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The brand equity pyramid is a theory that explains how people develop loyalty and an attachment to a brand. The purpose of this study is to test whether the predictions made by the theory hold when applied to the brand of ParticipACTION, a Canadian non-profit organization that promotes active living. A secondary objective was to test whether this theory predicted intentions to be more physically active.

A research agency conducted a cross-sectional, online brand health survey on behalf of ParticipACTION. Exploratory factor analysis and confirmatory factor analysis established the factor structure. Structural equation modeling was used to test the hypothesized model.

A nationally representative sample of Canadian adults (N = 1,191) completed the survey. Exploratory factor analysis and confirmatory factor analysis supported a hypothesized five-factor brand equity framework (i.e. brand identity, brand meaning, brand responses, brand resonance and intentions). A series of structural equation models also provided support for the hypothesized relationships between the variables.

Though preliminary, the results provide a guide for understanding the branding process in the activity-promotion context. The constructs identified as being influential in this process can be targeted by activity-promotion organizations to improve brand strength. A strong organizational brand could augment activity-promotion interventions. A strong brand may also help the organization better compete against other brands promoting messages that are antithetical to their own.

This is the first study to test the brand equity pyramid using an activity-promotion brand. Results demonstrate that the brand equity pyramid may be useful in this context.

This study explores the relationship between brand image and brand equity in the context of sports sponsorship. Keller's (1993, 2003) customer-based brand equity models are the conceptual inspiration for the research, with Faircloth, Capella, and Alford's (2001) conceptual model – adapted from the work of Aaker (1991) and Keller (1993) – the primary conceptual model. The study focuses on the sponsorship relationship between the New Zealand All Blacks and their major sponsor and co-branding partner, adidas. The sporting context for the study was the 2003 Rugby World Cup held in Australia. Data were collected from two independent samples of 200 respondents, utilizing simple random sampling procedures. A bivariate correlation analysis was undertaken to test whether there was any correlation between changes in adidas' brand image and adidas' brand equity as a result of the All Blacks' performance in the 2003 Rugby World Cup. Results support the view that Keller (1993, 2003) proposes that brand image is antecedent to the brand equity construct. Results are also consistent with the findings of Faircloth et al. (2001) that brand image directly impacts brand equity.

This study aimed to develop a generalisable small and medium-sized enterprise (SME) brand equity scale and examine its relationship with consumer response factors.

The study which was done in Thailand included three steps. First, brand communications of 40 successful SMEs and opinions of 56 consumers were collected by document analysis, interview and focus group for generating items and measurement of stimuli. Second, 838 consumers were surveyed to define the dimensions of the brand equity and the top SMEs. Third, surveys with 552 customers of the three most popular SMEs, one from each of the manufacturing, service and trade businesses, were conducted to examine the scale's invariance and its relationships with consumer responses.

The SME brand equity (SMEBE) scale included 23 items that were grouped into five components named brand awareness, functionality, authenticity, attentiveness and resonance. The scale is applicable across consumers that vary in their product involvement and brand engagement. The SMEBE significantly affected the brand's preference, loyalty and word-of-mouth.

Since the SMEBE scale was tested with three brands, one from each of three business sectors, future studies should measure more than one SME for each business type. To allow for potential cultural characteristics that might affect the study, replications in diverse international settings are required.

SME managers should increase the awareness, functionality, authenticity, attentiveness and resonance of their brands as these components are essential for SMEBE, which, in turn, significantly affects consumer behaviour.

This study develops a ready-to-use SMEBE scale and introduces a practical research design for quantitative research on SME branding.

The importance of branding in industrial contexts has increased, yet a comprehensive model of business‐to‐business (B2B) branding does not exist, nor has there been a thorough empirical study of the applicability of a full brand equity model in a B2B context. This paper aims to discuss the suitability and limitations of Keller's customer‐based brand equity model and tests its applicability in a B2B market.

The study involved the use of semi‐structured interviews with senior buyers of technology for electronic tracking of waste management.

Findings suggest that amongst organisational buyers there is a much greater emphasis on the selling organisation, including its corporate brand, credibility and staff, than on individual brands and their associated dimensions.

The study investigates real brands with real potential buyers, so there is a risk that the results may represent industry‐specific factors that are not representative of all B2B markets. Future research that validates the importance of the Keller elements in other industrial marketing contexts would be beneficial.

The findings are relevant for marketing practitioners, researchers and managers as a starting‐point for their B2B brand equity research.

Detailed insights and key lessons from the field with regard to how B2B brand equity should be conceptualised and measured are offered. A revised brand equity model for B2B application is also presented.

The purpose of this paper is to explore the effect of a shift in brand architecture strategy on corporate brand equity. The change is from a house of brands to a branded house approach in which the corporate brand is prominent. The study proposes two alternative approaches in order to explore how consumers build the corporate brand equity from single product brand equities in the portfolio: the dilution process or the bookkeeping/subtyping cognitive process.

Data were collected through a questionnaire administered to 150 Italian consumers. All the items were related to a real corporate brand – Procter & Gamble (P&G) – and to seven of the product brands in its portfolio. The choice of the Italian context and the P&G brand was motivated by the fact that P&G has recently adopted a shift in its brand strategy, starting to give prominence to the corporate brand in its communication campaign in Italy.

The dilution process does not describe the effect of a change in strategy on corporate brand equity, but the bookkeeping/subtyping cognitive process does. This suggests that consumers tend not to revise corporate brand equity when they perceive many product brands behind it.

The value of the present paper is to deal with a relevant and current topic: the brand architecture dynamism. This research is an exploratory step to satisfy the need for theory-based research on consumer responses to the shift in the brand portfolio architecture strategy.

Brand resonance will significantly improve the profits of the services industry in the twenty-first century. The purpose of this paper is to find the resonance score for modified customer-based brand equity (CBBE) model in mutual fund financial services and improve the conceptualization of customer-based mutual fund services’ brand equity through brand resonance.

The path values of SEM model was used to estimate the relative weights of criteria and sub-criteria in analytic hierarchy process (AHP) model and it was empirically tested with a sample of 240 mutual fund investors.

The brand resonance using AHP has been quantified. The resonance quantification of each brand has been demonstrated using two renowned Indian mutual fund services brands State Bank of India and Hong Kong and Shanghai Banking Corporation.

The interdependency of the factors which influence the resonance score is not explored.

Research findings provide useful guidelines for fund managers/analysts of mutual fund services companies while improving the brand equity and strong brand’s resonance with investors.

The paper examines quantification of resonance for modified CBBE model in mutual fund services using data from a sample of investors in India with two mutual fund brands. The AHP structure model helps firms effectively quantify the resonance score.

There is a growing interest in brand formation and brand valuation among global firms today, but global marketers typically ignore one of the key factors of brand building – corporation ability association (CAA). This paper aims to explore the structural relationship between CAA and consumer‐based brand equity variables and its product‐market outcomes.

Utilizing Aaker and Keller's theoretical framework of brand equity, this paper develops a brand equity model combining customer‐based brand equity with product‐market outcome approaches. A set of scales are developed and tested on a national sample of Chinese consumers.

The data provide support for ten of the 12 hypotheses. The results indicate that CAA is an important factor in building and preserving brand equity. CAA and brand awareness have impact on quality perception, which has positive impact on brand resonance, brand extensibility, and price flexibility. Brand resonance has positive influence on brand extensibility and the intention to repurchase.

For global marketers operating in China, brand equity is a cultural market‐based asset and global companies must focus on building corporation ability association in China in order to enjoy the substantial competitive and economic advantages provided by brand equity. Theoretically, the proposed brand equity model is an extension of the model proposed by Keller.

For the first time, CAA is integrated into fhe brand equity model. This may provide a theoretical base for further research in the endorsement role of company ability in brand equity building.

The experts in industry and academicians value brand resonance is the prerequisite factor in the firms of financial services. In this regard, the purpose of this paper is to model the brand resonance score (BRS) for modified customer-based brand equity (CBBE) model in mutual fund financial services using structural equation modeling (SEM) and analytic network process (ANP).

Criteria and sub-criteria relative weights are calculated from the SEM and sub-sub-criteria relative weights are measured through pair-wise comparison matrix for BRS modeling using ANP approach.

The brand resonance using ANP has been quantified, and BRSs of each brand through brand judgments and brand feelings criteria are calculated using two renowned Indian mutual fund services brands State Bank of India and Hong Kong and Shanghai Banking Corporation.

Interdependency between sub-criteria are not explored. This research study is specific to Indian bank mutual fund services context.

Research findings provide useful guidelines for fund managers/analysts of mutual fund service firms to improve the brand resonance to investors.

The paper explained modeling BRS using ANP technique which helps organizations quantify the brand resonance effectively.

The purpose of this paper is to stimulate reflection on the concept of Mediterranean brands, to map and qualify their specific genetic make up and their influence on brand equity.

From an overview of the available literature and using the brand genetics model, conceptual dimensions inherent to the Mediterranean brand are identified, so as to evaluate their contribution in the building and transfer of brand value.

This paper shows how the properties of Mediterranean elements are reconciled with branding models and more in general, with sustainable business.

The paper highlights the generating drivers of value from a Mediterranean marketing perspective. Management has to govern these strategically in order to retain lasting competitive advantage.

Marketing Management, Product & Brand Management, Entrepreneurship.

This case can be taught effectively to MBA/BBA students as part of Marketing Management, Product & Brand Management, Entrepreneurship.

The case talks about the marketing mix strategy of India’s fastest growing fast moving consumer goods (FMCGs) brand Patanjali, with a tremendous revenue growth rate of 100 per cent for the past five years, leaving major FMCG companies insomniac. Patanjali Ayurved Limited riding on Baba Ramdev’s brand equity positioned itself as an authentic Ayurved brand with ancient Indian roots. Patanjali’s product line ranges from healthcare, personal care, home care, to food and more. Patanjali’s products were priced 10-40 per cent lower than that of its competitors. Run by franchisees, Patanjali had a three-tier distribution system. These included Patanjali Chikitsalayas which were franchise dispensaries and clinics along with doctors, Patanjali Arogya Kendra which were health and wellness centres and Swadeshi Kendra, non-medicine outlets. The company has 15,000 exclusive outlets across India and plans to grow to 1,00,000 exclusive outlets by 2020. Patanjali amazed the world by achieving phenomenal success without spending much on advertising in its nascent stage. Recently Patanjali adopted the multinational corporation (MNC) style of advertising by hiring two top advertising agencies McCann and DDB Mudra to prepare the company for the next phase of growth. Patanjali diversified into various segments of the market, ranging from FMCG products, Ayurvedic medicines, Ayurvedic hospitals and a medical college. Patanjali plans to enter various categories of products including the beauty products segment to compete with major MNCs, the baby care segment to compete with Johnson & Johnson, and the sports segment to compete with Nike and Adidas. Patanjali as a brand has a strong positioning in the minds of consumers as a natural and Ayurvedic brand. Will Patanjali’s foray into so many diversified segments lead to a brand extension trap and confused positioning? Because Patanjali as a brand, solely rides on Baba Ramdev’s image, if Baba Ramdev ever finds himself at the centre of a controversy, will Patanjali’s brand equity take a hit? Will it affect the brand Patanjali? Even if Baba Ramdev does not get into any controversy, what will happen to the brand Patanjali when Baba Ramdev is no more? Who should be the next face of Patanjali? Can the brand survive without a face?

The case is designed to enable students to understand the following key learning points: The concept of marketing mix. Product mix, Promotion mix branding (especially “Person as a Brand”), customer-based brand equity (CBBE) model or brand resonance pyramid.

Teaching Notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes.

CSS 8: Marketing.