Brand Management
Nike Brand Management

Nike's progression from selling tennis shoes out of the back of founder and CEO Phil Knight's car to one of the most respected and known brands globally initially began with naming the company after the Greek Goddess of victory. Transitioning from being Bleu ibbon Sports to Nike also led to the company going public and gaining the necessary funds to finance growth and expansion. It was after these significant events that Nike initiated the strategy of having celebrity spokespersons with Steve Prefontaine, Olympic distance runner from Oregon, and Ilie Natase, world-known omanian tennis player the first that the company signed (Pillot, 2005). Nike quickly progressed in their strategies of relying on celebrity endorsers, creating entire product lines around Michael Jordan, Kobe Bryant, LeBron James and other superstars in professional sports. Nike moved quickly from selling footwear to accessories and then on to creating products for entire sports…...

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References

Anana, E., & Nique, W. (2010). Perception-based analysis: An innovative approach for brand positioning assessment. Journal of Database Marketing & Customer Strategy Management, 17(1), 6-18.

Collins, D. (2003). The branding of management knowledge: Rethinking management "fads." Journal of Organizational Change Management, 16(2), 186-204.

Cooper, R.G., Edgett, S.J., & Kleinschmidt, E.J. (2006). Portfolio Management. Working Paper No 12: The Product Development Institute.

Sean Pillot, d. C. (2005). Branding in an entertainment culture. Young Consumers, 6(3), 20-22.

To conclude with, in terms of positioning, the D brand is perceived as offering a dynamic, unconventional, imagination supporting experience, while the P.F.Chang brand is seen as a symbol for culinary harmony, qualitative services, and concern for the client's nutrition requests or needs.

Another issue which aims to increase brand equity refers to the tools a company uses for gaining customers' loyalty. For example, D invites clients to join Club Mongo for receiving information on promotions, news, events. As a reward, the clients will receive a gift when signing up and something special on their birthday.

A tip for higher brand equity may also refer to increasing brand awareness. At this chapter, both D and P.F. Chang make use of the gift cards that you can buy in order to reward someone dear by offering him/her an experience in a D or P.F. Chang restaurant.

In addition to a company's USP, a major…...

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Bibliography

  retrieved on October 31, 2006  http://www.pfchangs.com/.Last  retrieved on October 31, 2006http://www.gomongo.com/ .Last

Product and rand Management at Starbucks
Product and rand Management -- Analysis of Starbucks

Starbucks (NASDAQ: SUX) has one of the most recognized and perennially most popular bands recognized today. It also has one of the most loyal customer bases of any quick service restaurant (QSR) with the average visit per months of the most loyal customer segments averaging 16 or more (Starbucks Investor Relations, 2013). During a recent visit to a Starbucks near campus, customers in the store were trying coffee samples produced using the new Verismo System. This is a Kuerig-like device that can produce a single serving of many different types of beverages, from cappuccinos and espressos to regular coffee. The intent of this analysis is to evaluate how Starbucks is successfully using its branding strategies to move beyond serving beverages and food to selling accessories and coffee makers.

Starbucks randing Analysis

The Verismo System was initially seen as a novelty…...

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Bibliography

Hanna, S., & Rowley, J. (2011). Towards a strategic place brand-management model. Journal of Marketing Management, 27 (5-6), 458.

Sara Nolan. (2007) The Starbucks Experience. Strategic Communication Management, 11(3), 3.

Park, C.W., Jaworski, B.J., & MacInnis, D.J. (1986). Strategic brand concept-image management. Journal of Marketing, 50(4), 135-145.

Shalhoub, J., Belk, H., & Terry, J.P. (2007). Brand asset management in the age of Google. Journal of Digital Asset Management, 3(5), 269-273.

Brand Communication Management on Organic Products
Organic products are a relatively new presence within the market. They strive to serve the need of a healthier life style with benefits for both the population as well as the environment. A major component in the success of the organic products is represented by the strength of the brands.

Brands generate customer trust, demand for the products and ultimately support the company in attaining its overall objectives. And brands are essential to the market triumph of any product, but even more so with organic products, due to the features of particularity revealed by these specific items.

At a more practical level, a marketing plan on the strengthening of a brand for organic products would include the following features:

Customer-based brand equity for organic products

The points of parity and the points of difference for organic products

The selection of the target market

The brand mantra for organic products

The brand elements

The…...

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Reference:

Dune, P.M.m Lusch, R.F., Carver, J.R., 2010, Retailing, Cengage Learning, ISBN 1439040818

Glynn, M.S., 2009, Business-to-business brand management: theory, research and executive case study exercises, Emerald Publishing Group, ISBN 1848556705

Gould, K., Hosey, L., 2007, Women in green: voices of sustainable design, Ecotone Publishing, ISBN 097490337X

One relevant example in this sense is represented by the organizational investment in the brand value.
In order to ensure a successful management of the brand, it is necessary for the economic agents to engage in a series of steps which maximize their strengths and minimize their chances of failure. All in al, the recurrent trait in the recommendations is that of adapting the branding strategy to the features of the customer base and ensuring that the product promoted has a high quality and ability to serve customer needs; continuous research and adaptation is the key success factor to maintaining a powerful brand.

eferences:

Glynn, M.L., 2009, Business-to-business brand management: theory, research and executive case study exercises, Emerald Group Publishing

Jones, E., 2011, the dos and don'ts of reputation management, Trackur.com, http://www.trackur.com/the-dos-and-donts-of-reputation-management last accessed on April 23, 2012

Knowles, a., So what are the do's and don'ts for choosing a brand? WIPO, http://www.wipo.int/sme/en/documents/brand_choosing.htmlast accessed…...

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References:

Glynn, M.L., 2009, Business-to-business brand management: theory, research and executive case study exercises, Emerald Group Publishing

Jones, E., 2011, the dos and don'ts of reputation management, Trackur.com,   last accessed on April 23, 2012http://www.trackur.com/the-dos-and-donts-of-reputation-management 

Knowles, a., So what are the do's and don'ts for choosing a brand? WIPO,   accessed on April 23, 2012http://www.wipo.int/sme/en/documents/brand_choosing.htmlast 

Weib, C., 2007, the influence of brands and images on the financial performance -- an empirical investigation on the EuroStoxx 50, GRIN Verlag

Brand Extension
The disadvantages of employing brand extension strategy

This work compeers and contrasts the merits and demerits of implementing brand extension a s a growth strategy by various firms. This is done by means of practical examples. In the end of the debate, the paper indicates why it is better to adopt the extension strategy as opposed to shunning it due to its numerous demerits. A discussion of the key points is presented and then a final conclusion to hammer out the reason for the need to implement the strategy

Brand extension, which entails the use of a given brand name which is established in a given product class in entering another product class is noted to be hugely beneficial to several organizations (Tauber,1988).Keller (2003) pointed out that the concept of brand extension is clearly defined whenever a given firm employs an established brand name in the introduction of a totally…...

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References

Aaker, D.A. (2004). Brand Portfolio Strategy. New York: Free Press.

Aaker, D.A.; Keller, K.L. (1990) Consumer Evaluations of Brand Extensions, Journal of Marketing, Vol. 54, No. 1, pp. 27-41.

Bhat, S., & Reddy, S.K. (2001). The impact of parent brand attribute associations and affect on brand extension evaluation. Journal of Business Research, 53, 111-22

Chen, K.F., & Lue, C.M. (2004). Positive Brand extension trial and choice of parent brand. Journal of Product and Brand Management, 13(1), 25-36.

Seventh Brand Attribute: The brand's managers understand what the brand means to consumers.

Again on the initial introduction of the brand, IM did not understand that the brand was actually a compilation of many factors, with the product being just one small part of that mix. The reliance on using Blackberries for staying in touch constantly also had a very reactive tone to the messaging. While trying to show how people could be responsive they made their brand appear to be addiction to reacting instead. The re-definition of the brand with a strong focus on the personas and identities of top customers however re-cast the brand to show how they understood the most pressing needs of the highest achieving customers it has. The company further tried to communicate in their re-cast branding the value of time and initiating projects, invoking change, and making things happen over merely reacting.

Eighth Brand Attribute: The…...

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References

Columbus, L (2005). Blackberry: The Paradox of CRM. Retrieved December 13, 2007, from CRMBuyer.com Web site:  http://www.crmbuyer.com/story/44304.html 

Keller, K (2000).The Brand Report Card. Harvard Business Review. January-February, 2000, 3-10.

Kelly, M (1998) - Paying for that old brand magic: Marketing branding professional services, Financial Times, August 12, 1998.

Market Research Executive Board (2005) - Overview of Brand Equity Measurement Approaches. Market Research Executive Board. September, 2005. Washington, DC. September, 2005.

Opponents to the idea that a brand can live forever point out the many popular brands that have died out in the past. True, there have been a lot of brands that have gone the way of the dinosaur. ut there are also many brands that are still around, and that have endured. They are the same companies and the same brands, but in most cases they are not the same products. They have stretched their brands and extended them, and that has allowed them to remain competitive within a changing marketplace. rand stretching and brand extension are both very significant tools for almost any company when it comes to keeping a brand not just alive but thriving (Clifton & Maughan, 2000).

rands that are allowed to grow and change according to what customers want and need will stick around, provided the products are good quality, reasonably-priced, and well-marketed. rands that…...

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Bibliography

Becker, G. And K. Murphy. (1993) A Simple Theory of Advertising as a Good or Bad. Quarterly Journal of Economics, 15, 498-517.

Clifton, R. And E. Maughan. (eds) (2000) Twenty-Five Visions: The Future of Brands. London: Macmillan Business.

Kapferer, J.N. (1997) Strategic Brand Management. 2nd ed. London: Kogan Page.

The main benefits of extension using the already established successful brand of the parent are: reduced costs, the fact that it may prevent competitors from filling a niche, reduced shelf space available to competitors, and the filling of a gap in the product line that customers want to see filled. However, there are risks such as weakening the parent brand or cannibalisation of the market share of the original product. Extensions may damage consumer faith of the parent; the managerial time and budget will be split and the lack of focus could undermine the brand message; retailers have only limited space, and additional lines demand more space. Retailers may just allocate the extension some space from the brand's existing allowance, maintaining the same total allocation but now split between more products.
rand stretching is more risky since it involves diversification into an unrelated area of business. Stretching is a leap…...

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Bibliography

Becker, G. And K. Murphy. (1993) A Simple Theory of Advertising as a Good or Bad. Quarterly Journal of Economics, 15, 498-517.

Clifton, R. And E. Maughan. (eds) (2000) Twenty-Five Visions: The Future of Brands. London: Macmillan Business.

Kapferer, J.N. (1997) Strategic Brand Management. 2nd ed. London: Kogan Page.

brand strategy is a challenging task for many companies but it is a vital step in giving the company an identity of its own. It is this identity that is repeatedly communicated thought the business life. Developing a brand management strategy involves applying marketing techniques to a brand, or a product with the intention of giving it a unique image and to set it apart from the competitors. We will focus on the competitive analysis or model analysis that will briefly introduce our project, the competition or model, as well as describing the strengths and weaknesses of the competition or model.
The group is intending to come up with the shuttle bus service which is to serve the York collage, its student as well as staff. This shuttle bus service will transport valid students and staff from York College to predetermined stops in the area. By doing so, the shuttle…...

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Reference

Alex, W, 1999, The Brand Marketing Book, McGraw Hill, London. Retrieved September 26, 2013 from  http://www.iei.liu.se/fek/svp/mafo/artikelarkiv/1.310120/Building_brand.pdf 

Clancy, Kevin J.; Peter C. Kriegafsd (2000). Counter intuitive Marketing. Retrieved September 26, 2013 from The Free Press. ISBN 0-684-85555-0. Retrieved September 26, 2013 from  http://www.iosrjen.org/Papers/vol2_issue10%20%28part-4%29/H021043538.pdf 

Garth 2000, Strategic Management; Wiley, New York. Retrieved September 26, 2013 from. http://eu.wiley.com/WileyCDA/WileyTitle/productCd-EHEP000004.html

Keller, L. 2003, Strategic Brand Management', Prentice Hall. Retrieved on 25/09/2013 Retrieved September 26, 2013 from www.gfk-academy.de/files/gfk_a_sembr_sbman.pdf

Branding, And Branding Management
Brands and branding are not new concepts in business. During the Stone Age, hunters used particular brands for their swords in hunting. Since then, the concept of brands and branding has developed in terms of knowledge, procedures and theories. Some theories used concerning branding, originated primarily because of the development of commercials in media. Companies have realized the importance of branding, which has added to the interest of theories behind the concept of brands and branding. This in turn has led to substantial literatures on the subject of brands and branding. Branding has undergone evolution, but the concepts of branding continue being central in every stage of evolution. In addition, branding management has also undergone substantial change since the 1950s (Marquadrt, Makens, & Larzelere, 1995).

Background: Evolution of Branding

Past

Prior to the 1970s, branding was not a matter of attention. Even countries that understood the potential advantages of a…...

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References

Brodie, R.J., Glynn, M.S., Van Durme, J. (2002). Towards a Theory of Marketplace Equity:

Integrating Branding and Relationship Thinking with Financial Thinking. Marketing Theory, 2(1), 5-28

Doyle, P. (1989). Building successful brands: The strategic options.Journal of Marketing, 5(1),

77-95.

Managing Diversity and Equal Opportunity
With the turn of the 21st century, a dramatic increase is being witnessed in the international flow of labor with repercussion for domestic labor supply and management. The native, racial and emigre mixture of the employees is predominantly important for the workplace. The importance of this domestic cultural multiplicity in the labor force, highlighted by worldwide influences and necessities, has lately encouraged the researchers to focus on the companies' and managers' response to diversity, be it of any form (Watson, Spoonley, & Fitzgerald, 2009).

If the workforce of the present times is compared with the one that was found 20 years ago, it will be easy to observe that there are "more white women, people of color, disabled persons, new and recent immigrants, gays and lesbians, and intergenerational mixes (i.e., baby boomers, Generation Xers, and Generation Nexters)" (iccucci, 2002) today. This situation has given birth to quite…...

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References

Hemphills, H., & Hayne, R. (1997). Discrimination, Harassment, and the Failure of Diversity Training: What to Do Now. Westport, CT: Quorum Book. Retrieved December 15, 2012, from  http://www.questia.com/read/23366693/discrimination-harassment-and-the-failure-of-diversity 

King, A.S. (1995, December). Capacity for Empathy: Confronting Discrimination in Managing Multicultural WorkForce Diversity. Business Communication Quarterly, 58(4), 46+. Retrieved December 14, 2012, from  http://www.questia.com/read/1G1-18023663/capacity-for-empathy-confronting-discrimination-in 

Ollapally, A., & Bhatnagar, J. The Holistic Approach to Diversity Management: HR Implications. Indian Journal of Industrial Relations, 44(3), 454+. Retrieved December 15, 2012, from  http://www.questia.com/read/1G1-210224380/the-holistic-approach-to-diversity-management-hr 

Riccucci, N.M. (2002). Managing Diversity in Public Sector Workforces. Boulder, CO: Westview Press. Retrieved December 14, 2012, from  http://www.questia.com/read/100875091/managing-diversity-in-public-sector-workforces

Evaluate the impact of globalization and management across borders

After its retrenchment in the U.S., Starbucks is still considering expanding its operations China. "Despite its long presence in the Chinese market -- Starbucks opened its first shop in Beijing in 1999 -- the Seattle coffee giant only has 376 stores on the China mainland, compared with 878 in Japan" (Sanchanta 2011). Starbucks has tried to learn from some of its mistakes domestically in the U.S., such as its super-saturation of certain marketplaces, while incorporating many of the successful lessons of its other ventures, such as its ability to tailor product offerings to local needs. "Cracking the code in China for any company is not an easy task -- there will be a number of winners and lots of losers of people who go there and rush to judgment and don't succeed…The thing I am most interested in when I go to…...

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References

Clark, Taylor. (2008). How Starbucks colonized the world. The Sunday Times. Retrieved July

21, 2011 at  http://business.timesonline.co.uk/tol/business/industry_sectors/leisure/article3381092.ece 

Leadership and management. (2011). Team Technology. Retrieved July 21, 2011 at Retrieved July 21, 2011 at  http://www.teamtechnology.co.uk/leadership-basics.html 

Sanchanta, Mariko (2011). Starbucks plans major China expansion. The Wall Street Journal.

A cheap product will not be able to survive in this rapidly changing business environment. Organization is another extremely important aspect of the necessary managerial skills for any manager desiring guaranteed success at their individual Verizon location. Organization can be as simple as instituting training at work in a pattern that overlooks no single employee. A good manager cannot expect employees to train themselves or improve their work manners without additional help. A strong organized training program is sure to enhance even the most successful company.
A strong leadership team is another necessary important aspect for businesses engaged in the phone industry. Verizon's leadership team must be instituted and adopted without fear at the workplace, because employees who fear their supervisors simply cannot evolve into successful employees interested in the growth of the company. A strong leadership team will effectively manage the business with the overall objective of accomplishing the…...

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Bibliography

Bass, B.M. (1996). A new paradigm of leadership: An inquiry into transformational leadership. Alexandria: U.S. Army Research Institute for the Behavioral and Social Sciences.

Oak, C. & Schoeffler, B. (2002). Management for the 21st Century. Retrieved March 13, 2007, from Insurance Journal Web site:  http://www.insurancejournal.com/magzines/southcentral/2002/03/11/mindyourbiz/18984 .

Verizon. (2007). Verizon. Retrieved March 17, 2007, at  http://www.verizon.com .

The performance of each team member depends on the performance of all others, this being a team project. Constraints include time and financial resources; as such improvement requires permanent improvement effort.
isk Management. No risk has been identified related to the project's completion.

Monitoring and Controlling Mechanisms. The data analysts will develop a metric system to measure each member's performance on a weekly basis. This weekly performance will be submitted to the project manager for potential adjustments.

V. Operations management plan

Operations Strategy. An easy way to understand the meaning of operations strategy is to break the word into the two separate words: operations and strategy - these words being the opposite of each other (Slack & Lewis, 2002). 'Operations' is about the functions and procedures regarding the day-to-day processes, while 'strategy' is about the direction and scope of an organisation over a long period of time. The operations strategy in this case…...

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References:

Aberdeen Group. 2008. Operational KPIs and Performance Management -- Are Your Daily Decisions Based on Fact?,  http://www.aberdeen.com/ 

Cooper, M. & Lambert D. 2000. Issues in Supply Chain Management. Industrial Marketing Management, vol. 29: pp. 65-83.

Johnson, J. C. And Wood, D.F. 1996. Contemporary Logistics, N.J.: Prentice Hall Upper Saddle Creek.

Keah C.R.K. And Handfield, R.B. 1998 .Supply Chain Management: Supplier Performance and Firm Performance. International Journal of Purchasing and Materials Management: pp.2-9.

Corporate-Level Strategies of Nestlé

Introduction

Nestlé, a multinational food and beverage corporation, has consistently employed astute corporate-level strategies to maintain its global dominance. This essay examines various aspects of Nestlé's corporate-level strategies, focusing on market expansion, diversification, and global integration.

Market Expansion

Nestlé has aggressively pursued market expansion strategies to increase its geographical reach and customer base.

Acquisitions: Nestlé has made numerous acquisitions of smaller companies to gain access to new markets, products, and customers. For example, the acquisition of Gerber Products Company in 1984 significantly expanded Nestlé's presence in the baby food market.
Organic Growth: Nestlé also focuses on organic growth by investing....

Short brand stories on packaging play a significant role in influencing consumers purchase intention of natural cosmetics. These stories provide valuable information about the brands values, mission, and ingredients, creating a connection between the consumer and the product. Numerous studies have shown the impact of storytelling on consumer behavior, with many consumers preferring brands that tell a compelling story. In the context of natural cosmetics, where consumers are increasingly seeking transparency and authenticity, brand stories can help differentiate products and build trust with customers.

Research in consumer behavior has shown that emotions play a critical role in purchasing decisions. Brand....

1. Chief Executive Officer (CEO)

2. Director of Marketing

3. Creative Director

4. Chief Financial Officer (CFO)

5. Human Resources Manager