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 1
Brands & Brand Management

Overview
This chapter sets up the rationale for the book. Because brands are so valuable to the firms that manufacture them and the consumers who purchase them, and because the marketplace has become increasingly complex and competitive, brand management is more important and challenging now than it ever has been. Brand managers face a seemingly unlimited number of options and opportunities with respect to product, price, place and promotion strategies. But they also face increased risk as they strive to deal with sea changes in the marketing environment, including the rise of private labels, media fragmentation, pressure for short-term results, shifting consumer preferences, and technological advancements that level the product feature playing field, to name just a few.

Despite these pressures, many brands continue to grow and flourish, as evidenced by the global successes of such mega-names as Nike, Disney, Mercedes, and others. Moreover, even categories that heretofore had been thought of as consisting of mundane commodity products now contain brands, including Campbell’s mushrooms, Blue Rhino propane gas, and Perdue chickens.

Chapter 1 also indicates that by focusing specifically on brands, this book enables students to gain valuable knowledge, broader perspectives, and more strategic insights than in a more general marketing text. The chapter introduces the concept of a brand as an identifiable and differentiated good or service. Brands offer tangible and intangible benefits to the companies who manufacture them, the retailers who sell them, and the consumers who buy them. Examples of strong brands given in the text include not only products and services, but also people, places, and sports, art, and entertainment industries. The chapter describes some of the past and present challenges faced by brands (such as those noted above), and states that the purpose of the book is to set forth principles, models and frameworks that will help guide managers through these challenges as they plan and execute brand strategies.

The chapter details the three main factors that contribute to brand equity: the initial choices for the brand elements or identities making up the brand; the way the brand is integrated into the supporting marketing program; and the associations indirectly transferred to the brand by linking the brand to some other entity (e.g., the company, country of origin, channel of distribution, or another brand). Several strategic imperatives for effective brand equity management are introduced in the chapter, namely the brand hierarchy, the brand-product matrix, and policies regarding the strengthening of the brand over time and over geographical boundaries.

In this chapter, the strategic brand management process is described. The strategic brand management process involves four main steps: identifying and establishing brand positioning and values, planning and implementing brand marketing programs, measuring and interpreting brand performance, and growing and sustaining brand equity.

Brand Focus 1.0 discusses the history of branding. It traces the development of brands from marks of identification on stone age pottery to national manufacturer brands in the Industrial Revolution to mass marketed brands.
Science of Branding
1-1: Understanding Business-to-Business Branding
1-2: High-Tech Branding
1-3: Understanding Market Leadership

Branding Briefs
1-1: Coca-Cola’s Branding Lesson
1-2: Diamond Industry Creates New Niches to Increase Sales
1-3: Flying High with the SWA Brand
1-4: Branding the Wal-Mart Way
1-5: Building the Amazon Brand
1-6: Building a Brand Winner with Manchester United
1-7: Ad Campaigns Entice Visitors with a Glimpse of Freedom, Fun
1-8: Branding a Cause: World Wildlife Federation
Additional Branding Briefs:
1-9: A Glimpse into the Past of Selected Brands
1-10: Branding Energy

Discussion questions
1. What do brands mean to you?  What are your favorite brands and why?  Check to see how your perceptions of brands might differ from those of others.
 
Answers will vary widely, and discussion could center around reasons for such differences.

2. Who do you think has the strongest brands?  Why?  What do you think of the Business Week list of the 25 strongest brands in Figure 1-5?  Do you agree with the rankings?  Why or why not?
 
These two questions can be used to illustrate the similarities and differences between “favorite” brands and “strong” brands. The discussion could include evaluation of the criteria for inclusion on the Business Week list.

3. Can you think of anything that cannot be branded?  Pick an example that was not discussed in each of the categories provided (services; retailers and distributors; people & organizations; sports, arts, & entertainment) and describe how each is a brand.
 
Discussion might involve why anything can become a brand. (Because of the way perception functions, the differential effect of when a brand is present vs. the commodity product can always be achieved.)  Students will come up with many different examples of branded products, and the discussion can be used to examine what makes a brand.

4. Can you think of yourself as a brand?  What do you do to “brand” yourself?
 
People resemble brands themselves in many ways – with their name, their mode of dress, their pattern of speech, their interests and activities, etc. – because each aspect of a person contributes to the differentiation of that person from other people.

5. What do you think of the new branding challenges and opportunities that were listed in the chapter?  Can you think of any other issues?
 
Brand builders have faced forms of some of these challenges in the past, including increased competition and media fragmentation. Though the new challenges certainly make it more difficult to build a strong brand, by no means to they make it impossible. Other issues include brand backlash, which illustrates a different type of accountability. As the repeated targeting during anti-globalization protests of retail locations of multinational companies such as McDonald’s, Gap & Starbucks illustrates, a recognizable brand can also become a lightning rod for criticism & protest.

Exercises and assignments
1. Ask students to poll 10 or so consumers about their brand loyalty in various product categories (e.g., toothpaste, dishwashing soap, shampoo, deodorant, toilet tissue, soda, salsa, ice cream, cereal, potato chips, jeans, running shoes, and socks). Are there brands or categories for which consumer loyalty is relatively high?  How do consumers explain their loyalty or lack thereof?  How are marketing strategies affected by consumer attitude and behavior patterns (or, alternatively, how should they be affected)?  (Can be related to Branding Brief 1-1: Coca-Cola’s Branding Lesson.)

2. Have students identify three brands that are on the endangered species list and 1) analyze reasons for the problems, and 2) suggest prescriptive marketing measures. Appropriate brands might include Wise potato chips, Oldsmobile cars, Tang drink, LifeSavers roll candy, J.C. Penney. (Can be related to Branding Brief 1-10 below: Branding Energy.)

3. Tell students to survey consumers about their buying behavior with respect to private label or store brands. In which product categories do such products pose the largest competitive threat to premium brands?  Which retail stores have the strongest private labels?

4. Give a prize to the student who comes up with the best list (as voted upon by other students) of  “weird” brands – products that don’t seem to lend themselves to branding but yet are very successful in the marketplace. Candidates might include Blue Rhino propane gas, Banker’s Box boxes, Rent-A-Husband home handyman service, Campbell’s mushrooms, and Merry Maids housecleaning service.

Key take-away points
1. A company’s management of a brand is typically the determining factor in the ultimate success or failure of the brand.
2. Brands have differentiating features that distinguish them from competitors and add value for consumers.
Consumers often don’t buy products, they buy the images associated with products.
BRANDING BRIEF 1-9
A GLIMPSE INTO THE PAST OF SELECTED BRANDS

Coca-Cola (aerated drink and manufacturer) As one of the best known and most international of trade names, Coca-Cola was created in May 1886 by Frank M. Robinson, bookkeeper to the creator of the drink itself, Dr. John S. Pemberton, a druggist from Atlanta, Georgia, and was registered as a trademark on 31 January 1893. The name was based on two of the drink’s constituents: extracts from coca leaves and from the cola nut. That coca leaves also yield cocaine is a connection that the manufacturers do not now prefer to emphasize, and it is certainly true that although the drink once contained a form of the drug, especially in the early days when it was advertised as an ‘Esteemed Brain Tonic and Intellectual Beverage,’ it contains none now. The name itself is a remarkably successful one as a memorable and easily pronounceable trade name, having alliteration and three desirable ‘k’ sounds (compare Kodak). Coca-Cola gained popularity rapidly—it was first bottled in 1894—to such an extent that the manufacturers were obliged to register a second name for it used by the public as a ‘pet’ form: Coke. The second element of the name is not a registered trademark, so that ‘cola’ drinks exist on the market in a number of varieties. Among names of rival brands (imposters) were Coca, Cola, Fig Cola, Candy Cola, Cold Cola, Cay-Ola, and Koca-Nola. All these were outlawed by the courts in 1916.
Gillette (safety razors, blades, and toiletries by Gillette Industries)  The name comes from the company’s first president, King Camp Gillette, who traced his name back to the Gillet family of Somerset, England. Gillette patented the first disposable razorblades in 1902, having the previous year founded his company for the manufacture of razors and blades, initially as the American Safety Razor Co. Gillette as a name has a favourable French appearance (although a bogus one) for products in the sophisticated toiletries market. Gillette’s original blade had been perfected by William E. Nickerson, who designed equipment for the company. It was fortunate that he had not been the actual inventor, since ‘Nickerson’ would hardly make a suitable name for a company selling razors and blades.
Kodak (photographic products and cameras and manufacturer)  A trade name that is as well known internationally as Coca-Cola. The two names, in fact, appeared within two years of each other: Coca-Cola in 1886 and Kodak in 1888. Kodak as a name has no meaning: it is not intended to suggest any word (as ‘code’ or ‘compact’), nor does it derive from any word. It was invented by the American photographic pioneer, George Eastman, who patented it on 4 September 1888. Fortunately for posterity, Eastman has recorded the reasoning that prompted him to choose this particular name. He chose it, he says, “because I knew a trade name must be short, vigorous, incapable of being misspelled to an extent that would destroy its identity, and in order to satisfy trademark laws, it must mean nothing. The letter K has been a favourite with me—it seemed a strong, incisive sort of letter. Therefore, the work I wanted had to start with K. Then it became a question of trying out a great number of combinations of letters that made words starting and ending with K. The word Kodak is the result.’ 

It has been pointed out that the name is additionally onomatopoeic—it suggests the clicking of a camera’s shutter. It may also be relevant that ‘K’ was first letter of Eastman’s mother’s family name. The name has sometimes been used generically in a number of languages for a camera. This prompted the Verband Deutscher Amateurphotographen Vereine (‘Joint Society of German Amateur Photographic Associations’) to issue the following warning (in German) in 1917: ‘Whoever speaks of a Kodak meaning only a photographic camera in general is not mindful of the fact that he is damaging the German industry in favour of the Anglo-American by widespread use of this word.’  George Eastman also invented the name of one of Kodak’s most popular cameras, the Brownie.
Shell (petroleum and manufacturer)  The story of Shell began in the first half of the nineteenth century in the curio shop in East Smithfield, London, set up by a Jewish dealer, Marcus Samuel. Samuel’s children had fastened seaside shells to their empty lunch boxes on returning from a holiday, and the dealer made up a number of such boxes and labeled them with the names of the resorts the shells had come from. For the more sophisticated demands of his lady customers he imported fancy polished shells from abroad. His shop soon became known as the Shell Shop, and business expanded rapidly so that by 1830 Marcus Samuel had built up an international trade in oriental curios and copra, as well as shells. When barreled kerosene was added to his cargo list, the world-wide activities of the Shell Shop were consolidated as the Shell Transport and Trading Co. This was in 1897 when the firm had been taken over by Samuel’s son, also called Marcus. (Marcus père died in 1870, aged 73.)  The company adopted the scallop as its trademark in 1904.
Sony (electrical equipment and manufacturer)  Many Japanese trade names turn out to be taken simply from the surname of a company founder or an inventor. Sony is rather different. When Japan’s first transistor radio was produced by the Tokyo Tsushin Kogyo Kabushai Kaisha (company) in 1955 the directors understandably felt that they needed a much more ‘streamlined’ and international name for it than the full length company name. At first they considered “TTK, which was certainly better, but there already existed a TKK (Tokyo Kyuto KK, or Tokyo Express Co.) which would be confusing. Earlier, they had used ‘Tape-corder’ for their tape recorder and ‘Soni’ (from ‘sonic’) for this machine’s tape. Considering, ‘Soni,’ the directors felt that this would probably be mispronounced in English, as ‘so-nigh.’  But the international (Latin) base ‘son,’ meaning ‘sound,’ was good, and an alteration of the final ‘i’ to ‘y’ would suggest ‘sonny,’ and give the name a homely, affectionate touch. If, however, the actual name was spelled ‘Sonny’ the Japanese would pronounce this as ‘son-ny,’ and this might be associated with the Japanese word for ‘loss,’ son. This would not do, since the radio was clearly intended to produce a profit!  Finally, the variant Sony was decided on for the transistor, and the name passed to the company as a whole in 1958.

aReprinted from Adrian Room, Dictionary of Trade Name Origins, Routledge & Kegan Paul, 1982. 

BRANDING BRIEF 1-10
Branding Energy

Deregulation of the energy industry in some states during the mid-1990s enabled energy companies to compete for retail customers. The competition led many companies to step up their marketing programs in efforts to reach consumers recently empowered with the right to choose their energy provider. Spending on advertising in the energy industry rose from $80 million in 1996 to $180 million in 1997. Several companies also changed their names to make them more consumer-friendly, as when Panhandle Eastern became PanEnergy and Natural Gas Clearinghouse changed its name to NGC and later became Dynegy (for “Dynamic Energy”). Some power companies began offering loyalty programs while others appealed to consumers with cross-promotions with other utilities such as telephone and plumbing.

One of the first companies to make a significant investment in raising its public profile was Cinergy Corporation. In 1995, the company signed a $6 million, five-year deal to rename Cincinnati’s Riverfront Stadium as Cinergy Field. Right before the deal was made, name recognition of the company stood at 50 percent in the greater Cincinnati area. Nine months after the renaming, name recognition in Cincinnati rose to 94 percent. Because of national television coverage for football and baseball, the Cinergy name became known all over the nation. Another energy company, Edison International, signed a $30 million, 20-year deal with the Walt Disney to rename the Anaheim Angels “Big A” stadium Edison International Field.

Energy companies also used traditional advertising methods to build brand awareness. Following its 1998 name change, Dynegy was still relatively unknown among financial analysts and wholesale energy buyers according to a 2000 brand awareness study conducted by the company. The company suffered from a low-profile image despite the fact that it was one of the top three transporter’s in each interstate gas pipeline in North America and had annual revenues of $29.4 billion in 2000. To raise awareness, Dynegy debuted its first national television advertising campaign in 2001, comprised of several 30-second spots that used humor to illustrate the company’s services. In one ad, an actress playing a Dynegy employee arranges food on the dinner table so it resembles a power grid. Subsequent surveys revealed that recognition of the Dynegy brand increased significantly.

Power company’s emphasis on marketing did not necessarily lead to a change in consumer behavior. In the two largest deregulated states, California and New York, only two percent of consumers switched utility companies. Allan Adamson, the managing director of brand expert Landor Associates, said of the energy industry, “This is a very difficult category to brand. Coming up with anything that’s differentiating to customers beyond consistent power delivery is hard.” This may help explain why spending on advertising in the category peaked at $180 million in 1997. In 2000, only three power companies (Enron, Southern, Pacific Gas & Electric) had ad budgets that exceeded $10 million.

Further troubles for the energy industry occurred when energy giant Enron, the leading energy marketer in the world and the seventh largest company in the U.S., declared bankruptcy in December 2001. Enron had been a major advertiser, boasting the largest ad budget of all the national utility companies at $18 million in 2000. Enron also sponsored a stadium called Enron Field in Houston, where baseball’s Astros play. After investors and analysts raised questions about Enron’s business model, however, it was revealed that Enron had employed unorthodox accounting principles to misstate earnings. The company could not recover when credit rating companies downgraded Enron’s debt to junk status in November 2001.
  
Enron’s woes caused concern for the fate of the energy trading industry. Dynegy’s stock fell 37 percent in the three weeks after it abandoned a rescue acquisition of Enron. Share prices for energy firms slumped in the wake of Enron’s collapse. One energy consultant asserted, “Without a doubt, Enron’s collapse has given the energy trading industry a black eye.”  Other energy companies tried to shake the stigma. Dynegy CEO, Chuck Watson, predicted that the intense focus on the energy industry would help the major players by forcing weaker competitors to exit the business, and insisted that the “Enron failure [wasn’t] the failure of the energy merchant business.”  Other energy trading companies lined up to assure consumers that Enron’s troubles were not indicative of an industry-wide problem. A spokesperson for California-based Calpine said, “Calpine is not another Enron.”

中國經濟管理大學《戰略品牌管理》MBA導師手冊（工商管理經典教材）

第1章
品牌及品牌管理

概述
本章列出了書的理由。由於品牌是如此有價值的那些製造它們的公司和消費者誰購買它們，因為市場已變得越來越複雜和競爭力，品牌管理更為重要，現在比以往任何時候都挑戰了。品牌經理面對一個看似無限數量的選擇和機會方面的產品，價格，地點和促銷策略。但他們也面臨更大的風險，因為他們努力應對市場變化，海上環境，包括自有品牌的崛起，媒體的分裂，壓力短期結果，消費者的喜好轉變，技術進步和產品功能該級別的競爭環境，僅舉幾例。

儘管有這些壓力，許多品牌繼續增長和繁榮，為全球的成功證明了這種巨型名稱，耐克，迪斯尼，奔馳等。此外，即使類別，迄今已被認為是普通的商品組成的產品現在也包含了品牌，其中包括坎貝爾的蘑菇，藍犀牛丙烷氣，珀杜雞。

第一章還指出，由特別注重品牌，這本書使學生獲得寶貴的知識，更廣泛的觀點，戰略眼光和更比一個更普遍的營銷文本。本章介紹了一個全新的概念作為識別和區分商品或服務。品牌提供有形和無形利益，他們的公司誰製造，誰賣給他們的零售商和消費者誰購買。強勢品牌的例子中給出的文字不僅包括產品和服務，而且還有人，地方，體育，藝術和娛樂等行業。本章介紹了在過去和現在面對的挑戰品牌（如那些如上所述），並指出這本書的目的是要闡明的原則，模式和框架，這將有助於引導管理者通過這些挑戰，他們計劃和實施品牌戰略。

本章詳細介紹了三個主要因素，有助於品牌資產：最初選擇的品牌元素或身份彌補品牌;品牌的方式集成到支持市場營銷計劃，以及協會的間接轉移到品牌通過鏈接其他一些品牌的實體（例如，公司，國家的起源，分銷渠道或其他品牌）。幾個戰略需要進行有效的品牌資產管理一章中介紹了，即品牌體系，品牌產品矩陣，政策，即把加強品牌隨著時間的推移及以上地域的界限。

在這一章中，戰略品牌管理的過程描述。戰略品牌管理過程包括四個主要步驟：確定和建立品牌定位和價值，規劃和實施品牌營銷方案，測量和解釋品牌表現，和不斷增長和維持品牌資產。

1.0品牌集中討論了歷史的品牌。它的痕跡，從品牌的發展標誌著新石器時代陶器鑑定為國家製造商品牌，在工業革命大規模銷售的品牌。
科學的品牌
1-1：了解企業對商業品牌
1-2：高科技品牌
1-3：了解市場領導

品牌簡介
1-1：可口可樂的品牌課
1-2：鑽石行業創造新利基，以增加銷售
1-3：飛高，西南鋁牌
1-4：品牌的沃爾瑪路
1-5：亞馬遜品牌建設
1-6：建立品牌與曼聯冠軍
1-7：廣告展示吸引訪客與一瞥自由，樂趣
1-8：品牌一個原因：世界野生動物協會
其他品牌簡介：
1-9：一窺過去曾入選品牌
1-10：品牌能源

討論的問題
1。品牌是什麼意思嗎？什麼是您最喜愛的品牌，為什麼？請檢查你的感覺如何，品牌可能不同於其他人。

答案將有很大的不同，並討論可以圍繞這種差異的原因。

2。你認為誰擁有最強的品牌？為什麼呢？你覺得在商業周刊名單最強的25個品牌在圖 1-5？你是否同意的排名？為什麼或為什麼不呢？

這兩個問題可以用來說明異同“最愛”品牌和“強”的品牌。討論可以包括評價標準列入名單的商業周刊。

3。你能想到的東西都不能成為品牌？選擇一個例子，並沒有討論在每個類別提供（服務;零售商和分銷商;人與組織，體育，藝術，娛樂），並說明每個人都是一個品牌。

討論可能涉及為什麼什麼都可以成為一個品牌。 （因為感知功能的方式，效果差的存在時，一個品牌的產品對比商品總是可以實現。）學生想出了許多不同品牌的產品的例子，討論可以用來研究如何使一個品牌。

4。你可以認為自己作為一個品牌？你是做什麼的“品牌”自己呢？

人們像自己的品牌在許多方面 - 用自己的名字，他們的著裝方式，他們的模式的言論，他們的利益和活動等 - 因為一個人的各個方面的分化有助於該人從其他人。

5。你認為新的品牌挑戰和機遇被列入一章？你能想到的任何其他問題？

品牌的建造者們所面臨的一些形式，這些挑戰在過去，包括競爭加劇和媒體的分裂。雖然新的挑戰肯定會使問題更加難以建立一個強大的品牌，並不意味著他們就不可能。其他問題包括品牌的反彈，這說明了不同類型的問責制。由於重複定位在反全球化抗議活動的零售地點的跨國公司，如麥當勞，星巴克差距和說明的，知名的品牌也能成為一個避雷針批評和抗議。

練習和作業
1。讓學生調查 10個左右的消費者對品牌的忠誠度的各種產品類別（如牙膏，洗碗肥皂，洗髮水，除臭劑，衛生紙，飲料，沙拉，冰淇淋，麥片，薯片，牛仔褲，運動鞋和襪子）。是否有該品牌或類別的消費者忠誠度是比較高？消費者如何解釋他們的忠誠度或缺乏？營銷策略是如何影響消費者態度和行為模式（或者，他們應該如何受到影響）？ （可與品牌簡介 1-1：可口可樂的品牌一課。）

2。讓學生確定三個品牌，在瀕危物種名單和1）的問題，分析原因，和2）提出指令性的營銷措施。適當的品牌可能包括智者薯片，奧茲莫比爾轎車，唐飲料，糖果救生員輥，JC Penney公司。 （可與 1-10品牌簡介如下：品牌能量。）

3。告訴學生調查消費者對他們的購買行為方面的自有品牌或商店品牌。其中產品類別做這種產品對最大的競爭威脅到優質品牌？其中零售商店也最強私人標籤？

4。給予獎品給學生誰想出最好的清單（如表決通過其他學生）的“怪異”品牌 - 產品似乎沒有借給自己的品牌是非常成功的，但尚未在市場上。候選人可能包括藍犀牛丙烷氣，銀行家的箱盒，租來的丈夫在家幹雜活的服務，坎貝爾的香菇，快樂女傭打掃房間的服務。

重點外賣點
1。一個公司的管理的一個品牌通常是決定性因素，最終的成功或失敗的品牌。
2。品牌有與眾不同的特色，區分它們從競爭對手和消費者的增值。
3。消費者往往不買產品，他們購買相關產品的圖片。
 
品牌創建簡介 1-9
一窺過去曾入選品牌

可口可樂（充氣飲料和製造商）為一體的國際最知名和最的商品名稱，可口可樂公司創建 1886年5月由Frank M.羅賓遜，會計，到創作者本身的飲料，約翰 S博士彭伯頓，一個來自亞特蘭大的藥劑師，格魯吉亞和商標註冊為 1月31日1893年。這個名字是基於兩個飲料的成分：古柯葉提取物和來自可樂果。古柯葉也能產生可卡因是一種連接，製造商現在不喜歡強調，這是千真萬確，儘管喝一次載有形式的藥物，尤其是在初期時，被宣傳為'尊敬的腦補品和知識產權飲料，'它包含沒有此商品。這個名字本身就是一個非常成功的一個令人難忘的，容易上口的商標名稱，擁有理想的頭韻和三數'k'的聲音（比較柯達）。可口可樂獲得了迅速的普及，它在1894年首次瓶裝到這樣的程度，製造商被迫第二個名字登記為它利用公眾作為一個'寵物'形式：焦炭。第二個元素的名稱不是註冊商標，使'可樂'飲料市場上存在一個數字的品種。在競爭對手的品牌名稱（騙子）的可口可樂，可樂，圖可樂，糖果可樂，冷可樂，礁，奧拉，以及科賈 -諾拉。所有這些都是由法院禁止在1916年。
吉列（安全剃須刀，刀片，吉列和化妝品工業）這個名字來源於該公司的首任總統，王營吉列，誰追查他的名字回到吉萊家庭薩默塞特，英國。吉列一次性刀片製成的第一個專利在1902年後，創辦了他的上一年度公司為製造剃刀和刀片，最初是美國安全剃須刀公司吉列作為名稱具有良好的法語的外觀（雖然假一）產品的生產中在複雜的化妝品市場。吉列的刀片已經完善原有的威廉E尼克森，誰設計的設備的公司。幸好他沒有實際的發明者，因為'尼克森'將很難作出適當的名字，為公司銷售剃須刀和刀片。
柯達（相機和攝影產品及製造商）是一個商品名，以及國際知名的可口可樂。這兩個名字，事實上，在兩年內出現了互相：可口可樂，柯達在1886年於 1888年。柯達作為一個名字是沒有意義的：它不打算提出任何字（如'代碼'或'緊'），也不能從任何單詞。它是由美國發明攝影的先驅，喬治伊士曼，誰的專利是9月4日1888年。幸運的是後人，伊士曼已錄得的道理，促使他選擇這個特殊的名字。他選擇了它，他說，“因為我知道有一個商業名稱必須短而有力的，不能被拼錯的程度，會破壞它的身份，為了滿足商標法，它必須沒有任何意義。字母K一直是我最喜歡的，它似乎是一個強大的，敏銳樣的信。因此，這項工作我想不得不開始與 K.然後它試圖成為一個問題了大量的字母組合，使得單詞的起始和結束與柯達 K的字是結果。'

據指出，名字是另外擬聲，它表明了一下相機的快門。這也可能是有關這 K的第一個字母是伊士曼的母親的姓。這個名字有時一般是用來在數字語言的相機。這促使Verband德意志Amateurphotographen Vereine（'聯合協會德國業餘攝影協會'）發出以下警告（德文）1917年：'無論誰說話的意思只有一個柯達照相機一般是不會注意到的事實是，他是德國工業的破壞贊成英美的廣泛使用這個詞。'喬治伊士曼還發明了一個名稱柯達最流行的攝像頭，布朗尼。
殼牌（石油和製造商）故事開始於殼牌上半年十九世紀的古玩店東史密斯菲爾德，倫敦，成立了由一名猶太經銷商，馬庫斯塞繆爾。塞繆爾的兒童有固定海邊彈到了自己的返空飯盒從一放假，經銷商組成一個數字框和標籤等與他們的名字的度假村砲彈來自何方。對於更複雜的客戶要求他的夫人，他看中進口拋光彈來自國外。他的店很快就被稱為殼牌店，業務迅速擴大，那麼到1830年馬庫斯塞繆爾已建立了一個國際貿易的東方古玩和椰幹，以及砲彈。當桶裝煤油是增加了他的貨物清單，在全球範圍內活動的殼牌店是鞏固了殼牌運輸貿易有限公司於 1897年，這是當時該公司已接管了塞繆爾的兒子，也叫馬庫斯。 （馬庫斯的Père死於 1870年，73歲。）公司通過了扇貝作為其商標在1904年。
索尼（電氣設備和製造商）很多日本商品名稱變成是採取簡單地從一個公司的創始人姓氏或發明。索尼頗為不同。當日本的第一個晶體管收音機製作的東京通信工業株式會社 Kabushai（公司）於 1955年，董事認為，他們需要理解一個更加'精簡'和國際名稱為它不是完整長度的公司名稱。起初，他們認為“的TTK，這當然好，但已經有了一個頂呱呱（東京 Kyuto株式會社，東京快遞公司）這將是混亂。此前，他們曾使用'磁帶科德'為他們的磁帶錄音機和'瑞裡'（從'聲波'）這台機器的磁帶。考慮到，'瑞裡，'董事認為，這很可能是在英國念錯，因為'所謂的近了。'，但國際（拉丁）基的兒子，'意義'的聲音，'好的，改建的最後一'我'為'Y'建議'小傢伙'，給一個親切的名字，深情接觸。然而，如果實際名字拼寫為桑尼'的日本人會念這個'兒子，紐約州，'這可能與日本字的損失，'兒子。這是不會這樣做的，因為收音機是顯然是為了產生利潤！最後，索尼決定變異的晶體管，和名稱傳遞給該公司作為一個整體在1958年。

aReprinted由阿德里安室，字典的貿易名稱來歷，與基根保羅 Routledge出版社，1982。

品牌創建簡介 1-10
品牌創建能源

放鬆管制的能源產業在一些國家，在1990年代中期啟用能源公司爭取零售客戶。在競爭導致許多公司的營銷計劃加緊努力，以達到消費者在最近的權利，有權選擇自己的能源供應商。廣告支出在能源行業 8000萬美元上升至1996年的1.8億美元於 1997年。有幾家公司也改變了他們的名字，使其更加用戶友好的，因為當狹長地帶東部成為 PanEnergy和天然氣信息中心更名為 NGC和後來成為 Dynegy（對於“動態節能”）。一些電力公司開始提供忠誠方案，同時呼籲消費者與他人交叉促銷與其他公用設施，如電話和管道。

首批公司之一，作出重大投資提升其公眾形象是Cinergy公司公司。 1995年，公司簽訂了600萬美元，為期五年的協議，重新命名辛辛那提的河畔體育場 Cinergy公司場。權作出處理前，該公司的知名度站在百分之五十在大辛辛那提地區。九個月後，重新命名，在辛辛那提的知名度上升到百分之94。由於國家電視台報導足球和棒球，Cinergy公司名字成為享譽全國。另一家能源公司，愛迪生國際，簽署了一項 3000萬美元，20年的合同，與迪士尼重命名阿納海姆天使“大干一場”的體育場愛迪生國際視野。

能源公司還利用傳統的廣告方法，以建立品牌知名度。繼 1998年更名，Dynegy還比較陌生各金融分析師和批發能源買家，根據以2000年為品牌知名度的公司進行研究。該公司遭受了低調的形象，儘管事實上，它是其中的三大轉運的州際天然氣管道在每個在北美，並年銷售額二九四○○○○○○○○美元於 2000年。要提高認識，Dynegy發布了其第一屆全國電視廣告活動在2001年，由幾個 30秒的斑點，用幽默來說明該公司的服務。在一則廣告，一個演員扮演一個 Dynegy員工安排在餐桌上的食物所以它類似於一個電網。隨後調查發現，承認在Dynegy品牌顯著增加。

電力公司的重點市場並不一定會導致改變消費者的行為。在兩個最大的放鬆管制的州，加州和紐約，只有兩成的消費者轉向公用事業公司。艾倫亞當森，董事總經理朗濤品牌協會專家表示，能源產業，“這是一個非常困難的類別品牌。即將與任何的差異之外向客戶交付一致的力量是很難的。“這可能有助於解釋為什麼在廣告上的支出類別中達到高峰，1997年1.8億美元。 2000年，只有三個電力公司（安然，南區，太平洋天然氣和電氣公司）的廣告預算已經超出1000萬美元。

進一步的麻煩能源業巨頭安然公司時發生的能源，營銷領先的能源在世界上第七大公司在美國，2001年12月宣布破產。安然公司曾是主要的廣告商，擁有最大的廣告預算，所有的國家電力公司在2000年的1800萬美元。安然公司還贊助了體育場叫安然場在休斯敦，在那裡棒球的太空人發揮。經過投資者和分析師的提問有關安然公司的商業模式，然而，據透露，安然公司已聘請非正統的會計原則，虛報盈利。該公司無法收回時，安然的信用評級公司下調的債務在2001年11月垃圾級。
  
安然公司的困境引起憂國憂民的能源交易行業。 Dynegy的股票下跌了百分之37的三個星期後，放棄了營救收購安然。能源公司的股票價格下跌之後，在安然公司的崩潰。一位能源顧問稱，“毫無疑問，安然公司的崩潰給了能源交易行業的黑眼睛。”其他能源公司試圖擺脫的恥辱。 Dynegy公司首席執行官查克沃森預言，緊張專注於能源產業的主要參與者，將有助於迫使較弱的競爭者退出該業務，並堅持認為，“安然的失敗 [並未]失敗的能源商人的業務。”其他能源交易公司，以確保消費者排隊安然的麻煩並沒有指示一個行業範圍內的問題。一名發言人稱，加州的卡爾平說：“卡爾平不是另一個安然。”