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Executive Chairman Of Prophet : Marketing Model

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David Aaker, an esteemed and recognized authority on brands, is currently Vice Chairman of Prophet; a consulting firm that concentrates on helping businesses grow through branding and marketing. He also is a professor at the University of California, Berkeley’s Haas School of Business. He is a specialist in marketing and focuses on brand strategy, with over one hundred articles and fourteen books on branding and marketing. He is the creator of the Aaker Model, which is a marketing model that views brand equity as a “combination of brand awareness, brand loyalty, and brand associations” (Keller, 2001). This model was first introduced in Aaker’s book, Building Strong Brands, which was published in 1996, and can be seen in the beginning of …show more content…

Brand equity increases as brand loyalty, brand awareness, perceived quality brand associations, and number of brand-related proprietary assets increase and become stronger and more positive.
Brand Loyalty
Brand loyalty is a measure of the attachment that a customer has to a brand. This loyalty reflects how likely a customer will become a brand switcher. Brand switching increases when the brand makes a change, planned or unplanned, such as price, product features or an unexpected crisis. According to Aacker, there is a brand loyalty pyramid. At the bottom of this pyramid lies the indifferent consumer with no brand loyalty. Each brand is perceived to be sufficient, yet the specific brand plays little to no role in the purchase decision. Convenience or a sales promotion is a larger factor when purchasing. On this bottom section, the consumer can be labeled a price buyer. Next, there are buyers that are not dissatisfied with product. There is not a large enough reason to stimulate change, especially if the change will result in effort. This section is termed habitual buyers. They are vulnerable to competition that offers an obvious benefit for switching. However, this section is not looking for alternative options; therefore, they might be hard to reach for competitors (Kombrabail, 2009). Next is the satisfied buyer,

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