International Journal of Mechanical Engineering and Technology (IJMET)

Volume 9, Issue 6, June 2018, pp. 929–939, Article ID: IJMET_09_06_105

Available online at http://iaeme.com/Home/issue/IJMET?Volume=9&Issue=6
ISSN Print: 0976-6340 and ISSN Online: 0976-6359

© IAEME Publication Scopus Indexed

VIEWING BRAND MANAGEMENT IN A NEW

APPROACH - A REVIEW
RUTUJA ANIL SARAF
B. Tech Student, VIT (Deemed to be University), Vellore, Tamilnadu, India

Dr. S. SUJATHA
Associate Professor, VIT (Deemed to be University), Vellore, Tamilnadu, India

ABSTRACT
Brand management is a function of marketing that uses techniques to increase the
perceived value of a product line or brand over time. Effective brand management
enables the price of products to go up and builds loyal customers through positive
brand associations and images or a strong awareness of the brand and hence effective
brand management is of extreme importance. The paper focuses on the aim and
principles of brand management and highlights the surveys conducted in the published
papers on brand management in the past and discusses the ways to improve the
performance of managing the brands to create an impact on the individuals'
perspective towards a brand and also various aspects and results of the surveys
conducted on brand management.
Keywords: Brand management, Aim, Principles, Performance, Individuals
perspective.
Cite this Article: Rutuja Anil Saraf and Dr. S. Sujatha, Viewing Brand Management
in a New Approach - A Review, International Journal of Mechanical Engineering and
Technology, 9(6), 2018, pp. 929–939
http://iaeme.com/Home/issue/IJMET?Volume=9&Issue=6

1. INTRODUCTION
Brand management includes managing the tangible and intangible characteristics of brand. In
case of product brands, the tangibles include the product itself, price, packaging, etc. While in
case of service brands, the tangibles include the customers’ experience. The intangibles
include emotional connections with the product / service.

2. AIM OF BRAND MANAGEMENT

The aim of branding is to convey brand message vividly, create customer loyalty, persuade
the buyer for the product, and establish an emotional connectivity with the customers.
Branding forms customer perceptions about the product. It should raise customer expectations

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 Viewing Brand Management in a New Approach - A Review

about the product. The primary aim of branding is to create differentiation.[Cannatelli et.al.,
2017]
Strong brands reduce customers’ perceived monetary, social and safety risks in buying
goods/services. The customers can better imagine the intangible goods with the help of brand
name. Strong brand organizations have a high market share. The brand should be given good
support so that it can sustain itself in long run. It is essential to manage all brands and build
brand equity over a period of time. Here comes importance and usefulness of brand
management.
Brand management helps in building a corporate image. A brand manager has to oversee
overall brand performance. A successful brand can only be created if the brand management
system is competent. Notable brands that have established themselves as leaders in their
respective industries over the years include Coca-Cola, McDonald’s, Microsoft, IBM, Procter
& Gamble, CNN, Disney, Nike, Ford, Lego, and Starbucks. [Mitchell et.al., 2013]

3. IMPORTANCE OF BRAND MANAGEMENT

In today’s world, a brand is everything. A successful branding result in recognition, desire,
trust, customer loyalty and ultimately, adds to the bottom line. [Hung et.al., 2010]
1. Product differentiation from competitors
2. Building corporate image
3. Creating bundle of benefits for different product categories
4. Attract and retain the most loyal customers

4. BRAND MANAGER
A brand manager is tasked with managing the tangible and intangible properties of a brand.
The tangible aspects of a company’s brand include the product(s), price, packaging, logo,
associated colors and lettering format, etc. These features are implemented to get the attention
of consumers and to differentiate one company’s brand from another [Low et. al., 1994]

4.1. Skills of Brand Manager [Low et. al., 1994]

1. Strategic Creativity
2. Effective Process Design
3. Quantitative Reasoning
4. Interdepartmental Bridge Building
5. Digital Asset Management
6. Market Immersion
7. Dynamic, Operating in Real Time

4.2. Principles of Brand Management [Acosta et. al.,2010]

• Differentiation: A successful brand stands up for something unique in the mind of the
consumer
• Focus: The more focused a brand is the more it breaks through the clutter. A brand
that wants to be too many things ends up being nothing, and give specialized
competitors the opportunity to claim a slice of the market. Loss of focus leads to brand
failure.

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 Rutuja Anil Saraf and Dr. S. Sujatha

• Simplicity Simplicity means focusing on the essentials and leaving the rest out. In
terms of product, simplicity might mean “easy to use”. In Marketing Communications
it means using plain language and getting to the point quickly. Less is more.
• Visual Appeal: Between two products with the same features consumers will choose
the one that looks more attractive to the eye. That’s because visual appeal is usually
associated with a better user experience and functionality. [Park et.al., 2002]
• Consistency: Consistency means having a simple and clear core message and using a
smart communication strategy to reinforce it over and over again.
• Define your brand: It all begins with authenticity, the key purpose, mission, vision,
position, character and value.
• Stay flexible and relevant: A brand that’s well managed should always remain open to
adjustments. It has to adapt to the changing market conditions. It will always try to
reinvent itself by being flexible.
• Measure the effectiveness: Focus on the return on investment (ROI), which is a key
indicator to measure the effectiveness of your brand management strategies.

5. LITERATURE REVIEW
Fournier, S. M. (1996), emphasizes on the building of brand by the companies, firms and
various other organizations. A model depicting the relationship between the brands and
consumers is portrayed by the authors. This framework treats the consumers and brands as a
team or partners in a two-way relationship and emphasizing on the interpersonal relationships.
A complete study on the relationship between the brands and customers of that brands is
depicted in the paper and this study further demonstrates the meaning of relationship in
managerial terms. The paper concentrates on the concept of dissertation and classifies it into
three types. It also emphasizes the concept of brand relationship quality (BRQ) that is a tool
for maintaining the relationship between the brands and its consumers. BRQ was numerous
concepts regarding the brand quality and attractiveness. It also depicts the attachment of a
consumer with the brand and the love or passion of the consumer towards a particular brand.
Low, G. S., & Fullerton, R. A. (1994), the brand management history is studied according
to the changes in the strategies of brand management from 1870 to the current year. Various
theses are developed regarding the brand management iterative evolution. It is demonstrated
that the concept of brand management was initiated after the leadership concept. The authors
depict the iterative evolution of various brands, the management of changes in the brand over
a period of time by different firms and companies, and to study the management of brands
today. The complete iterative model of brand management is depicted by the authors by
reviving the history of brand management and then comparing it with the brand management
today. The fast growing pace of brand management is figured in the paper.
Rust, R. T., Zeithaml, V. A., & Lemon, K. N. (2004), a customer centric company
concentrates fully on its customers and the interests of the customers. The paper analyzes the
perception of customers towards various brands. The author gives examples of certain
companies like the American car brand, Oldsmobile and explains about various concepts
relating to brand management. Hence the paper demonstrates that instead of focusing on the
brand development, the companies should work according to the needs and demands of the
customers. The author provides with ways to be more customer centric like concentrating
completely on the managers of customer segments and rewarding their work for brand-
customer equity. Hence the paper emphasizes that customer satisfaction is the ultimate step to
success of the brand and more efforts should be taken to develop long term healthy
relationships with the customers.

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 Viewing Brand Management in a New Approach - A Review

Park, C. W., Jaworski, B. J., & Maclnnis, D. J. (1986), demonstrations of a brand image to
a target market of customers is the basic activity of marketing. The author has proposed a
framework for brand management termed as 'brand concept management (BCM).' The steps
are: to select, to introduce, to elaborate and to fortify the concept of a brand. The method for
maintaining this concept-image linkage depends on whether the brand concept is functional,
symbolic, or experiential. Maintaining this linkage should significantly enhance the brand's
market performance. This framework has various activities and is a step wise process. Hence
this framework gives a proper method to manage the image of brands
Kapferer, J. N. (2017), Luxury brands are the brands that are highly desirable and are
associated with wealthy individuals. These are not the basic needs or wants but the luxurious
demands of the creamy layer of the society. The author states that there is a particular
vagueness over the brands of luxury and its concepts. The paper concentrates on the
differences between a luxury brand and an ordinary brand. The differences are vanished
according to the present definitions of brands of luxury as well as luxury definition. But, the
paper depicts that there are relatively significant differences in management of the luxury
brands and management of the ordinary brands or quality brands. The author states that the
management of luxury brands requires mass marketing that is done by the conglomerates of
industries due to which the independence of management of luxury brands is compromised.
The author signifies the importance of distinguishing the ordinary brand management from
luxury brand management.
Acosta, P. M., & Devasagayam, R. (2010), Brand cult is the inclination of an individual
towards a brand due to influence of group of people on the individual, who have a strong
bonding with the brand thereby development of a strong bond between the individual and the
brand. The iterative evolution of the brand communities is depicted in this paper enhancing
the transition of the community of brand to brand cult. Different scales are developed to test
the hypothesis and a final scale of brand cult is formed via these different scales. An analysis
is conducted on a group of students from 22 states. The influence of each of the different
scales on the brand cult scale as well as other scales is measured. These analysis results to a
wider idea of the brand cult scale and how the individuals are attracted towards a particular
brand due to a group of people. The author concludes that the relationships with the
consumers can be improved by an understanding and proper study of the brand cult.
Harter, G., Koster, A., Peterson, M., & Stomberg, M. (2005), answers the question that
why are some companies so successful at leveraging brands, while others achieve far more
modest returns on their branding budgets in the paper. This research shows that a group we
call brand-guided companies significantly outperforms their rivals. The author classifies the
companies into three types: Brand-guided companies, Emerging brand companies, Brand-
agnostic companies. Brand-guided companies actively use the brand to drive business
decisions and manage the company. These companies occur across all industries. We
expected to find a higher concentration in the fast moving consumer goods (FMCG) industry,
but we found them in every sector we researched. And the disparity between brand-guided
and non-brand-guided companies varies widely within the same industry – regardless of the
industry.
Gensler, S., Völckner, F., Liu-Thompkins, Y., & Wiertz, C. (2013), introduces a
framework of social media’s impact on brand management. Emergence of social media has
made consumers pivotal authors of brand stories. Consumer-generated brand stories shared
through social media affect brand performance. Research questions are identified based on a
systematic literature review. The dynamic, ubiquitous, and often real-time interaction enabled
by social media significantly changes the landscape for brand management. A deep
understanding of this change is critical since it may affect a brand's performance substantially.

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Literature about social media's impact on brands is evolving, but lacks a systematic
identification of key challenges related to managing brands in this new environment. This
paper reviews existing research and introduces a framework of social media's impact on brand
management. It argues that consumers are becoming pivotal authors of brand stories due to
new dynamic networks of consumers and brands formed through social media and the easy
sharing of brand experiences in such networks. Firms need to pay attention to such consumer-
generated brand stories to ensure a brand's success in the marketplace. The authors identify
key research questions related to the phenomenon and the challenges in coordinating
consumer- and firm-generated brand stories.
Wirtz, J., Den Ambtman, A., Bloemer, J., Horváth, C., Ramaseshan, B., Van De Klundert,
J. & Kandampully, J. (2013), given the dramatic technology‐led changes that continue to take
place in the marketplace, researchers and practitioners alike are keen to understand the
emergence and implications of online brand communities (OBCs). The purpose of this paper
is to explore OBCs from both consumer and company perspectives. The study provides a
synthesis of the extant OBC literature to further our understanding of OBCs, and also puts
forth future priorities for OBC research. A conceptual framework is provided that extends our
understanding of OBCs and consumer engagement. Four key OBC dimensions (brand
orientation, internet‐use, funding and governance) are identified and three antecedents (brand‐
related, social and functional) are proposed of consumer‐OBC engagement.
Tybout, A. M., & Carpenter, G. S. (2001), brands are one of the most universal aspects of
markets. Every organization, whether it competes in consumer markets, has a brand—an
identity, a name, a reputation. Brands are complex, risky, and require an enduring
commitment. The building of a brand is guided by a vision of the desired positioning, and is
implemented by the organization culture. Brands are a ubiquitous part of modern markets.
They exist because they provide value to consumers. Brands assure a level of quality, simplify
choice, and help consumers achieve a wide range of goals from meeting basic, functional
needs to self-actualization. This chapter explains how the process of creating and maintaining
brand equity can simultaneously enrich consumers' lives and the company's bottom line.
Park, C. W., Jaworski, B. J., & Maclnnis, D. J. (1986), conveying a brand image to a
target market is a fundamental marketing activity. The authors present a normative
framework, termed brand concept management (BCM), for selecting, implementing, and
controlling a brand image over time. The framework consists of a sequential process of
selecting, introducing, elaborating, and fortifying a brand concept. The concept guides
positioning strategies, and hence the brand image, at each of these stages. The method for
maintaining this concept-image linkage depends on whether the brand concept is functional,
symbolic, or experiential. Maintaining this linkage should significantly enhance the brand's
market performance.
Leone, R. P., Rao, V. R., Keller, K. L., Luo, A. M., McAlister, L., & Srivastava, R.
(2006), customer equity and brand equity are two of the most important topics to academic
researchers and practitioners. As part of the 2005 Thought Leaders Conference held at the
University of Connecticut, the authors were asked to review what was known and not known
about the relationship between brand equity and customer equity. During their discussions, it
became clear that whereas two distinct research streams have emerged and there are distinct
differences, the concepts are also highly related. It also became clear that whereas the focus of
both brand equity and customer equity research has been on the end consumer, there is a need
for research to understand the intermediary’s perspective. (e.g., the value of the brand to the
retailer and the value of a customer to a retailer) and the consumer’s perspective (e.g., the
value of the brand versus the value of the retailer). This article represents general conclusions
from the authors’ discussion and suggests a modeling approach that could be used to

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 Viewing Brand Management in a New Approach - A Review

investigate linkages between brand equity and customer equity as well as a modeling
approach to determine the value of the manufacturer to a retailer.
Park, J. W., Kim, K. H., & Kim, J. (2002), the present research investigated and
demonstrated the strategic importance of building and maintaining a strong consumer-brand
relationship within the context of introducing extensions of a brand. Five hundred and fifty
housewives participated in a field experiment and evaluated potential extensions of a well-
known national brand in the grocery food category. The extensions were systematically varied
across subjects in terms of whether the extension categories were similar or dissimilar to the
original brand category (category similarity) as well as whether the specific benefit claimed
about the extensions were typical or a typical of the original brand schema (benefit typicality).
Results indicated that overall, the perceived brand relationship quality had a significant and
positive impact on the extent to which consumers accepted the proposed extensions. In
addition, the brand relationship quality significantly interacted with benefit typicality and
category similarity. Specifically, when the extension category was similar to the original
brand category, for subjects in a weak relationship with the brand, an extension appeared to be
evaluated more positively when the claimed benefit was typical of the original brand
association than when it was not. By contrast, this pattern was reversed for subjects in a
strong brand relationship. When the extension category was dissimilar to the original brand
category, however, the extension with a typical benefit being claimed was always evaluated
more favorably than the one with an atypical benefit, regardless of whether consumers had a
strong or weak relationship with the brand.These results are generally consistent with
implications of the literature on psychological processes underlying category-based judgments
and in-group biases.
De Chernatony, L. (1999), classical models of brand management pay insufficient
attention to staff as brand builders, placing more emphasis on external issues such as image.
This paper explores the significant contribution from employees and considers the need to
align their values and behavior with the brand's desired values. It clarifies the importance of
culture in brand building and discusses how an adaptive, strategically appropriate culture,
consistently apparent throughout an organization is likely to be associated with healthy brand
performance. A model is proposed, suggesting that stronger brands result from a
homogeneous brand identity, with congruent identity components. It argues that reputation is
a more appropriate external assessment of a brand than image. By auditing the gaps between
brand identity and brand reputation, managers can identify strategies to minimize in-
congruency and develop more powerful brands. It is concluded that brand reality is an
important aspect of branding.
King, C., & Grace, D. (2008), the creation of a strong brand and the deliverance of
perceived service quality are premised by employees' ability to deliver on customer
expectations. No consideration has been given, however, to understanding the ‘added value’
encapsulated in an organization's brand as a result of the operant resources (skills and
knowledge) supplied by the organization's human capital. This paper, therefore, explores the
differential effect that internally oriented initiatives have on an organization's human capital
and its subsequent impact on the organization's brand, from the employee's perspective. In-
depth interviews were conducted with employees across a range of service industries and the
results provide an insight into the creation of employee brand commitment. This exploratory
study provides a solid platform for future research in this area.
Burmann, C., Zeplin, S., & Riley, N. (2009), presents explorative, empirical data as a first
step towards testing the holistic model of internal brand management previously developed by
the authors. Based on the premise of identity-oriented branding, the authors statistically
examine the factors behind the three key concepts of their internal brand management model:

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 Rutuja Anil Saraf and Dr. S. Sujatha

brand commitment, brand citizenship behavior and the brand–customer relationship. The
empirical analysis builds on three data sets examining six industry sectors. The three samples
were generated by means of surveys of customers, employees and marketing professionals
responsible for internal brand management. The results of the statistical analysis reveal the
extent to which the tested determinants and causal links between brand commitment, brand
citizenship behavior and brand strength (defined as the degree of behavioral relevance of the
brand) hold: The tested causal link between brand commitment and brand citizenship
behavior was empirically validated, whereas the purported relationship between brand
citizenship behavior and brand strength could be shown in tendency. Its causal link could not
conclusively be proven as the size of the sample proved to be too small. The hypothesized
constituents of brand commitment and brand citizenship behavior, however, required
substantial modification on the basis of the empirical evidence and hence require further
empirical testing with a new data set.
Cannatelli, B., Pedrini, M., & Grumo, M. (2017), contributes to the limited literature on
marketing strategies of micro firms operating in new niches within mature industries. The
study explores the effect of brand management processes and product quality on performance
of micro firms in the Italian brewing industry. Preliminary qualitative interviews with eight
entrepreneurs were realized. Then 92 questionnaires were collected from the entire population
of 335 microbreweries operating in Italy for quantitative analysis. Findings suggest intrinsic
product quality being the most relevant determinants of firms’ performance, while the
adoption of brand management processes exerts a significant, negative impact. The article
takes into account the relationship between brand management, quality, and performance by
focusing on a single industry. Future research may enhance the significance of our findings by
including multiple sectors. Entrepreneurs and micro business leaders should carefully assess
both external (industry life-cycle stage) and internal (resource availability) factors before
engaging in any brand management activity. In mature firms, it may be more beneficial and
effective focusing on enhancing product quality. The article addresses an important gap
regarding the adoption of brand management practices in micro firms, adding to the emerging
strategic marketing literature in the small business field.
Mitchell, R., Hutchinson, K., & Quinn, B. (2013), recently, an emerging body of literature
has advocated the importance of branding to small and medium-sized (SME) retailers.
Nonetheless, this discourse has ignored the complexities and idiosyncrasies of retail branding.
The aim of this paper is to provide a new theoretical understanding of brand management by
SME retailers. In order to achieve this aim, the paper integrates the brand management, SME
branding, and retail branding literature, and offers a conceptual framework for SME retail
branding. A number of propositions are included that aid understanding of brand management
in SME retail organizations. It is anticipated that these propositions will help shape future
empirical research in this area. Further in-depth research into the application of branding
within the SME retail context would address a significant gap in academic knowledge. In
doing so, it would also provide important insights for management practice.
Berthon, P., Ewing, M. T., & Napoli, J. (2008), although an impressive body of literature
has emerged focusing on the critical activities involved in brand management for larger
organizations with well-established brands and substantial marketing budgets, no research has
been undertaken to examine branding within small to medium-sized enterprises (SMEs). The
present study therefore seeks to assess the nature and scope of brand management within an
SME context. Findings show significant differences between small and large organizations
along 9 of the 10 brand management dimensions reported in Keller's brand report card.
Moreover, different brand management practices are associated with business performance in

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 Viewing Brand Management in a New Approach - A Review

SMEs. Implications of the study are highlighted, limitations noted, and directions for future
research outlined.
Erdil, T. S. (2013), evaluates the effect of firm sustainability on brand perception, which is
key to brand image in brand management and marketing. The paper also reviews the literature
in understanding well-established activities of sustainability effecting brand perception of
individuals. Branding literature explains the influence of a brand on sustainability-driven
opportunities available to a firm for brand image. The objective of this study is to explore
how sustainability-based brand image making of managers effective in driving opportunities
available to a firm for marketing performance. A conceptual framework grounded in this
study is based on the sustainability-based brand image that effects marketing performance of a
brand sold through retailers and customers which in turn can create numerous opportunities
for marketing. A descriptive qualitative survey exploring sustainability activities of three big
brands in home appliances industry in Turkey has been included in the study. The results
indicated that the model developed by using existing approaches in the literature, provides
supportive findings for further large scale empirical investigations in terms of variables and
hypotheses that can be used for both academic and managerial purposes. In future studies,
relationship between sustainability and brand image and marketing performance can be
evaluated within wider perspectives.
Hung, Y. L., & Fu, C. S. (2010), the purpose of this study was to probe brand
management at vocational high schools in Taiwan using a goodness-of-fit model to
understand the applicability structural and practiced currently model among the different
types of them. 1620 teachers and students were randomly selected from public and private
vocational high schools in Taiwan. The scales had good reliability and validity, and a good
model fit; the dimensions of brand planning and brand marketing at vocational high schools
had a positive impact on brand equity; this structural model was applicable to different school
types; all dimensions of interviewee's operational perceptions reached an ideal level.
Javid, H., Monfared, F. S. A., & Aghamoosa, R. (2016), studies the relationship between
brand citizenship behavior, job satisfaction and commitment. In terms of purpose, the research
is applied and terms of the relationship between variables, it is correlational. Research
methodology is also survey. The statistical populations are the employees of Saipa Teif
Company and 136 people were selected through limited sampling. The sampling method is
also simple random sampling. Data gathering tool is standard questionnaire and in order to
evaluate its validity, viewpoints of marketing management professors and directors of the
company and also the load factor are used. Also, in order to check the reliability of the
questionnaire, Cronbach's alpha coefficient is used. For data analysis, correlation test is used
in order to examine the research hypotheses. SPSS statistical software is used to create
database and to test hypotheses. The correlation test demonstrates that there is a positive
significant relationship between internal brand management and brand citizenship behavior.
Internal brand management and job satisfaction have a positive and significant relationship at
99% confidence level. Internal brand management and brand commitment also have a positive
and significant relationship.
Erkollar, A., & Oberer, B. (2016), focuses on digital marketing brand managers have to
focus on current and future customer demands and need to find new ways of penetrating into
the lives of consumers, offering the ‘right’ advertisement at the ‘right’ time. In order to
promote the e-commerce or the brand image of the company, the marketing strategy has
moved to digital marketing. Branding can be defined as an outgoing process, where the
outputs are a brand and a brand identity for differentiating products, services, divisions,
companies, industries, or target groups. Branding is an output-generating process, with a
brand and brand identity for differentiating products, services, and corporations, as outputs.

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 Rutuja Anil Saraf and Dr. S. Sujatha

Brands are critical marketing and communication assets, and it is important to invest time in
researching, developing, and implementing a brand. In this study a four level brand
management dashboard was developed focusing on the dimensions stakeholder, market,
media sources and internal dimension. The dashboard was then implemented in a company
operating the telecommunications market, having one master brand and several sub brands.
Objectives of the project were to deliver better brand briefs, establish a clear internal
communication hierarchy, get a greater visibility of projects in the pipeline. Indicators to
evaluate brand effectiveness and the whole strategic brand management process after the
brand performance dashboard has been implemented are the accuracy of branded materials,
on time delivery, preservation of brand values and equity. The evaluation of the strategic
brand management process with the dashboard applied and the new set of indicators
implemented gives after one year in use the following results: values for already implemented
indicators, such as brand development index, close rate and brand equity improved in the 1
year study period. Newly implemented indicators, such as brand penetration index, master
brand influence rate, stakeholder value, sub brand sales rate, brand cross index, customer
index, employee index and market penetration index, have all values within the pre-defined
ranges. The developed brand performance dashboard offers an opportunity to analyze brands,
brand dimensions and the brand environment in a structured way.
Hanna, S., & Rowley, J. (2011), using earlier research into models of place branding-
management processes, this paper develops a multi-level conceptual model of strategic place
brand management designed to support managers in embracing a holistic approach to place
brand management. The model identifies the following components for attention and activity:
place brand evaluation; brand infrastructure relationships, including infrastructure
(regeneration) and stakeholder engagement (management); place brand articulation; and brand
communications. The model identifies the influences and action processes between these
components, including brand identity and architecture, influencing brand experience. Existing
place branding models take different perspectives on the branding process – respectively,
relationship management, communications, and strategic planning; none of these models are
comprehensive and neither are they widely adopted or tested. This paper proposes an
integrative model that builds on and subsumes these earlier models and is also grounded in
the wider research on branding and place branding concept and processes.
Logman, M. (2004), proposes a model that combines the proactive and reactive nature of
brand management. It is called the logical brand management model, abbreviated to the
LOGMAN model. More specifically it combines insights from: Kaplan and Norton's balanced
scorecard method; BCG's brand value creation method; the path analysis method; the gap
analysis method; and the house of quality (QFD) method. It allows one to perform a logical
brand consistency audit at several levels. It evaluates whether customer perceptions of the
company's brand drivers and the external brand drivers are in line with the company's brand
objectives. Furthermore, it analyzes the logical consistency of the company's brand policy
across multiple customer segments and over time.

6. FINDINGS
A complete study on the relationship between the brands and customers of that brand, factors
affecting brand management, models of brand management, stakeholders of brand
management, brand commitment, management and equity relationship is done in the surveys.
This suggests the importance of brand management and emphasizes on the fact that the
companies should concentrate more on managing its brand.

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 Viewing Brand Management in a New Approach - A Review

Studies are also done according to the size of companies and their image in the market.
Large scale industries or organizations require a systematic brand management model and
small scale industries should also manage their brand.

7. SUMMARY
Brand Management is a very wide topic that enhances the management of brands via different
techniques in order to change the perspective of people. The human brain can retain the
information more effectively that causes an impact or is highly influential. The information
gets stored in the upper layer of brain. This information lasts long by external efforts. The
companies should provide this effort in order to retain the brand in the upper layer of the
brain. If this is done effectively, then the brand image persists in an individuals' brain.
This review paper highlights the concept of brand management in detail with a few
examples. Further the importance, aim and principles of brand management are discussed. A
brand manager plays an important role and hence requires a specific set of skills to manage
brands which is depicted in the paper. Various surveys are studied in detail in the literature
survey focusing the findings, advantages and disadvantages of the particular research.

8. CONCLUSION
Brand management is of utmost importance for the growth of a company or an organization.
After studying various surveys, we can conclude that brand management plays a vital role in
the growth of companies. The various models of brand management in the research papers
studied indicate the ways to manage the brands effectively.
The studies conclude that there are various factors that influence brand management. The
most important factor that affects managing of brands in India is culture. It is found that 70%
of the Indians follow brands according to their culture. Hence we can conclude that the Brand
management is a very important aspect in today's world.

REFERENCES
[1] Acosta, P. M., & Devasagayam, R. (2010). Brand cult: Extending the notion of brand
communities. Marketing Management Journal, 20(1), 165-176.
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