Brand and Roy Morgan

In light of an evolving market, faced with new competitors, and after a careful analysis of their current customers, the Vanguard Group (hereinafter referred to as “Vanguard”) realizes it must rethink its entire marketing strategy. However, in order to protect and leverage their competitive advantage, which is their low management fees, and to optimize the loyalty that their customers continuously demonstrate toward their organization, they must now target the most profitable segment for them, and develop the best way to serve and delight these customers.

In addition to these field observation, I made use of published material, specifically articles from scholarly journals. These included “Product-class effects on brand commitment and brand outcomes” by

Catherine, W., Tat Pui, L. and Henrik, U. (2011) The Roles of Branding for a Brand Entering

After reading the case study for New Balance I see a brand with great potential. A brand that has staunch traditional values and customer satisfaction as its primary priority.

How is it that Netflix and Coinstar’s Redbox have thrived in the DVD rental business and brick-and-mortar companies like Blockbuster were forced into bankruptcy protection? According to CEO and founder Reed Hastings, value is the reason. As we know from class, value is defined by customer/consumer and companies that offer value turn buyers. One great example of a company’s value turning buyers into lifelong customers is Apple. Apples success with iPhones, iTunes and Mac computers have proven that value through excellent customer experiences creates lifelong clients/customers.

How these factors enabled MMBC to create such a strong brand; and why, despite its strong brand, MMBC was experiencing a decline in 2005. I

Your Brand can either open doors for you filled with opportunities or closed doors for you leaving without opportunities.

The chances of the company’s initiative in regaining its initial image could only be successful if it gives the existing marketing strategy a face-lift. For the company to regenerate the consumers’ interest in the new brands of products, it has to establish a link between the traditional product brand and the current brands.

Although the brand is among the leaders within this segment, it has lost its position in the overall market due to the emergence of low-cost competitors and a change in its target customer base. Lacking financial and human resources, the brand has not been able

It is clear that the marketing managers of John Lewis have built a strong brand and maximised its equity. In order to do this there are characteristics of strong brand which marketing managers must work towards (see Appendix A).

This gain value and addresses a key decisive achievement factor in the industry (Grant,2010). As position is important to offer convenience and a deep assortment, An extra unique intangible resource would be their brand representation and customer loyalty, this is vital since it can attract or attract consumers and it could be necessary to build the brand image .

Customers are assets, and their values grow and decline. Segmenting customers based on their lifetime value is a powerful way to target them because marketing mix activities can then aim at enhancing customer value. (Ho, 2006)

The case focuses on Kellogg’s Special K brand and considers how the marketing of this has changed over time. Marketing is not static – it must be developed as market conditions and customer expectations change.

The company can not sustain in the competitive environment without undergoing change in its strategy. Therefore, company has to rebuild its strategy around the profitable consumer segment. The company is required to make marketing initiatives concerning the interest, awareness and perceived value of the consumer. Thus, identifying the consumer groups of high worth can bring huge profits and revenue for TFC (Stahl, 2007).

Samsung is one of the world’s premium electronics manufactures. The estimated value of Samsung brand had risen from US$6.37 billion in 2001 to US$10.85 billion in 2003. A major factor behind this impressive growth had been Samsung’s effort to redefine itself as a vendor of cutting-edge, “gee-whiz” consumer technology. Samsung believed that repositioning the brand is a vital to the company’s future success.