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8/3/2019 IIM Lucknow - Brand Management - January 05, 2012
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IIM Lucknow
Brand Management
January 05 2012
Charanpreet Singh
Associate Dean
Praxis Business School
charanpreet@praxis.ac.in
Click to edit Master titlestyle
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Today we will talkabout«.
Measuring BrandPerformance
Brand Tracking
Methods of Brand Tracking
± Quantitative
Young & Rubicam¶s BAV
J. Aaker¶s Brand Personality
Kapferer¶s Brand Prism
± Qualitative
Laddering method
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Measuring BrandPerformance
Measuring Brand
Performance
The most obvious measure:
Sales - more importantly,
market share ± variations
thereof
Objective
Give a view of history
A good mind can
understand outcomes in
some detail
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Measuring BrandPerformance
Brand Tracking
Drawbacks of using sales and
market share as the
measure:
1. May not be able to
accurately predict the
future
2. Will not be able to pinpointthe problem areas
3. May lead to Type II (and
Type I) errors
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Measuring BrandPerformance
Brand Tracking
Three components:
Brand Knowledge
Brand Equity ± premium
chargeable/ higher
numbers
Brand Value ± rupee value
if the brand is sold or
franchised
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Brand TrackingBrand Knowledge
Has two components:
1. Brand Awareness ± does the
consumer know about the
brand?
2. Brand Image ± what does theconsumer associate with the
brand?
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Brand Tracking
Brand Knowledge
Keller¶s Pyramid
Level 1: Brand Awareness
Level 2: Brand ImageLevel 3: Brand Evaluation
Level 4: Brand Loyalty
Few brands reach Level 4
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Salience
Performance Imagery
Judgements Feelings
Resonance
Deep
Brand
Awareness
Strong
brand
associations
Positive
reactions
Intense,
activeloyalty
1. Identity
= Who are
you?
2. Meaning
= What are
you?
3. Response
= What
about you?
4. Relationship
= What about
you and me?
Kellers Brand Pyramid
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Brand TrackingBrand Knowledge
Brand Awareness has two
dimensions:
1. Depth (Top-of-mind,
unaided, aided recall)
2. Breadth (length of time)
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Brand Tracking
Keller¶s Brand Pyramid
Brand image has two
dimensions:
1. Functional: Real tangible
attributes of the brand
(Performance)
2. Emotional: Intangible
attributes: images
associated with the brand
(Imagery)
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Brand KnowledgeKeller¶s Brand Pyramid
Brand Evaluation has two
dimensions:
1. Functional: Brand Value
and Credibility (Judgement)
2. Emotional: Self concept,feelings, social approval
and empathy (Feeling)
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Brand Knowledge
Keller¶s Brand Pyramid
Brand Loyalty also derives
from the same two
dimensions ± the desire to
continue with the same
brand for rational or
emotional (or a combination
of) reasons ± it¶s about
attachment , commitment
and engagement(Resonance)
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Brand KnowledgeMeasuring Brand Awareness
Test for recall ± classify intotop-of-mind, aided, unaided
Test for familiarity ± length of
exposure
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Brand Knowledge
Measuring Methods
Quantitative Methods:
Young & Rubicam¶s BAV
J. Aaker¶s Brand Personality
Kapferer¶s Brand Prism
Qualitative Methods:
Projective Techniques
Laddering
Zaltman metaphor elicitation
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Measuring BrandPerformance
Young & Rubicam¶s Brand
Asset Valuator
Attempts to measure:
Brand Stature
± The current strength of the brand
Brand Vitality ± The potential for growth
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Measuring BrandPerformance
Young & Rubicam¶s Brand
Asset Valuator
Brand stature measures thecurrent strength of thebrand and depends on:
Knowledge ± how wellconsumers know the brand
Esteem - how highlyconsumers regard thebrand.
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Measuring BrandPerformance
Young & Rubicam¶s Brand
Asset Valuator
Brand vitality measures thegrowth potential of a brandand depends on:
Differentiation ± howdistinct the brand is
Relevance - howappropriate the brand is tothe target consumer
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Measuring BrandPerformance
Young & Rubicam¶s Brand
Asset Valuator Methodology:
The Y&R method uses 48
image, personality andattribute questions
administered to
respondents ± a set of 12
measuring each of the four dimensions
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Measuring BrandPerformance
Young & Rubicam¶s Brand
Asset Valuator
Methodology
Once the responses along the
four dimensions are
measured, we have the
scores of the brand across
the four dimensions
The Stature and Vitality
measures translate into a2*2 matrix with 4 quadrants
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Measuring Brand PerformanceY & R BAV Matrix
Brand Stature
B
r a n d V i t a l i t y
4Low, Low
2
Low, High1
High, High
3High, Low
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Measuring BrandPerformance
Young & Rubicam¶s Brand
Asset Valuator
Quadrant 1
High Stature, High Vitality
Hail Chief!
People want to buy, MBAs
want to manage
Example ± all the brands you
wish to manage
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Measuring BrandPerformance
Young & Rubicam¶s Brand
Asset Valuator
Quadrant 2
Low Stature, High Vitality
Interpretation:Emerging Brand
Comparative strength:
measured by knowledge and
esteem scores ± knowledgescore is more fundamental
Example ± Airtel some years
back; Virgin Mobile now?
Indigo «
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Measuring BrandPerformance
Young & Rubicam¶s Brand
Asset Valuator
Quadrant 3
High Stature, Low VitalityInterpretation:
Potentially Declining Brand
Scores for differentiation and
relevance will give further
insights
Example ± Volvo?
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Measuring BrandPerformance
Young & Rubicam¶s Brand
Asset Valuator
Understanding what the
scores tell you «.
Relevance:
High relevance means your need-identification is spot-on
« the first building block is in
place
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Measuring BrandPerformance
Young & Rubicam¶s Brand Asset Valuator
Quadrant 4
Low Stature, Low Vitality
Next
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Measuring BrandPerformance
Young & Rubicam¶s Brand
Asset Valuator
Understanding what the
scores tell you «.
Differentiation:
Given a need identification,
how well have youdifferentiated yourself from
the others with respect to the
offering
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Measuring BrandPerformance
Young & Rubicam¶s Brand
Asset Valuator
Understanding what the
scores tell you «.
Implication of High
Relevance, Low
Differentiation
Your need identification is
strong, but competitor¶s
offerings are seen to be
similar
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Measuring BrandPerformance
Young & Rubicam¶s Brand
Asset Valuator
Understanding what the
scores tell you «.
Implication of High
Relevance, Low
Differentiation
The Prescription:
Don¶t tinker with the
positioning - concentrate on
the clarity of communication
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Measuring BrandPerformance
Young & Rubicam¶s Brand
Asset Valuator
Clarity of communication
SAFFOLA
SURF EXCEL
ASIAN PAINTS ± APEX ULTIMA
HAPPYDENT
FEVICOL
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Measuring BrandPerformance
Young & Rubicam¶s Brand
Asset Valuator
Understanding what the
scores tell you «.
Implication of Low Relevance,
High Differentiation
Consumers clearly see it as
different from competition,but do not relate to the
benefit or image portrayed
by it
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Measuring BrandPerformance
Young & Rubicam¶s Brand
Asset Valuator
Understanding what the
scores tell you «.
Implication of Low Relevance,
High Differentiation
Prescription:
Reposition « or wait!
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Measuring BrandPerformance
Young & Rubicam¶s Brand
Asset Valuator
Milkmaid ± before
repositioning
Paloma ice tea by nestle
Ms. Cigarettes
Reva cars
Marks & Spencer¶s in India
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Measuring BrandPerformance
Young & Rubicam¶s Brand
Asset Valuator
Understanding what the
scores tell you
The Knowledge score tellsyou how well the brand is
known
Function of:
Brand building efforts
Time
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Measuring BrandPerformance
Young & Rubicam¶s Brand
Asset Valuator
Understanding what the
scores tell you
The Esteem score tells you
how well the brand isregarded and respected
Function of:The way the brand has
conducted itself on the value
attribute « reality and
perception
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Measuring BrandPerformance
Young & Rubicam¶s Brand Asset Valuator
Understanding what the
scores tell you
High knowledge, low esteem:
The brand personality is notreinforced, or has undesired
attributes
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Measuring BrandPerformance
Young & Rubicam¶s Brand
Asset Valuator
Weak/ Undesired Brand
Personality
Australian cricket team
Reliance industries
ITC ± before repositioning
Cola companies
IIPM (?)
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Measuring BrandPerformance Young & Rubicam¶s Brand
Asset Valuator
A Survey based on the
Brand Asset Valuator isconducted annually
containing data about
20.000 brands, based on
the opinion of over 230.000
respondents in 44 countries.
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Measuring Brand PerformanceY & R BAV Matrix
Brand Stature
B
r a n d V i t a l
i t y
Unfocussed
Levis-Strauss
Xerox
Untapped
potential
Budweiser
Heinz
Leadership
BMW
Starbucks
Guiness
Eroding
Kellog¶s
Reuters
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Measuring BrandPerformance Young & Rubicam¶s Brand
Asset Valuator
The BAV model could throw
up results that lead us to the
softer aspect of the brand ±
the Brand Personality
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Measuring BrandPerformance
Aaker¶s Model of BrandPersonality
Aaker¶s model has limitations:
personification of brands is
restrictive - a brand
possesses dimensions
which one may or may not
be able to personify
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Measuring BrandPerformance
Kapferer¶s brand identity
prism
Kapferer outlined 6 facets of a
brand ± and these 6 facets
underline the dimensions of
the brand¶s identity
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Kapferer¶s Brand Prism
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Measuring BrandPerformance
Kapferer¶s Brand Identity
Prism
Physical facet (External):
Packaging
Color
Product look & feel
May be prominent or
dormant
Is the first stage in brand
construction
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Measuring BrandPerformance Kapferer¶s Brand Identity
Prism
Brand personality(Internal):
This is the link with Aaker¶s
concept of brandpersonality
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Measuring BrandPerformance
Kapferer¶s Brand Identity
Prism
Brand Relationship
(external):
More relevant to b2b and
services and deals with the
quality of transactions.
Trust, commitment, ethicsare the key variables.
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Measuring BrandPerformance
Brand Relationship (contd.)
Key questions
How would Sales describe
the relationship attributes
for their customer
management process?
How would Customer
support describe their
approach to increasing
customer satisfaction?
How does the brand want to
be seen by customers in
marketing communication?
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Measuring BrandPerformance
Kapferer¶s Brand Identity
Prism
Brand Culture (internal):
Culture is a deep-seated
facet and implies a system
of values, a source of
inspiration, brand energy.
Cultural moorings: urban/
rural/ Indian/ global
Foster¶s, Rolex, Ceylon tea,Kitchen¶s of India, e-
choupal
The World¶s Local Bank
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Measuring BrandPerformance
Kapferer¶s Brand Identity
Prism
Reflected consumer
(external):
Whom is the brand seen as
targeted to and the image
of the target which the
brand offers to the public
Marlboro, Raymond¶s, Open
Source Software
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Measuring BrandPerformance
Kapferer¶s Brand Identity
Prism
Consumer Mentalisation(internal):
If reflection is the target¶s
outward mirror, the self-
image is the target¶s owninternal mirror
Through our attitude
towards certain brands, we
develop a certain type of inner relationship with
ourselves
Marlboro, Raymond¶s, Open
Source Software
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Kapferer¶s Brand Prism
Brand Identity PrismNIKE
Physique PersonalitySports & Fitness Roger Federer,
Rafael Nadal
Relationship CultureSponsorship, American,
Ethics Just do it
Reflection Self ImageAggressive, Comfort, Cool, I am an athlete
In your face
NIKE
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Kapferer¶s Brand Prism
Reflection:
true sportsman-ship, A good team
player, strong work
ethic
Se lf-Image:
Rel ates more tocompeting t han t o
winning
Re lationship:Quali ty and
heritage
Personal ity:Tradi tional , conserva-
tive, collective
Physique:Sports and
fitness
Culture:European,
Traditional
Picture of Sender
E
x t er n al i z a t i on
I n t e r n a l i z a t i o
n
Picture of Recipient
Adidas
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Measuring BrandPerformance
Kapferer¶s Brand Identity
Prism
The identity prism puts the
brand under the
microscope of each of its
facets
Comes up with diagnoses -
useful when brand identity
prisms are worked out for competitors
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Measuring BrandPerformance
Qualitative Methods of measuring brand
performance
Laddering
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Measuring BrandPerformance
Personal values research:
In-depth profiling of the
consumer and his or her
relationship to products:
Offers potential for
understanding the
"cognitive" positioning of
current products
Permits the development
of positioning strategies for
new products
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Measuring BrandPerformance
Personal values research:
Macro (sociology):
standard survey research
methodology combined
with a classification
scheme to categorize
respondents intopredetermined clusters or
groups
VALs ± Values, Attitudesand Lifestyles -
methodology of the
Stanford Research Institute
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Measuring BrandPerformance VALs
Administer an interval
scaled instrument with a
series of questions onVALs
Cluster the respondents by
running a cluster analysis
and give names to eachcluster (belonger, emulator,
I am me, achiever)
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Measuring BrandPerformance
Personal values research:
Product neutral
gives the overall value
orientation of target
segments
Silent on the linkagesbetween the product and
the personally relevant role
it has in the life of the
consumer
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Measuring BrandPerformance
Personal values research
Micro (psychology):Means-end theory
(Gutman ± 1982)
linkages between the
attributes that exist inproducts (the "means"),
the consequences for the
consumer provided by the
attributes,
and the personal values
(the ³ends´) the
consequences reinforce
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Measuring BrandPerformance
Means-end theory
consumer actions produce
consequences
consumers learn to
associate particular
consequences with
particular product attributesthey have reinforced
through their buying
consumers learn to choose
products containingattributes which are
instrumental in achieving
their desired
consequences
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Measuring BrandPerformance
Means-end theory
Means-EndT
heory simplyspecifies the rationale
underlying why
consequences are
important «.namely
«.personal values
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Measuring BrandPerformance
Means-end theory
Attributes (A)
The Hero Honda Karizma is
launched on the platform of
power emerging from a 223
cc engine - the attribute
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Measuring BrandPerformance
Means-end theory
Consequences (C)
The power of the bike could
lead to the consequences
of:
It goes faster (speed)
It is sturdier (power =
sturdiness) It goes long distances
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Measuring BrandPerformance
Means-end theory
Consequences (C)
The consequence of ³itgoes faster´ could further
be:
You will zip past your
friends and classmates.
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Measuring BrandPerformance
Means-end theory
Values (V)
The values of ³you will zip
past your friends andclassmates´ could be:
Self esteem among peers
and/ or
Attractiveness/fear(!)amongst the opposite sex
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Measuring BrandPerformance
Means-end theory
Consequences
The consequences of ³it is
sturdier´ could further be:
It will last longer
It will have lower maintenance
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Measuring BrandPerformance
Means-end theory
Values
The values of ³it will lastlonger and will have lower
maintenance´ could be:
Pride in being careful
about the money spent -vfm buyer
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Measuring BrandPerformance
Means-end theory
Consequences
The consequence of ³itgoes long distances´ could
be that
As a sales executive, you
could cover more territoryand achieve higher sales.
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Measuring BrandPerformance
Means-end theory
Values
The values of ³as a sales
executive, you could cover more territory and achieve
higher sales´ could be:
The pride from
professional achievement /likelihood of promotion and
hence better social status
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Measuring BrandPerformance
Laddering
Laddering refers to an in-
depth, one-on-one
interviewing technique
used to develop an
understanding of how
consumers translate the
attributes of products into
meaningful associations
with respect to self,following the Means-End
Theory
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Measuring BrandPerformance
Laddering
a tailored interviewing format
using primarily a series of
directed probes, typified by
the ³Why is that important toyou?´ question
goal of determining sets of
linkages between the key
perceptual elements acrossthe range of attributes (A),
consequences (C), and
values (V).
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Measuring BrandPerformance
Laddering
provides a perspective on
how product information is
processed from amotivational perspective -
the underlying reasons why
an attribute or a
consequence is important
can be uncovered
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Measuring BrandPerformance
Laddering
the following ladder, starting with a
basic dis-tinction between types
of snack chips, represents part of the data collection from a single
subject in a salty-snack study:
(V) self-esteem
I
(C) better figure
I
(C) don¶t get fat
I
(C) eat lessI
(A) strong taste
I
(A) flavored chip
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Measuring BrandPerformance
Laddering
Data Collection
One-on-one interviews.
Typical question is: ³why is
that important to you´?
Let¶s go through an example
- the product class chosenis Wine Coolers
1 E oking the Sit ational Conte t
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1. Evoking the Situational Context
Interviewer : You indicated that you would be more likely to drink a wine cooler at
a party on the weekend with friends, why is that?
Respondent: Well, wine coolers have less alcohol than a mixed drink and becausethey are so filling I tend to drink fewer and more slowly.
Interviewer: What is the benefit of having less alcohol when you are around your
friends?
Respondent: I never really have thought about it. I don¶t know.
Interviewer : Try to think about it in relation to the party situation. (*) When wasthe last time you had a wine cooler in this party with friends situation?
Respondent: Last weekend.
Interviewer: Okay, why coolers last weekend?
Respondent: Well, I knew I would be drinking a long time andI didn¶t want to get wasted.
Interviewer : Why was it important to not get wasted at the party?
Respondent: When I¶m at a party I like to socialize, talk to my friends, make some
new friends. If I get wasted I¶m afraid I¶d make an ass of myself and people won¶t
invite. It¶s important for me to be part of the group.
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Measuring BrandPerformance
Laddering
Data Analysis
The summary ladder for (1)
is:
V: sense of belonging (part
of the group)
C: socialize
C: avoid getting drunk
(wasted) A: less alcohol/filling
2. P ostulating the Absence of an Object or a State of Being (*).
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g j g ( )
Interviewer: You said you prefer a cooler when you get home after work because
of the full-bodied taste. What¶s so good about a full-bodied taste after work?
Respondent: I like it. I work hard and it feels good to drink something satisfying.
Interviewer : Why is a satisfying drink important to you after work?
Respondent: Because it is. I just enjoy it.
Interviewer : What would you drink if you didn¶t have a cooler available to you? (*)
Respondent: Probably a light beer.
Interviewer: What¶s better about a wine cooler as opposed to a light beer when
you get home after work?
Respondent: Well, if I start drinking beer, I have a hard time stopping. I just
continue on into the night. But with coolers I get filled up and it¶s easy to stop. Plus, I
tend to not eat as much dinner.
Interviewer : So why is continuing to drink into the evening something you don¶t
want to do?
Respondent: Well, if I keep drinking I generally fall asleep pretty early and I don¶t
get a chance to talk to my wife after the kids go to bed. She works hard with the
house and the kids all day²and it¶s really important that I talk to her so we can keep
our good relationship, our family life, going.
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Measuring BrandPerformance
Laddering
Data AnalysisThe summary ladder for (2)
is:
V good family life
C able to talk to my wife
C don¶t fall asleep
C (consume less alcohol)
A filled up/easy to stop
A full-bodied taste/ less
alcohol
3 Negative Laddering (*)
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3. Negative Laddering (*)
Interviewer : You indicated a distinction between 12 ounce and 16 ounce bottles.
What size bottle do you prefer?
Respondent: I always buy a 12 ounce bottle.
Interviewer : What¶s the benefit of buying a 12 ounce bottle?
Respondent: I just buy it out of habit.
Interviewer : Why wouldn¶t you buy a 16 ounce? (*)
Respondent: It¶s too much for me to drink and it gets warm before I can finish it all.
Then I have to throw it away.
Interviewer : So how do you feel when you have to throw it away?
Respondent: It makes me mad because I¶m wasting my money.
Interviewer : What¶s the importance of money to you?
Respondent: I¶m in charge of the family budget, so it¶s my responsibility to make
sure it¶s spent right.
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Measuring BrandPerformance
Laddering
Data Analysis
The summary ladder for (3)
is:
V responsibility to family
C waste money
C throw it away (don¶t
drink all of it)
C gets warm
C too much to drink
A larger size
4. Age-regression Contrast Probe (*)
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4. Age regression Contrast Probe ( )
Interviewer : You said you most often drink coolers at the bar. Why is that?
Respondent: I¶ve never really thought about it. I just order them.
Interviewer : Is there a difference in your drinking habits compared to a couple of
years ago? (*)
Respondent: Yes, I drink different types of drinks now.
Interviewer : Why is that?
Respondent: Well, before I used to be in college, and the only thing around seemedto be beer.
Interviewer : So why do you drink coolers now?
Respondent: Well, now I have a career and when I do go out I go with coworkers.
Drinking a wine cooler looks better than drinking a beer.
Interviewer : Why is that?
Respondent: The bottle shape and the fancy label look more feminine
Interviewer : Why is that important to you?
Respondent: It¶s important to me to have a sophisticated image now that I¶m in the
work force. I want to be just like my coworkers.
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Measuring BrandPerformance
Laddering
Data Analysis
The summary ladder for (4)
is:
V like my coworkers
(belonging)
C sophisticated image
C more feminine A bottle shape
A fancy label
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5. T hird-person P robe (*)
Interviewer : You mentioned you drink wine coolers at parties at your friend¶s
house. Why do you drink them there?
Respondent: Just because they have them.
Interviewer : Why not drink something else?
Respondent: I just like drinking coolers.
Interviewer : W hy do you think your friends have them at parties? (*)Respondent: I guess they want to impress us because wine coolers are
expensive. They relate quality to how expensive it is.
Interviewer : Why do they want to impress others?
Respondent: Since coolers are new, they are almost like a status symbol.
Interviewer So what is the value to them of having a status symbol?
Respondent: My friends always like to do one better than anyone else. It¶s
probably related to their self-esteem.
Laddering
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Measuring BrandPerformance
Laddering
Data Analysis
The summary ladder for (5)is:
V self-esteem
C status symbol
C impress (others)
C quality
A expensive
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6. Redirecting T echniques: Silence (*)/Communication Check (*)
Interviewer : You mentioned you like the carbonation in a cooler. What¶s the benefit
of it?
Respondent: I don¶t think there¶s any benefit to carbonation.
Interviewer : Why do you like it in a cooler?
Respondent: No particular reason.
Interviewer : (silence) (*)
Respondent: Come to think of it, carbonation makes it crisp and refreshing.
Interviewer : Why is that important?
Respondent: It makes it thirst quenching, especially after mowing the lawn and is
a pick-me-up.
Interviewer : Let me see if I understand what you¶re saying. (*) What do you meanby saying a pick-me-up?
Respondent: I mean after I finish it¶s like a reward for completing a chore I dislike.
Laddering
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Measuring BrandPerformance
Laddering
Data Analysis
The summary ladder for (6)is:
V completing a chore
(accomplishment)
C reward
C thirst-quenching
C refreshing
A crisp
A carbonation
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Measuring BrandPerformance
Laddering
Data Analysis
Code all the responses
Classify them into A/C/V
You may need to club
multiple responses under
the same heading: for
example, many of the
responses may be clubbedunder ³avoid the negatives
of alcohol´
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Measuring BrandPerformance
Laddering
Data Analysis
Draw the tree diagram,
called Hierarchical ValueMap
Hypothetical Hierarchical Value Map of Wine Cooler Category
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Self-esteem 23 Family Life 21 feel better maintain respect
about self of others
self Image better family ties
self worth
| Belonging 22 | \
| security | \
| camaraderie | \
| friendship | \
Accomplishment 20 | / \ | \
get most from life | / \ | \
| Impress Others 18 Socialize 19 \
| successful image (able to) \
| / \ easier to talk \| / \ open up \
| / \ more sociable \
Reward 16 So phist I cated Image 17 | \
satisfying personal status | \
compensation how others view me | \
/ \ / | Avoid Negatives \ / \ / More Feminine 13 of Alcohol 14 Avoid Waste 15
/ \ / socially not too drunk doesn¶t getThirst-quenching 12 \ / acceptable not too tired warm
relieves thirst \ / | \ | \
not too sour \ / | \ | \
/ \ / | \ | \
/ \ / | \ | \
Refreshing 10 Quality 8 | \ Consu me less 11 \
feel alert, superior product | \ | can¶t drink more
alive product quality | \ | can sip \
/ \ / \ | \ | | |
/ \ / \ | \ | | |
/ \ / \ | \ | | |
/ \ / \ Label Bottle Less | Smaller Size
Carbonation Crisp Expensive (fancy) (shape) Alcohol Fill ing (10 oz. )
(+) 1 2 (+) 3 4 5 6 9 7
T bl 1 S C t t C d f
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Table 1: Summary Content Codes for
Hypothetical Wine Cooler Example
Values
(20) Accomplishment
(21) Family
(22) Belonging
(23) Self-esteem
Consequences
8) Quality9) Filling
(10) Refreshing
(11) Consume less
(12) Thirst-quenching
(13) More feminine
(14) Avoid negatives(15) Avoid waste
(16) Reward
(17) Sophisticated
(18) Impress others
(19) Socialize
Attributes1) Carbonation
2) Crisp
3) Expensive
4) Label
5) Bottle shape
6) Less alcohol7) Smaller
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Measuring BrandPerformance
Laddering
Data Analysis
In terms of Values, there are
4 segments of this product
category:
Accomplishment
Family
Belonging
Self-esteem
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Measuring BrandPerformance
Laddering
Positioning
We obtain the 4 segments
We also get cues on the
combinations of attributesand consequences leading
to these segments
We can position and
communicate our positioning accordingly
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Measuring BrandPerformance
Laddering
Segment 1
Value : family
Attributes linked to thisvalue: less alcohol, filling,
smaller size
Consequences linked to this:
consume less, avoidnegatives of alcohol and
socialize better
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Measuring BrandPerformance
Laddering
Segment 2
Value: sense of belonging
Attributes: crispness, bottleshape, expensive and fancy
label
Consequences: quality,
impress others,sophisticated image
Laddering
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Measuring BrandPerformance
Laddering
Can be used for:
(1) segmenting consumers ²withrespect to their values
orientations for a product class
or brand;
(2) for assessing brands or
products in a fashion similar tothe use of more traditional
ratings;
(3) evaluating competitive
advertising; and
(4) as a basis for developing
advertising strategies
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Measuring BrandPerformance
Thank you «
Have fun in the project!!