Introduction To PBM

AMITY BUSINESS SCHOOL
Course Code: MKTG 711
Course Name: Product & Brand Management
Program: MBA & B .Tech + MBA

Class of 2023
Course Instructor: Dr. Ruchika Nayyar
Email: rnayyar@amity.edu
Mob: 9711722052
1
Introduction
Subject Name: Product & Brand Management
Subject Code: MKTG711
Total no. of Credits : 3

L / SW : 2 : 2
Self Work (PSDA): 3
Total no. of Lectures: 32
Evaluation Components
• Mid – term : 10 Marks

• PSDA – 1 & 2 : 20 Marks
• PSDA - 3 : 5 Marks
• Attendance: 5 Marks
• End-Term: 60 Marks
Description of PSDA 1
Conduct a brand personality test for a brand of your
choice.
• A project report on a product failure.

• Inception
• Develop a new hypothetical product / concept and

defend its origin, acceptance and viability (concept
note / viva).
Course Learning Outcomes

 After successful completion, the course enables students to
identify, summarise and associate variables that drive the
success of brands and product lines and the
interrelationships among these variables.
 The course helps graduates in being better equipped to
analyse and apply practical tools to interpret, adapt and
appraise product and brand strategies in an array of customer
contexts and competitive contexts.
SYLLABUS
Module I: Introduction to Product

Management
• The Process of PBM
• Product Strategy as an element of competitive strategy
• Defining Competitive set
• Category Attractiveness Analysis
• Competitor Analysis, Customer Analysis
Module II: New Product Development & PLC
• Process of Strategic Product Creation & Innovation

• New Product Ideation, Product Testing
• New Product Forecasting and Adoption
• Product Strategy over Life Cycle
• Linking Strategy to Product Portfolio
Module III:Introduction to Brand and

Brand Management
•Brand as a Generic Programme
•The Product and the Brand
•Strategic Brand Management Process
• Concept of Brand Equity, Brand Identity &
Positioning
Module IV:Designing & Implementing

Brand Marketing Programs & Strategies
•Using Brand Elements & Brand Associations to build Equity
•Brand Extension
•Brand Architecture and Multi Brand Portfolios
•Designing Branding Strategy
•Brand Turnaround and Rejuvenation
• Managing Global Brands
Module V: Brand Equity Measurement and

Management
•Brand Value Chain
•Brand tracking Studies
• Understanding and Measuring brand equity using
Aaker, Keller, Kapferer, Young and Rubicum, Inter
brand methodologies (methods of brand valuation)
Module VI: Latest Development, Trends

and Practices
•The Digital Brand
• The Rise of Chatbots and Branding Strategy
• Text & Reference Books

1. Lehmann, R.Donald & Winer, Russel S(2004), Product
Management, Pearson Education
2. Verma V Harsh (2017), Product Management, Excel
Books
3. Crawford, C. Merle and Di Benedetto, C.Anthony (2010),
New Products Management
15
Four Quadrant Approach

Quadrant-I - (e-Tutorial) Quadrant-II - (e-Content)
Shall contain Video and Audio Content in an Shall contain self instructional material, e-
organized form, Animation, Simulations, video Books, illustrations, case studies,
demonstrations, Virtual Labs, etc, along with presentations, Web Resources such as
the transcription of the video. further references, Related Links, Open
source Content on Internet, Video, Case
Studies, books including e-books, research
papers & journals, Anecdotal information,
Historical development of the subject,
Articles, etc.
Quadrant- III - (Discussion Forum) Quadrant-IV - (Assessment )

Discussion forum for raising of doubts and Shall contain problems and solutions, which could
clarifying them on a near real time basis in be in the form of Multiple Choice Questions, Fill in
the blanks, Matching Questions, Short Answer
the class room.
Questions, Long Answer Questions, Quizzes,
Assignments and solutions, Discussion forum topics
and setting up the FAQs, Clarifications on general
misconceptions.
16
Important Guidelines
• You are expected to be in the class on time.
• You must be in your formal outfit and well turned out.
• You must remain attentive throughout the class and silence in response to a
question will be treated as absence.
• You must be well prepared for the class after diligently going through all the
content provided to you in advance.
• You should not take any telephone calls or read/send any text messages
while in the class.
• Last but not the least, you must keep yourself abreast with latest
developments in the corporate world for which reading of Newspaper,
Business and Marketing Magazines are mandatory.
17
Question?
MODULE – I
Introduction to Product
Management
19
PRODUCT
A product is a set of complex tangible and intangible
attributes, including packaging, colour, price,
marketer’s image, status, retailer’s prestige and
associated services which the buyer accepts as an
offering to satisfy his/her demand.
20
PRODUCT CAN BE ANYTHING
• Physical Goods • Propositions

• Services • Places
• Experiences • Nation
• Events • Properties
• Concepts • Organisations
• Ideas • Information
21
Product Levels
• Core Product
• Generic Product
• Expected Product
• Augmented Product
• Potential Product
22
23
PRODUCT MANAGEMENT
• It is an organisational life cycle function dealing with

planning, forecasting, production and marketing of
products at all stages of Product Life Cycle (PLC).
24
Product Mix
• Product Line
• Product Length
• Product Width
• Product Depth
• Product Consistency
25
Product Mix
• The complete range of products present within
a company is known as the product mix. In any
multi brand organizations, there are numerous
products present.
• None of the organizations wants to take the
risk of being present in the market with a single
product.
26
PRODUCT MIX
• Product Mix is a combination of total product lines
within a company.
A company like HUL has numerous product lines
like Shampoos, detergents, Soaps etc. The
combination of all these product lines is the product
mix.
27
Product Line
• The product line is a subset of the product mix. The
product line generally refers to a type of product within
an organization. As the organization can have a number
of different types of products, it will have similar
number of product lines.
• Thus, in Nestle, there are milk based products like

milkmaid, Food products like Maggi, chocolate products
like KitKat and other such product lines. Thus, Nestle’s
product mix will be a combination of the all the product
lines within the company.
28
Product Length
• If a company has 4 product lines, and 10
products within the product line, than the
length is 40. Thus, the total number of
products against the total number of
product lines forms the length of the
product mix.
• This equation is also known as product
length.
29
Product Width
• The width of the product mix is equal to the number of
product lines within a company. Thus, taking the above
example, if there are 4 product lines within the
company, than the product width is 4 only.
• Thus, product width is a depiction of the number of

product lines which a company has.
30
Product Depth
• It is fairly easy to understand what depth of the product
mix will mean. Where length and width were a function of
the number of product lines, the depth of the product mix
is the total number of products within a product line.
• Thus if a company has 4 product lines and 10 products in

each product line, than the product mix depth is 10. It can
have any variations within the product form.
31
Product Line Consistency
• The lesser the variations between the products, the more

is the product line consistency. For example, Amul has
various product lines which are all dairy related. So that
product mix consistency is high.
• Samsung as a company has many product lines which

are completely independent of each other. Like Air
conditioners, televisions, smart phones, home
appliances, so on and so forth. Thus the product mix
consistency is low in Samsung.
32
Discuss in Next Class
• Process of Product & Brand Management

• Product Strategy as an element of competitive strategy
33
Process of Product
&
Brand Management
34
Process of Product & Brand Management

• The Product Management Process is cyclical in nature –
this means that product development is a continual and
ongoing process which goes through a cycle. As old
products die new ones are born and so the cycle goes on.
This process of managing the entire lifecycle of a product
from its conception, through design and manufacture, to
service and disposal integrates people, data, processes
and business systems and provides a product information
backbone for companies and their extended enterprise
35
Product Management Cycle

• New Product Identification
• New Product Definition
• Product Development
• Product Launch and Growth
• Product Discontinuation
36
New Product Identification

• Customer Survey and Responses to existing Products
– Customer surveys & responses to existing products
– Pain Areas (Leads towards innovation)
– Meet Customer Expectations
37
• Participation in Exhibitions & Conferences
– To see what innovations are being displayed and discussed by

eminent scientists, business associates and competitors.
– To understand what the competitors could possibly develop in
terms of new products.
38
• Companies create THINK TANKS
– New Product Development by the cross functional teams with

their knowledge & experience
39
• Information is collated and circulated

– Strategic Planners
– Research & Development
– Within the organization to keep abreast with the latest trends
but also allows the germination of new ideas.
40
Product Definition Phase
• High level specifications

– Overview of all the functions desired in the product
– Understand the functions
– How it solves the customer’s problems
41
• Business Case
– Size of the market
– Segment for which the product is defined
– Investment needed
– Profit during its life cycle
– Competitive Products
42
• Sell the idea of the product

– Research & Development
– Financial Support
– Techno- Commercial Feasibility
– Production
– Sales Forecasting
– Profit Objectives
43
• Product Development Phase

– Define the look and feel of the product
– To meet the product objective
– Options in manufacturing process
– Need of New Technology
44
• First Prototype
– The product meets all the functional requirements set out in the
initial document.
– The specifications laid out at the beginning are met
• The engineering point of view
• Customer‘s Requirements
• Feedback
• Incorporate the changes mentioned by the customer
45
• Product Functionality
– At this stage the product is more or less finalized
– Modifications are done to suit the conveniences of
manufacturing
– Additional features needed by Sales.
46
• Test Marketing
Test marketing is usually done so that the actual user
experience is received. It is normally done in a small
representative market away from the main market of the
company. The reason for doing the test away from the main
market is that in case the test fails or has a negative impact
the main market (which is significantly larger) must not be
affected.
47
• The product is then ready for LAUNCH
48
Product Launch and Growth Phase

• Target Segment
• Product Positioning
• Develop Advertising Campaign
49
• Tools needed by the sales team and channel partners

– Sales catalogues
– Leaflets
– Brochure
– Standees
50
• Product Management group continues to provide

support to the product throughout the life of the product
– Improve Sales
– Profitability of Product
– Feedback from the customer
– incremental improvements
51
We know that capital is scarce and new

product development is expensive. Thus if
we can prolong the life of the product it
can help the company make profits while
staying ahead of its competition.
52
Product Discontinuation Phase
• Availability of a new product

• Awareness of the Competitor’s Products
• Customer Maturity
• Adequate Training
• Adequate stock
53
Product Strategy as an
element of competitive
strategy
54
Product Category
55
56
58
• A product strategy outlines a company's strategic vision

for its product offerings by stating where the products are
going, how they will get there and why they will succeed.
• The product strategy enables you to focus on a specific

target market and feature set, instead of trying to be
everything to everyone.
59
Product Hierarchy
• Product hierarchy is the classification of a product into its
essential components. It is inevitable that a product is related or
connected to another.
• The hierarchy of the products stretches from basic fundamental

needs to specific items that satiate the particular needs.
60
Product Differentiation
• Product differentiation is a marketing strategy whereby
businesses attempt to make their product unique to stand
out from competitors. Businesses do this to gain an edge
in industries where multiple competitors produce similar
products.
• It means that some feature, physical attribute, or

substantive difference exists between a product and all
other alternatives. 62
Product Differentiation Attributes

• Form
• Features
• Customization
• Performance quality Examples??
• Conformance quality (
https://maaw.info/QualityCostConformanceModel.htm)
• Durability
• Reliability
• After Sales Service
• Style
• Design
Product Decisions
• Product Design – Will the design be the selling point for the organisation as we have seen with
the Apple iphone, the new VW Beetle or Kent RO Water Purifier.
• Product Quality: Quality has to consistent with other elements of the marketing mix. A premium
based pricing strategy has to reflect the quality a product offers.
• Product Features: What features will you add that may increase the benefit offered to your
target market? Will the organisation use a discriminatory pricing policy for offering these
additional benefits?
• Branding: One of the most important decisions a marketing manager can make is about
branding. The value of brands in today’s environment is phenomenal. Brands have the power of
instant sales, they convey a message of confidence, quality and reliability to their target market.
Competitive Set
65
Direct or Indirect Competition? It all Counts

• At the centre, it asks you to look at direct competitors (i.e. the same product form) all
the way to things that are competing for budget or “share of wallet”.
• In the example here, you can see that the most direct competition for the PS4 is the
Xbox One. The two take the same product form and each is a popular and well
recognized gaming brand.
• More widely in the product category level we can see that other gaming devices
exist, including the iPad and Nintendo handhelds.
• At the generic level, there are all manner of entertainment devices. Smart TVs,
Google Chromecast, Amazon Fire Stick all compete if the job-to-be-done is to ‘be
entertained’. 66
Direct or Indirect Competition? It all Counts

• Around these outer two levels of the circle is where things get a
little less defined and become more subjective. You might not
consider a smart TV to be the competition for an Xbox, but
Microsoft might. Furthest from the centre of the circle is the
budget competition or share-of-wallet level.
• This is where you would categorize anything that would compete

against your product for your customer’s money. Again, you might
not consider a packaged holiday to be competing with a home
improvement budget, but your customer might.
67
How to Overcome
• If you find it easy to think of your direct competitors first,
start in the middle and work your way out.
• Use resources that describe the competitive threats to

your product/industry to figure out the other levels of
competition (industry analysis/news).
68
How to Overcome
• If you’re doing this for the entire company you might find that you
have a number of different products and services.
• If so, to get a corporate view you might split the target into
quarters and think through different major product or service
categories, or, maybe, customer segments served.
• You may find that you even have some competing products when
examining the world through different lenses.
69
How to Overcome
• For the levels of competition further out, you might want to return
to your customer research. What is the underlying need or what is
the customer hoping to achieve by using your product or service?
Thinking about the jobs-to-be-done may also shed some light on
what alternatives the customer can use.
• Collaborate and discuss. The Levels of Competition will only

benefit from discussions with others around you. Customers and
wider stakeholders can all help you to figure out just what
competition you have to worry about.
70
Category
Attractiveness Analysis
71
Category Attractiveness Analysis
• BCG Matrix
• Two Dimensional Strategic Grid
72
Portfolio Analysis AMITY BUSINESS SCHOOL
Ansoff’s
Product-Market Grid
Current Products New Products
Market Penetration Product Development

Current Market
Strategy Strategy
Market Diversification
New Market Development Strategy
Strategy
Case Study
Kellogg’s : Extending
the Product Life Cycle
75
Category Attractiveness Analysis

• Aggregate Category Factors
• Category Factors
• Environmental Factors
76
Aggregate Category Factors

– Category Size
– Category Growth
– Stage in Product Life Cycle
– Sales Cyclicity
– Seasonality
– Profits
77
78
Category Factors
• Threat of New Entrants

• Bargaining Power of Buyers
• Bargaining Power of Suppliers
• Current Category Rivalry
• Pressure from Substitutes
• Category Capacity
79
• Threats of New Entrants
– Economies of Scale
– Product Differentiation
– Capital Requirements
– Switching Cost
– Distribution
80
Environmental Factors
• Political
• Economic
• Social
• Technological
• Regulatory
81
Competitor Analysis
82
Secondary data Primary data
Key questions:
- Who are they?
- What are the competing product features?
- What do they want?
- What is their current strategy?
Differential competitor advantage analysis i.e. Who has the

competitive product advantage?
What are they going to do?

Secondary Sources of Competitor Information AMITY BUSINESS SCHOOL
Customer Internal
Communications Sources Local
Consultants Newspapers
Annual
Trade Press Reports
Patent
Internet Secondary data Filings
Promotional 10Ks
Literature
Business
Trade
Press
Associations
News Electronic Government
Releases Databases
Primary Sources of Competitor Information AMITY BUSINESS SCHOOL
Investment
Bankers
Consultants/
Specialized
Firms Sales Force
Primary
Data
Suppliers
Employees
Customers
Other Sources of Competitor Information AMITY BUSINESS SCHOOL
Help-Wanted
Advertisements
Hiring Key
Employees Trade Shows
Primary
Data
Monitoring Plant Tours

Test Markets
Reverse
Engineering
Assessing Competitors’ Strategies

• Marketing strategy
–Comparing value chains
–Marketing mix
• Pricing
• Promotion
• Distribution
• Product/Service capabilities
Value Chain
Firm Infrastructure
Margi
Support Human Resource Management
Activities Technology Development
n
Procurement
Inbound Marketin
Margin
Operations Outbound
Logistics g and Service
Logistics
Sales
Primary Activities
Criteria to Assess Technological Strategy
1. Technology selection or specialization

2. Level of competence
3. Sources of capability: internal versus external
4. R&D investment level
5. Competitive timing: initiate versus respond
6. R&D organization and policies
Competitor Information to Collect

• Ability to conceive and design
• Ability to produce
• Ability to market
• Ability to finance
• Ability to manage
Customer
First period response
Our unit sales Our profit
Their expected
price
Our
We lower our total
price outcome
Their price
reaction
Our unit sales Our profit
Customer
Second period response
Should we cut price?
A Competitive Conjecture Process

Customer Analysis
Who Buys and Uses the Products

• Initiator -who identifies the need for product
• Influencer -who has informational or preference input to
the decision
• Decider –who makes the final decision through budget
authorization
• Purchaser –who makes the actual purchase
• User
VALS FRAMEWORK
94
Categories for Describing Consumers
1. Demographic
2. Socioeconomic
3. Personality
4. Psychographics and values
Major Segmentation Variables for

Consumer Markets
Consumer Markets (cont.)

Consumer Markets (cont.)
Lifestyle Typologies
List of Values
1. Self-respect
2. Security
3. Warm relationship with others
4. Sense of Accomplishment
5. Self-fulfillment
6. Sense of belonging
7. Respect from others
8. Fun and enjoyment
9. Excitement
Major Segmentation Variables

for Business Markets
• Demographic
• Operating variables
• Purchasing approaches
• Situational factors
• Personal characteristics

for Business Markets: Demographic
• Industry:
– Which industries should we focus on?
• Company size:
– What size companies should we focus on?
• Location:
– What geographic areas should we focus
on?

for Business Markets: Operating
Variables
• Technology:
– What customer technologies should we
focus on?
• User/Nonuser status:
– Should we focus on heavy, medium, light
users or nonusers?
• Customer capabilities:
– Should we focus on customers needing
many or few services?
for Business Markets: Purchasing AMITY BUSINESS SCHOOL
Approaches
• Purchasing-function organizations:
– Should we focus on companies with highly centralized or
decentralized purchasing organizations?
• Power structure:
– Should we focus on companies that are engineering
dominated, financially dominated, etc.?
• Nature of existing relationships:
– Should we focus on companies with which we have strong
relationships or simply go after the most desirable
companies?
• General purchase policies:
– Should we focus on companies that prefer leasing? Service
contracts? Systems purchases? Sealed bidding?
• Purchasing criteria:
– Should we focus on companies that are seeking quality?
Service? Price?

for Business Markets: Situational
Factors
• Urgency:
– Should we focus on companies that need
quick and sudden delivery or service?
• Specific application:
– Should we focus on certain applications of
our product rather than all applications?
• Size of order:
– Should we focus on large or small orders?

for Business Markets: Personal Characteristics
• Buyer-Seller similarity:
– Should we focus on companies whose people and values
are similar to ours?
• Attitudes toward risk:
– Should we focus on risk-taking or risk avoiding customers?
• Loyalty:
– Should we focus on companies that show high loyalty to
their suppliers?
CUSTOMER VALUE
107
108
Desirable Criteria for Segments
• Sizeable
• Identifiable
• Reachable
• Respond differently
• Coherent
• Stable
Manifestations of Customer Value

• Price
– Price is the company’s assessment of the product’s value.
• Price sensitivity
– A product with constant sales when prices increase generally is of greater value than one for
which demand slumps.
• Satisfaction
– Survey-based satisfaction measures are standard practice of the business.
• Complaints and compliments
– The number of complaints or compliments the company receives indicates the product’s value.
• Word-of-mouth
– Although often difficult to track, spoken and written comments provide a useful subjective
assessment of a product’s value.
Manifestations of Customer Value cont.

• Margin/profit contribution
– Generally, higher margins indicates partially monopolistic positions due to greater
communicated value.
• Sales
– Total sales provide an aggregate measure of the value of a product as assessed by the
market.
• Competitive activity
– Competitive activity such as new-product introductions indicates that the total gap between
customer value and company costs is sufficiently large to allow for profits even when more
companies divide the market.
• Repeat purchase rate
– High loyalty indicates high brand value.
112
Assessing the Value of the Product

Category
1. Determine the uses of the product

2. Estimate the importance of the uses
3. List competing products for the uses
4. Determine the relative effectiveness of the product
category in each usage situation
Quiz – I
All are requested to join
quizizz.com
114
Process of Strategic
Product Creation and
Innovation
115
A Successful Strategy
• Helps achieve coordination among functional areas
of the organization.
• Defines how resources are to be allocated.
• Leads to a superior market position.
Elements of a Product Strategy

1. Statement of the objective(s) the product should attain
2. Selection of strategic alternative(s)
3. Selection of customer targets
4. Choice of competitor targets
5. Statement of the core strategy
6. Description of supporting marketing mix.
7. Description of supporting functional programs
Hierarchy of Objectives AMITY BUSINESS SCHOOL
Company Mission/Vision
Level 0
Corporate objectives
Level I
Corporate strategies
Divisional objectives
Level II
Divisional strategies
Product/brand objectives
Level III
Brand strategies
Program objectives
Level IV
Tactics
Strategic Alternatives AMITY BUSINESS SCHOOL
Long-term
profits
Growth in Efficiency,
sales or short-run
market share profits
Market Market Decrease Increase

development penetration inputs outputs
New Existing Reduce Increase

segments customers costs price
Improve
Convert Competitors Improve
asset
nonusers ’ customers sales mix
utilization
New product
development
Criteria for Evaluating Strategic

Alternative Options
• Size/growth of the segment

• Opportunities for obtaining competitive advantage
• Resources available to penetrate the segment
Positioning Decision Steps

1. Identify alternative positioning themes by consulting the advertising
account team, the product team, and past marketing plans.
2. Screen the alternatives according to whether each is (a) meaningful
to customers, (b) feasible given the firm and product resources and
customer perceptions, (c) competitively sensible, or (d) helpful for
meeting the product objective
3. Select the position that best satisfies these criteria and can be sold
to the marketing organization
4. Implement programs (e.g., advertising) consistent with the product
position selected
Five Areas for Differentiation
1. Quality
2. Status and Image
3. Branding
4. Convenience and Service
5. Distribution
Some Brand Attribute

and Image Dimensions
Attributes Image Dimensions
• Flavor/taste • Color Reliable—unreliable

• Caffeine Old—young
content • Style
Technical—nontechnical
• Price • Comfort Sensible—rash
• Packaging • Freshness Interesting—boring
• Size • Construction Creative—noncreative
• Calories material Sentimental—nonsentimental
• Brand name • Availability Impulsive—deliberate
• Sweetness • Serviceability Trustworthy—untrustworthy
• Weight • Compatibility Conforming—rebellious
• Warranty • Energy efficiency Daring—cautious
• Durability Forceful—submissive
• Instructions
• Convenience Bold—timid
• Automation
Sociable-unsociable
• Ease of Use
Ten Guidelines for Building Strong

Brands
1. Brand Identity
– Each brand should have an identity, a personality. It can be modified for different segments.
2. Value Proposition
– Each brand should have a unique value proposition.
3. Brand Position
– The brand’s position should provide clear guidance to those implementing a
communications program.
4. Execution
– The communications program needs to implement the identity and position, and it should be
durable as well.
5. Consistency Over Time
– Product managers should have a goal of maintaining a consistent identity, position, and
execution over time. Changes should be resisted.
Ten Guidelines for Building Strong Brands

(cont.)
6. Brand System
– The brands in the portfolio should be consistent and synergistic.
7. Brand Leverage
– Extend brands and develop co-branding opportunities only if the brand identity will be
both used and reinforced
8. Tracking
– The brand’s equity should be tracked over time, including awareness, perceived quality,
brand loyalty, and brand associations.
9. Brand Responsibility
– Someone should be in charge of the brand who will create the identity and positions and
coordinate the execution.
10. Invest
– Continue investing in brands even when the financial goals are not being met.
Basic Customer Strategies
1. Customer Acquisition
2. Customer Retention
3. Customer Expansion
4. Customer Deletion
Strategy Over the Life Cycle

Linked Strategy Issues

Professional Skill
Development Assessment
(PSDA) -1
129
Assignment
Map the Product Life Cycle of the following brands and explain the kind of
product market strategy that has helped these brands to stay for a long time in
the Indian Market.
• Fair & Lovely Cream • Philips
• Surf Excel • Dalda
• Dabur Chawanprash • Lifebuoy
• Singer • Maruti Suzuki Swift
• Brook Bond Red Label • Hamdard Roohfaza
• Lux Bath Soap • Colgate Toothpaste
• Prestige Pressure Cooker • Sony Television
• Raymond’s • Dell Laptop
• MDH Spices • Luxor Pilot Pen’s 130
GUIDELINES
• Individual Assignment
• Marks – 10 Marks
• Submission Date – September 17, 2020
• Format of Assignment - Case Study
• Word Limit – 3000 – 4000
• References – APA Format
131
Introduction to Brand
and
Brand Management
132
What is a Brand ?
• A brand is a name, term, sign, symbol or design, or a

combination of them, intended to identify the goods or
services of one seller or group of sellers and to
differentiate them from those of competitors. (AMA)
• Brand is a set of beliefs, feelings and images associated
to a name or symbol or both. These essentially signify
what a brand promises and delivers to its customers.
134
Brand Meaning
Six levels of meaning:
1. Attributes e.g. High resale value

2. Benefits e.g. Safety
3. Values e.g. Brand loyalty
4. Culture e.g. organized and efficient
5. Personality e.g. Compulsive, Ambitious
6. Type of users e.g. by occupation
135
Brands vs. Products

• Product: anything we can offer to a market for attention,
acquisition, use, or consumption that might satisfy a need
or want.
• May be a physical good, a service, a retail outlet, a person,

an organization, a place, or even an idea.
Product & Brand Attributes

Importance of Brands to Consumers

• Identification of the source of the product
• Assignment of responsibility to product maker
• Risk reducer
• Search cost reducer
• Promise, bond, or pact with product maker
• Symbolic device
• Signal of quality
Importance of brands to Firms

To firms, brands represent enormously valuable pieces of
legal property, capable of influencing consumer behavior,
being bought and sold, and providing the security of
sustained future revenues.
139
Importance of Brands to Firms

• Identification to simplify handling or tracing
• Legally protecting unique features
• Signal of quality level
• Endowing products with unique
associations
• Source of competitive advantage
• Source of financial returns
Can everything be branded?

• A brand resides in the minds of consumers.
• Consumers perceive differences among brands in a

product category.
• Anything can be branded:

– Coffee (Nestle), Bath Soap (Lux), Wheat Flour (Ashirwad), Salt
(Tata), Oatmeal (Quaker), Pickles (Mother’s Recipe), and even
water (Bisleri)
141
What is branded?
• Physical goods
• Services
• Retailers and distributors
• Online products and services
• People and organizations
• Sports, arts, and entertainment
• Geographic locations
• Ideas and causes
Branding Challenges and Opportunities

• Savvy customers
• Brand proliferation
• Media fragmentation
• Increased competition
• Increased costs
• Greater accountability
• Regulation
Product Logic (Marketing Mix)

to Brand
Brand Logic (Meaning and Value)

Brand
Relationship =
Brand Image = Brand Image +
Brand Brand Attitude
Associations +
Brand Brand
Association = Personality
Link up in
memory with
Brand Looks brands
= Brand attributes,
Symbol + benefits and
Brand Name looks
Brand
Symbol =
Brand
character+
Brand Logo
Product
The Role of Brands
Identify the maker
Simplify product handling
Organize accounting
Offer legal protection

Signify quality
Create barriers to entry
Serve as a competitive
advantage
Secure price premium

BRANDING
• Branding is endowing products and services with the

power of the brand.
147
Brand Value
• Brand culture (accepted truth about product) can greatly enhance

brand value
• Difference between what a consumer will pay for branded product
and a physically identical product without brand
• Reputational value perceived product quality

• Relationship value trusted as a long term partner
• Experiential value Shape experience of product
• Symbolic value which expresses values & identities
Alternative Brand Strategies

1. No brand identity
– Small firms with unknown brands e.g. small tailoring outfits
2. Private brands
– Retailers with established brand names e.g. WES, Utsav, Mother’s
Choice, STOP, Kashish, LIFE and Acropolis of Shoppers stop
3. Corporate brands
– Family name e.g. Disney, IBM, Heinz
Alternative Brand Strategies

(cont’d)
4. Product line extension
– Create cost advantage e.g. Surf, Surf
Excel, Surf Excelmatic
5. Specific product
– Individual brand e.g Pampers (P&G), Dove
(HUL)
6. Combination
– e.g. Tata Group
4. Personal Brands - This includes regular social media

posts, sharing images and videos, and conducting meet-
and-greets.
5. Service Brands - This kind of branding applies to

services, which often requires some creativity, as you
can't actually show services in a physical way.
151
The Branding Process

• From commodity to product
– e.g. air travel
• From product to brand
– e.g. Singapore Airlines
• From brand to experience
– e.g. Romance in the air
• From experience to the heart
– e.g. A Great Way to Fly
Advantages of Strong Brands

• Improved • Larger margins
perceptions of • More inelastic
product performance consumer response
• Greater loyalty • Greater trade
• Less vulnerability to cooperation
competitive • Increased marketing
marketing actions communications
• Less vulnerability to effectiveness
crises • Possible licensing
opportunities
PROFESSIONAL SKILL
DEVELOPMENT
ACTIVITY - II
154
PSDA - II
Conduct a brand personality test for a brand
of your choice. (Consistency in Brand
Personality – No Change, Repositioning
of brand)
Max. Marks – 10 Marks
Submission Date – October 28, 2021 155
Brand Personality Parameters
1. Price & Brand Personality

2. Benefits of Brand Personality to consumers
3. Positioning Brands for Distinct Personalities
4. Role of Advertising in Positioning Brands
156
Brand Knowledge AMITY BUSINESS SCHOOL
Thoughts Feelings
Knowledge
Images
Beliefs
Experiences
What is Brand Equity?

• Brand Equity is the added value endowed on products
and services, which may be reflected in the way
consumers, think, feel, and act with respect to the brand.
158
The Brand Equity Concept

• No common viewpoint on how it should be conceptualized
and measured
• It stresses the importance of brand role in marketing
strategies.
• Brand equity is defined in terms of the marketing effects
uniquely attributable to the brand.
– Brand equity relates to the fact that different outcomes result in the marketing
of a product or service because of its brand name, as compared to if the same
product or service did not have that name.
Brand Equity AMITY BUSINESS SCHOOL
Reduced marketing
costs
Trade leverage
Brand Attracting new
Brand
loyalty customers
loyalty • Create awareness
• Reassurance Provides value to
customer by
Time to respond to enhancing
competitive threats customer’s:
• Interpretation/
Anchor to which processing of
information
other associations
can be attached • Confidence in the
purchase decision
Brand Familiarity-liking
Brand • Use satisfaction
awareness
loyalty Signal of substance/
commitment
Brand to be
considered
Brand
Brand
equity
loyalty
Brand Equity cont. AMITY BUSINESS SCHOOL
Brand
Brand Reason-to-buy
equity
loyalty Differentiate/
position Provides value to
Perceived
Brand
quality
loyalty Price firm by
enhancing:
Channel member
interest • Efficiency and
effectiveness of
Extensions marketing programs
• Brand loyalty
Help process/ • Prices/margins

retrieve • Brand extensions
information • Trade leverage
Brand
Brand Reason-to-buy • Competitive
associations
loyalty advantage
Create positive
attitude/feelings
Extensions
Other
Brand
proprietary Competitive
loyaltyassets
brand advantage
Strategic Brand Management
• It involves the design and implementation of marketing programs and activities to

build, measure, and manage brand equity.
• The Strategic Brand Management Process is defined as involving four main steps:
1. Identifying and establishing brand positioning and values
2. Planning and implementing brand marketing programs
3. Measuring and interpreting brand performance
4. Growing and sustaining brand equity
Strategic Brand Management Process

Steps Key Concepts
Mental maps
Identify and establish Competitive frame of reference
brand positioning and values Points-of-parity and points-of-difference
Core brand values
Brand mantra
Plan and implement Mixing and matching of brand elements

brand marketing programs Integrating brand marketing activities
Leveraging of secondary associations
Brand value chain

Measure and interpret Brand audits
brand performance Brand tracking
Brand equity management system
Brand-product matrix
Grow and sustain Brand portfolios and hierarchies
brand equity Brand extension strategies
Brand reinforcement and revitalization
MODULE V
Brand Equity Measurement
and Management
164
Brand Value Chain
Brand value chain is a structured approach to assessing

the sources and outcomes of brand equity and the manner
by which marketing activities create brand value. It
provides insights to support the various decision makers in
the company and stresses that every member of the
company contribute to this branding effort.
165
Keller & Lehman Model AMITY BUSINESS SCHOOL
166
Brand Tracking
Brand Tracking is about monitoring the process of a brand
and its competitors on ongoing basis. It is more continuous
and its done at shorter intervals than brand audit.
The tracking study involves the collection of information
from retailers and consumer on an ongoing basis over time
through qualitative and quantitative methods of research.
167
Tracking Evaluation Measures
• Behavioral Measure
• Communication Measure
• Perception Measure
• Disposition Measure
168
Behavioral Measure
• Behavioral measure evaluate the awareness about the
brand. Brand manager tries to identify how frequently and
under which situations the brand is evoked among is
customers.
• TOMA Testing
• Print Advertising – Classifies readers as (NARR)
• Noted – Associated – Read some – Read most
169
Communication Measure
A good tracking method helps in measuring brand
communication and its impact on consumers. It helps in
analyzing what work’s and what doesn’t and gives
opportunity to the brand manager to take corrective action.
There are three key measures
– Advertising Awareness and Playback
– Advertising Takeout
– The role of promotional activity
170
Brand Valuation Model

• Aaker’s Brand Valuation- Discussed as a Brand Equity
Model
– Brand Loyalty
– Brand Awareness
– Perceived Quality
– Brand Associations
– Other Proprietary Brand Assets (Competitive Edge)
171
172
Keller’s Model of Brand Valuation
173
174
Brand Prism
Brand prism provides a comprehensive framework to help
articulate brand identity. All the six facets of the identity
must be combined to create a cohesive whole.
In the absence of their alignment and cohesion, brand is

unlikely to create a clear and well defined identity. All the six
facets of the identity must be combined to create a cohesive
whole. ( Physique, Relationship, Reflection, Personality,
Culture, Self – Image). 175
Kapferer Model
176
177
178
Young & Rubicam’s

• Model based on behavioural science. Extensive study
was conducted by Young & Rubicam over 30000
consumers and over 3000 brands in 19 countries during
1993-94. Brand equity growth is achieved by building four
brand elements:
– Differentiation
– Relevancy
– Esteem
– Familiarity
179
180
181
Brand Product Matrix

To characterize the product and branding strategy of a firm, one
useful tool is the brand-product matrix, a graphical representation of
all the brands and products sold by the firm. In the brand-product
matrix all products offered under different brands are represented by
columns. This helps marketers understand the current brand line and
explore further opportunity in expanding the product line. In the
brand-product matrix all current existing brand are represented in
form of rows referred to as brand portfolio. he brand portfolio
analysis is essential to design and develop new marketing strategies
to target a given product category. 182
Brand-Product Matrix
183
184
185
Brand Portfolio
A brand portfolio is a collection of distinct brands operating under one
larger corporate umbrella. While each of these brands maintains its own
operational structure, they benefit from shared resources and cross-
promotional opportunities with other brands in the portfolio.
The advantage of having the Brand Portfolio is that management can

keep a check on all the brands as a whole and frame the policies with a
broader perspective. Also, the resources can be allocated to the brand that
needs the most.
186
The brands in the Brand Portfolio play

the following different roles:
1. The Flanker Brand
2. Cash Cow Brand
3. Low – End Entry Level Brand
4. High-End Prestige Brand
187
1. Flanker Brand: A Flanker Brand also known as a Fighter Brand is a new

product launched in a market by the company in the same
category wherein an established brand is already positioned. This is
primarily done for the increased market share as well as to cater to the need
of all the segments of customers.e.g. Armani’s brand portfolio is one of the
best examples to explain the concept of a flanker brand. In it, the brands are
distinguished on the basis of price and customer segment.
188
2. Cash Cow Brand: A cash cow brand is that product in the brand portfolio
that has reached the maturity level in the product life cycle but is able to
bring in profits necessary for its survival. These brands are not removed from
the market because necessary cash is flowing in through its sale which is
better than incurring heavy cost on the launch of a new product.E.g. The best
example of cash cow brand is Gillette Company that is keeping the old brands
viz. Gillette Atra, Gillette sensor and Gillette Trac II in its brand portfolio
despite new razor technology such as Mach III turbo and Gillette Fusion.
189
3. Low-End Entry Level Brand: A low Entry Brand in a brand portfolio includes
the product which is offered at less price. The low priced product is added to the
portfolio to ensure the purchase at least once and bring the customer into the
brand family.Once the customer becomes a part of the family, he is then
persuaded for the purchase of the higher-priced product in near
future.E.g. Hero MotoCorp explains this concept very accurately wherein low
priced bikes viz. CD Dawn, CD Deluxe are added in the brand portfolio to gain
the customer base along with the high priced bikes such as Karizma, Ignitor,
Impulse, Achiever, etc.
190
4. High-End Prestige Brand: A High-End Prestige Brand in the brand

portfolio is the product offered at a high price with the intention of creating
a sense of prestige in the minds of customers. Other brands in the portfolio
also get the recognition because of the premium brand and its quality do
have a halo effect on each product line.E.g. Tata is the best example to
elucidate high-end prestige branding.
191
Brand Hierarchy
• A brand hierarchy is the systematic branching structure of
a brand's distinctive elements for it's sub-products. When
companies begin to diversify their products, with new
products and different positioning schemes, they graph
a brand hierarchy to help with the identification of their
products and services.
192
• Different Brand Strategies

–Endorsed Brands
–Branded House
–House of Brands
193
• Endorsed brands - There is a clear parent and child relationship between the
overall brand Microsoft and its products. This requires the products never to
be sold by any brand other than Microsoft and also requires any new services
or products offered to stay very strictly within this visual identity. Whilst this
is a very restrictive strategy, you can see that all the brand value is held and
optimised in the Microsoft brand with less value in the product names. This
is a great strategy when trying to increase the brand value of a single brand
194
• Branded house - we can still see huge value in the parent brand Virgin, but these
brands can stand alone, like siblings. The parent features within each of them so they
can be presented individually. Unlike our Microsoft example, it’s clear to see that the
products and services they offer are quite different from each other so this brand
strategy gives them more freedom to promote themselves differently. You may
wonder how train services and records can even be related and how this brand
strategy sticks together other than their names and visual identities. In fact, Virgin is
a great example of driving brand purpose and values across their brands which we’ll
cover later in the series.
195
• House of brands - The last example demonstrates a more traditional parent brand,
with a number of unrelated stand-alone brands sitting within its portfolio. This is a
very useful brand strategy when you may be continually bringing new brands to
market, some of which will fail or disappear and others become heroes, or you may
acquire or sell brands. It’s also a great strategy if the target audiences of the various
brands are different or you want to drive different values in each brand. Of course, in
this scenario, you’ll also see that the brand value of the parent company is then
optimised in a different way, the value is based more on its portfolio than purely its
brand value.
196
Brand Extension
• Brand extension (also called brand stretching) is a
marketing strategy where the company makes use of its
existing established brand name for a new product or a
new product category.
• This new product or product category (called a spin-
off) substantially different yet logically related to the well-
known original product. It helps to leverage the brand
equity and positioning of the existing famous brand to
get initial attention from the customer. 197
• A different product or category – Launching a new

flavour of an existing ice-cream brand isn’t brand
extension. However, using the same brand name to
launch chocolate is considered to be one. The new
product should be different from the existing one.
• Using the same name – The brand extension strategy

only comes into play when the company launches new
products under the existing brand name.
198
• Types of Brand Extension

– Companion Product Extension
– Product Form Extension
– Company Expertise Extension
– Customer Franchise Extension
– Brand Distinction Extension
– Brand Prestige Extension
199
• Companion Product Extension

Companion products usually complement the original
products. They belong to the same niche and are generally
directly related to the original products. Examples include –
Colgate, a toothpaste brand, releasing a toothbrush under
the same brand name.
This is the most sought-after brand extension strategy as it
also helps in sales promotion and marketing the original
product.
200
• Product Form Extension

Product form extension includes launching the same
product in a different form, which results in it competing in
a different product category.
Snickers used this brand extension type to launch Snickers

ice cream bars. Even though the product just changed its
form, it belonged to a different product category.
201
• Company Expertise Extension

Company expertise extension strategy comes to play when
a company extends its expertise and its brand name to a
new product. The company expert in making good sounding
speakers may extend this expertise in developing good
sounding televisions as well.
Sony is one such company that used brand extension to
extend its company’s expertise to other product categories.
202
• Customer Franchise Extension

When a company extends its brand into different product
categories focused on a single market segment, it is called
customer franchise extension.
Johnson and Johnson, for example, develop different

products under the same name, which caters to the same
target consumers – babies.
203
• Brand Distinction Extension

Many brands are considered unique with regards to the
benefits they provide or the way they deliver the utility.
Companies often use these benefits along with the existing
brand name to enter into new niches and industries. This
extends the existing brand equity to the new product
launched.
An example of brand distinction extension is Gold’s Gym
extending its expertise and launching the Gold’s Gym 7-in-1
Body Building System.
204
• Brand Prestige Extension

Brand prestige extension refers to as extending the brand
image to a new product when it’s launched in a completely
unrelated product category.
For example, BMW, a known automobile brand, extended its

brand prestige to the products it launched in the apparel
industry and accessories (watches).
205
Brand Reinforcement
Brand Reinforcement refers to the set of activities where

companies ensure that brand equity created doesn't
depreciate with time. Many brands who have survived and
thrived multiple decades have always made sure that they
keep reinforcing the brand values.
206
207
208
Brand Revitalization
Brand Revitalization refers to the set of activities

a brand undertakes to stay relevant in changing the
environment. As a process of Brand Revitalization,
these changes might be only restating the brand
promise with more clarity or by taking a completely
new positioning altogether.
209
Need of Brand Revitalization

1. Changes in consumer tastes and preferences
Changing consumer preferences might make the current brand
positioning stale in the mind of consumers. They look for brands
that talk about their language and understand their current needs.
Example: PepsiCo Lays is one of the highest-selling potato chips

in India. However, as the consumers started turning their
preference towards healthier products, it opened up a completely
new category of healthy snacks. A new brand ‘Too Yum’
capitalized on the opportunity roping in a celebrity endorsement.
210
2. The emergence of new competitors

New competitions pose fresh challenges. Brands may
have a bigger stronger core competency and existing
players will need to tweak their positioning and
communication.
Example: A indigenous car brand might need to tweak

positioning when a global competitor with stronger
competency enters the market. Maruti Suzuki might
need to change the positioning around safety when
Hyundai enters the market.
211
3. The emergence of new technology

Failing to evolve with technology is one of the most
common reasons why a brand might need
revitalization.
Example: Nokia failed to evolve with changing

technology and vanished for years before making a
comeback with fresh products with new technology.
Other brands, like Kodak, could never make an
impactful comeback.
212
4. Any new development in the marketing environment

In a changing market environment, new products might take
a completely new positioning with an existing product and
gradually expand base to capture a bigger market share.
Example - Oneplus Smartphones were launched as a niche

segment product for the tech enthusiast. The product was
even made available only by invite in a closed community.
However, with time the brand has emerged as worthy
competition to mainstream smartphone brands.
213
DIGITAL BRAND
214
Introduction
The tried and tested methods of traditional brand
management have undergone a 360 degree perspective
change. The world of marketing is undergoing a sweeping
change and is witnessing a torrent of sequential,
technological and strategic variations. A majority of these
changes can be attributed to a constantly evolving and
powerful weapon- the internet and the heralding era of e-
commerce.
215
DIGITAL BRANDING
Digital branding is a brand management technique that

uses a combination of internet branding and digital
marketing to develop a brand over a range of digital
venues, including internet-based relationships, device-
based applications or media content.
216
Components of Digital Branding

• Website
• Social Media Channels
• Content
• Paid Digital Advertising
217
Digital Branding Strategy
1. Develop Brand Identity

2. Generate Brand Awareness
3. Stimulate Brand Trial
4. Build Brand Loyalty
5. Manage Brand Equity
218
CHATBOTS
As NBC News would note it, chatbots are “simple artificial
intelligence systems that you interact with via text. Those
interactions can be straightforward, like asking a bot to give you a
weather report, or more complex, like having one troubleshoot a
problem in your internet service.”
So, to say – they are support systems acting as customer
representatives sheltered by messaging apps.
219
What you should know about chatbots

1. Chatbots are simple artificial intelligence systems that you interact with via text. Those
interactions can be straightforward, like asking a bot to give you a weather report, or more
complex, like having one troubleshoot a problem in your internet service.
2. Chatbots are making it possible for marketers to easily and quickly attend to their
customers’ needs.
3. To incorporate chatbots in a business, one must remember to always determine the
audience, define the precise business vertical, feed the bot with information, and provide a
good interface for these bots.
4. Chatbots can guarantee that its functionality can remain effective in the digital marketing
landscape for a longer period – and further advancements can be expected.
220
All the best for your exams


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AMITY BUSINESS SCHOOL

Course Code: MKTG 711

Course Name: Product & Brand Management

Program: MBA & B .Tech + MBA

Course Instructor: Dr. Ruchika Nayyar

Total no. of Credits : 3

• Mid – term : 10 Marks

• A project report on a product failure.

• Develop a new hypothetical product / concept and

Course Learning Outcomes

Module I: Introduction to Product

Module II: New Product Development & PLC

• Process of Strategic Product Creation & Innovation

Module III:Introduction to Brand and

Module IV:Designing & Implementing

Module V: Brand Equity Measurement and

Module VI: Latest Development, Trends

• Text & Reference Books

Four Quadrant Approach

Quadrant- III - (Discussion Forum) Quadrant-IV - (Assessment )

PRODUCT CAN BE ANYTHING

• Physical Goods • Propositions

• It is an organisational life cycle function dealing with

• Thus, in Nestle, there are milk based products like

• Thus, product width is a depiction of the number of

• Thus if a company has 4 product lines and 10 products in

Product Line Consistency

• The lesser the variations between the products, the more

• Samsung as a company has many product lines which

Discuss in Next Class

• Process of Product & Brand Management

Process of Product & Brand Management

Product Management Cycle

New Product Identification

• Participation in Exhibitions & Conferences

– To see what innovations are being displayed and discussed by

• Companies create THINK TANKS

– New Product Development by the cross functional teams with

• Information is collated and circulated

Product Definition Phase

• High level specifications

• Sell the idea of the product

• Product Development Phase

• The product is then ready for LAUNCH

Product Launch and Growth Phase

• Tools needed by the sales team and channel partners

• Product Management group continues to provide

We know that capital is scarce and new

Product Discontinuation Phase

• Availability of a new product

• A product strategy outlines a company's strategic vision

• The product strategy enables you to focus on a specific

• The hierarchy of the products stretches from basic fundamental

• It means that some feature, physical attribute, or

Product Differentiation Attributes

Direct or Indirect Competition? It all Counts

Direct or Indirect Competition? It all Counts

• This is where you would categorize anything that would compete

• Use resources that describe the competitive threats to

• Collaborate and discuss. The Levels of Competition will only

Category Attractiveness Analysis

Market Penetration Product Development

Category Attractiveness Analysis