IntroductionBuilding a strong brand

IntroductionBuilding a strong brand is the goal of many organizations. Building a strong brandwith significant equity is seen as providing a host of possible benefits to a firm,including greater customer loyalty and less vulnerability to competitive marketingactions and marketing crises, larger margins as well as more favorable customerresponse to price increases and decreases, greater trade or intermediary cooperationand support, increased marketing communication effectiveness, and licensing andbrand-extension opportunities.With this keen interest in brand building, two questions often arise: (1) Whatmakes a brand strong? and (2) How do you build a strong brand? To help answerboth of these questions, this paper develops a model of brand building called theCustomer-Based Brand Equity model. Although a number of useful perspectivesconcerning brand equity have been put forth, the Customer-Based Brand Equitymodel provides a unique perspective on what brand equity is and how it shouldbest be built, measured, and managed.The development of the Customer-Based Brand Equity model was driven by threegoals. First, the model had to be logical, well-integrated, and grounded. The modelneeded to reflect state-of-the-art thinking about branding from both an academicand industry point of view. Second, the model had to be versatile and applicable toall possible kinds of brands and industry settings. As more diverse applications ofbranding continued to emerge for products, services, organizations, people, places,and so forth, the model needed to have far-ranging relevance. Third, the model hadto be comprehensive with enough breadth to cover important branding topics aswell as enough depth to provide useful insights and guidelines. The model neededto help marketers set strategic direction and inform their brand-related decisions.With this broad set of objectives in mind, the Customer-Based Brand Equitymodel was developed. The basic premise of the model is that the power of a brandlies in what customers have learned, felt, seen, and heard about the brand overtime. In other words, the power of a brand resides in the minds of customers. Thechallenge for marketers in building a strong brand is ensuring that customers havethe right type of experiences with products and services and their accompanyingmarketing programs so that the desired thoughts, feelings, images, beliefs, percep-tions, opinions, and so on become linked to the brand. The remainder of thepaper outlines in detail how this "brand knowledge" should be created and howthe brand-building process should be handled.

Introduction
Building a strong brand is the goal of many organizations. Building a strong brand
with significant equity is seen as providing a host of possible benefits to a firm,
including greater customer loyalty and less vulnerability to competitive marketing
actions and marketing crises, larger margins as well as more favorable customer
response to price increases and decreases, greater trade or intermediary cooperation
and support, increased marketing communication effectiveness, and licensing and
brand-extension opportunities.
With this keen interest in brand building, two questions often arise: (1) What
makes a brand strong? and (2) How do you build a strong brand? To help answer
both of these questions, this paper develops a model of brand building called the
Customer-Based Brand Equity model. Although a number of useful perspectives
concerning brand equity have been put forth, the Customer-Based Brand Equity
model provides a unique perspective on what brand equity is and how it should
best be built, measured, and managed.
The development of the Customer-Based Brand Equity model was driven by three
goals. First, the model had to be logical, well-integrated, and grounded. The model
needed to reflect state-of-the-art thinking about branding from both an academic
and industry point of view. Second, the model had to be versatile and applicable to
all possible kinds of brands and industry settings. As more diverse applications of
branding continued to emerge for products, services, organizations, people, places,
and so forth, the model needed to have far-ranging relevance. Third, the model had
to be comprehensive with enough breadth to cover important branding topics as
well as enough depth to provide useful insights and guidelines. The model needed
to help marketers set strategic direction and inform their brand-related decisions.
With this broad set of objectives in mind, the Customer-Based Brand Equity
model was developed. The basic premise of the model is that the power of a brand
lies in what customers have learned, felt, seen, and heard about the brand over
time. In other words, the power of a brand resides in the minds of customers. The
challenge for marketers in building a strong brand is ensuring that customers have
the right type of experiences with products and services and their accompanying
marketing programs so that the desired thoughts, feelings, images, beliefs, percep-
tions, opinions, and so on become linked to the brand. The remainder of the
paper outlines in detail how this “brand knowledge” should be created and how
the brand-building process should be handled.

Introduction
Building a strong brand is the goal of many organizations. Building a strong brand
with significant equity. Is seen as providing a host of possible benefits to, a firm
including greater customer loyalty and less vulnerability to. Competitive marketing
actions and, marketing crises larger margins as well as more favorable customer
response to price. Increases, and decreasesGreater trade or intermediary cooperation
and support increased marketing, communication effectiveness and licensing,, And
brand-extension opportunities.
With this keen interest in brand building two questions, often arise: (1) What
makes. A brand strong? And (2) How do you build a strong brand? To help answer
both of these questions this paper, develops a model. Of brand building called the
.Customer-Based Brand Equity model. Although a number of useful perspectives
concerning brand equity have been, put forth. The Customer-Based Brand Equity
model provides a unique perspective on what brand equity is and how it should
best, be built. Measured and, managed.
The development of the Customer-Based Brand Equity model was driven by three
goals. First the model,, Had to, be logicalWell-integrated and, grounded. The model
needed to reflect state-of-the-art thinking about branding from both an academic
and. Industry point of view. Second the model, had to be versatile and applicable to
all possible kinds of brands and industry. Settings. As more diverse applications of
branding continued to emerge for products services organizations,,,,,, people places
and So, forthThe model needed to have far-ranging relevance. Third the model, had
to be comprehensive with enough breadth to cover. Important branding topics as
well as enough depth to provide useful insights and guidelines. The model needed
to help marketers. Set strategic direction and inform their brand-related decisions.
With this broad set of objectives in mind the Customer-Based,, Brand Equity
.Model was developed. The basic premise of the model is that the power of a brand
lies in what customers have learned felt,,, Seen and heard, about the brand over
time. In other words the power, of a brand resides in the minds of customers. The
challenge. For marketers in building a strong brand is ensuring that customers have
.The right type of experiences with products and services and their accompanying
marketing programs so that the desired. Thoughts feelings images beliefs,,,,,, percep -
tions opinions and so on become linked to the brand. The remainder of the
paper. Outlines in detail how this "brand knowledge." should be created and how
the brand-building process should be handled.

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