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The predominant view of positioning in both the literature and practice – a remarkably uni- or two-dimensional view – asks these questions: (1) What dimension should the product or service be positioned on, for example, unique styling, design, performance, and quality? (2) What category does the product or service compete in or belong to? So marketers therefore ask: Should the computer brand be positioned as reliable (Dell), or faster (Toshiba)? Research on economic value is well established in the pricing literature, especially in business-to-business pricing. Most of this literature focuses on differentiation value, that is, how to calculate the worth of the differential benefits a customer receives from using the firm's product versus the competitive substitute. But a much less studied area of this research deals with the price of the competitive reference product, or competitive frame of reference. Rarely do marketers extend positioning strategy to the level of economic value, asking: How is the product framed, and how valuable is the frame? The purpose of this chapter is to explore competitive frames of reference in business-to-business positioning. Specifically, what are alternative types of frames of reference? What is the role of the reference price in frames of reference? What are the implications of choosing one type of frame of reference versus another?

This study examines the empirical relationship between four broad antecedents of brand equity (branding strategy, brand structure, brand positioning and target market) and two separate dimensions of revenue premium: price premium and volume premium. Our modeling framework aims to explain how different antecedents of brand equity influence the realized velocity and margin of branded product sales, key drivers of operating cash flow. Our generalizable empirical analyses are based on a representative dataset of over 6,500 brands, across 200 consumer-packaged goods categories, spanning three years. We find that only 20% of brands command revenue premiums, for which volume premiums are the critical determinant. Branding strategies and brand structure primarily impact volume premium. In contrast, brand positioning has little effect. Target market substantially affects both premiums. Overall, these four elements account for 73% and 69% of the explained variations in price and volume premiums, respectively. This study provides generalizable, important, and novel insights for the theory and practice of brand management regarding price positioning and extending brands into new categories.

The objective of this research is to explore the relationship between brand experience and customer equity (value equity, brand equity, and relationship equity). We examine the impacts of different contact points’ experiences (media contact, physical environment contact, people contact, and product usage contact) and different dimensions of brand experience on customer equity. Further we investigate the possible moderating effects of different brand positioning and strategies – hedonic and utilitarian, on this relationship. The data which are collected via online survey includes 410 observations with brand experience and 83 without brand experience, 493 valid samples in total. We found that positive and strong brand experience is the key factor for building strong customer equity. Although the impacts of all four contact points’ brand experiences are significant, product usage contact has the most powerful influence on customer equity and its individual drivers. The results also indicate that the different brand positioning strategies do have moderating effects. For utilitarian brand, only brand experience at product usage contact point has significant impact on customer equity and its three drivers. For hedonic brand, all four contact points’ experiences have significant relationships with customer equity. Finally, the four experience dimensions (sensory, affective, intellectual, and behavioral) have different impacts on customer equity and its three drivers at different experience contact points.

To introduce the concept of cultural equity and provide a theoretical framework for managing cultural equity in multi-cultural markets.

Recent research on the social psychology of globalization, cross-cultural consumer behavior, consumer culture, and global branding is reviewed to develop a theoretical framework for building, leveraging, and protecting cultural equity.

Provides an actionable definition for a brand’s cultural equity, discusses consumer responses to brands that relate to cultural equity, identifies the building blocks of cultural equity, and develops a framework for managing cultural equity.

Research conducted mainly in large cities in North and South America, Europe, the Middle East, and East Asia. Generalizations to less developed parts of the world might be limited.

A very useful theoretical framework for managers interested in building cultural equity into their brands and for leveraging this equity via new products and the development of new markets.

The paper integrates past findings across a variety of domains to develop a parsimonious framework for managing cultural equity in globalized markets.

Globalization has intensified marketing pressures for tourism destinations in their operations at a national, regional, and international level. The dynamics of the twenty-first century have resulted in immense competition, causing organizations in the tourism and hospitality business to adopt new strategic management and operational marketing processes. Branding has become one of the important marketing strategies in withstanding the competitive nature of the tourism industry when offering products and services to tourists. Zimbabwe as a tourism destination has also experienced various changes due to globalization, induced by its socioeconomic and political state of affairs. In order to survive and adhere to the changing market demands, Zimbabwe as a tourism destination has also adopted branding as a marketing strategy, with the aim of holding a high-valued global market position through an extensive brand identity.

In retail industry, it is very important that companies start to own an omnichannel approach in order provide an integrated experience. This approach is recognized as a key to have sustainable growth for companies and brands. In this study, it is aimed to examine the application of omnichannel decisions in different marketing channels and the contributions of this approach in the strategic plans of companies to create an overall customer experience in Turkey. For this purpose, a thorough literature review was provided on different marketing channel approaches, especially retailing and wholesales. In-depth interviews with companies showed that companies in Turkey are underway to include omnichannel approach in their short-term plans to improve their sales volume, and these companies also use this approach as a positioning by creating an integrated customer experience through customer relationship management.