中国经济管理大学

《战略品牌管理》MBA导师手册（工商管理经典教材）

Chapter 8
Developing a Brand Equity Measurement & Management System

Overview
If managers are to develop programs designed to build, maintain, or leverage a brand’s equity, they must first understand consumer knowledge structures for the brand. Marketers need new tools and procedures that justify the value of their expenditures beyond “Return on Marketing Investment” (ROMI) measures tied to short-term changes in sales. This chapter describes various ways to measure those knowledge structures, which represent sources of brand equity. The concept of a brand equity measurement system is introduced. Two components make up a brand equity measurement system: brand tracking studies and brand equity management. Tracking studies measure consumer attitudes toward the brand on a consistent basis over time and provide a contemporary picture of the state of the brand. Five key measures can be used to capture the consumer mindset: brand awareness, brand associations, brand attitudes, brand attachment, and brand activity or experience.

Brand equity management systems consist of three components: a Brand Equity Charter, a Brand Equity Report, and the creation of senior-level executive positions charged with overseeing the implementation of the Brand Equity Charter and Brand Equity Report. The Brand Equity Charter should accomplish the following: define the firm’s view of the brand equity concept and why it is important; describe the scope of key brands; specify the actual and desired brand equity for all brands in the brand hierarchy; explain how brand equity is measured by tracking studies and the Brand Equity Report; provide strategic guidelines for brand equity management; provide specific tactical guidelines for marketing programs; specify proper treatment of brands in terms of trademark usage, packaging, and communications.

The Brand Equity Report should provide description as to what is happening with a brand as well as to why it is happening. It should also include all relevant internal and external measures of brand performance as well as sources and outcomes of brand equity. To provide adequate management, it is important for companies to establish a position of Vice President or Director of Strategic Brand Management to oversee the implementation of the Charter and Report and provide central coordination for all branding activities.

The chapter introduces the brand value chain as a means by which marketers can relate marketing investment to financial performance. By using a series of three multipliers – the marketing program multiplier, the customer multiplier, and the market multiplier – companies can develop a sense of how their investment in their brands is paying off in the marketplace. The chapter conducts a brief brand value chain analysis for three brands: Starbucks, Miller, and Reebok.

Brand Focus 8.0 discusses branding issues and perspectives at Ogilvy & Mather (O&M), one of the world’s largest advertising agencies. O&M brand management is described through a three-step process called 360 Degree Brand Stewardship. The steps are: 1) Discovery, 2) Strategy & Planning, and 3) Execution.

Science of Branding
8-1: Maximizing Internal Branding
Branding Briefs
8-1: Consumer Insight Creates New Look at CVS
8-2: Sample Brand Tracking Survey
8-3: Understanding & Managing the Mayo Clinic Brand
8-4: How Good is Your Marketing? Rating a Firm’s Marketing Assessment System
8-5: Category Management at P&G
8-6: General Motors’s Branding Challenges
Additional Branding Briefs:
8-7: Corporate Masterbrand GE
8-8: On-Line Tracking at Knowledge Networks

Branding Focus
8-1: Managing Brands at Ogilvy & Mather

Discussion questions
1. Pick a brand. Try to do an informal brand value chain analysis. Can you trace how the brand value is created and transferred?  What is the role of the multipliers?
 Answers will vary.
2. Choose Starbucks, Reebok, or Miller. Update and supplement the brand value chain analysis presented in this chapter. What does the analysis suggest about those brand’s fortunes in recent years?
 Answers will vary depending on current brand performance.
3. A few years back, Disney entered into a long-term agreement with McDonald's that included, among other things, joint promotions. From Disney's perspective and what you know about the two brands, was this the right decision?  Is there any downside?  Would you want to conduct any research to inform the decision?  What kind?
 Both McDonald’s and Disney focus on serving families and making experiences with the brand fun. This aspect of either brand’s positioning is not likely to change significantly in the coming years, and thus a long-term partnership could be beneficial to Disney. Disney could leverage McDonald’s market penetration and preference among children to build awareness for its films, television shows, theme parks, and other properties. One possible downside stems from the fact that while Disney has established a more premium positioning in the entertainment and travel industries than McDonald’s has in the fast-food category. This positioning disparity could have potentially negative consequences for Disney’s brand equity. A study designed to capture consumer attitudes about both brands during proposed joint-promotions would be useful to determine if the partnership would be beneficial to Disney.
4. Consider the McDonald’s tracking survey presented in Branding Brief 8-1. What might you do differently?  What questions would you change or drop?  What questions might you add?  How might this tracking survey differ from those used for other products?
 Answers will vary.
5. Can you develop a tracking survey for the Mayo Clinic?  How might it differ from the McDonald’s tracking survey?
 A tracking study for the Mayo Clinic would probably need to be designed for two different groups of consumers, those who had received care at the Mayo Clinic and those who had not. Those who had received care at the Mayo Clinic would be much more informed about the type and quality of care available, and would be able to give more detailed responses to more specific questions. The sample set that had not received care from the Mayo Clinic would be equally valuable, because it would provide insight into public perception of the brand. The questions on the Mayo Clinic tracking survey would differ dramatically from the McDonald’s survey, but would still cover the six elements of the customer-based brand equity pyramid.

Exercises and assignments
1. Have students choose a well-known brand and develop a Brand Equity Charter. Students may then identify current branding issues facing the chosen company and use the Brand Equity Charter to develop responses to these issues.

2.  Have several different groups of students create a Brand Equity Report for the same brand. Have them evaluate the differences and similarities in the reports’ designs and their findings.
 
Key take-away points
1. Understanding what consumers believe, think, know and infer about a brand is critical to building and managing brand equity.
2. Measuring brand equity requires uncovering the associations consumers have for a brand, determining the strength, favorability and uniqueness of those associations, and assessing the impact of brand knowledge on consumer response to marketing programs.
3. The purpose of a brand equity measurement system is to provide timely, accurate and actionable information that marketers can use in their tactical and strategic decision-making.
4. The brand value chain can be used to tie marketing investment to market and financial performance.
5. Brand equity management systems involve the creation of a Brand Equity Charter and Brand Equity Report, plus the development of senior management to oversee the implementation of these tools.
BRANDING BRIEF 8-7
corporate masterbrand ge

GE was established in 1892 when Edison General Electric merged with Thomson-Houston. The company produced light bulbs, elevators, motors, and appliances. Early success for the company came as a result of J.P. Morgan’s financial backing and a focus on research and development. The company evolved over the next century into one of the world’s biggest companies, with a diverse portfolio of products and businesses. It is among the largest U.S. companies in terms of revenues. GE offers an incredible variety of products, from consumer electronics and industrial power to financial services and television broadcasting. Other operating segments include plastics, aircraft engines, and technical products and services for medicine and science. Under the leadership of Jack Welch, who became GE’s CEO in 1981, the company enjoyed two decades of unprecedented growth and prosperity.

Welch is widely praised as a visionary business leader today due to his performance at GE. Once he took charge of the company, Welch dramatically restructured the industrial giant by decentralizing the company’s operations. Welch also sought to expand GE’s business with highly profitable ventures, and worked to shed the company of low performing businesses, such as air-conditioning and housewares. This massive restructuring came at a significant cost to GE’s workforce: between 1981 and 1985, the company cut 100,000 jobs.

Once the restructuring was completed, Welch pursued an aggressive acquisition strategy. Some of the major acquisitions included GE’s purchases of NBC Television in 1986, and Kidder, Peabody investment bank in 1990 (which it later sold to Paine Webber). In the 1990s, Welch greatly expanded the historically small GE Capital Services with bank and insurance company acquisitions. GE Capital now operates a diverse range of 27 business, including real estate, insurance, finance, heavy equipment leasing, and provides over 40 percent of the company’s revenues. The pace of acquisitions increased between 1997 and 2000, during which time GE averaged more than 100 acquisitions per year. In 1999, GE acquired 134 companies worth $17 billion. In 2000, Welch oversaw the company’s biggest acquisition during his tenure, the $45 billion purchase of manufacturing titan Honeywell International.

Today, GE has 49 strategic business units operating under the larger master brand. Despite its size, the company is able to react to the fast pace of the New Economy. In 2000, the company reorganized GE Information Systems into an e-commerce unit called GE Global Exchange Services and a support unit named GE Systems Services. These two units manage the world’s largest electronic trading community, comprised of more than 100,000 trading partners. Additionally, at Welch’s urging, GE employees saved billions of dollars for the company by finding ways to involve the Web in their jobs. The company also developed an online network to monitor its manufacturing practices, put its human resources reviews online, and established a 24/7 service center for its plants. Welch sees GE as well-positioned to take advantage of the Internet, because he thinks content is the easy part of e-commerce while “infrastructure is the hard part, and we have the infrastructure to capitalize on.”

In the 20 years while Jack Welch was at GE’s helm, the company has prospered tremendously. GE stock rose 3,098 percent between April 1981 and February 2001, compared with 896 percent growth for the S&P 500 during that same period. Once he named his successor – Jeffrey Immelt, head of GE’s medical imaging business – in November, 2000, analysts wondered what effect the change would have on the company. Immelt, like Welch, has professed a dedication to the Internet. He describes it as “a transformational technology that is right in our sweet spot.” What remains to be seen, though, is whether Immelt will conduct GE through a period of prosperity the way Welch has.
BRANDING BRIEF 8-8
On-line tracking at Knowledge Networks

Marketing research firm Knowledge Networks was founded by two Stanford University professors in 1998. The company is one of the leaders in the emerging field of Internet research. It boasts an online panel of more than 100,000 consumers connected via WebTV interactive television boxes. In order to approximate a cross-section of the U.S. population, Knowledge Networks uses “random digit dialing” phone surveys – which give each household in the U.S. an equal probability of selection – to fill its panel. The WebTV survey system has the advantage of allowing panelists to respond at their convenience, as opposed to phone surveys. Interactive televisions operate with a remote control in exactly the same fashion as normal TVs, so Internet literacy is not required for participation in Knowledge Networks research. The network of panelists enables the company to pursue its mission: “To help companies transform their markets by providing valid, timely, and cost-efficient information about consumers.” 

Knowledge Networks monitors its panelists’ in-home media intake and their purchase behaviors, which allows the company to track spending as it relates to marketing messages. The WebTV sets also enable Knowledge Networks to test advertising for companies in a realistic setting, by simulating commercial television viewing. In addition to product and advertising testing, Knowledge Networks conducts Web surveying. The company conducted numerous polls during the 2000 election season for CBS News and the Washington Post, and even did a lighthearted poll after the TV show Survivor finale.
   
Additionally, Knowledge Networks keeps consumer profiles with over 1,000 data points updated weekly for all its panelists, which companies can access to learn about potential customers. The company seeks to become a one-stop marketing research company, performing television- and Internet-usage tracking studies, brand management diagnostics and tracking, product and advertising evaluations, and traditional survey applications. Knowledge Networks claims this comprehensive research coverage yields a “360-degree view of the consumer” by:
§ Capturing and recording marketing inputs, such as advertising, and environmental factors that affect consumers
§ Observing and analyzing how consumers process these stimuli and how, in turn, this shapes their thoughts, attitudes, and feelings
§ Tracking what action consumers take in response to their experience of these stimuli

中国经济管理大学

《战略品牌管理》MBA导师手册（工商管理经典教材）

第八章
开发一个品牌资产测量与管理系统

概述
如果管理者制定方案，旨在建立，维护，或利用一个品牌的资产，他们必须先了解消费者对于品牌的知识结构。营销人员需要新的工具和程序，证明其支出超出价值“的营销投资回报率”（罗米）措施的销售额挂钩的短期变化。本章描述了各种方法来测量这些知识结构，代表着品牌资产的来源。一个品牌资产测量系统的概念引入。两个组件构成的品牌资产测量系统：品牌的跟踪研究和品牌资产管理。跟踪研究措施，对在一段时间上的一致的基础上的品牌消费观念，并提供一个品牌的状态当代图景。五个关键措施可以用来捕捉消费者的心态：品牌知名度，品牌联想，品牌态度，品牌依附，品牌活动或经验。

品牌资产管理系统由三个部分组成：一个品牌资产章程，品牌资产的报告，以及高级管理职务创作与监督品牌资产和品牌资产的报告宪章负责执行。品牌的权益宪章应做到以下几点：确定公司的品牌资产概念的观点，为什么它是重要的;描述了重点品牌的范围，指定在品牌等级中的所有品牌的实际和理想的品牌资产;解释品牌权益是通过跟踪研究和测量品牌资产的报告;提供品牌资产管理的战略方针，提供市场营销方案的具体战术的指导方针;指定的商标使用，包装，品牌和通信等方面适当的治疗。

品牌的权益报告应提供关于他与一个品牌的发生以及为何发生的描述。它还应包括所有品牌的表现相关的内部和外部的措施以及品牌资产的来源和成果。为了提供足够的管理，重要的是为企业建立一个副总裁或董事的战略品牌管理职位，以监督宪章和报告执行情况，并为所有品牌活动的中心协调。

本章介绍了一个方法，使营销人员能与投资，金融市场表现品牌的价值链。通过使用三个乘数系列 - 营销方案的乘数，客户倍增，市场乘数 - 公司可以发展出自己的品牌如何在他们的投资是在市场上付出了的感觉。本章进行了简短的三大品牌的品牌价值链分析：星巴克，米勒，和锐步。

8.0品牌讨论品牌集中在奥美（海外＆M），是世界上最大的广告公司之一的问题和观点。 Ø＆M品牌管理是通过描述三个步骤所谓的360度品牌管家。这些步骤是：1）发现，2）战略与规划，以及3）执行。

科学的品牌
8-1：内部的品牌最大化
品牌简介
8-1：消费者洞察在CVS中创建新面貌
8-2：样品品牌追踪调查
8-3：理解与梅奥诊所的品牌管理
8-4：你的营销有多好？评价一个公司的营销评价体系
8-5：品类管理在P＆G
8-6：通用汽车的品牌挑战
其他品牌简介：
8-7：通用电气公司Masterbrand
8-8：在线跟踪的知识网络

品牌聚焦
8-1：在奥美品牌管理

讨论的问题
1。选择一个品牌。试着做了一个非正式的品牌价值链分析。你能跟踪品牌价值是如何创造和转移？什么是乘数作用？
答案会有不同。
2。选择星巴克，锐步，或米勒。更新和补充的品牌价值链分析本章介绍。什么是分析近几年这些品牌的命运建议？
答案将因目前的品牌表现而定。
3。几年前，迪斯尼与麦当劳签订的，其中包括除其他外，联合促销，成为一个长期协议。从迪斯尼的观点和你了解这两个品牌，是否是正确的决定？有没有坏处呢？你想进行任何研究，通知决定？什么样的？
无论麦当劳和迪斯尼，专注于服务，使家庭乐趣的品牌经验。这无论是品牌的定位方面，是不太可能改变未来几年显着，因而长期的伙伴关系可能有利于迪斯尼。迪斯尼可以利用麦当劳的市场渗透和儿童优先建立它的电影，电视节目，主题公园的认识，和其他属性。一个可能的缺点源于事实，而迪斯尼建立了在娱乐和旅游行业比麦当劳的定位更优质的快餐分类。这种定位差异可能对迪斯尼的品牌资产潜在的消极后果。旨在捕获有关期间提出的联合促销这两个品牌，消费者的态度将是有益的一项研究，以确定该伙伴关系将有利于迪斯尼。
4。考虑到麦当劳的跟踪调查，品牌简8-1主办。你可能会做什么不同？什么问题你会改变或下降？你可能会添加哪些问题？这种跟踪调查，怎么可能从其他产品所使用的不同？
答案会有不同。
5。你能制定一个梅奥诊所的跟踪调查？它如何不同于麦当劳的跟踪调查？
梅奥诊所的一个追踪研究可能需要为两个不同群体的消费者，这些谁收到梅奥诊所护理和那些谁没有设计的。这些谁收到的梅奥诊所护理会更加的类型和对护理质量通报情况，将能够提供更详细更具体的问题的答复。样本集尚未收到梅奥诊所护理也同样重要，因为我们将提供到公众对品牌的认识。梅奥诊所的跟踪调查，这些问题将大大不同，从麦当劳的调查，但仍涵盖客户为基础的品牌权益金字塔的六大要素。

练习和作业
1。让学生选择知名品牌和发展品牌资产宪章。学生可以然后确定所选择的公司当前面临的品牌问题，并使用品牌资产宪章制定应对这些问题。

2。有几个学生创造不同的群体对同一品牌的品牌资产报告。让他们的差异和评价报告中'设计和他们的研究结果相似。
 
重点外卖点
1。了解消费者相信，思考，认识和推断大约一个品牌是非常重要的建设和管理品牌资产。
2。测量品牌资产，需要发掘消费者协会的品牌有，确定实力，好感和这些协会的独特性，以及评估品牌知识对消费者对营销方案的影响。
3。一个品牌资产测量系统的目的是提供及时，准确，可操作的信息，营销人员可以使用他们的战术和战略决策。
4。品牌的价值链可以用来投资，以配合市场营销和财务表现。
5。品牌资产管理系统，涉及的品牌资产和品牌资产宪章报告创建，加上高级管理队伍建设，监督执行这些工具。
 
品牌创建简介8-7
通用电气企业MASTERBRAND

通用电气公司成立于1892年，当爱迪生通用电气公司和汤姆森休斯顿合并。该公司生产的灯泡，电梯，电机和电器。早期为公司的成功之际，摩根大通的金融支持的结果，对研究和开发的重点。该公司在未来世纪发展成为世界上最大的公司之一，拥有多元化的产品和业务组合。它是其中最大的美国在收入方面的公司。 GE提供从消费电子和工业强国的令人难以置信的各种产品，金融服务和电视广播。其他经营领域包括塑料，飞机发动机，医药产品和技术，科学和服务。在杰克韦尔奇，谁成为GE在1981年总裁的领导下，两公司享有前所未有的增长和繁荣的十年。

韦尔奇被广泛誉为有远见的企业领导人今天由于他在通用电气性能。有一次，他把该公司的负责，韦尔奇通过分散大幅改组了公司业务的产业巨人。韦尔奇还寻求扩大与高利润的企业通用电气的业务，并努力摆脱低执行业务，如空调和家用器皿，公司。这种大规模的重组是在一个巨大的成本GE的员工队伍：1981年至1985年，该公司削减10万个职位。

一旦重组完成，韦尔奇奉行积极的收购战略。主要的一些收购包括NBC电视台在1986年通用电气公司的采购和基德，皮博迪于1990年投资银行（即后来卖给了潘恩韦伯）。在20世纪90年代，韦尔奇极大地扩大了与银行，保险公司收购的历史小GE金融服务。通用电气资本公司目前经营27多种业务，包括房地产，保险，金融，重型设备租赁范围内，以及超过40本公司的收入的比例作出规定。增加的收购步伐在1997年和2000年，在此期间，通用电气平均每年超过100收购。 1999年，通用电气价值170亿美元收购了134家公司。 2000年，韦尔奇在他的任期内监督该公司最大的收购，制造业巨头霍尼韦尔国际公司购买450亿美元。

今天，GE有49个战略业务单位的经营规模较大的主品牌。尽管它的规模，公司能够作出反应的新经济的快速增长。 2000年，公司改组为一个电子商务信息系统的单位称为通用电气GE全球交易服务和支持单位命名为通用电气系统提供服务。这两个单位管理世界最大的电子交易社区，超过10万的贸易伙伴组成。此外，在韦尔奇的催促下，GE的员工为公司节省了要想办法参与他们的工作网络的数十亿美元。该公司还开发了在线监控网络，其制造方法，把人力资源网上进行审查，并建立了其植物24 / 7服务中心。韦尔奇认为通用电气公司作为很好地利用互联网的优势，因为他认为内容是电子商务容易的部分，而“基础设施是困难的部分，我们有把握的基础设施。”

在20年，而杰克韦尔奇在GE的掌舵，公司的繁荣进步良多。通用电气股价上涨至1981年4月和2001年2月3,098百分之，比896的百分之标准普尔500指数在同一时期的增长。有一次，他任命他的继任者 - 杰弗里伊梅尔特，GE的医疗成像业务部负责人 - 2000年11月，分析师想知道什么样的影响，这一改变对公司。伊梅尔特像韦尔奇，已宣称奉献到互联网。他形容这是“变革的技术，是正确的，我们的甜蜜点。”什么还有待观察，不过，是否会进行伊梅尔特通过一个繁荣的时期的方式韦尔奇通用电气公司。
 
品牌创建简介8-8
在线跟踪的知识网络

市场研究公司知识网络是由两个斯坦福大学教授于1998年。该公司是互联网研究中的新兴领域的领导者之一。它拥有一个通过网络电视的互动电视盒连接的10多万消费者的网上面板。为了计算一个跨节的美国人口，知识网络采用“随机数字拨号”电话调查 - 这让每一个在美国家庭的选择等概率 - 以填补其面板。该网络电视调查系统具有允许小组成员在方便的回应，而不是电话调查，好处。在互动电视与普通电视完全一样相同的方式遥控操作，所以互联网识字不需要知识网络研究的参与。该小组成员的网络，使公司继续其使命：“为了帮助企业通过提供有效的转化，及时和具有成本效益的有关消费者的信息，他们的市场。”

知识网络监控其小组成员在家庭媒体摄入和他们的购买行为，这使得该公司跟踪开支，因为它涉及到市场营销信息。该网络电视集还使知识网络，以测试在真实环境为公司的商业广告的模拟电视收看。除了产品和广告测试，知识网络进行网络调查。该公司在哥伦比亚广播公司进行的新闻和华盛顿邮报2000年大选季节大量调查，甚至做了一个电视节目后，幸存者压轴轻松投票。
   
此外，知识网络保持与消费概况1000多点数据每周更新其所有小组成员，使企业可以进入了解潜在的客户。该公司旨在成为一个一站式的市场调查公司，进行电视和互联网的使用情况跟踪研究，品牌管理诊断和跟踪，产品和广告的评价，传统的调查申请。知识网络宣称，这产生了一个全面的研究范围由“360度的消费观”：
§捕捉和记录的营销投入，如广告，以及影响消费者的环保因素
§观察和分析消费者如何刺激和如何处理这些，反过来，这会对他们的思想，态度和感情
§跟踪消费者什么行动回应他们对这些经验采取的刺激