Journal of Product & Brand Management

Exploring branding strategies of FMCG, services and durables brands: evidence from India
Bikram Jit Singh Mann Mandeep Kaur
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Bikram Jit Singh Mann Mandeep Kaur, (2013),"Exploring branding strategies of FMCG, services and durables brands: evidence
from India", Journal of Product & Brand Management, Vol. 22 Iss 1 pp. 6 - 17
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 Exploring branding strategies of FMCG, services
and durables brands: evidence from India
Bikram Jit Singh Mann and Mandeep Kaur
Department of Commerce and Business Management, Guru Nanak Dev University, Amritsar, India

Abstract
Purpose – The paper aims to analyze and compare the branding strategies used in the three sectors namely FMCG, services and durables.
Design/methodology/approach – Based on the literature review, a more comprehensive list of branding strategies is proposed. A content analysis of
600 randomly selected brands, 200 from each sector, is performed. The branding strategies used in the three sectors are explained and MANOVA is
conducted to test the hypotheses about differences in the branding strategies across the three sectors.
Findings – The results reveal that the branding strategies vary across the three sectors. Single corporate brand strategy is predominantly used for
durables and credence services. On the other hand, in case of FMCG and experience services, individual brand type endorsed by the corporate brand
type is the most frequently used branding strategy. Thus, there is a trend towards corporate branding as corporate brand type is popular in all the
sectors. Also, other than the single corporate brand strategy, as in case of durables and credence services, single brand type strategy is rarely used. For
FMCG brands and experience services brands, companies are trying to leverage brand equity of two or more brand types.
Practical implications – The paper offers insights for designing branding strategies when branding a product/service. Brand managers may rely on
corporate brand type when risk associated with a purchase is high, as in case of durables and credence services. However, when the risk associated is
low, as in case of FMCG and experience services, individual brand type may be preferred, but at the same time, it should be endorsed by corporate
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brand type.
Originality/value – This study adds value to the growing body of literature on branding strategies by identifying a more comprehensive and simplistic
list of branding strategies which is a major contribution of the paper. Further, this is one of a very few empirical studies on branding strategies and is a
pioneering attempt to evaluate the branding strategies in the FMCG vis-à-vis services vis-à-vis durables sectors. It empirically substantiates that the
three sectors are heterogeneous among themselves and homogeneous within themselves with respect to their branding strategies.

Keywords Brands, Corporate brand, Family brand, Individual brand, Branding strategies content analysis, India, Fast moving consumer goods

Paper type Research paper

Introduction offerings can be broadly classified as fast moving consumer

A key to enhancing the equity of a brand is the selection of an
appropriate branding strategy. Laforet and Saunders (1999)
define branding strategy as the way companies mix and match
their corporate, house, family and individual brand types for
their products or services. This mix and match of brand types
generates a variety of options for the companies from which
they can select a suitable branding strategy for a product/
service. Furthermore, McDonald et al. (2001) assert that an
appropriate branding strategy is crucial as it would reinforce
the desired positioning and hence influence purchase
behaviour. Unfortunately, even the best brand managers
have struggled to choose the most appropriate branding
strategy, in part, due to a lack of academic clarity and study.
Neither type of branding strategy is better than the other;
rather suitability of the branding strategy depends on the
matching of the branding strategy with the characteristics of
the offering. Based on inherent product category
characteristics such as risk, involvement, purchase
transaction amount, and frequency of purchase etc., various
The current issue and full text archive of this journal is available at
www.emeraldinsight.com/1061-0421.htm
Journal of Product & Brand Management
22/1 (2013) 6–17
q Emerald Group Publishing Limited [ISSN 1061-0421]
[DOI 10.1108/10610421311298650]
goods (FMCG), services and durables. However, even within
a product category, consumers may perceive inherent
characteristics differently, due to their interpersonal
differences such as purchase goals, intended usage, prior
knowledge of the product category, demographics etc.
(Dowling and Staelin, 1994; Garbarino and Strahilevitz,
2004; Harris et al., 2006). Assuming individual characteristics
to be constant and consumers to be a homogenous group, we
define the three sectors in the broader sense. The products
under the scope of FMCG are mostly those that are
frequently purchased and are characterised by low
involvement, low purchase transaction amount and low risk
(East, 1997; Kotler, 2000), like food and beverages such as
candies, chocolates, ice-creams, cereals, milk, butter, juices,
soft drinks (Vaughn, 1980; Saunders and Guoqun, 1996;
Silayoi and Speece, 2004; Hamiln and Wilson, 2004; Wei
et al., 2009; Laforet, 2011), personal care products such as
soaps, shampoos, toothpastes, deodorants (Vaughn, 1980),
household care products such as detergents, insect repellents
(Vaughn, 1980; Knox and Walker, 2001), and personal
stationery (Zikmund and Scott, 1974) etc. On the other hand,
a service is any activity or benefit offered for sale that is
essentially intangible and does not result in the ownership of
anything, such as air travel, hairdressing, legal services etc.
(Kotler and Armstrong, 1997). A number of unique
characteristics of services, notably intangibility,
inseparability of production and consumption,
heterogeneity, and perishability, separate services from
tangible goods (Zeithaml et al., 1985). Due to these

6
 Branding strategies of FMCG, services and durables brands Journal of Product & Brand Management
Bikram Jit Singh Mann and Mandeep Kaur Volume 22 · Number 1 · 2013 · 6 –17

characteristics, services are associated with high risk and high branding strategies of the three sectors. This is followed by a
involvement (Zeithaml, 1981; Murray and Schlacter, 1990; discussion of results. Finally, the paper is concluded with
Mitra et al., 1999). Finally, a durable good is a manufactured suggestions for future research.
product capable of a long, useful life (McColl-Kennedy and
Kiel, 1999) and survives many uses (Kotler, 2000), such as
furniture, household appliances, motor vehicles etc. It
involves high transaction amount, high risk, and high Identifying branding strategies
consumer involvement and is quite less frequently The first step towards researching different branding
purchased. Once the customer purchases the durable good, strategies is identification of the entire range of branding
he/she is temporarily out of the market for that good until it strategies. Past literature suggests several taxonomies for
needs replacement. Thus, different branding strategies would classifying branding strategies as shown below:
be suitable for the three sectors, that is, FMCG, services and 1 Gray and Smeltzer (1985):
durables, as the three sectors differ from each other in their .
Single entity.
characteristics. .
Brand dominance.
Various researchers have discussed the appropriateness of .
Equal dominance.
different branding strategies for the three sectors. Individual .
Mixed dominance.
brand type is advocated to be the most appropriate for .
Corporate dominance.
FMCG companies (Pierce and Mouskanas, 2002; 2 Murphy (1987):
Vijayraghavan, 2003). But, Laforet and Saunders (1994, .
Corporate dominant systems.
2005) find that in actual practice, FMCG companies are .
Brand dominant systems.
using individual brand type in combination with corporate or .
Balanced systems.
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house brand type. Saunders and Guoqun (1996) empirically .

Mixed systems.
demonstrate that consumers prefer corporate and individual 3 Olins (1989):
brand types together for an FMCG product than either brand .
Monolithic strategy.
type used alone. In contrast, Laforet (2011) reports that .
Endorsed strategy.
corporate brand does not add any value to products in the .
Branded strategy.
FMCG sector. For the services sector, corporate brand type is 4 Laforet and Saunders (1994):
recommended as the best option (de Chernatony and .
Corporate dominant strategy.
Dall’Olmo Riley, 1999; Berry, 2000; McDonald et al., . Mixed strategy.
2001). Contrarily, Rahman and Areni (2009, 2010) argue .
Brand dominant strategy.
that service companies should also develop individual brands 5 Aaker and Joachimsthaler (2000):
and should use them in combination with their corporate .
Branded house strategy.
brands. For durables, corporate brand type is opined to be the .
Sub-branding strategy.
most appropriate choice (Anisimova, 2007). .
House of brands strategy.
A review of above stated studies suggests that there is a 6 Berens et al. (2002):
conflict in the current academic debate on the most effective .
Corporate branding strategy.
branding strategy for each of the three sectors. Further, most .
Sub-branding strategy.
of the studies relate to FMCG and services sectors, but .
Stand alone strategy.
durables sector lacks proper investigation. Moreover, no 7 Rajagopal and Sanchez (2004):
researcher has studied branding strategies of FMCG vis-à-vis .
House of brands strategy.
services vis-à-vis durables sectors. Also, there is dearth of
.
Brand endorsement strategy.
empirical evidence on the topic. In order to contribute to the
.
Branded house strategy.
closing of this gap, the present study content analyses the 8 Strebinger (2004):
branding strategies used in the three sectors namely, FMCG,
.
Corporate branding strategy.
services and durables. The end result of the study would help
.
Target branding strategy.
us to know how brand managers actually practice different
.
Product branding strategy.
branding strategies in the three sectors. The specific objectives
.
Product and target branding strategy.
of the study are as given below:
.
Brand family strategy.
.
To explore the usage of various types of branding 9 Laforet and Saunders (2005):
strategies in the three sectors, namely, FMCG, services
.
Corporate branded strategy.
and durables in India.
.
Endorsed strategy.
. To investigate the differences, if any, in the usage of
.
Dual strategy.
different branding strategies across the three sectors.
.
Multi-branded strategy.
.
Branded strategy.
In the sections that follow, an overview of the relevant 10 Keller (2008):
literature on classification of branding strategies is presented, .
Company/corporate brand.
culminating in re-classification of branding strategies which is .
Family brand.
subsequently used for analyzing the branding strategies of the .
Individual brand.
three sectors. Next, conceptual framework is provided and .
Modifier.
research hypotheses are postulated. Thereafter, we report the 11 Muzellec and Lamkin (2009):
research methodology. Afterwards, results are presented .
Corporate brand as trade brand.
indicating the branding strategies used in the three sectors . Corporate brand as business brand.
followed by hypotheses testing about differences in the .
Corporate brand as holistic brand.

7
 Branding strategies of FMCG, services and durables brands
Bikram Jit Singh Mann and Mandeep Kaur
12 Rahman and Areni (2009):
.
Inter-organisational architecture:
– network brands;
– support brands; and
– co-brands.
.
Intra-organisational architecture:
– branded division;
– branded features; and
– branded programs.
Keller (2008) proposes four hierarchical types of a brand:
1 Corporate/company brand (conglomerate or company or
subsidiary name).
2 Family brand (brand used in more than one product
category).
3 Individual brand (brand restricted to one product
category only).
4 Modifier (a means to signal refinement or differences in
brands).
This classification is from the individual product/service
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perspective. Other researchers have defined branding
strategies at the company level by taking the entire portfolio
of brands of the company as a unit of analysis which is
discussed further.
Corporate-dominant strategy is defined as the strategy in
which only corporate brand name is used in all
communications of the company (Gray and Smeltzer, 1985;
Murphy, 1987; Laforet and Saunders, 1994, 2005). Olins
(1989) has given it the name of Monolithic strategy whereas
Aaker and Joachimsthaler (2000), and Rajagopal and Sanchez
(2004) name it Branded House Strategy while Berens et al.
(2002) call it corporate branding strategy. Here, corporate
brand symbolizes conglomerate name, company name and
house/subsidiary name (Laforet and Saunders, 1994, 2005;
Keller, 2008). Gray and Smeltzer (1985) also state that when
a company, essentially operating in only one product line, uses
its company brand only, it is called single entity branding
strategy.
In brand-dominant strategy, different brand names, that are
different from corporate brand, are used for different
products/services of the company (Gray and Smeltzer, 1985;
Murphy, 1987; Laforet and Saunders, 1994, 2005). Olins
(1989) has given this strategy the name of Branded strategy
whereas Aaker and Joachimsthaler (2000), and Rajagopal and
Sanchez (2004) name it house of brands strategy while Berens
et al. (2002) call it stand-alone strategy. Laforet and Saunders
(1994) classify this strategy into two categories: first, Mono
branding when corporate identity is disclosed and second,
Furtive branding when corporate identity is not disclosed.
Mixed branding strategy is the strategy in which two brand
names, that is corporate and individual product brand names,
are used together with varying visibilities for branding
products/services (Gray and Smeltzer, 1985; Murphy, 1987;
Laforet and Saunders, 1994). Olins (1989) has named it
endorsed strategy whereas Aaker and Joachimsthaler (2000)
and Berens et al. (2002) name it sub-branding strategy while
Rajagopal and Sanchez (2004) call it brand endorsement
strategy. Aaker and Joachimsthaler (2000) divide this strategy
into three categories: first, master brand as driver strategy
when corporate brand is more prominently visible. Second,
sub-brand as co-driver strategy when two brands are given
equal visibility prominence. Gray and Smeltzer (1985) name
8
Journal of Product & Brand Management
Volume 22 · Number 1 · 2013 · 6 –17
it equal dominance strategy while Murphy (1987) names it
balanced strategy whereas Laforet and Saunders (1994) name
it dual branding strategy. Third, endorsement strategy when
corporate brand receives less emphasis than product brand.
Endorsement strategy has further been classified as strong
endorsement, linked name and token endorsement. Laforet
and Saunders (2005) argue that companies can also use more
than two brands together for a product/service, and call it
multi-branded strategy.
Strebinger (2004) has defined branding strategies based on
the number of product categories and target groups a
branding strategy serves. He proposes five types of branding
strategies: first, Corporate branding strategy that adopts a
uniform brand for all product categories and target groups.
Second, target group branding strategy where a company uses
a different brand name for each target segment. Third,
product branding strategy in which a different brand name is
used for each product category. Fourth, product and target
specific branding strategy where there is a different brand for
each combination of target group and product category. Fifth,
brand family strategy in which hierarchically ranked brands
have a common endorser.
Muzellec and Lamkin (2009) give threefold classification of
the corporate brand. First, trade brand which means that
corporate brand is not actively promoted, but acts as a simple
umbrella name housing a collection of independent brands.
Second, business brand which means corporate brand is not
actively visible to consumers on the package of the product,
but is a strong name for particular stakeholders because of
specific branding programs run by the company. Third,
holistic brand which means corporation and products share
the common name.
Rahman and Areni (2009) develop services brand
relationship matrix to understand brand architecture in
services. They propose that in addition to branding the
company, service companies can brand subsidiaries, divisions,
features and benefits, and supplementary service programs.
Service companies can also benefit by creating inter-
organisational brands that can take the form of network
brands, support brands or co-brands.
A review of the above listed studies suggests that there is
conflict and confusion in the existing literature on
classification of branding strategies. Branding strategies have
been given different names by different authors and none
appears exhaustive. So, there is a dire need to resolve this
conflict in branding strategies classification. Further, various
authors have defined branding strategies at the company level
by analyzing the entire portfolio of brands of the company.
They have not scrutinized the branding strategies from
individual product/service perspective. However,
contemporary branding strategies suggest that companies
are not using a single standardised branding strategy for their
entire portfolio; rather they are using different branding
strategies for different brands in the portfolio. So, there is a
need to study branding strategies from individual product/
service perspective. These observations reinforce the need for
building a simplistic list of branding strategies at the
individual product/service level.
Derivation of classification of branding strategies
The literature review discussed above suggests that brands
used can be classified into five types namely group brand,
company brand, house brand, family brand and individual
 Branding strategies of FMCG, services and durables brands Journal of Product & Brand Management
Bikram Jit Singh Mann and Mandeep Kaur Volume 22 · Number 1 · 2013 · 6 –17

brand, where group brand is the highest in hierarchy. Group
brand is defined as the conglomerate name which is used in
branding products/services. For example, conglomerates like
Reliance, Tata etc. use their conglomerate names for branding
various products/services. Company brand is the company
name which is used in branding products/services. For
example, Essel Group has Zee Entertainment Enterprises
Ltd., whose various channels are named as Zee, which is a
company brand. House brand is defined as the company’s
subsidiary name which is used in branding products/services.
For instance, Gillette, a subsidiary of Procter & Gamble
(P&G), is used to brand various products. Family brand is a
brand name which is not a company or a group name and is
used in more than one product/service categories, such as
Maggi brand owned by Nestle is used for a number of product
categories such as noodles, sauces, soups, coconut milk
powder etc. Individual brand is a brand name, other than
company or group name, which is restricted to essentially one
product category such as Ariel detergent by P&G.
For the purpose of this study, taking cue from Keller
(2008), group and company brand types are clubbed together
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strategy is the one of single corporate brand strategy, single
house brand strategy, single family brand strategy or single
individual brand strategy. When multiple brand types are used
together, various possible combinations of the four brand
types and five visibility styles result into various branding
strategies.
Thus, based on the four brand types, we have identified
various branding strategies which differ in terms of the extent
of visibility of the four brand types. This simplistic
classification of branding strategies adds value to the
literature by resolving the confusion existing in the
literature. Further, this original classification would offer
pertinent marketing intelligence to brand managers that will
help them in designing more effective branding strategies.
Conceptual framework and research hypotheses
The very nature of the three sectors indicates that the
branding strategies used to communicate with consumers
would be different, that is, the three sectors would differ in the
usage and the extent of visibility of the four brand types. The

under single category called corporate brand. Hence, we have
identified four brand types namely corporate, house, family
and individual brand types.
A company can choose either one or two or sometimes even
more than two of these brand types while branding a product/
service. If a single brand type is chosen, obviously, it would be
the only visible brand type for the product/service. When
multiple brand types are chosen, each brand type can vary in
its relative visibility as compared to other brand types. The
different possible visibility styles for a brand type along with
their meanings are given in Table I.
The relationship of different visibility styles and the four
brand types leads to multiple combinations and hence
multiple types of branding strategies are available to
companies. When single brand type is used, the branding
following discussion presents the varying usage and visibility
of the four brand types across the three sectors. From the
discussion, four hypotheses concerning corporate, house,
family and individual brand types are developed.
Gurhan-Canli and Batra (2004) argue that if the risk
associated is higher, corporate associations are more
important in consumer evaluations. While there is
necessarily some degree of risk which accompanies all
purchases, it is advocated that more risk is associated with
services than goods (Zeithaml, 1981; Mitra et al., 1999).
Therefore, it is suggested that services should be corporate
branded and should not be individualised (Berry et al., 1988;
de Chernatony and Dall’Olmo Riley, 1999; Berry, 2000;
McDonald et al., 2001; Burt and Sparks, 2002). Hem et al.
(2003) argue that durables are also associated with high level

Table I Description of visibility styles of a brand type

Number of brand types
used
Single brand type
Combination of multiple
brand types
Visibility style
The only visible brand type
Prominently visible
Balanced
Endorsement
Linked name
Token endorsement
Meaning
The single brand type is used which is the
only brand type visible on the product/
service
The brand type is more prominently visible
than other brand type(s) and is the primary
frame of reference
The brand type is equally prominent as
other brand type(s)
The brand type is inferior in size than other
brand type(s) and is secondary
When brand type has some common
element with the other brand type(s) and
acts as implied endorser
The brand type is prominently less visible
than other brand type(s)
Examples
HDFC Bank is single corporate brand.
Yardley, Ariel, Pantene etc. are single
individual brands. Gillette is single house
brand. Olay is single family brand
Zee Next uses corporate brand (Zee) with
prominent visibility. In Mom & Me retail
stores by Mahindra, individual brand Mom
& Me is prominently visible
Dabur Honitus uses corporate and
individual brand types with equal visibility
Cadbury Bournvita uses corporate brand
Cadbury as an endorsement
Eduignite (Individual brand type) by
Educomp (Corporate brand type). Here
‘Edu’ part of company name acts as linked
name as it links two names Eduignite and
Educomp
Lux (Family brand type) by HUL (Corporate
brand type) uses HUL as token endorser

9
 Branding strategies of FMCG, services and durables brands
Bikram Jit Singh Mann and Mandeep Kaur
of risk due to the possibility of the expected financial loss
being substantial. Consumers may also lack the technical
knowledge necessary to assess quality of most of the durables,
which may further increase risk. Thus, corporate brand type is
also expected to be a preferred brand type for durables.
Furthermore, according to Berens et al. (2005) corporate
associations have a stronger influence on consumers when
consumer involvement is high. Due to high risk, there is
higher consumer involvement in purchasing services and
durables. This again reinforces the importance of corporate
brand type for services and durables. FMCG sector is
characterised by low involvement and low risk due to low
purchase transaction amount and high frequency of purchase
(East, 1997; Kotler, 2000). Therefore, FMCG companies do
not prefer corporate branding. Based on the above, we
propose the following hypothesis:
H1. Visibility of the corporate brand type differs across the
three sectors namely FMCG, services and durables.
This should be more in the durables and services
sectors than in the FMCG sector.
Based on the above stated discussion, it can be expected that
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individual brand type is not suitable for services and durables,
but is more suitable brand type for FMCG companies. Keller
(2008) also asserts that FMCG companies find it difficult to
create a meaningful corporate brand around heterogeneous
collection of products and resort to individual branding.
Further, individual brand type is also preferred in the FMCG
sector as it allows accurate positioning in the highly
segmented and competitive FMCG markets (Laforet and
Saunders, 1999; Aaker and Joachimsthaler, 2000; Pierce and
Mouskanas, 2002; Vijayraghavan, 2003; Rajagopal and
Sanchez, 2004). Hence, we postulate the following
hypothesis:
H2. Visibility of the individual brand type differs across the
three sectors namely FMCG, services and durables.
This should be more in the FMCG sector than in the
durables and services sectors.
Family brand type is used to link common associations to
multiple but distinct products. It is similar to corporate brand
type as both brand types are applied across a range of product
categories. However, these are different because family brand
name is distinct from corporate brand name (Keller, 2008).
As services and durables sectors are associated with high risk,
corporate associations are more important for these two
sectors and hence corporate brand is used instead of family
brand across a range of offerings. Turley and Moore (1995)
also argue that family brand type is not relevant for services
sector. As FMCG sector includes less risky purchases, family
brand type is used here to create salience among similar
product categories. Hence, we hypothesize:
H3. Visibility of the family brand type differs across the
three sectors namely FMCG, services and durables.
This should be more in the FMCG sector than in the
durables and services sectors.
Laforet and Saunders (1994) advocate that house brand type
is essentially used for two reasons: first, when a diversified
company has divisions in tightly defined markets, and second,
when acquisitions are made and the subsidiary is given some
independence. The three sectors cannot be distinguished
based on these two reasons. We could not find any theoretical
10
Journal of Product & Brand Management
Volume 22 · Number 1 · 2013 · 6 –17
reason as to why FMCG, durables and services sectors should
differ when it comes to the usage of house brand type. Hence,
we anticipate that the visibility of house brand type would be
similar in the three sectors. Therefore, we posit the following
hypothesis:
H4. Visibility of the house brand type is same in the three
sectors namely FMCG, services and durables.
Research methodology
A content analysis of 600 brands is performed to explore the
branding strategies used in the three sectors. Kassarjian
(1977) defines content analysis as a scientific, objective,
quantitative and generalizable description of communications
content. In marketing, various studies have been conducted
using this approach (Tse et al., 1989; Carlson et al., 1993;
Laforet and Saunders, 1994, 2005).
Sample selection
Each year, Business Today gives a list of 500 India’s Most
Valued Companies (BT 500) on the basis of average market
value for the April-September period. For the present study,
the 19th edition of BT 500 list given in 2010 was considered.
Web sites of all the 500 companies were visited to list the
brands sold by each company. Only B2C products/services
were considered. Further, the brands were segregated as
FMCG, services and durables. For making sampling frame,
all FMCG brands were listed while only those service brands
that have an exclusive web site and those durable brands that
have packaging (such as consumer electronics, watches etc)
were included. Durables like automobiles were excluded as
these do not have any packaging. The sample frame consisted
of 818 FMCG brands, 245 services brands and 224 durables
brands. Using random sampling table, 200 brands were
randomly selected from each sector.
Unit of measurement
The unit of measurement for content analysis in this study is a
product or service brand. For FMCG and durables,
packaging has been content analysed by visiting various
retail outlets whereas for services, web sites of the services
brands have been content analysed. Unlike goods, services do
not have any packaging that can be analysed and therefore
alternative source had to be selected. A pre-test of various
sources of communication of 25 service brands (eight banks,
three insurance, seven retail, three telecom and four hotels)
was conducted to find the most appropriate source revealing
the branding strategy. The sources of communication content
analysed in pre-testing included web sites and advertisements
plus two other sources depending on the type of service
(banks – ATM card, pass book; insurance products –
insurance policy, instalment slip; retail – display outside the
store, loyalty card; telecom – SIM card cum connection
details packet, post-paid bill or pre-paid recharge coupon as
the case may be; hotels – menu, bill). For each service brand,
the branding strategy was found to be the same regardless of
the source of communication meaning thereby that the
companies are resorting to integrated marketing
communications (IMC) which is defined by Clow and
Baack (2007) as the communication strategy in which a
company creates harmony in transmitting messages to its
stakeholders through different mediums. Since consistency
 Branding strategies of FMCG, services and durables brands
Bikram Jit Singh Mann and Mandeep Kaur
was found in the various sources, any communication source
indicating branding strategy was found to be suitable for
content analysis. Web sites were selected as a source of
information for content analysis of services brands for the
purpose of homogeneity as most of the services brands were
found to have exclusive web sites. However, web sites were
not found to be appropriate for analyzing branding strategies
of tangible goods as there are very few such brands having
separate web sites.
Coding sheet and measurement used
In order to know the branding strategies used in the three
sectors, sampled brands were examined. Based on the
different visibility styles of brand types given in Table I, a
coding sheet (Appendix, Figure A1) was prepared for the
purpose of content analysis. First, basic details relating to
company name, brand name and sector were noted for each
sampled package/web site. Following this, the brand types
used were identified and their visibility styles were noted. The
allocation of brand types to different visibility styles was
judgemental, taking into account all the factors that affect the
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relative prominence of the brand such as its relative size,
boldness, colour and position (Laforet and Saunders, 1994,
2005, 2007; Keller, 2008). The two authors and one
independent researcher were trained and served as coders.
The coders separately coded all sample brands. Minimal
differences were identified and were resolved through
discussion.
Next, for every sampled package and web site as the case
may be, each brand type was given a visibility score on the
scale ranging from 0 to 8, 8 for being the only brand type, 7
for being prominently visible, 6 for balanced type, 5 for strong
endorsement, 4 for weak endorsement, 3 for linked name, 2 if
used as token endorser, 1 if only disclosed and 0 for absence
of the brand type. The three sectors are statistically compared
based on the visibility scores of the four brand types. Mean
and standard deviation (SD) of visibility scores of each brand
type are calculated for the three sectors. Multivariate analysis
of variance (MANOVA) has been performed using PASW
19.0 to test the hypotheses. Box’s M test and Bartlett test of
Sphericity are used to test the assumptions of MANOVA.
Further, multivariate and univariate effects are examined to
investigate whether the differences in visibility of the four
brand types across the three sectors are statistically significant.
Finally, post hoc Tukey tests are conducted for pair wise
comparison of the three sectors to determine the differences
in the branding strategies of the sectors.
Results and discussion
The results are presented in two parts: first part reports the
various types of branding strategies used in the three sectors
and has been sub-headed as “Branding strategies used in the
three sectors”. Second part is dedicated to the comparison of
the visibilities of the four brand types across the three sectors
and is referred to as “MANOVA results and hypotheses
testing”.
Branding strategies used in the three sectors
Table II reports the various types of branding strategies used
in FMCG, services and durables sectors based on the
frequency of usage of the four brand types in a sector with
different visibility styles.
11
Journal of Product & Brand Management
Volume 22 · Number 1 · 2013 · 6 –17
Table II reveals that in the FMCG sector, corporate brand
type is used in 76 per cent of the cases. It is used as single
brand type in 16.4 per cent of the cases and in combination
with other brand types in 83.6 per cent of the cases, most
often as an endorser (34.7 per cent) or as a token endorser
(50.4 per cent). The usage of house brand type is almost
negligible (4.5 per cent). Family brand type is used in 47 per
cent of the cases. It is used as single brand type in 19.1 per
cent of the cases and in combination with other brand types in
80.9 per cent of the cases. It is most often used with
prominent visibility (75 per cent) or as an endorser (18.4 per
cent) when used in combination with other brand types.
Individual brand type is used in 47 per cent of the cases. It is
used as single brand type in 13.8 per cent of the cases and in
combination with other brand types in 86.2 per cent of the
cases, most often with prominent visibility (76.5 per cent) or
with balanced visibility (20.9 per cent).
In case of services, as depicted by Table II, corporate brand
type is used in 88 per cent of the cases. It is frequently used as
single brand type (55.7 per cent) as well as in combination
with other brand types (44.3 per cent). It is most often used as
an endorser (52.6 per cent), with balanced visibility (19.2 per
cent) or as a token endorser (16.7 per cent) when used in
combination with other brand types. Individual brand type is
another frequently used brand type (44 per cent), which is
most often used in combination with other brand types (84.1
per cent), most frequently with prominent visibility (77 per
cent) or with balanced visibility (18.9 per cent). House (3.5
per cent) and family brand types (4.5 per cent) are less often
used. Literature on degree of risk in services brings out that
services can be classified as credence and experience services.
Therefore, analysis of services is extended by classifying
services as credence and experience services. Credence
services are highly risky services that cannot be evaluated by
average consumers even after purchase or consumption
because they lack the technical expertise or the means in
terms of time and money to make a reliable assessment
(Nelson, 1970; Darby and Karni, 1973; Zeithaml, 1981).
Experience services are less risky services that can be
evaluated after purchase or during consumption (Shapiro,
1983). Based on the examples cited in past literature,
experience services content analysed in this study include
retail outlets, beauty salons, telecom services, vacations,
hotels, aviation, job and marriage consultancy, media
entertainment, and education, and credence services include
financial and health services. The sample of 200 service
brands comprises 131 experience service brands and 69
credence service brands. Results reveal that single corporate
brand type is most often used branding strategy among
credence services (97.1 per cent). Combination of brand
types, such as corporate and individual brand types, is most
frequently used branding strategy among experience services
(64.5 per cent), followed by single corporate brand type
strategy (24.4 per cent).
Analysis from Table II relating to the durables sector reveals
that single corporate brand type is the most dominating
branding strategy in this sector (82.6 per cent). It is used in
combination with other brand types in 17.4 per cent of the
cases, either with balanced visibility (87.9 per cent) or as an
endorser (12.1 per cent). Individual brand type is used in 19.5
per cent of the cases, most often in combination with other
brand types (87.2 per cent). It is used with balanced visibility
(85.3 per cent) or prominent visibility (14.7 per cent) when
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Table II Analysis of branding strategies used in the three sectors

FMCG Services Durables
Sector Corporate House Family Individual Corporate House Family Individual Corporate House Family Individual
Visibility Brand type brand brand brand brand brand brand brand brand brand brand brand brand
Single brand type The only brand type 25 4 18 13 98 3 1 14 157 4 0 5
Bikram Jit Singh Mann and Mandeep Kaur

Percentage 16.4 44.5 19.1 13.8 55.7 42.9 11.1 15.9 82.6 80 0 12.8
Combination of multiple
brand types Prominently visible 2 0 57 62 6 4 0 57 0 0 0 5
Branding strategies of FMCG, services and durables brands

Percentage 1.6 0 75 76.5 7.7 100 0 77 0 0 0 14.7

Balanced 12 3 5 17 15 0 1 14 29 0 0 29
Percentage 9.5 60 6.6 20.9 19.2 0 12.5 18.9 87.9 0 0 85.3
Endorser 44 2 14 2 41 0 3 3 4 1 0 0

12
Percentage 34.7 40 18.4 2.5 52.6 0 37.5 4 12.1 100 0 0
Linked name 5 0 0 0 3 0 1 0 0 0 0 0
Percentage 3.9 0 0 0 3.8 0 12.5 0 0 0 0 0
Token endorser 64 0 0 0 13 0 3 0 0 0 0 0
Percentage 50.4 0 0 0 16.7 0 37.5 0 0 0 0 0
Total 127 5 76 81 78 4 8 74 33 1 0 34
Percentage 83.6 55.5 80.9 86.2 44.3 57.1 88.9 84.1 17.4 20 0 87.2
Totala 152 9 94 94 176 7 9 88 190 5 0 39
Percentage 76 4.5 47 47 88 3.5 4.5 44 95 2.5 0 19.5
Note: a Percentages in each sector do not add to 100 per cent because more than one brand type can be used for a single brand
Volume 22 · Number 1 · 2013 · 6 –17
Journal of Product & Brand Management
 Branding strategies of FMCG, services and durables brands
Bikram Jit Singh Mann and Mandeep Kaur
used in combination with other brand types. Usage of house
brand type (2.5 per cent) is negligible with no case of family
brand type being reported.
In summary, the above analysis reveals that different types
of branding strategies are used in the three sectors.
Combination of multiple brand types such as corporate,
family and individual brand types is most frequently used
branding strategy in the FMCG sector. In the services sector,
single corporate brand type is the most often used branding
strategy for credence services while combination of multiple
brand types, such as corporate and individual brand types, is
most often used branding strategy for experience services.
Finally, in the durables sector, single corporate brand strategy
is most commonly used.
MANOVA results and hypotheses testing
The above analysis depicts that there are differences in the
branding strategies across the three sectors. To know whether
these differences are statistically significant, visibilities of the
four brand types namely corporate, house, family and
individual brand types in the three sectors are compared
using MANOVA and hypotheses are thus tested. Sector type
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is taken as the independent (categorical) variable and visibility
scores of the four brand types, measured on a nine-point scale
(0 to 8), are taken as dependent (continuous) variables for
conducting MANOVA. Table III provides a summary of the
group profiles (means and standard deviations (SDs)) for
each of the brand types across the three sectors.
The Box’s M arrives at 308.078 with F ¼ 30:475
(p ¼ 0:000), which is significant at 1 per cent level of
significance. Thus, the assumption of homogeneity of
variance across the sectors is not satisfied. Harris (1995)
and Hair et al. (2009) state that in such a situation, if the
sample size is large and cell sizes are equal across the groups,
then MANOVA can be conducted. As the present study has
sufficiently large sample size (N ¼ 600) and equal cell sizes
(200 each), we proceed further with the analysis. Further, a
significant degree of inter-correlation has been found between
dependent variables as indicated by Bartlett’s Test of
Sphericity (Approx. Chi Square ¼ 1121:344, df ¼ 6,
sig: ¼ 0:000) which justifies the usage of MANOVA.
Further, the results of multivariate and univariate tests are
given in Tables IV and V.
Table III Means and SDs of brand visibility scores for each sector
Sector
Brand type FMCG SD Services SD Durables
Corporate brand type 3.32 2.393 5.75 2.659 7.27
Individual brand type 3.25 3.487 3.05 3.476 1.24
Family brand type 3.19 2.467 0.18 0.928 0.00
House brand type 0.30 1.396 0.28 1.374 0.19
Table IV Multivariate tests for group differences in brand type visibility
across three sectors
Wilks’ l F df Error df Sig. Partial Eta SquaredObserved powera
0.535 54.573 8 1188.0000.000 * 0.269 1.000
a that impact the choice of branding strategy such as history,
Note: Computed using alpha ¼ 0:03 (Boneferroni adjustment (Hair et al.,
2009)); *Significant at 1 per cent level
Journal of Product & Brand Management
Volume 22 · Number 1 · 2013 · 6 –17
Tables IV and V depicts that multivariate statistic for
MANOVA is statistically significant (Wilks’ l ¼ 0:535,
Fð8; 1188:000Þ ¼ 54:573, p , 0:01, partial eta
squared ¼ 0:269, power ¼ 1:000) indicating that the
visibilities of the four brand types taken together differ
across the three sectors. Follow-up univariate tests of group
differences by examining the F-ratio (Tables IV and V;
indicate that visibilities of three out of four brand types differ
significantly across the three sectors (p , 0:01). In particular,
the F value for corporate, family and individual brand types is
significant (p , 0:01), while it is insignificant for house brand
type (p . 0:03). Thus, all the hypotheses, H1, H2, H3 and H4
are supported, meaning thereby that the differences across the
three sectors are significant with respect to the visibilities of
the corporate, family and individual brand types, while
insignificant for the house brand type. Table VI reports results
of post hoc Tukey’s HSD Test for pair-wise comparison of the
three sectors for the three brand types that had significant
univariate F values.
While examining Table VI, we find that the visibility of
corporate brand type significantly differs across the three
sectors (p , 0:01). Mean differences (I-J) indicate that the
corporate brand type is most visible in the durables sector
followed by the services sector and is least visible in the
FMCG sector. As far as individual brand’s visibility is
concerned, the durables sector significantly differs from the
FMCG (p , 0:01) and the services (p , 0:01) sectors, but no
significant differences have been found between the FMCG
and the services sectors (p . 0:03). Mean differences depict
that individual brand type is more visible in FMCG and
services sectors than in the durables sector. Regarding family
brand type, the FMCG sector significantly differs from
services and durables sectors (p , 0:01). However, no
significant differences have been found between services and
durables sectors in the visibility of family brand type
(p . 0:03). Family brand type is more visible in the FMCG
sector than in the services and the durables sectors as
depicted by mean differences.
Thus, MANOVA results confirm that the differences across
the three sectors with respect to the visibilities of the three
brand types namely, corporate, family and individual brand
types are statistically significant. On the other hand, the
visibility of house brand type is similar in the three sectors.
post hoc results indicate that corporate brand type is the most
visible brand type in the durables sector, followed by the
services sector and is the least visible brand type in the
FMCG sector. Individual brand type is equally visible in the
SD FMCG and the services sectors, but is less visible in the
1.781 durables sector. Family brand type is more visible in the
2.555 FMCG sector than in the services and durables sectors, and it
is equally visible in the services and the durables sectors.
0.000
1.174
Implications to marketing theory and practice
A general observation reveals that there is a lot of diversity
and complexity in the way companies are using branding
strategies. The present study helps to simplify this complexity
by disclosing that the three sectors are heterogeneous among
themselves and homogeneous within themselves with respect
to the branding strategies. No doubt, there are various factors
corporate culture, company policy, product range, market
structure etc. (Hall, 1992; Laforet and Saunders, 1994,
13
 Branding strategies of FMCG, services and durables brands Journal of Product & Brand Management
Bikram Jit Singh Mann and Mandeep Kaur Volume 22 · Number 1 · 2013 · 6 –17

Table V Univariate tests for group differences in brand type visibility across three sectors
Hypotheses Dependent variable Sum of squares df Mean square F Sig. Partial Eta squared Observed powera Result
H1 Corporate brand type 1588.463 2 794.232 149.218 0.000 * 0.333 1.000 Supported
H2 Individual brand type 486.803 2 243.402 23.732 0.000 * 0.074 1.000 Supported
H3 Family brand type 1280.443 2 640.222 149.088 0.000 * 0.333 1.000 Supported
H4 House brand type 1.373 2 0.687 0.395 0.674 0.001 0.077 Supported
Notes: a Computed using alpha ¼ 0:03 (Boneferroni adjustment (Hair et al., 2009)); * Significant at 1 per cent level

Table VI Tukey’s HSD post hoc tests for individual group differences
Dependent variable Sector I Sector J Mean difference (I-J) * * Std. error Sig.
Corporate brand type FMCG Services 22.43 0.231 0.000 *
FMCG Durables 23.95 0.231 0.000 *
Services Durables 21.52 0.231 0.000 *
Individual brand type FMCG Services 0.21 0.320 0.798
FMCG Durables 2.01 0.320 0.000 *
Services Durables 1.80 0.320 0.000 *
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Family brand type FMCG Services 3.01 0.207 0.000 *

FMCG Durables 3.19 0.207 0.000 *
Services Durables 0.18 0.207 0.660
Notes: * Significant at 1 per cent level; * * Minus sign indicates that group I has the lower value than group J

1999), however, our findings suggest that the characteristics
of a sector do have an influence on this decision.
Our results reveal that corporate brand type is frequently
used in all the three sectors, but with different visibility styles.
In case of durables and credence services, it is used either as
the single brand type or with prominent visibility. Contrarily,
in case of FMCG and experience services, single corporate
brands are not used; rather they are used as endorsers. Past
literature suggests that the use of corporate brand positively
influences consumer preferences (Andreassen and Lindestad,
1998; Kowalczyk and Pawlish, 2002; Balmer and Gray, 2003;
Czellor and Palazzo, 2004; Souiden et al., 2006; Anisimova,
2007). However, this influence also depends on the visibility
of the corporate brand in communications, that is, higher the
visibility of the corporate brand, more is its influence on the
consumers (Saunders and Guoqun, 1996; Berens et al., 2002;
Berens et al., 2005). Also, higher the risk and consumer
involvement, more do the consumers rely on corporate
associations (Gurhan-Canli and Batra, 2004; Berens et al.,
2005). Supporting these past findings, our results show that
the corporate brand is used with high visibility in case of
durables and credence services as they are associated with
higher risk and consumer involvement, while in case of
FMCG and experience services, it is used with low visibility as
they are associated with relatively lesser risk and consumer
involvement. Hence, brand managers give visibility
prominence to corporate brand type to the extent to which
mitigating risk involved in consumer purchases is the primary
purpose of branding.
Further, the results depict that the usage of house brand
type is negligible in the three sectors. The findings are in
contradiction with Laforet and Saunders (1994) who find that
house brands tend to appear more than corporate brands in
the grocery sector in the UK. Further, as anticipated, house
branding strategy is found to be equally popular in the three
sectors.
The present study also finds that family brand type appears
rarely in both the services and durables sectors, while it
appears significantly in the FMCG sector. As services and
durables sectors are associated with high risk, corporate brand
is preferred over family brand in these two sectors to create
salience across a range of offerings and hence, family brand is
seldom used in these two sectors. FMCG sector is associated
with low risk; therefore family brand is used in this sector for
creating synergies across a group of related products.
The findings reveal that the extent of usage of individual
brand type is the same in case of FMCG and services sectors.
This may be because individual brand type is extensively used
in case of FMCG and experience services, and an overview of
the sample of services brands reveals that more experience
services brands than credence services brands are included in
this study. Individual brand type is frequently used for FMCG
and experience services essentially for two reasons. First,
FMCG and experience services are less risky. Researchers
state that these are purchased on the basis of intangibles as
well as tangibles such as price (Ostrom and Iacobucci, 1995;
Moorthi, 2002; Brady et al., 2005). Therefore, corporate
brand is relatively less important for such purchases. Second,
the companies want to capitalise the benefits of segmentation
through individual branding (Laforet and Saunders, 1999;
Aaker and Joachimsthaler, 2000; Vijayraghavan, 2003;
Rajagopal and Sanchez, 2004).
Further, single brand type strategy is not used for FMCG
and experience services. Combinations of multiple brand
types namely individual, corporate and family brand types are
used in the FMCG sector. This finding is in line with Laforet
and Saunders (1994, 2005, 2007) who find that more than 50
per cent products in the grocery industry in the UK carried

14
 Branding strategies of FMCG, services and durables brands
Bikram Jit Singh Mann and Mandeep Kaur
more than one brand type. Combination of individual and
corporate brand types is the commonly used branding strategy
for experience services. This finding is consistent with
Rahman and Areni (2009) who suggest that services can
benefit from sub-brands, but is in contradiction with a priori
research which states that corporate brand is always the
primary brand for services (de Chernatony and Dall’Olmo
Riley, 1999; Berry, 2000; McDonald et al., 2001; Burt and
Sparks, 2002). In today’s highly product and brand
proliferated markets, it has become extremely difficult and
expensive to develop new brands from scratch that have the
potential to be successful. Hence, companies prefer to use two
brand types together, one already established brand called
master brand (Corporate/Family Brand) and another new
individual brand. Master brand adds credibility to the
offering, and individual brand adds value by describing the
offering and by modifying the associations of the master brand
through creation of specific brand beliefs (Aaker and
Joachimsthaler, 2000; Keller, 2008). The use of master
brand also eases the acceptance of new product by the trade
(Laforet and Saunders, 1994; Petromilli et al., 2002).
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Conclusion
This study contributes to the growing body of literature on
branding strategies by identifying an original and more
simplistic list of branding strategies and by examining and
comparing the usage of branding strategies in the three
sectors – FMCG, services and durables. The study
substantiates that the three sectors differ in their branding
strategies. Single corporate brand type strategy is
predominantly used in case of durables and credence
services which are associated with high risk and high
consumer involvement. On the other hand, in case of
FMCG and experience services, which are associated with
low risk and low consumer involvement, individual brand type
endorsed by the corporate brand type is the most frequently
used branding strategy. Thus, we can conclude that there is a
trend towards corporate branding as corporate brand type is
popular in all the sectors. Also, a single brand type strategy is
rarely used, except for the single corporate brand type strategy
as in case of durables and credence services. For FMCG
brands and experience services brands, companies are trying
to leverage brand equity of two or more brand types.
Limitations and future research
The sample of brands included in the study has been drawn
from the brands owned by 500 India’s most valued
companies. Thus, the sample of this study is biased towards
brands that possess higher brand equity. Therefore, the
implications drawn from this study should be applied to other
brands with caution.
Further, much remains unknown and this research has
implications for further research. First, the three sectors
chosen in this study are wide enough which can be further
segregated into various product categories or industries. The
differences in the branding strategies of within one sector
categories, such as, intra-FMCG, intra-service and intra-
durable categories, can be investigated. Second, past literature
suggests that the companies from the West are more inclined
towards individual branding while the companies from the
East are more inclined towards corporate branding (Souiden
15
Journal of Product & Brand Management
Volume 22 · Number 1 · 2013 · 6 –17
et al., 2006). A comparison of the companies from the West
and from the East for their branding strategies is an avenue
for future research. Third, as in today’s globalised world, a
large number of companies have operations in multiple
countries, it is also worthwhile to explore whether the
branding strategies of such companies are same globally, or
there are distinctions by geography. Fourth, the kind of
research and discussion conducted by companies to evaluate
different branding strategy options while branding a product/
service is unknown. Future research may be conducted to
shed light on the organisational decision making processes
associated with choosing a particular branding strategy.
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Appendix
Figure A1 The coding sheet
About the authors
Bikram Jit Singh Mann is an Associate Professor in the
Department of Commerce and Business Management, Guru
Nanak Dev University, Amritsar, Punjab, India. He has a
PhD in Brand Management and his areas of teaching and
research interest are brand management and strategic
management. He has published research papers in national
and international journals of repute like International Business
Review (in press), International Journal of Commerce and
To purchase reprints of this article please e-mail: reprints@emeraldinsight.com
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Management, Vikalpa (IIM, Ahmadabad) and Decision (IIM,
Calcutta). Bikram Jit Singh Mann is the corresponding author
and can be contacted at: bikrammann@hotmail.com
Mandeep Kaur is a Research Scholar in the Department of
Commerce and Business Management, Guru Nanak Dev
University, Amritsar, Punjab, India. She is pursuing her PhD
(as UGC Research Fellow) in Brand Management. She is also
2012-2013 Fulbright-Nehru Doctoral and Professional
Research Fellow.
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