Semester 2 Assessment

24 Hour Exam 2020-2021

International Brand Management
Word Count: 1938

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Section A

2. Answer:

Introduction
One of the key brand equity building strategies that the brands follow is the borrowing of
brand knowledge and brand equity of other entitites related to the brand and its consumers.
This strattegy is highly important for the brands to building strong, favourable, and highly
effective associations, judgemtns and feelings, as well as motivating responses. In relation
with this, this essay aims to identify and describe the sources of secondary brand associations
that have been leveraged by the brans Pobeda and Raketa of the Petrodvorets Watch Factory.
The Sources of Secondary Brand Associations
The process of leveraging brand associations can be realised in two ways. First, through the
creation of new brand associations, especially when the brand lacks interest or motivation.
Such new brand associations help in establishing feelings, considerations and response.
Second, affecting the existing brand knowledge. Brand associations led to the transfer of
judgements and feelings that are associated with entity to the brand, contributing in the
brand’s existing knowledge (Keller, Parameswaran and Jacob, 2011). However, there are
three crucial factors that help in prediciting the extent of these brand associations. These
factors are namely the awarness and knowledge about the entity, meaningfulness of
knowledge and its relevance, and transferability of that knowledge.
There are are eight potential sources of secondary brand associations that can be used by the
brands to leverage the brand equity. These eight sources are namely companies, place of
origin, distribution channels, co-branding, licensing, spokersperson, events, and third party
sources. Companies are the main source of secondary brand associations, as they allow
different branding options for the developemnt of a new product. These branding options in
this source include the creation of new brand, modifcation of an existing brand, or combining
an existing brand with a new brand (Kotler, 2009). In the context of Petrodvorets Watch
Factory, it has been identified that its brands Pobeda and Raketa did not extensively use the
source of companies for secondary brand associations, rather Petrodvorets Watch Factory
focused on making necessary modifications in the two brands such as the introduction one of
the most reliable watch movemetns in the world namely “Raketa Avtomat” in 2014. This
shows the use of company as the source of association for leveraging brand equity by the
Petrodvorets Watch Factory brands (Frösén and Laukkanen, 2016).

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The second source of secondary brand associations is the country of origin. The country of
origin plays a huge role in leveraging brand equity by associating the image of the brandw
with the experience of their country (Kotler, 2009). As a source of secondary brand
associations, country of origin has contributed in the brand equity of both new and old
brands; however, it is noteworthy to mention that the in the changing circumstances of
consumer preferences, the country of origin might play a crucial role in leveragig brand
equity. In the context of Petrodvorets Watch Factor, it has been identified that its two brands
Pobeda and Raketa has extensively used Russia, their country of origin, as a source of brand
assoications to leverage brand equity. Though the two brands have used other sources as well,
the country of origin remains the most important source of secondary brand associations for
Pobeda and Raketa, as their identity and image of heritge Russian brands contributed in their
revival (Frösén and Laukkanen, 2016).
Marketing or distribution channels are another source of secondary brand associations that
involves image transfer, association to the assortment of product, price, service quality and
credit policy. The point of purchase plays a crucial role and contributes to the characterstics
of brands effectively. Any risk of transferring negative image in this source is eliminated by
the brand with the adoption of exclusive distribution (Hasan and Hasan, 2019). The two
brands of Petrodvorets Watch Factory adopte separate distribution strategy. For example, the
watches of Raketa brands were highly exclusive and mainly sold through luxury fashion and
high-end jewellery stores. Contrarily, the watches of Pobeda brand were made available
through the bookshops and other less exclusive stores (Frösén and Laukkanen, 2016).
Other brands or co-branding also services as the source of secondary brand association for
leveraging brand equity. This source involves the combination of sources and provides the
beenefits such as decresed costs of new product, enhanced revenues or expanded brand
image. In the case of Petrodvorets Watch Factory, the brands Pobeda and Raketa did not
engage in co-branding with any other brands. Unlike other Russian watch brands that
partnered with Swiss and Chinese manufacturers, the production of Pobeda and Raket was
entirely baseed out of the Petrodvorets Watch Factory (Frösén and Laukkanen, 2016).
Licensing is also a key source of secondary brand association, under which the companies
engage in renting out their names, logos and characters to the markets in exchange for a fee.
Licensing provides the benefits of legal protection to trademarks and increases the exposure
of the brands. The Petrodvorets Watch Factory brands Pobeda and Raketa are identfied to
have not used licensing source of secondary brand associations (Frösén and Laukkanen,
2016). Similarly, celebrity endorsement is another source of celebrity brand endorsement,

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which involve the use of well-known celebrities to invoke positive assocations and
judgemtns. Though the Petrodvorets Watch Factory brands did not use this source of
secondary brand asssociations, their pouplarity among influntial people in Russian such as
Vladimir Putin and Dmitry Medvedv helped the brands in provoking positive judgements
(Frösén and Laukkanen, 2016).
Moreover, sponsoring of events, and the use of third party sources are also the sources of
secondary brand associations; however, these two sources were not used by the Petrodvorets
Watch Factor brands Pobeda and Raketa. The limited marketing communications budget
restricted these two brands from sponsoring events; however, their popularity among Russian
atheletes and influential Russian politicians due to the high quality of the brand helped them
in enhancing their image (Frösén and Laukkanen, 2016).
Conclusion
It can be concluded from the essay findings that the Petrodvorets Watch Factor brands
Pobeda and Raketa mainly used their country of origin, distribution channels and companies,
and changes in their branding as the main sources of secondary brand associatios to leverae
their brand equity.

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Section B

2. Answer:

Introduction
A brand need to revitalise itself due to a wide range of factors. These factors include the
changes in the preferences or tastes of consumers, the rise of new competitors, technological
advancements, and new develpoments in the global marketing environment. These factors
compel the brand to adopt effective strategic options that can help them in revitalise
themselves. There are many possible strategic options for brand revitalisation. This essay
aims to idnetify all these possible strategic options and provide the examples of successful
brands that have revitalised themselves and their business.
Strategic Options for Brand Revitalisation
There are many different reasons that leads to the maturity and death of brands. These
reasons include, slow innovation, decline in consumer base, lack of popularity among young
conumser groups, reducing focus and budget for brand communications, lack of creativity in
communications, and a highly irrrelevant and ineffective media planning (Lehu, 2004). Brand
revitalisation refers to the return of brand to their roots with an aim to recaputure their lost
equity and its sources in the market. This revitalisation of brand involves the research of
brand knowledge, building a new positioning and new marketing programme, and might also
require the brand to change fundamentally change its meaning for recapturing market
leadership.
There are two main strategic options for brand revitalization namely the expansion of the
depth of brand awareness and improving brand image. The strategic option of the expansion
of brand awareness is based on the improvement of brand’s recognition and recall of the
brand at the time of purchas or during brand consumption settings. It is noteworthy to
mention that this strategic option is based on the argument that the main issue with dying
brand is the limited breadth of their their awareness, due to which it focuses on increasing
brand usage and its awareness among consumers (Thomas and Kohli, 2009). This suggests
that the breadh of brand awareness remains at the core of the strategic option of expanding
brand awareness.

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This strategic option for brand revitalisation is largely adopted by brands that lack depth in
their brand awareness. Such brands engage in the implementation of this strategy through the
identification of additional or new usage opportunities for the brand. Brands with this
strategic option for their revitalisation extensively engage in the communication of the
advantages of their usage more frequently. It also involves reminding the customers that the
usage of brand at the right time is highly necessary (Li, Petrick and Zhou, 2008). The solution
of identifying new usage opportunities under this strategic option for brand revitalisation is
highly effective for the brands that have experience the problem of less percieved usage and
have a significant oportunity to increas their usage frequency.
The solution of creating new usage opportunities under this strategic option for brand
revitalisation is largely guided by the rationale that when the perceived length of product
usage remains, the consumers are less likely to engage in frequent replace that specific
product. Using this rationale, this solution focuses on communicating and convincing
consumers that their increased usage only takes place when the actual usage is less than its
potential or recommended usage. As a result of that process, the brand find new usage
opportunities (Reddy, Reddy and Venktatesulu, 2016).
In addition to that, another solution is the identification of new and completely differences
ways to use the brand for raising its awareness. In this solution, the brand introduce new and
entirely different ways of using their products. This solution is largely implemented by
revitalisating brands with the deployment of a dedicated advertisement campaign higlighting
new ways of using the product. Firms provide an entirely new way of usage under this
solution to improve their overall brand awarenes (Macelloni, Beckers and Salmon, 2020). In
relation with the strategic option of expanding brand awareness, the example of a global
brand that used this strategic option for its revitalisation is Mountain Dew, a soft energy drink
brand of PepsiCo. In order to revitalise the Mountain Dew brand, PepsiCo adopted the
strategic option of brand awareness expansion and identified an entirely differnet way to use
the brand – as an energy drink specialsed for adventured sports and daring activites among
youth (Srivastava and Thomas, 2015). This creation of new usage opportunity helped
PepsiCo in revialise its Mountain Dew brand globally.
Another stratgy option is the improvement of brand image by identifiying the favourable
target market, repoositionng the brand, and changing the key brand elements such as brand
logo. Changing the key brand elements has been extensively used by the brands for their
revitlaisation (Dole, 2011). One such example of brand revitalisation using the strateic option
of brand image improvement is that of Polaroid Corporation, the American instant camera

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brand. After experiencing several declines, this company changed its brand elemenet of logo
by introducing a more modern and dynamic logo for enhancing its brand image and adding
more clarity to brand in its revitalisation (Hammett, 2020). This shows that the strategic
option of of enhancing brand image also plays a crucial role in brand revitalisation .
Conclusion
It has been identified that there are two possible strategic options for brand revitalisation –
expansion of the breadth of brand awareness and improvement of brand image. These two
strategic options focusees on the improvement of brand recognition and the brand image,
respectively for ensuring the effectiveness of brand revitalisation. The example of Moutain
Dew explains the strategic option of brand awarenes; whereas, the example of Polaroid
explains the strategic option of improvement in brand image for brand revitalisation.

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References
Dole, V.S., (2011). Managing Brand for the long run: Brand Reinforcement and
Revitalization. Chronicle, pp.3-8.
Frösén, J. and Laukkanen, M., (2016). Reviving heritage brands–the case of Petrodvorets
Watch Factory. Emerald Emerging Markets Case Studies, 6(1), pp.1-18.
Hammett, E., (2020). Marketing Week. Polaroid unveils new identity to bring more clarity to
brand. [Online]. Available at: https://www.marketingweek.com/polaroid-rebrand-
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Hasan, A.A.T. and Hasan, M., (2019). Secondary Brand Association Influences on Brand
Preference and Purchase Intention. Global Media Journal, 17(32), pp.1-6.
Keller, K.L., Parameswaran, M.G. and Jacob, I., (2011). Strategic brand management:
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