Search Results

Bundling

Sharan Jagpal

in Fusion for Profit: How Marketing and Finance Can Work Together to Create Value

This chapter shows how the firm can use marketing-finance fusion to choose bundling strategies to increase its performance. Topics covered include: how to price interdependent products, how and when ... More

This chapter shows how the firm can use marketing-finance fusion to choose bundling strategies to increase its performance. Topics covered include: how to price interdependent products, how and when to use cross-couponing strategies, how to allow for production capacity constraints, and how to reward managers of multidivisional firms when cross-couponing strategies are used. It analyzes why many bundling strategies fail in the marketplace; in addition, it proposes new metrics for measuring consumers' willingness to pay for products and bundles.Less

Brand Strategies

Chekitan S. Dev

in Hospitality Branding

Adopting a market orientation means that a brand commits itself to satisfying customer needs over the long run. Such an orientation combines three main components: a customer orientation, through ... More

Adopting a market orientation means that a brand commits itself to satisfying customer needs over the long run. Such an orientation combines three main components: a customer orientation, through which a brand strives to understand its target customers; a competitor orientation, through which a brand strives to understand what its competitors are doing; and interfunctional coordination, the organizational culture that orients employees in all departments of a business unit to understanding the brand's market in terms of both customers and competitors. This chapter uses the global hotel market, with its wide range of environmental conditions, to analyze the choice between a competitor orientation and a customer orientation. The results show that a customer orientation has a greater effect on hotels' performance than does a competitor orientation. By and large, the more developed a market's economy is, the more effective is a customer orientation. Conversely, a competitor orientation works better in a developing economy. Adopting a competitor orientation may also be detrimental to a brand's performance in a market environment with high levels of investor availability. This is likely because investors find markets in which other resources are already handy attractive, especially where the government's regulatory imprint is light or supportive and in other respects local business conditions are good.Less

Branding Challenges and Opportunities

Chekitan S. Dev

in Hospitality Branding

This chapter distills important lessons from the Cornell Hospitality Brand Management Roundtable at Cornell University's Center for Hospitality Research (CHR), a one-day, interactive, high-level ... More

This chapter distills important lessons from the Cornell Hospitality Brand Management Roundtable at Cornell University's Center for Hospitality Research (CHR), a one-day, interactive, high-level discussion among a select group of thirty brand executives, consultants, and professors who shared their experience and knowledge on a variety of key brand management topics. The roundtable featured provocative presentations of cutting-edge research studies by leading scholars collaborating with industry partners. The goal of the first CHR Brand Management Roundtable was to provoke change and push the status quo. Brand-related issues addressed during the roundtable include global brand building, branding by amenity, brand value, promoting brands over the Internet, brand rights, and branding by design.Less

Brand Equity

Chekitan S. Dev

in Hospitality Branding

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 ... More

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.Less

The New and Improved Nation: How Culture Became Competitive

in Branding the Nation: The Global Business of National Identity

Chapter Two describes the political, economic, and cultural conditions through which the business of nation branding congealed. Starting with Spain’s tourism efforts after the demise of its ... More

Chapter Two describes the political, economic, and cultural conditions through which the business of nation branding congealed. Starting with Spain’s tourism efforts after the demise of its dictatorial regime and moving to contemporary efforts in Europe and the United States, the chapter explores the evolution of nation branding as a way for national leaders to rethink the contours of national identity in the context of increasing global integration and media penetration. One focus in this chapter is on the impact of postwar corporate management and organizational and marketing techniques on international diplomacy and domestic policy, from hard power legacies to soft power paradigms. Key to the development of this practice was the loose alliance and common orientation of what the author calls a transnational promotional class (TPC), a group of diverse actors devoted to maintaining the legitimacy of the national form for a range of profit-generating purposes.Less

Gender as Brand Management

Edith Sparks

in Boss Lady: How Three Women Entrepreneurs Built Successful Big Businesses in the Mid-Twentieth Century

Lewis, Beech and Rudkin positioned themselves in distinctly gendered ways relative to their products and their customers. For each one, their marketing messages changed over time, moving toward a ... More

Lewis, Beech and Rudkin positioned themselves in distinctly gendered ways relative to their products and their customers. For each one, their marketing messages changed over time, moving toward a more stereotyped presentation of themselves. All three played a role essential to their brand identities—Lewis as housewife, Beech as hostess and Rudkin as grandmother—that was a gendered idea leveraging the femaleness and femininity of the company leader to imprint its product with a particular emotion, value, and promise for mid-twentieth-century consumers and customers. Each of the brands promised quality, but since this claim no longer was a point of distinction for most companies by the middle of the 1900s, all three businesswomen used gender to feminize their delivery of quality and in so doing to distinguish themselves from competitors. It was a complex and even contradictory identity for women at the helm of big businesses in the mid-twentieth century, one that revealed women’s restrictive roles even as it advanced the trajectory of their brand management.Less