the users of the case will be able to understand the following:1. to analyse the present state of the business to…
Abstract
Learning outcomes
This case focuses on the scaling up of the business. The students/the users of the case will be able to understand the following:1. to analyse the present state of the business to identify the actions necessary for scaling up;2. awareness of the leadership styles demonstrated by the entrepreneurs to grow the business;3. the concept of pivoting for business expansion; and4. organisation building and life cycles for business growth.
Case overview/synopsis
Shamika was a lawyer by profession and had a successful career with leading law firms in India, North America and Hong Kong. She was passionate about beauty and skincare and developed a keen interest in that business. Shamika extensively researched brand management, supply chain and production. She had a burning desire to be an entrepreneur in the skincare business. So, she founded the brand “d’you”.The skin care industry in India had seen massive growth. There was a huge increase in people’s interest in cosmetics because of the rapid rise of the middle class. The skincare industry was dominated by firms offering various herbal products. Multiple product categories and a large amount of information confused the end-consumers. Shamika identified an opportunity to offer a skincare product to eliminate the need for a consumer to use multiple serums and compete with products of repute from the international market.South Korea was the top manufacturing hub for skincare products for all leading international brands. Shamika approached many manufacturers there to produce a unique formulation for her. It was challenging to get them interested because of the lack of big orders and the language barrier. Phoenix Cosmetics, a top R&D lab, agreed to partner with Shamika.In spite of severe opposition from her family, Shamika established d’you. She had to figure out customs duties, imports and food and drug regulations. She had to get specialists on board early to avoid time and cost overruns. To be cost-effective, Shamika innovated her promotion strategy. A special airless pump packaging from South Korea was finalised for the product.The pandemic outbreak, national lockdown and pressures of trying to run the business alone were very taxing for Shamika. She struggled to manage the timelines with various agencies, engage with Phoenix and maintain a steady flow of imports from South Korea.After the relaxation of lockdown, Shamika launched “Hustle”, an age- and gender-neutral solution to the skincare woes, in October 2020. She extensively used digital marketing and social media for product promotion and set high service standards. Hustle was recognised in micro beauty awards as the best serum in India. The leading fashion magazines reviewed it very positively. The sales zoomed up.Shamika initiated discussions with venture capitalists (VCs) to scale up. VCs, though positive, were surprised that she had no prior background in skincare. She strategised to create new products with Phoenix, who now desired to collaborate with her after the success of Hustle.Shamika felt the need to expand her team because of the workload stress. She followed the rolling business plan, allowing an immediate course correction because of the dynamic business scenario. She desired to delegate day-to-day operations to the professionals. She would mainly focus on strategising. Shamika was raring to grapple with the challenge of scaling up the business.
Complexity academic level
This case can be used in courses on organisation behaviour and human resource management in postgraduate and graduate management programmes. It can also be used in general and development management courses and during executive education programmes to teach entrepreneurial leadership and organisation theory.
Supplementary materials
Teaching notes are available for educators only.
Subject code
CSS 6: Human resource management