Marketing Strategy

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Brand Equity Dilution

As more and more firms realize that the brand names associated with their products or services are among their most valuable assets, creating, maintaining and enhancing the strength of those brands has become a management imperative.


The Power of the Branded Differentiator

At a time when competitive factors have weakened the power of many storied brands, companies can regain an advantage by acquiring or developing a branded feature, service, program or ingredient. As examples, the author cites Westin Hotels, Krispy Kreme, UPS Supply Chain Solutions and many others.



Tapping Into Association Marketing

Americans are joiners — nine out of 10 belong to at least one group or association, such as the American Automobile Association and the AARP, and these groups provide a potent mechanism for developing, marketing and distributing a host of products and services.


Understanding and Managing the Brand Space

Brand management has evolved from a dialogue between manufacturers and customers into a multilogue with a host of parties. To that end, the authors have developed a theoretical framework that helps companies to better manage brands, proposing the concept of a brand space, based on whether the brand has become independent from its associated product and whether the brand focuses more on the meaning of a product or its functionality.


Surprise as a Marketing Tool

As companies increasingly turn to emotion-based marketing to help retain their customers, they frequently employ the element of surprise — such as offering unanticipated awards to members of loyalty programs. But according to a June 2002 working paper, such tactics often don't work as intended.



Understanding Customer Delight and Outrage

Delivering quality to customers in a competitive marketplace dictates the need to continually enhance a customer’s experience and satisfaction. However, evidence indicates that satisfying customers is not enough to retain them because even satisfied customers defect at a high rate in many industries.


A Dynamic View of Strategy

Strategic failure usually comes from an inability to make clear choices on which customers to target, what products to offer, and how to improve efficiency. Incumbents routinely bow to upstarts that innovate in those areas. The author shows established companies how to prepare for and counter such disruption with a dynamic process of continual strategic renewal.



Do Customer Loyalty Programs Really Work?

The contention that loyal customers are always more profitable is a gross simplification, according to the authors. They posit that such schemes do not fundamentally alter market structure and, instead, increase market expenditures without really creating any extra brand loyalty. Dowling and Uncles suggest ways to design an effective program.


Hysteresis in Marketing — A New Phenomenon?

A combination of temporary conditions such as environmental factors or price cuts may permanently affect a company’s market share. What causes the phenomenon of hysteresis in marketing? Can companies predict and take advantage of this effect? Equally important, can they avoid becoming its victims?


Customizing Customization

A continuum of strategies shows that while some industries favor customization and some foster standardization, others mix the two in their products, processes, and customer transactions in intriguing ways.

Showing 41-60 of 62