Brand

Case Analysis – Saturn Corporation in 1998 Current situation In 1990, Saturn was born in Springhill, Tennessee. General Motors (GM) had dreamed of creating a new brand that would be an example of corporate innovation and a learning laboratory for GM’s other divisions. The most advanced techniques and ideas in the industry were implemented at Saturn. To facilitate the implementation of the new practices, the Saturn division was given extensive freedom from GM in comparison to the other divisions

uses different brands to appeal to different targets: Gap (iconic American style), Banana Republic (Accessible luxury) and Old Navy (latest fashion at great price) 7  vertically de-integrated = dyeing and wool production operated by Benetton Outsourcing labor-intensive and scale insensitive activities through subcontracting (Turkey and Tunisia) Distribution: franchising with 5,5000 small outlets , only 100 company-owned megastores in big cities (key places) Licenses its brand name to various

across Asia in the 1980's. At the beginning, the working class image was boosted by sponsorship of Thai boxing matches, where the logo of two red bulls charging each other was often on display. The Thai product was transformed into a global brand by Dietrich Mateschitz, an Austrian entrepreneur. Mateschitz was international marketing director for a German toothpaste company, when he visited Thailand in 1982 and discovered that Krating Daeng was. Between 1984 and 1987, Mateschitz worked with

différenciation Abstract : The three goals of this paper are: first to conduct an in-depth analysis of the brand image of three major banks. Second to discuss about the poor perceived differences among those brands. And finally, to propose a relevant strategy based on the evaluation of an ideal bank in the mind of the consumer in order to enhance the brand image. Keywords : service brand, brand image, associations, bank, differentiation 2 . INTRODUCTION Bien que les concepts relatifs

development | Faire de la publicité (pour) | Advertise (to) | Fidélité à la marque | Brand loyalty | Force de persuasion | Persuasiveness | Gadget publicitaire | Advertising gimmick | Gagner/ perdre des points d'audience | Pick up 1 to lose rating points | Gamme de produits | Product range | Grands médias | Above-the-Iine advertising | Image d'entreprise | Corporate image | Image de marque | Brand image | Image du produit | Product image | Impact | Effectiveness | Jeu de mots

competition and all that it includes, brand is more considering in the decision-making and the buying process of the customer. It also becomes essential in the retailer strategies. After the brand has found its identity, that is to say what differentiates your brand from the other, and has built its platform (role, personality, achievement and brand back up), it has to set up brand elements. Brand elements are very important because they are the contact between the brand and consumers. These elements are

parfois plus intangible ou symbolique. Nous y voyons une forme grandissante de liberté qui s’immisce dans ces nouveaux modes d’échange. • Le brand content ou la liberté de s’évader • L’hyper-service ou la liberté de vivre sans contraintes • L’expérience connectée: la liberté augmentée • L’échange non marchand : la liberté de s’engager LE « BRAND CONTENT » : LA LIBERTÉ DE S’ÉVADER Les années 2000 auront été celles de l’émergence d’internet ; les années 2010 seront celles de sa maturité.

engageant à chaque étape du “ tunnel de conversion ”. Pour légitimer et attirer dans un premier temps, pour engager et convaincre ensuite, enfin pour prouver et convertir. Le content marketing doit impérativement adopter : • Une ligne éditoriale “Brand to Business”. Un comité de rédaction fait converger l’ensemble de la production vers la même ligne éditoriale. Définir quel contenu participe à quelle étape du tunnel de conversion. • Une mobilisation de l’ensemble des collaborateurs de l’entreprise

market. Segments of the market that did find the convenience positioning appealing were unable to afford the international prices of Kellogg’s brands. Disappointing results led the company to re-examine its approach. Last year Kellogg finally realigned its marketing to suit local market conditions: they introduced a range of breakfast biscuits under the Chocos brand name. Priced at Rs. 5 (1 0 U.S. cents) for a 50-gram pack, and with extensive distribution coverage that includes roadside tea stalls, they

160 countries, consumers reach for their favorite Kraft Foods brands. And, in the U.S., our products are present in more than 99 percent of households. • We proudly market 11 brands with revenues exceeding $1 billion, including: Kraft, Jacobs, LU, Maxwell House, Cadbury, Trident, Milka, Nabisco and its Oreo brand, Philadelphia, and Oscar Mayer. Approximately 70 brands have revenues greater than $100 million. More than 40 of our brands are at least 100 years old. • More than 80 percent of our