Brands and Branding (2nd Edition) (The Economist) by Rita Clifton

By Rita Clifton

Even though the stability sheet won't even positioned a cost on it, a company's model or its portfolio of manufacturers is in lots of situations its most dear asset, accounting for up to 70% of a firm's industry price sometimes. This booklet argues that due to this and due to the facility of not-for-profit manufacturers like Oxfam, all organizations should still make the emblem their primary establishing precept, guiding each motion and decision.
Divided into 3 components and written by means of eighteen specialists at the topic, this totally revised
and up-to-date consultant to manufacturers and branding examines the case for manufacturers, outlines most sensible perform and the long run for manufacturers. It contains chapters on model valuation, what makes a model nice, model procedure, model event, visible and verbal id, model communications, model safeguard and new chapters on branding in India and types in a electronic international.

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Additional resources for Brands and Branding (2nd Edition) (The Economist)

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Price will always be a factor in choice. But acting like a commodity, rather than a trusted and differentiated brand, will eventually lead only to the lower-price road to perdition. Ownership The third area to examine is that of ownership within organisations. Whereas the more established consumer goods companies grew up around their individual brands, more complex and technical organisations may often be run by people who have little experience in marketing or selling. As a result, the brand may simply be regarded as the specialist province of the marketing team, or, since the visual aspects of brands are the most obvious manifestation, brand management may be delegated to the design manager.

1 on page 28) estimated that the value of the Coca-Cola brand name in mid-2007 was almost $65 billion, over half of its intangible value at that time. Similarly, high-profile consumer brands like McDonald’s can attribute a large proportion (around 50%) of their market value to their brands. At the other end of the scale, for two of the world’s largest companies, General Electric and Intel, the ratio of brand values to intangible value is much lower. Both GE and Intel are rich in intangibles, but as these are linked to the technology in which these 59 companies excel, they probably take the form of patents and know-how agreements.

The power of their bottling and distribution systems no doubt plays a part in this, but the main factor is the strength and appeal of the two brands to consumers. The strong, instantly recognisable names, logos and colours of these two brands symbolise their 57 makers’ promise that consumers’ expectations will be fulfilled, whatever the subtleties of these might be. Brands allow the consumer to shop with confidence, and they provide a route map through a bewildering variety of choices. The customer does not have to be an expert on the complexities of mobile telecommunications to choose between one service supplier and another.

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