12.9 Key Terms

“Branded House” Strategy: Sometimes called a “house brand” uses a strong brand—typically the company name—as the identifying brand name for a range of products. 12.7

“House of Brands” Strategy: A company invests in building out a variety of individual, product-level brands. 12.7

“No-Brand” Branding:  A number of companies successfully pursue “no-brand” strategies by creating packaging that imitates generic-brand simplicity. “No brand” branding can be considered a type of branding since the product is made conspicuous by the absence of a brand name. 12.7

Attributes are specific product features.  12.1

Benefits are attributes translate into functional and emotional benefits. 12.1

Brand consists of all the features that distinguish the goods and services of one seller from another: name, term, design, style, symbols, customer touch points, etc. Together, all elements of the brand work as a psychological trigger or stimulus that causes an association to all other thoughts one has had about this brand. 12.1

Brand analysis involves a measurement of how a brand influences customer demand at the point of purchase. 12.6

Brand extension moves an existing brand name into a new product category, with a new or somehow modified product. 12.7

Brand ownership should be the responsibility of an organization’s management and employees. Brand ownership is about building and maintaining a brand that reflects your principles and values. 12.7

Branding strategy helps establish a product within the market and to build a brand that will grow and mature. Making smart branding decisions up front is crucial since a company may have to live with their decisions for a long time. 12.7

Brand Strength Score: As brands are assets, valuing them requires an assessment of their ability to secure future earnings on behalf of the businesses that own them. Brand strength is a measure of the brand’s ability to secure demand, and therefore earnings, over time. 12.6

Brand’s value is a financial representation of a business’s earnings due to the superior demand created for its products and services through the strength of its brand. 12.6

Line extension – when it introduces a new variety of offering within the same product category. 12.7

Managing Brands As Strategic Assets: As organizations establish and build strong brands, they can pursue a number of strategies to continue developing them and extending their value to stakeholders (customers, retailers, supply chain and distribution partners, and of course the organization itself). 12.7

Personality: strong brands often project a distinctive personality. 12.1

Private-Label or Store Branding: Also called store branding, private-label branding has become increasingly popular. In cases where the retailer has a particularly strong identity, the private label may be able to compete against even the strongest brand leaders and may outperform those products that are not otherwise strongly branded. 12.7

User: brands may suggest the types of consumers who buy and use the product. 12.1

Values: company values and operational principles. 12.1