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This chapter discusses the conditions under which brand equity can exist and whether brand equity implies charging high prices. It evaluates the use of standard metrics for measuring brand equity (e.g., Tobin's q-ratio and the multiplier method). Following this, it proposes an integrated marketing-finance fusion method for measuring brand equity that combines behavioral and financial data and allows for competitive effects at different levels in the supply chain and for differential market growth rates.

This chapter shows how the firm should coordinate its advertising message, branding, and product positioning strategies. It distinguishs between the short and long runs, single-product and multiproduct firms, established and new products, durable and nondurable products, and whether the firm is a market leader or not.

This chapter examines brands, often one of the organization's key strategic marketing assets. The management of brands is of fundamental concern to marketers. For sellers, they are a means of legally protecting their products and services. For consumers, brands help to identify the maker of the product and know who should be held accountable for any problems. Parts A and B of this chapter examine three key issues about brands: brand position and positioning — where positioning is the management process that leads to a brand's position; branding — the identity and architecture of brands; and brand equity — the value added to a product or service that is endowed by its brand name.

This chapter examines brand equity in the hotel industry and demonstrates a method for measuring it. Developed under the trademarked name BrandTracker, this spreadsheet-based application converts quantitative customer ratings first into performance and awareness indices and then into a brand equity index. It tracks customer brand perceptions over time, supports remedial marketing strategies, measures the effects of remedial actions, and tracks competitor brand equity. The BrandTracker model can be used to classify the hotel brands into four categories based on high or low awareness plotted against high or low performance. The categories are brand champions (high performance, high awareness), rising brands (high performance, low awareness), troubled brands (low performance, high awareness), and weak brands (low on both indices). In the absence of real-life examples of brand equity measurement, the chapter sketches a hypothetical but realistic demonstration of how a proposed brand equity index was developed and can be used to assess a brand's strength over time and in relation to its competitive set.

Brands build relationships between consumers and products, services, and organizations and can be applied to behaviors. Branding in social marketing is a growing practice and can be measured by the brand equity construct, or the associations that consumers form with behaviors. Social marketing brands add value to the relationships between health products and behaviors and consumers. Social marketing brand research has two main purposes: to identify determinants of brand choice and to evaluate outcomes of consumer behavior. Brand research is growing in global social marketing, and its goal should be a standardized set of methods and evidence. More research is needed on how public health brands work, how they determine consumer choice, and what effects they have on behavior. The chapter discusses several case examples of branded health behaviors and campaigns.

Recent research proposes that countries, like brands, also have equity associated with them. Substantial evidence demonstrates that the equity of a nation can have a significant impact on the evaluations of products originating from the target countries. This chapter provides a comprehensive review of the various dimensions of nation equity and integrates recent research findings on cultural differences. Specifically, the implications of cultural orientation and emotion on the various effects of nation equity are discussed. Future research directions are suggested based on the framework that depicts the integrative effects of culture, emotion and nation equity.

Chapter 2 is all about the importance of the nonprofit brand. The purpose of the chapter is to define branding and emphasize the importance of developing a strong brand identity for nonprofit organizations. Having a strong brand image is vitally important to a nonprofit’s ability to gain traction and donor support. The chapter presents a brief discussion of the importance of brand image and the concept of brand equity for nonprofits. The chapter discusses how to create a strong brand and how to assess the current state of the nonprofit brand. The brand audit is an important part of the strategic planning process, one that is often misunderstood and forgotten. Finally, the chapter deals with the important topic of nonprofit stories and introduces a way to devise overarching nonprofit narratives.