The Navajo Are Centrally Located In The Southwestern United

The Navajo are centrally located in the Southwestern United States. Even though their culture is in America, it differs from the culture of Western America. The difference lies in everything from religion to personal expression. In fact, a significant portion of personal expression done by Navajo individuals is shown through their artwork. The artwork is a not only a representation of the Navajo lifestyle, but their significance to history. The Navajo artwork that will be discussed includes artforms such as sand painting, rugs, pottery, and silver making; these will be defined and the technique and/or creative process will be explained as well. Sand painting is a unique and symbolic art form originating with the Holy People, was and still†¦show more content†¦Practitioners believe sitting on the sand painting helps the patient to absorb spiritual power, while in turn the Holy People will absorb the illness and take it away. Afterward, when the sand painting has served its purpose, it is considered to be toxic, since it has absorbed the illness. For this reason, the painting is destroyed. Because of the sacred nature of the ceremonies, the sand paintings are begun, finished, used and destroyed within 12 hours. The colors for the painting are usually accomplished with naturally colored sand, such as crushed gypsum (white), yellow ochre, red sandstone, charcoal and a mixture of charcoal and gypsum (blue). Other coloring agents include corn meal, flower pollen, or powdered roots and bark. Sand paintings are not the only artforms created by the Navajo, there are also rugs. Navajos came to the southwest with their own weaving traditions; however, they learned to weave cotton on upright looms from Pueblo peoples. Navajo women believe the art of weaving was taught by Spider Woman, who constructed a loom according to directions given by the Holy People. By the 18th century the Navajos had begun to import Bayeta red yarn to supplement local black, grey, and white wool, as well as wool dyed with indigo. Using an upright loom, the Navajos made extremely fine utilitarian blankets that were collected by Ute and Plains Indians. These Chief s Blankets were characterized by horizontal stripes and minimal patterning inShow MoreRelatedManaging Information Technology (7th Edition)239873 Words   |  960 Pagesendorsed by or affiliated with the Microsoft Corporation. Copyright  ©2012, 2009, 2005, 2002, 1999 Pearson Education, Inc., publishing as Prentice Hall, One Lake Street, Upper Saddle River, New Jersey 07458. All rights reserved. Manufactured in the United States of America. This publication is protected by Copyright, and permission should be obtained from the publisher prior to any prohibited reproduction, storage in a retrieval system, or transmission in any form or by any means, electronic, mechanical

Strategic Human Resource Management Case Study - 1167 Words

Strategic Human Resource Management In today’s business world, the most powerful asset to a company and what deserves the most attention are their employees. Businesses strive for a high profitable environment by sustaining a competitive edge in the market that they operate. There are a lot of factors that drive a businesses’ success level, but the employees are by far the most vital resource to a company’s well being. Research has shown that productivity and overall performance are related to the employee’s job satisfaction. The human resource management department of a company focuses on the needs of their employees while promoting their overall goals. It is important to retain good employees, and provide the necessary training to get†¦show more content†¦Ã¢â‚¬Å"Strategic planning is a process that results in a strategic plan – the organization’s long-term objective. Strategic plans have a strong external orientation because they deal with the long-term survival, val ue, and growth of the organization† (Fratricova 150). Companies who are successful, have strategically chosen their employees that fit their company, and will help promote growth. In order to sustain competitive advantage in the business world, as a company, thinking ahead is an important process of sustaining this advantage. SHRM helps layout a selective hiring environment strategy necessary in order to achieve its position within an organization. â€Å"Because we are in the business area, strategy is the way in which the organization will survive in its competitive environment. It is the organization’s sustainability planâ€Å" (Fratrivoca 150). Supporting optimal employee performance is another job of strategic human resource management, and an advantage for any business that has SHRM. Promoting employee performance is necessary in order to continue to grow as a company. One thing company’s must do in order to be successful is evaluate the performance of the ir employees and the contribution they have made to the company. SHRM help companies strategically support and encourage their employees, especially when they contribute to the

Creative Title Critical Analogist Free Essays

In The Yellow Wallpaper, various factors fostered a sense of isolation in the protagonist’s psyche, which eventually drove her into insanity. The Narrator experiences isolation in numerous ways that include intellectual isolation, physical isolation, and emotional isolation, and each brings The Narrator closer the deterioration of her sanity. Charlotte Perkins Gilman’s character John, and his behavior, explain why the corrosion of The Narrator’s health took place. We will write a custom essay sample on Creative Title: Critical Analogist or any similar topic only for you Order Now John’s insistence on remaining at the isolated home, his inability to accept the opinion of The Narrator and his belief in his knowledge as a physician leaves the Narrator feeling shut out from society, triggering her insanity. The Yellow Wallpaper portrayed life in the ____, where men had complete authority over the opposite sex deeming the opinions and emotions felt by females insignificant. This allowed men complete control over the social and personal aspects of life, including matters such as women’s health, friendships, and sex life. †¦but John would not hear of it†(75), is implied throughout the entire story. All her opinions about her own health, what she concluded would assist her to overcome her sickness, all discarded without a second thought. This intellectual isolation rapidly deteriorates the emotional connection to her husband and quickly causes tension between the couple. â€Å"‘Better in body perhaps-’ I began, and stopped short , for he sat up straight and looked at me with such a stern, reproachful look that I could not say another word†(82). John cannot comprehend that The Narrator would understand her body more so than a scholar with a degree in medicine. Nancy Woloclh explained in her document Women and the American Experience, the likelihood of a proficient physician at that time period, â€Å"The professionalization of medicine did not ensure its competence†¦not only were well-trained doctors unlikely to be very effective, but few were well trained,†(Woloclh 1996:77). Although we do not have knowledge if John was such a doctor, we can only suspect from what The Narrator expressed in her ournals; journals filled with comments like, â€Å"John is away all day, and even some nights when his cases are serious† (76) and â€Å"John is kept in town ever often by serious cases†¦Ã¢â‚¬  (79) suggests that John was having an affair and not actually staying out late like a professional of medicine would. The intellectual isolation experienced by the Narrator, as her thoughts and feelings about her healt h are ignored, the emotional intimacy and connection felt between husband and wife is diluted. John, being a male, is able to seek intimacy through other women, while The Narrator cannot seek out any because of her isolation from society. The Narrator’s physical isolation is additional factor that allows insanity to enter her mind. Living miles away from society, she is denied the social interaction needed for females. Her bed â€Å" is nailed down,†(79), her windows are â€Å"barred for little children†(76). Several times she tried to get John to permit her to visit How to cite Creative Title: Critical Analogist, Papers

Lack Of Privacy In 1984 Essay Example For Students

Lack Of Privacy In 1984 Essay The first person that I have interviewed is Ella, she is an NYU Graduate who is working as a Web Designer and is earning approximately $45,000 a year. She lives in Brooklyn, New York for seven years. Ella claims that she liked Dodge Grand Caravan as her first choice. First of all, she likes the ad because its a family car that serves/fits all her needs. Secondly, she likes this ad because the color red is her favorite color. According to Ellas interpretation, she feels that by looking at the advertisement about the Dodge Grand Caravan a person will get all the explanation he/she needs. Her second choice was Volvo which looks like a very nice car, but does not apply to the need of a customer. She would prefer to know the features that the car is offering. She feels that the name of the brand is hidden because its all the way on top and on the edge that it would not be visible to the eye of the customer. Her third choice was Ford Expedition, because looking at the magazine ad she feels that it explains the variation of the car. However, she thinks that the ad does not apply why it was advertised for and that there is not enough description to the car. Her fourth choice was Suzuki, because she claims that the ad itself takes a person attention. Therefore, she also liked that the typeface S and Suzuki overlaps on top of each other. Her Fifth choice was Toyota, because she thinks its a nice looking car, but the theme that was used for this ad is a little bit funny. She feels that way because the theme does not fit to the description of the car. Her suggestion for this ad is to create more ideas, (i.e. the name of the brand should be visible; the slogan should be different in the sense that it should apply to the description of the car). Svetlana KhanimovaThe second person that I have interviewed is Milana. She is a 22 years old nurse from Brooklyn, N.Y. Milana earns about $50,000 a year she likes to play volleyball and read novels in her spare time. Her first choice was the All new Dodge Grand Caravan, because of two reasons: First of all she said thats its a big family car and it is red color which caught her attention very fast. Second, this model contains a lot of details that can help her get as much information as she needs. Her second choice was Ford Expedition, because it gave her a good impression since she likes to travel a lot and therefore this appearance fulfills her needs. She feels that this car ad claims that it can handle traveling. In addition, it has different models and nice logo. She feels that this advertisement needs to put more information about this model. Her third choice was Suzuki, because the liked the comparison between the Suzuki and the cheetah, which transforms into high speed. In add ition, she feels that the car is luxurious and big enough for the family. Also it gives enough information and has a good description of the car. Her forth choice is Volvo; she claims that it is a powerful car and can handle all the roads. She likes what it says on the side Volvo for life, but she also feels that there is not enough information about the features of the car. Her fifth choice is Toyota; she feels that it is not a very successful ad because it doesnt convince her to buy the car. She thinks that the car is too far, it needs to be closer and side wise, so that the customer can see the whole model. She also feels that the information that Toyota provides is very limited. Maya is the third person that I have interviewed. She is a 21 female that lives in Brooklyn, N.Y. She is a college student who lives with her parents. Her hobbies include, playing volleyball, basketball, and ice scatting. Mayas first choice was the Dodge Grand Caravan, because it caught her eyes to the information that she needs. For example, it provides the information that her and her family need. Her second choice was Toyota because she claims that its a pretty white car that does not qualify to the specific descriptions that a consumer might need. She feels that the theme is kind of cute but it doesnt really apply to the car. Her third choice was Suzuki, because she liked the motion, the ad captured her attention. She also liked the logo of Suzuki. Her fourth choice was Ford, because by looking at the ad she feels that the information that is given there is very suitable and reliable. Her fifth choice was Volvo, because it does not provide so many details like Dodge, its simple. Olga is a 24-year-old pharmacist from Brooklyn, New York. She makes approximately $60,000 a year and what interest her the most is medicine, design, and skiing. Olgas first choice as her favorite car ad was the Dodge Grand Caravan, because she liked the interior and the exterior design of the car that is suitable for the whole family. In her opinion she states that it is the best advertisement for the car. Her second choice would be Ford, because she feels that the ad portrays the message that you can drive anywhere and be everywhere. She said that in order for this ad to be successful it needs to add more information about the car (i.e. its features, price and qualities). Her third choice would be Suzuki, because you can see the car in motion. According to Olgas opinion she feels that in order to make the ad more successful the advertiser needs to change the appearance of an ad. For instance, the name Suzuki is on the side where it is not visible. Her forth choice would be Volvo, be cause she thinks that the ad claims that it can cross roads, cross borders, cross town and cross country. But she feels that the ad is lacking information about its features and characteristics. Her fifth choice would be Toyota; according to Olga, if I would see this ad on a certain magazine it would not capture my attention. Toyota is using such a theme that I think is so bizarre and so not attractive to the customer.Marina is a 26 years old college graduate from Brooklyn, New York. She works as an accountant and earn approximately $80,000 a year. Her favorite thing to do is read novels, listen to music, and go shopping. Her fist choice as a customer is Dodge Grand Caravan, because she feels that, by looking at the other ads it caught my attention directly. It specifies the information that I prefer to buy and would recommend my family and friends. Marinas second choice was Ford Expedition. She feels that this magazine advertising is breath taking because the view and the backgroun d is so beautifully captured which takes her attention towards the view, the car and also the description. Her third choice of the five advertisements was Volvo. She liked the view and how they positioned the car being in motion. Therefore, she feels that there was less description to this car or that this ad does not have the necessary availabilitys that she as the customer would want to find out. Her forth choice was Toyota. Well, she feels that the name itself sounds very attractive. She thinks that this ad is very simple, because the ad provides the picture, the slogan, and the phone number of Toyota dealers for people who have questions about the car. Her fifth choice was Suzuki, because of how it was captured in the motion between a car and two cheetahs. Therefore, it gives a direct info of how this car races promptly faster than the tow cheetahs. She feels that the background caption is really nice and simple because it in the desert. She also thinks, the typeface/logo that w as used to design this ad is stupendous. Richard Swinburne's The Problem of Evil: God's E EssayElena is a college student from Staten Island. She works as a clerk and earns about $20,000 a year. She likes to hang out, play volleyball and likes pets. Her first choice is Dodge Grand Caravan, because the ad offers a small television that is inside the car which is good for parents who have children. The disadvantage of this ad is that it has too much information and that there is just not enough time for busy parents to take time to actually read it. Her second choice is Volvo, because she likes the form of the car. She would like to know the price and the features of the car. She feels that this ad portrays the massage of reliability and safety. Her third choice is Suzuki, because it informs a person the stating price of the car. She believes that the background of the ad is suitable for this type of an advertisement. Moreover, the award shows that the car was approved by other people. Her forth choice is Ford Expedition, b ecause the ad creates this image that it can take you anywhere, under any condition. She believes that its a family car but she feels something is lacking from this ad, like the features inside the car. Her fifth choice was Toyota; she feels that there is not enough information (i.e. how many miles will the electricity last; how far can you go with the car). She believes that this type of a car is good for the environment because there is less pollution. The ad that I like the most is the Dodge Grand Caravan, because its a family car and it is in red which catches my attention very fast. Moreover, the ad contains a lot of details that explains the cars features and expectations. Unlike the Toyota ad, I think that Dodge Grand Caravan will sell the most. In the Toyota advertisement, the car is too far, it needs to be more closer and side wise so that it will catch the eye of the consumer. Second, I think that it would help to put the name of the car on the top rather than on the botto m so that the customer should know what brand name he/she is looking at. Furthermore, it would probably be a good idea to change the theme or the slogan of the ad because to me it doesnt make any sense. The reason why I feel that Dodge Grand Caravan would sell the most is because the ad provides adequate information about the car. But at the same time I feel that Dodge Grand Caravan has given a lot of information about the car that is unnecessary and time consuming. In my opinion a good ad needs to be clever, original, that should also sell. We can make a good advertisement work if we create a suitable theme/slogan, background that will set off this image in the consumer eye that its one of a kind and that there is no other product like it. If the advertisement for a particular product is small and has small print with wrong use of colors and textures then the ultimate consumer wont even notice the ad. I think that the appearance of a product does play a role in advertisement. Slogans#61623; Make every day good to the last drop(Maxwell House)#61623; Water, Reborn(Brita)#61623; Once you pop you cant stop(Pringles)#61623; Think Light(Merit cigarette)#61623; Open up to complete relief(Claritin D 24 hours)#61623; Pleasure, cleverly disguised as business(Northwest Airlines)#61623; This could cause you to shave a good 30 seconds off your shower. (Honey Nut)#61623; Come to where the flavor is (Marlboro)#61623; How to relax and unwind after sawing the world(Smirnoff)#61623; The force that pulls you together(Gravity, fragrance for men)1. Which of the 5 ads received the most favorable rank (lowest average)?The lowest favorable ads were Toyota and Volvo. 2. Which of the 5 ads received the least favorable rank (highest average)?Within the 5 ads consumers preferred the advertisement on the Dodge Grand Caravan, Suzuki, and Ford Expedition. 3. Which themes had the highest association scores?The themes that had the highest association scores are as follows: Once you pop you cant stop; How to relax and unwind after sawing the world; Come to where the flavor is; Water, Reborn and Make every day good to the last drop. 4. Which themes had the lowest association scores?The themes that had the lowest association scores are as follows: The force that pulls you together; This could cause you to shave a good 30 seconds off your shower; Pleasure, cleverly disguised as business; Open up to complete relief and Think Light.

Plato And Aristotle Essays - Ancient Greek Philosophers,

Plato And Aristotle What is real? What gives life meaning? What happens when we die? These three questions are very common in today's society. Everyone has different beliefs and their answers to these world view questions are different. Greek Philosopher's, Aristotle and Plato had very different views and answers to these questions. What is real? Aristotle believed that for something to be real it had to have a substance and a form or a body and a soul. Our senses are also reality. Now Plato on the other hand believed that reality is permanent and our senses can't be trusted. He also believed immortal things are more real than the mortal. For example, Greek gods, immortal souls, and universals are more real than humans, animals, and plants that are considered mortal. What gives life meaning? According to Aristotle achieving the highest possible potential with our talents, to reason with our emotions and the "golden mean" which is everything in moderation gives life meaning. Now Plato believed that education through a forty-four year program gives life meaning. Plato thought that everybody's goal in life is, "We learned but forgot." What happens when we die? Aristotle believed nothing happens when we die because to even exist you have to have a body and a soul. So if you die and your body leaves then you don't exist because you don't have both a body and a soul. Plato believed that when we die we are recycled. It is kind of like reincarnation but not quite. When you die you're reborn but have lost all of your previous knowledge due to the trauma birth causes. This is where Plato's goal in life ties in. We learned but our soul forgot when we are reborn. Plato and Aristotle had completely different answers to the questions, What is real? What gives life meaning? and What happens when we die? Some of their answers to these world view questions may seem bizarre but we all have our own answers and views about many different things.

Metre, Meter, and Mete

Metre, Meter, and Mete Metre, Meter, and Mete Metre, Meter, and Mete By Maeve Maddox Numerous readers wrote to correct me regarding the following entry in my post about commonly confused words that begin with M: 5. meter / metre Both words are nouns. A  meter  is a measuring device, like a gas meter.  Metre  is a metric unit or a type of rhythm in verse. American speakers wrote to point out that the standard US spelling for the metric unit is meter, never metre. Speakers from the UK and Canada wrote to tell me that they never have occasion to write meter, only metre. So, how inaccurate is my meter/metre entry? Regarding standard British usage, it is completely accurate. Regarding standard American usage, it fails on two counts: 1. It fails to mention that meter is the standard US spelling for the metric unit. 2. It does not mention the fact that meter has also become acceptable US spelling for the word that refers to the rhythmic structure of a verse. Apologies to my American readers are therefore in order. Meter, it is, for all three meanings. As for devices that measure such things as gas and electricity, the spelling meter is standard in British usage. Both words, metre and meter, have their remote origins in an Indo-European word for measure. The English word metre in the sense of poetic rhythm was already in use during the Old English period. The original Latin word, metrum, could mean â€Å"poetic measure† or â€Å"a vessel or other object used for measuring.† The word metre in the sense of â€Å"a metric unit† entered English from French mà ¨tre in 1797, two years after the metric system was formally defined in French law.    The noun meter in the sense of â€Å"a mechanical measuring device† was introduced in the nineteenth century by the inventor of a gas meter. His use of the word had nothing to do with metre in either the sense of poetic rhythm or the metric system. The meter in â€Å"gas meter† derives from the English verb to mete (â€Å"to measure†), a verb that has existed in English since Old English times. Before the inventor used meter in the context of his mechanism, the occupational term meter existed for a person whose job was to measure things. The verb mete survives in current usage with the meanings â€Å"to apportion† or â€Å"to deal out.† It is usually used with the particle out. Here are examples of recent usage: Pfeffer says powerful people do certain things to advance their own agendas. One of these is to mete out resources. The criticism  meted out  by the press is always the first thing that people hear.    The Government is planning to bolster her impact by granting her the ability to mete out financial penalties. A new way to mete out discipline in schools? Kurds Likely to Mete Out Severe Justice The following use of mete in the King James translation of the Bible may be the reason that the verb is often associated with justice and punishment: For with what judgment ye judge, ye shall be judged; and with what measure ye mete, it shall be measured to you again.- Matthew 7:2. Bottom line American usage recognizes the spelling meter for the metric unit, the rhythmic structure, and the measuring apparatus. British usage recognizes two spellings: metre for verse and metric units; meter for an apparatus that automatically measures the quantity of something passing through it. Want to improve your English in five minutes a day? Get a subscription and start receiving our writing tips and exercises daily! Keep learning! Browse the Misused Words category, check our popular posts, or choose a related post below:70 Idioms with Heart7 Patterns of Sentence StructureHow to Style Legislative Terms

Seven pounds Essay Example | Topics and Well Written Essays - 750 words

Seven pounds - Essay Example Tim Thomas, the main character of the film performed by Will Smith, suffers from a crash accident and kills seven people. Tim wants to save the lives of seven people. He donates his organs to other people. This is unusual type of films challenges the contemporaries with an interesting way of plot’s interpretation. The essence of the film In the last episode Tim wants to help Connie Tepos (Elpidia Carrillo) and saves her life and the lives of her two children. The last two people, saved by Tim, are Ezra Turner (Woody Harrelson) and a blind meat salesman playing the piano. The last donation is made for Emily Posa (Rosario Dawson), when Tim wants to donate a heart for her. Finally, he starts falling in love with this girl. A story of their feelings is impressive and the audience has a perfect opportunity to think about the essential and basic feelings of every individual–love and intimacy. There is no doubt that these guys would have perfect relations, but Tim’s sins do not let him go and his conscience and mind gain power over his emotions and feelings. Therefore, this film is not only about physical pain, but also about emotional and psychological sufferings. There is much darkness and depression in this film, but there is no doubt that there are much spiritual issues in this film. ... Moral values are substituted by monetary and financial concerns. The main character of Will Smith is described in the following way: â€Å"His breeziness becomes a shallow act, and his smile becomes downright eerie, a strained mask that hides pain, wards off hostility and expresses aggression all at the same time. It's a smile with dead  eyes† (LaSalle, 2008). Nevertheless, a feeling of love reincarnate his dead eyes and he is able to be inspired by one of the greatest feelings of the world. There is much romanticism in this film, as well as there is much drama. This film is for different tastes and the audience thankfully follows the development of the events in the film. Will Smith persuades the viewers that the most precious thing in the world is life. He made people lose their lives, but in the result of this horrible accident he did not suffer from having lost his own life. He compensated his debt in the face of God and he is strong enough and a rather responsible perso n to show that he is emotionally stable and spiritually strong person. The actions of Tim are reviewed in the following way: â€Å"But all the narrative trickery and emotional manipulation only serves to put Ben further out of the audience's reach, as he moves through the plot like a single-minded Terminator without motivations we can grasp† (Critical Analysis of Seven Pounds). On the one hand, the main character of the film is self-concentrated and a reserved person, but on the other hand, he is a connecting link between different aspects of the film’s world. Sentimental performance of Will Smith is both dramatic and philosophic. The audience is puzzled by the ability to wonder about the real essence and the central plot of the film (Film review – Seven Pounds 2008). A perfect

Working Capital Research Paper Example | Topics and Well Written Essays - 250 words

Working Capital - Research Paper Example If the current asset of the firm was less than the current liabilities, this will mean that the firm has a deficit working capital and the firm will not be in a position to convert its asset into cash even if the company is making profits. (Livingstone 2002) It is defined as the company’s ability to meet its short term obligations. These means that the higher the ratio the more liquid is the firm. The current ratio of a firm is calculated as a current asset divided by the current liabilities, the interpretation on these is that if the current asset of a firm is twice the current liabilities, then the firm is considered to have a significant good short term financial strength. But if the firm’s current asset are less than the current liabilities of the firm, then the result will be a firm having a problem in meeting its short term financial problem. Therefore, looking at the balance sheet of superior company the current ratio is as follows 1.97 in 2001, 1.95 in 2002, 1.83 in 2003 these shows that the company is in a position of meeting its short term financial obligation for the ratio is a positive figure and the current asset are approximately twice the current liabilities. These are short term loan and have a short maturity usually one year or less, in the balance sheet these amounts are indicated along the current liabilities section. They are mainly due within a year, if a company has more short term debt than the cash or investment to cover the bed payment then the firm will be forced to apply for more debt and this will be disadvantageous for the firm financially. (Droms 1990) Based on the presented balance sheet of superior company its short term debts are 1,200 in 2001, 1,300 2002 and 1,450 in 2003. Meaning therefore, the firms short term debt are less than the cash of the company and hence, the company has no intention of acquiring more debt for it is able to finance for the debt it has. These are

First Generation Ethnic Minority Students with Multiple Higher Research Paper

First Generation Ethnic Minority Students with Multiple Higher Education Degrees - Research Paper Example The study also identified that having a familial support network, pride in becoming a sort of educational role model for others, the desire to gain a better household income through degree attainment, and substantially positive psychological coping and attitude contributed to constructive navigation of the education process. Through in-depth discussion with a first generation ethnic minority student, a variety of theoretical opportunities for family members of this group and institutional leaders to better engage and support first generation ethnic minority students was determined. Understanding the challenges and opportunities for first generation students has been a subject of interest to many researchers historically. The terminology of â€Å"first generation† is referring to any student that actively pursues a college/university education as the first individual within a family dynamic whose parents have not graduated from colleges or university institutions. As of 2012, approximately half of Alaska Natives, American Indians, African Americans, Hispanics and Latino doctorate holders belonged within family units where neither parent had been awarded a college degree (NSF, 2012). However, it is common that First Generation Ethnic Minority Students lack the knowledge that is required to make wise choices while completing their Masters and PhD Programs, which can pose serious consequences on their academic achievements. Ethnic minorities obtaining graduate degrees has been inadequately covered in research, and their challenges have lacked the necessary attention that is crucial in ensuring that they make wise choices during their academic profession. Research has pointed out that First Generation Ethnic Minority Students are inclined to face more challenges unless there is an intervention to streamline their decision making process. As the population of First Generation Ethnic Minority Students continues to increase, it is

Importance of Brands and Branding

Importance of Brands and Branding Abstract Repetitive failures cost companies millions of dollars in redesign costs, liabilities, and transaction costs. However, by far the most serious cost of these failures is the lost business that results from customer defection. For service companies, the task of providing error-free services is even more challenging because their intangible nature renders subjective perceptions of quality. Equally troublesome is the uncontrollable element of customer participation in the service process because production and consumption occur as a simultaneous process. Despite these challenges however, service quality and customer satisfaction are closely related constructs. When service providers continuously strive to develop error-free processes, customer satisfaction is sure to follow. Chapter 1: Introduction Many marketers are rethinking their branding because competitive pressures, new channels, and changing customer needs have eroded their brands positions of strength. However, increased marketing expenditures to reposition brands often fail to produce any improvements in either overall image or market share. Experience has shown that companies should focus on achievable rather than aspirational positioning, and that three steps can help ensure success: 1. Ensure relevance to a customers frame of reference. Be fully aware of the brands â€Å"frame of reference† so that a repositioning strategy will resonate with customers. Look at a combination of customers attitudes and the situations in which the brand is used to obtain the most powerful customer insights. 2. Secure the customers â€Å"permission† for the positioning. Recognize that permission amounts to a reasonable and logical extension of the brand in the customers eyes. Leverage a brands unique emotional benefits to carry customers from their current brand perception to the intended one. 3. Deliver on the brands new promise. Identify the pathway of performance â€Å"signals† that will convince customers of the new brand positioning. Develop product/service programs to ensure consistent performance on these signals. Track and assess performance against customer signals prior to launching the new positioning. Adopt an â€Å"interim positioning† to establish brand credibility and performance. An array of factors is requiring marketers today to rethink their brand positioning. Changing customer needs are often eroding the brands established position. At the same time, increasing competitive pressures created by new entrants and product innovations, and the proliferation of new channels and promotional campaigns, are driving marketers back to the drawing board. Many CEOs and CMOs, however, find themselves displeased with the results of their repositioning efforts. Increased marketing expenditures devoted to repositioning brands in the minds of consumers often fail to produce any improvements in either overall image or market share. Why do these well-intentioned efforts turn into marketing failures? While there are many causes, companies often fail to focus on achievable brand positioning rather than branding in service sector. Too often, their efforts target an ambitious goal that outstrips the actual ability of the brand to deliver on what it has promised to customers. Or the goal is too far from customers current brand perception to be a realistic brand objective. For example: In the late 1 980s Oldsmobile wanted to revitalize its brand and gear it to a younger audience. Thus marketers at General Motors launched a creative campaign around the tagline, â€Å"Not your fathers Oldsmobile,† highlighting the cars improved styling and new features. But for many younger consumers, this was too much of a stretch for the brand. The product modifications did not go far enough to meet the needs and expectations of the new customer set they were targeting. As a result, Oldsmobile recognized the need to shift its campaign. Eventually, GM closed its Oldsmobile division. More recently, United Airlines Rising campaign attempted to position the brand as the most passenger-centric airline, with a clear understanding of customer problems and the solutions needed to fix them. The campaign had the effect of raising expectations, which were quickly deflated, however, by the brands inability to deliver against the promises made as part of its bold new positioning platform. Consequently, United was forced to change its central brand message — no longer emphasizing Rising. Many high-tech businesses have recently repositioned themselves as e-business brands. However little effort was made by these brands to clearly differentiate themselves from one another despite the millions of dollars spent on elaborate marketing programs. The net effect, according to their research, has been to sow confusion in the minds of customers, rather than to forge strong brand identities. These examples — and most marketers can cite many others — underscore the imperative to pursue a brand positioning that is eminently achievable, not just attractive. Based on our experience, three steps can help ensure that they make this distinction: 1) ensuring relevance to a customers frame of reference; 2) securing the customers â€Å"permission† for the positioning; and 3) making sure that the brand delivers on its promise. Be Relevant to the Customers Frame of Reference: When repositioning a brand, its essential for marketers to capture not just the emotional and physical needs of the customer but the dynamics of the situation in which those needs occur. We refer to this as the customers â€Å"frame of reference.† For example, while isotonic beverages like Gatorade and Powerade are thirst-quenching drinks, consumers tend to think of them in the broader context of sports, exercise, and physical activity. Importantly, the frame of reference sets the parameters for customers consideration set — the brands they will choose from. Indeed, most customers have a very specific definition of what the brand is and what it can be relative to their frame of reference. Repositioning a brand too far from this frame of reference creates customer confusion that makes a positioning unsuccessful. Attempting to brand Gatorade, for example, within a social, lighthearted context would probably be stretching the brand too far from the current sports/physical activity frame of reference. Similarly, a communications company known for data services for business customers would likely be positioning the brand too far outside of the customers frame of reference if it suddenly tried to launch a â€Å"friends-and-family† calling plan. Being fully aware of the frame of reference for a brand can help ensure that its repositioning strategy will resonate with customers. But the frame of reference is usually a combination of both customers attitudes and the situations in which the brand is used. As a result, we typically find the most powerful customer insights and segmentation come from looking at a combination of these factors In some categories, customers broader attitudes are the dominant factor. How customers think about pet-related brands, for example, can be seen in the context of how they treat their own pets — whether they view them as family members, best friends/companions, or in a less personal way. If customers view pets as family members, the optimal message for the brand will appeal to such human qualities as nurturing and pampering. This â€Å"family member† orientation or frame of reference may help support a brand extension to a full range of pet services, such as grooming and accessories. Other customer needs are not as consistent, but better understood within the context of specific situations or sub-categories. In the field of airline travel, for example, the customers frame of reference may be a function of the type of trip they are taking. The customer who is used to traveling within the U.S. in cramped coach-class conditions, for example, will have a much different set of needs and expectations than the traveler who is used to flying to international destinations with all the comforts of first-class service. As a result, in most instances the frame of reference is built upon a combination of both of the above attitudinal and situational forces. For example, while consumers may generally have a health-conscious attitude about the foods they eat, on certain â€Å"special† occasions they may allow themselves to become more indulgent, creating what we call a â€Å"need state.† A strong brand identity can also help marketers secure the desired permission from consumers. Because Victorias Secret owns or is associated with the notion of intimate moments, for example, it would be easier for that brand to get permission to introduce a new line of lingerie or perfume with a sensual connotation than it would be to launch a line of jeans or handbags. In repositioning, marketers must embrace the idea that they are brand â€Å"stewards,† while customers define their relationship with the brand and determine the basis for the relationship. A steward must spend more time deeply understanding what customers really think about the brand and where potential â€Å"bridges† to growth and new branding exist. For example, Smuckers could leverage the â€Å"wholesome goodness† their loyal customers attribute to them instead of solely focusing on themselves as fruit processors. Marketers should not attempt to cover the waterfront here, but instead focus on the relevant interrelated â€Å"hot buttons† that will clearly convey the message. For example, in the case of a technology brand positioning itself as â€Å"humanizing technology for everyday people,† the strongest set of pathways to the positioning came from product signals such as customized hardware and specific application platforms (e.g., games, household management) rather than from equipment with the latest features and innovative design. The pathway modeling also indicated the strong signal value of the brands customer service representatives having an understanding of an individual customers needs. This important service signal led to the broader customer perception of the brand as caring — an important personality signal for the brand to deliver on its positioning. Additionally, the marketer learned that having technicians follow through with customers to issue resolution w as a critical service signal that led to the broader personality signal of the brand being professional — another key for the brand to live up to its positioning. With these insights, the marketer could allocate resources accordingly, ensuring that the more important signals were being appropriately supported. Develop necessary product/service programs to ensure consistent performance on these signals to the customer. For example, if the brand positioning is built around superior customer satisfaction, but frontline sales people are measured on revenue rather than satisfaction, it is unlikely that consistent performance will be achieved. So, if airline gate agents are the first and most important contact point for customers, they should be empowered to solve customers issues instead of redirecting them to customer service personnel. In the technology brand example, given the importance of the customer service representatives and service technicians, there should be a greater emphasis on the quality of the service delivered rather than on the number of customers that can be serviced over a given time period. Make sure approaches are in place to track and assess your performance against these customer signals prior to the formal launching of the new positioning. Applying rigorous quality assurance procedures to key elements of the new brand experience will often ensure that customers are not disappointed, or fail to have their expectations met. Current data-collection methods allow for rapid response and can be leveraged to determine whether the launch programs are having their desired effect on brand perceptions. Due to the complexities of brand positioning, many marketers are correctly choosing to move to an â€Å"interim positioning.† This interim positioning is designed to establish brand credibility and performance on the road to fully achieving the longer-term aspirational positioning. Such a positioning focuses on those aspects of the brand on which the organization is currently able to deliver. Interim positioning is often essential when a brand stakes out new territory considered â€Å"up market,† addresses an important or longstanding deficiency, or is attempting to redefine its competitive set. As the brand evolves (based on customers changing perceptions), additional components of the new platform can be put into place and confidently communicated to consumers. Target Stores successfully employed an interim positioning as it evolved the brand up market from a position as a discount retailer of national brands to a contemporary â€Å"urban chic† retail brand pro viding good value. The interim positioning emphasized value without sacrificing style and involved specific merchandising efforts such as stylized color blocking and associations with name designers (e.g., Frank Gehry). As the brand evolved to its current positioning, it further emphasized the â€Å"designer† theme in its advertising, often having models wearing various house wares as high fashion. By focusing on achievable instead of aspirational brand positioning, companies can help ensure meaningful market share results while enhancing their brand image. This requires, however that the new brand position fits comfortably within the customers frame of reference, and that it not attempt to overreach. Marketers must also secure the customers permission to extend the brand by building a bridge of relevant benefits to carry customers from the current to the intended brand position. Implementing the performance delivery systems to ensure the brand is able to live up to its new promise is the final critical step in building and executing a successful brand positioning program. Chapter 2: Literature Review 2.1 Branding: Definition and benefits Literature gives several definitions of the term brand. The common themes are that a brand is more than just a combination of a name, a design, a symbol or other features that differentiate a good or a service from others. It is a unique set of tangible and intangible added values that are perceived and valued by the customer. In addition a brand is said to have personality, an emotional bond to the customer that grows out of the perceived characteristics. These certain features of a brand grow out of a complex set of added values that can comprise of history and tradition, additional services, marketing messages, quality, popularity of the product amongst a certain group of users (status) and others. These basiss of a brand perception prove that a strong brand can not be established over night The development of a brand takes time, strong financial marketing muscle and good marketing skills such as Insight into customer needs, Ability to offer products or services that meet those needs, Creativity to produce exiting and compelling advertising, Ability to communicate differentiation in a way that customers understand and that motivates them. Without this process they do not have a brand but only a name and a sign for a product. Brands have benefits for both, the brand owners as sellers and the customers: Benefits of a brand for Sellers Customers Identifies the companies products, makes repeat purchases easier Facilitates promotion efforts Fosters brand loyalty stabilises market share Allows to charge premium prices and thus to get better margins Allows to extend the brand to new products, new markets and to new geographic areas Can communicate directly with the customer, reach over the shoulder of the retailer More leverage with middlemen Is more resistant to price competition Can have a long life Is more forgiving of mistakes Helps identify products Helps evaluate the quality of a product Helps to reduce perceived risk in buying, provides assurance of quality, reliability etc. Is dependable (consistent in quality) May offer psychological reward (status symbol) â€Å"rout map† through a range of alternatives Saves customer time Is easier to process mentally With this potential a brand can offer an important competitive advantage for a seller who has decided for a differentiation strategy. Even in markets with many similar products or services a brand can provide some sort of uniqueness to a certain product. Depending from the strength of a brand the branded product thus can be positioned towards a more monopolistic situation. With all these characteristics a brand is important in an organisations marketing mix. Although it is basically a certain feature of the category â€Å"product†, it influences every component of the marketing mix: The product gets a higher value in the perception of the customers. This influences the pricing policy in the way that often a premium can be charged. The promotional strategy and mix will be different because it is more focused on the brand than on the individual product. For instance the introduction of a new product under a well established umbrella brand requires a very different promotion campaign than the introduction of a new brand or an unbranded product. The decision for the place and the marketing channel is influenced because a branded product with a higher perceived value might be placed in an environment that is well related to the brands personality, e.g. gourmet shop vs. food department in a supermarket. 2.2 Branding strategies: Besides the more general decision for the use of brands the decision for the branding strategies is important. There are several aspects to be considered: Ownership of brands Structure of brand systems Regarding the ownership, Dibb (1997) and Kotler (1999) differentiate between five categories: These decisions need to be taken carefully. They offer not only large opportunities but also various risks: A company which has strong manufacturer brands may decide to sell the same or similar products to retailers for use as their own label brands. If consumers become aware of this they might change their perception of the manufacturer brand: â€Å"They get the same product for a lower price under my retailers brand.† or â€Å"They sell the same thing under another name very cheap. This product is not exclusive anymore. I go for another brand then.† Extensive permissions for the licensed use of a strong brand for other products can destroy the value of the brand. Pierre Cardin has lost lots of its luxury appeal since various goods with this name can be found in every department store. The structure of brand systems describes how an organisations products and brands are related. Dibb (1997) distinguishes between: 2.3 Branding for service industries: 2.3.1 Reason for branding services: Although the principles for branding of goods and services are generally the same there occur some differences. These arise from the different natures of both categories. The main differences that influence branding policies are that services Have a changing level of quality, The consumer has to become involved in the consumption of a service actively, They are intangible and not storable. When a brand in general gives the consumer more confidence in his choice this is even more important for services. Their quality and other features are more difficult to asses. Because of their intangibility and complexity it is harder for the customer to distinguish between the offers from the wide range of service companies are working in the market place. This especially applies to the market of accounting, auditing and consulting where consolidation and globalisation increase competition. In an FT-article about branding accounting services (Kelly 1998) a branding expert states that â€Å"more than 70 % of the Fortune 500 companies said branding is increasingly important in helping them to choose where to get a service. They want to be able to tell who is good at what.† 2.3.2 Drivers for the use of branding in the accounting/consulting industry with a focus on the Big Five (former Big Six) firms: The Big Five accounting firms have a long history up to 75 to 100 years. These firms have developed from smaller entities through co-operations and mergers. Often new products and new markets have been developed by â€Å"buying in†, by buying the expertise and the access in the form of other firms. For many small and medium accounting and auditing firms it is attractive to join the association (in most cases) of one of the large players for the following reasons: The form of an association with independent member firms allows to retain a level of individuality although in some cases this is not long-lasting. The membership in an large powerful firm gives a competitive advantage (reputation, access to knowledge, access to new markets, higher market share, cost savings through sharing resources, e.g. for training and recruitment etc.). Partners of these smaller firms are often offered to become partners in the large firm. For a long time the industry did not put much effort in the development of brands. The tradition and long lasting reputation of the Big Five itself gave their names a considerable brand value. For quite a long time this was fairly enough for their purposes. In Kellys (1998) article a professional firms branding expert states that for many years the accountancy firms hid behind the â€Å"convenient parapet† of the Big Six brand label. In the audit market most shareholders were happy to have any audit firm as long as it was from the Big Six.Other factors were legal limitations for advertising. Accounting firms were first allowed to advertise in 1984. That means that marketing and communications focused mainly on activities like excellent work and the power of word of mouth, job advertisements (as the only allowed advertisements they were used as a means to present the company), speaking at conferences, publishing articles in professional journals, co-operating with universities and business schools and so on. Accounting firms saw themselves as a conservative i ndustry with discretion as one of their services. In their minds this didnt go together with an aggressive marketing campaign.In the last years the industry has seen some developments that required new strategies: Globalisation: A global client needs a global auditor because companies are legally required to prepare consolidated financial statements including all subsidies around the world. This is much easier if you have all subsidies audited by the same firm. In addition global clients have a high need for specialised consulting. They often prefer a consultant that is as global as they are to get more expertise and consistency. Stagnation in the core business: The traditional auditing business does not show high growth rates. An individual firms growth can mainly be achieved at the expense of competitors. Growth in consulting services: On the contrary to the auditing business there is an enormous growth for consulting services. The accounting firms have traditionally done some consulting and now they developed these activities aggressively. This had two results: A growing variety of services offered these new products had to be communicated to existing and potential clients Accounting firms came into direct competition with the traditional consulting firms which had their own brands and reputation Need for qualified people: With the development of new products/services all firms needed much more highly qualified people. Recruitment became an important issue. (For example: The German member firm of PricewaterhouseCoopers took on about 1000 new employees in 1998, the first year after the merger.) This led to a competition to attract the best university students. All these factors together increased competition amongst the Big Five. For this industry excellent quality is not a means to get a competitive advantage, it is an important requirement for any success at all. A large variety of services is important; but the customer will perceive it only in the moment he needs a certain service. In this situation the Big Five did not manage to differentiate themselves successfully from competition. A survey conducted by PricewaterhouseCoopers during the merger process revealed that â€Å"the business community and the general public did not and do not perceive any compelling differences between and among either the Big Six or the Big Five. Not only did all firms appear to have similar defining qualities, they were also not sending any consistent messages about their organisations to external audiences.†Here a strong brand with a personality and a clear message can be a valuable means for differentiation and thus for gaining a competitive advantage. By now we can say that the Big Five have become aware of this. Now they invest heavily to reposition themselves and to develop their good names to real power brands. 2.4 Benefits of branding: Branding is the process of creating distinctive and durable perceptions in the minds of consumers. A brand is a persistent, unique business identity intertwined with associations of personality, quality, origin, liking and more. Heres why the effort to brand their company or their self pays off.  · Memorability: A brand serves as a convenient container for a reputation and good will. Its hard for customers to go back to that whats its name store or to refer business to the plumber from the Yellow Pages. In addition to an effective company name, it helps when people have material reminders reinforcing the identity of companies they will want to do repeat business with: refrigerator magnets, tote bags, date books, coasters, key rings, first aid kits, etc. Memorability can come from using and sticking with an unusual color combination (FedExs purple and orange), distinctive behavior (the gas station whose attendants literally run to clean your windshield), or with an individual, even a style of clothing (Author Tom Wolfes white suits). Develop their own identifiers and nail them to their company name in the minds of their public.  · Loyalty: When people have a positive experience with a memorable brand, theyre more likely to buy that product or service again than competing brands. People who closely bond with a brand identity are not only more likely to repurchase what they bought, but also to buy related items of the same brand, to recommend the brand to others and to resist the lure of a competitors price cut. The brand identity helps to create and to anchor such loyalty. Consider the legions of car owners who travel up to 2,000 miles at their own expense to attend a Saturn celebration at the companys plant in Spring Hill, Tennessee. Thats loyalty. And supposedly, more people have the motorcycle brand Harley-Davidson tattooed on their body than any other brand name. Thats out-of-this-world loyalty.  · Familiarity. Branding has a big effect on non-customers too. Psychologists have shown that familiarity induces liking. Consequently, people who have never done business with you but have encountered their company identity sufficient times may become willing to recommend them even when they have no personal knowledge of their products or services. Seeing their ads on local buses, having their pen on their desk, reading about them in the Hometown News, they spread the word for them when a friend or colleague asks if they know a ____ and thats what they do.  · Premium image, premium price: Branding can lift what they sell out of the realm of a commodity, so that instead of dealing with price-shoppers they have buyers eager to pay more for their goods than for those of competitors. Think of some peoples willingness to buy the currently in brand of bottled water, versus toting along an unlabeled bottle of the same stuff filled from the office water cooler.The distinctive value inherent in a brand can even lead people to dismiss evidence they would normally use to make buying decisions. I once saw one middle-aged Cambridge, Massachusetts, intellectual argue to several colleagues that Dunkin Donuts coffee tastes better than Starbucks. So contradictory was this claim to the two companies reputations for this demographic group that the colleagues refused to put the matter to a taste test.  · Extensions: With a well-established brand, they can spread the respect they will earn to a related new product, service or location and more easily win acceptance of the newcomer. For instance, when a winery with a good reputation starts up regional winery tours, and then adds foreign ones, each business introduction benefits from the positive perceptions already in place.  · Greater company equity: Making their company into a brand usually means that they can get more money for the company when they decide to sell it. A Coca-Cola executive once said that if all the companys facilities and inventory vanished all around the world, he could walk into any bank and take out a loan based only on the right to the Coca-Cola name and formula.  · Lower marketing expenses: Although they must invest money to create a brand, once its created they can maintain it without having to tell the whole story about the brand every time they market it. For instance, a jingle people in their area have heard a zillion times continues to promote the company when its played without any words.  · For consumers, less risk: When someone feels under pressure to make a wise decision, he or she tends to choose the brand-name supplier over the no-name one. As the saying goes, Theyll never be fired for buying IBM. By building a brand, they fatten their bottom line. 2.5 Brand structures for services industries: As for services, literature suggests to use the companies name a so called corporate brand as the overall family brand for all the services offered. Murphy (1990) calls this the â€Å"monolithic approach†. He argues that especially for companies which offer an enormous array of services (e.g. consultants, banks) corporate names must be used to deliver more generalised benefits of quality, value and integrity. de Chernatony (1996) comes to the conclusion that corporate brands are a crucial means to help make the service offering more tangible in consumers minds and can enhance consumers perceptions and trust in the range of services provided by the company. One disadvantage of corporate brands little opportunity for developing second or sub-brands for differentiated product lines- applies more to branded products. However Murphy (1990) states that many companies have chosen an approach of â€Å"local autonomy but group-wide coherence† as a system whereby individual divisions and products are largely free-standing but mention is made in all literature and on all stationery and products that â€Å"company A is member of the XYZ group†. This approach is very common amongst the Big Five accounting and auditing firms. It allows their national member firms, to exploit the groups brand name and their own (brand) name at the same time. Many member firms that had joined the global firms have lon Importance of Brands and Branding Importance of Brands and Branding Abstract Repetitive failures cost companies millions of dollars in redesign costs, liabilities, and transaction costs. However, by far the most serious cost of these failures is the lost business that results from customer defection. For service companies, the task of providing error-free services is even more challenging because their intangible nature renders subjective perceptions of quality. Equally troublesome is the uncontrollable element of customer participation in the service process because production and consumption occur as a simultaneous process. Despite these challenges however, service quality and customer satisfaction are closely related constructs. When service providers continuously strive to develop error-free processes, customer satisfaction is sure to follow. Chapter 1: Introduction Many marketers are rethinking their branding because competitive pressures, new channels, and changing customer needs have eroded their brands positions of strength. However, increased marketing expenditures to reposition brands often fail to produce any improvements in either overall image or market share. Experience has shown that companies should focus on achievable rather than aspirational positioning, and that three steps can help ensure success: 1. Ensure relevance to a customers frame of reference. Be fully aware of the brands â€Å"frame of reference† so that a repositioning strategy will resonate with customers. Look at a combination of customers attitudes and the situations in which the brand is used to obtain the most powerful customer insights. 2. Secure the customers â€Å"permission† for the positioning. Recognize that permission amounts to a reasonable and logical extension of the brand in the customers eyes. Leverage a brands unique emotional benefits to carry customers from their current brand perception to the intended one. 3. Deliver on the brands new promise. Identify the pathway of performance â€Å"signals† that will convince customers of the new brand positioning. Develop product/service programs to ensure consistent performance on these signals. Track and assess performance against customer signals prior to launching the new positioning. Adopt an â€Å"interim positioning† to establish brand credibility and performance. An array of factors is requiring marketers today to rethink their brand positioning. Changing customer needs are often eroding the brands established position. At the same time, increasing competitive pressures created by new entrants and product innovations, and the proliferation of new channels and promotional campaigns, are driving marketers back to the drawing board. Many CEOs and CMOs, however, find themselves displeased with the results of their repositioning efforts. Increased marketing expenditures devoted to repositioning brands in the minds of consumers often fail to produce any improvements in either overall image or market share. Why do these well-intentioned efforts turn into marketing failures? While there are many causes, companies often fail to focus on achievable brand positioning rather than branding in service sector. Too often, their efforts target an ambitious goal that outstrips the actual ability of the brand to deliver on what it has promised to customers. Or the goal is too far from customers current brand perception to be a realistic brand objective. For example: In the late 1 980s Oldsmobile wanted to revitalize its brand and gear it to a younger audience. Thus marketers at General Motors launched a creative campaign around the tagline, â€Å"Not your fathers Oldsmobile,† highlighting the cars improved styling and new features. But for many younger consumers, this was too much of a stretch for the brand. The product modifications did not go far enough to meet the needs and expectations of the new customer set they were targeting. As a result, Oldsmobile recognized the need to shift its campaign. Eventually, GM closed its Oldsmobile division. More recently, United Airlines Rising campaign attempted to position the brand as the most passenger-centric airline, with a clear understanding of customer problems and the solutions needed to fix them. The campaign had the effect of raising expectations, which were quickly deflated, however, by the brands inability to deliver against the promises made as part of its bold new positioning platform. Consequently, United was forced to change its central brand message — no longer emphasizing Rising. Many high-tech businesses have recently repositioned themselves as e-business brands. However little effort was made by these brands to clearly differentiate themselves from one another despite the millions of dollars spent on elaborate marketing programs. The net effect, according to their research, has been to sow confusion in the minds of customers, rather than to forge strong brand identities. These examples — and most marketers can cite many others — underscore the imperative to pursue a brand positioning that is eminently achievable, not just attractive. Based on our experience, three steps can help ensure that they make this distinction: 1) ensuring relevance to a customers frame of reference; 2) securing the customers â€Å"permission† for the positioning; and 3) making sure that the brand delivers on its promise. Be Relevant to the Customers Frame of Reference: When repositioning a brand, its essential for marketers to capture not just the emotional and physical needs of the customer but the dynamics of the situation in which those needs occur. We refer to this as the customers â€Å"frame of reference.† For example, while isotonic beverages like Gatorade and Powerade are thirst-quenching drinks, consumers tend to think of them in the broader context of sports, exercise, and physical activity. Importantly, the frame of reference sets the parameters for customers consideration set — the brands they will choose from. Indeed, most customers have a very specific definition of what the brand is and what it can be relative to their frame of reference. Repositioning a brand too far from this frame of reference creates customer confusion that makes a positioning unsuccessful. Attempting to brand Gatorade, for example, within a social, lighthearted context would probably be stretching the brand too far from the current sports/physical activity frame of reference. Similarly, a communications company known for data services for business customers would likely be positioning the brand too far outside of the customers frame of reference if it suddenly tried to launch a â€Å"friends-and-family† calling plan. Being fully aware of the frame of reference for a brand can help ensure that its repositioning strategy will resonate with customers. But the frame of reference is usually a combination of both customers attitudes and the situations in which the brand is used. As a result, we typically find the most powerful customer insights and segmentation come from looking at a combination of these factors In some categories, customers broader attitudes are the dominant factor. How customers think about pet-related brands, for example, can be seen in the context of how they treat their own pets — whether they view them as family members, best friends/companions, or in a less personal way. If customers view pets as family members, the optimal message for the brand will appeal to such human qualities as nurturing and pampering. This â€Å"family member† orientation or frame of reference may help support a brand extension to a full range of pet services, such as grooming and accessories. Other customer needs are not as consistent, but better understood within the context of specific situations or sub-categories. In the field of airline travel, for example, the customers frame of reference may be a function of the type of trip they are taking. The customer who is used to traveling within the U.S. in cramped coach-class conditions, for example, will have a much different set of needs and expectations than the traveler who is used to flying to international destinations with all the comforts of first-class service. As a result, in most instances the frame of reference is built upon a combination of both of the above attitudinal and situational forces. For example, while consumers may generally have a health-conscious attitude about the foods they eat, on certain â€Å"special† occasions they may allow themselves to become more indulgent, creating what we call a â€Å"need state.† A strong brand identity can also help marketers secure the desired permission from consumers. Because Victorias Secret owns or is associated with the notion of intimate moments, for example, it would be easier for that brand to get permission to introduce a new line of lingerie or perfume with a sensual connotation than it would be to launch a line of jeans or handbags. In repositioning, marketers must embrace the idea that they are brand â€Å"stewards,† while customers define their relationship with the brand and determine the basis for the relationship. A steward must spend more time deeply understanding what customers really think about the brand and where potential â€Å"bridges† to growth and new branding exist. For example, Smuckers could leverage the â€Å"wholesome goodness† their loyal customers attribute to them instead of solely focusing on themselves as fruit processors. Marketers should not attempt to cover the waterfront here, but instead focus on the relevant interrelated â€Å"hot buttons† that will clearly convey the message. For example, in the case of a technology brand positioning itself as â€Å"humanizing technology for everyday people,† the strongest set of pathways to the positioning came from product signals such as customized hardware and specific application platforms (e.g., games, household management) rather than from equipment with the latest features and innovative design. The pathway modeling also indicated the strong signal value of the brands customer service representatives having an understanding of an individual customers needs. This important service signal led to the broader customer perception of the brand as caring — an important personality signal for the brand to deliver on its positioning. Additionally, the marketer learned that having technicians follow through with customers to issue resolution w as a critical service signal that led to the broader personality signal of the brand being professional — another key for the brand to live up to its positioning. With these insights, the marketer could allocate resources accordingly, ensuring that the more important signals were being appropriately supported. Develop necessary product/service programs to ensure consistent performance on these signals to the customer. For example, if the brand positioning is built around superior customer satisfaction, but frontline sales people are measured on revenue rather than satisfaction, it is unlikely that consistent performance will be achieved. So, if airline gate agents are the first and most important contact point for customers, they should be empowered to solve customers issues instead of redirecting them to customer service personnel. In the technology brand example, given the importance of the customer service representatives and service technicians, there should be a greater emphasis on the quality of the service delivered rather than on the number of customers that can be serviced over a given time period. Make sure approaches are in place to track and assess your performance against these customer signals prior to the formal launching of the new positioning. Applying rigorous quality assurance procedures to key elements of the new brand experience will often ensure that customers are not disappointed, or fail to have their expectations met. Current data-collection methods allow for rapid response and can be leveraged to determine whether the launch programs are having their desired effect on brand perceptions. Due to the complexities of brand positioning, many marketers are correctly choosing to move to an â€Å"interim positioning.† This interim positioning is designed to establish brand credibility and performance on the road to fully achieving the longer-term aspirational positioning. Such a positioning focuses on those aspects of the brand on which the organization is currently able to deliver. Interim positioning is often essential when a brand stakes out new territory considered â€Å"up market,† addresses an important or longstanding deficiency, or is attempting to redefine its competitive set. As the brand evolves (based on customers changing perceptions), additional components of the new platform can be put into place and confidently communicated to consumers. Target Stores successfully employed an interim positioning as it evolved the brand up market from a position as a discount retailer of national brands to a contemporary â€Å"urban chic† retail brand pro viding good value. The interim positioning emphasized value without sacrificing style and involved specific merchandising efforts such as stylized color blocking and associations with name designers (e.g., Frank Gehry). As the brand evolved to its current positioning, it further emphasized the â€Å"designer† theme in its advertising, often having models wearing various house wares as high fashion. By focusing on achievable instead of aspirational brand positioning, companies can help ensure meaningful market share results while enhancing their brand image. This requires, however that the new brand position fits comfortably within the customers frame of reference, and that it not attempt to overreach. Marketers must also secure the customers permission to extend the brand by building a bridge of relevant benefits to carry customers from the current to the intended brand position. Implementing the performance delivery systems to ensure the brand is able to live up to its new promise is the final critical step in building and executing a successful brand positioning program. Chapter 2: Literature Review 2.1 Branding: Definition and benefits Literature gives several definitions of the term brand. The common themes are that a brand is more than just a combination of a name, a design, a symbol or other features that differentiate a good or a service from others. It is a unique set of tangible and intangible added values that are perceived and valued by the customer. In addition a brand is said to have personality, an emotional bond to the customer that grows out of the perceived characteristics. These certain features of a brand grow out of a complex set of added values that can comprise of history and tradition, additional services, marketing messages, quality, popularity of the product amongst a certain group of users (status) and others. These basiss of a brand perception prove that a strong brand can not be established over night The development of a brand takes time, strong financial marketing muscle and good marketing skills such as Insight into customer needs, Ability to offer products or services that meet those needs, Creativity to produce exiting and compelling advertising, Ability to communicate differentiation in a way that customers understand and that motivates them. Without this process they do not have a brand but only a name and a sign for a product. Brands have benefits for both, the brand owners as sellers and the customers: Benefits of a brand for Sellers Customers Identifies the companies products, makes repeat purchases easier Facilitates promotion efforts Fosters brand loyalty stabilises market share Allows to charge premium prices and thus to get better margins Allows to extend the brand to new products, new markets and to new geographic areas Can communicate directly with the customer, reach over the shoulder of the retailer More leverage with middlemen Is more resistant to price competition Can have a long life Is more forgiving of mistakes Helps identify products Helps evaluate the quality of a product Helps to reduce perceived risk in buying, provides assurance of quality, reliability etc. Is dependable (consistent in quality) May offer psychological reward (status symbol) â€Å"rout map† through a range of alternatives Saves customer time Is easier to process mentally With this potential a brand can offer an important competitive advantage for a seller who has decided for a differentiation strategy. Even in markets with many similar products or services a brand can provide some sort of uniqueness to a certain product. Depending from the strength of a brand the branded product thus can be positioned towards a more monopolistic situation. With all these characteristics a brand is important in an organisations marketing mix. Although it is basically a certain feature of the category â€Å"product†, it influences every component of the marketing mix: The product gets a higher value in the perception of the customers. This influences the pricing policy in the way that often a premium can be charged. The promotional strategy and mix will be different because it is more focused on the brand than on the individual product. For instance the introduction of a new product under a well established umbrella brand requires a very different promotion campaign than the introduction of a new brand or an unbranded product. The decision for the place and the marketing channel is influenced because a branded product with a higher perceived value might be placed in an environment that is well related to the brands personality, e.g. gourmet shop vs. food department in a supermarket. 2.2 Branding strategies: Besides the more general decision for the use of brands the decision for the branding strategies is important. There are several aspects to be considered: Ownership of brands Structure of brand systems Regarding the ownership, Dibb (1997) and Kotler (1999) differentiate between five categories: These decisions need to be taken carefully. They offer not only large opportunities but also various risks: A company which has strong manufacturer brands may decide to sell the same or similar products to retailers for use as their own label brands. If consumers become aware of this they might change their perception of the manufacturer brand: â€Å"They get the same product for a lower price under my retailers brand.† or â€Å"They sell the same thing under another name very cheap. This product is not exclusive anymore. I go for another brand then.† Extensive permissions for the licensed use of a strong brand for other products can destroy the value of the brand. Pierre Cardin has lost lots of its luxury appeal since various goods with this name can be found in every department store. The structure of brand systems describes how an organisations products and brands are related. Dibb (1997) distinguishes between: 2.3 Branding for service industries: 2.3.1 Reason for branding services: Although the principles for branding of goods and services are generally the same there occur some differences. These arise from the different natures of both categories. The main differences that influence branding policies are that services Have a changing level of quality, The consumer has to become involved in the consumption of a service actively, They are intangible and not storable. When a brand in general gives the consumer more confidence in his choice this is even more important for services. Their quality and other features are more difficult to asses. Because of their intangibility and complexity it is harder for the customer to distinguish between the offers from the wide range of service companies are working in the market place. This especially applies to the market of accounting, auditing and consulting where consolidation and globalisation increase competition. In an FT-article about branding accounting services (Kelly 1998) a branding expert states that â€Å"more than 70 % of the Fortune 500 companies said branding is increasingly important in helping them to choose where to get a service. They want to be able to tell who is good at what.† 2.3.2 Drivers for the use of branding in the accounting/consulting industry with a focus on the Big Five (former Big Six) firms: The Big Five accounting firms have a long history up to 75 to 100 years. These firms have developed from smaller entities through co-operations and mergers. Often new products and new markets have been developed by â€Å"buying in†, by buying the expertise and the access in the form of other firms. For many small and medium accounting and auditing firms it is attractive to join the association (in most cases) of one of the large players for the following reasons: The form of an association with independent member firms allows to retain a level of individuality although in some cases this is not long-lasting. The membership in an large powerful firm gives a competitive advantage (reputation, access to knowledge, access to new markets, higher market share, cost savings through sharing resources, e.g. for training and recruitment etc.). Partners of these smaller firms are often offered to become partners in the large firm. For a long time the industry did not put much effort in the development of brands. The tradition and long lasting reputation of the Big Five itself gave their names a considerable brand value. For quite a long time this was fairly enough for their purposes. In Kellys (1998) article a professional firms branding expert states that for many years the accountancy firms hid behind the â€Å"convenient parapet† of the Big Six brand label. In the audit market most shareholders were happy to have any audit firm as long as it was from the Big Six.Other factors were legal limitations for advertising. Accounting firms were first allowed to advertise in 1984. That means that marketing and communications focused mainly on activities like excellent work and the power of word of mouth, job advertisements (as the only allowed advertisements they were used as a means to present the company), speaking at conferences, publishing articles in professional journals, co-operating with universities and business schools and so on. Accounting firms saw themselves as a conservative i ndustry with discretion as one of their services. In their minds this didnt go together with an aggressive marketing campaign.In the last years the industry has seen some developments that required new strategies: Globalisation: A global client needs a global auditor because companies are legally required to prepare consolidated financial statements including all subsidies around the world. This is much easier if you have all subsidies audited by the same firm. In addition global clients have a high need for specialised consulting. They often prefer a consultant that is as global as they are to get more expertise and consistency. Stagnation in the core business: The traditional auditing business does not show high growth rates. An individual firms growth can mainly be achieved at the expense of competitors. Growth in consulting services: On the contrary to the auditing business there is an enormous growth for consulting services. The accounting firms have traditionally done some consulting and now they developed these activities aggressively. This had two results: A growing variety of services offered these new products had to be communicated to existing and potential clients Accounting firms came into direct competition with the traditional consulting firms which had their own brands and reputation Need for qualified people: With the development of new products/services all firms needed much more highly qualified people. Recruitment became an important issue. (For example: The German member firm of PricewaterhouseCoopers took on about 1000 new employees in 1998, the first year after the merger.) This led to a competition to attract the best university students. All these factors together increased competition amongst the Big Five. For this industry excellent quality is not a means to get a competitive advantage, it is an important requirement for any success at all. A large variety of services is important; but the customer will perceive it only in the moment he needs a certain service. In this situation the Big Five did not manage to differentiate themselves successfully from competition. A survey conducted by PricewaterhouseCoopers during the merger process revealed that â€Å"the business community and the general public did not and do not perceive any compelling differences between and among either the Big Six or the Big Five. Not only did all firms appear to have similar defining qualities, they were also not sending any consistent messages about their organisations to external audiences.†Here a strong brand with a personality and a clear message can be a valuable means for differentiation and thus for gaining a competitive advantage. By now we can say that the Big Five have become aware of this. Now they invest heavily to reposition themselves and to develop their good names to real power brands. 2.4 Benefits of branding: Branding is the process of creating distinctive and durable perceptions in the minds of consumers. A brand is a persistent, unique business identity intertwined with associations of personality, quality, origin, liking and more. Heres why the effort to brand their company or their self pays off.  · Memorability: A brand serves as a convenient container for a reputation and good will. Its hard for customers to go back to that whats its name store or to refer business to the plumber from the Yellow Pages. In addition to an effective company name, it helps when people have material reminders reinforcing the identity of companies they will want to do repeat business with: refrigerator magnets, tote bags, date books, coasters, key rings, first aid kits, etc. Memorability can come from using and sticking with an unusual color combination (FedExs purple and orange), distinctive behavior (the gas station whose attendants literally run to clean your windshield), or with an individual, even a style of clothing (Author Tom Wolfes white suits). Develop their own identifiers and nail them to their company name in the minds of their public.  · Loyalty: When people have a positive experience with a memorable brand, theyre more likely to buy that product or service again than competing brands. People who closely bond with a brand identity are not only more likely to repurchase what they bought, but also to buy related items of the same brand, to recommend the brand to others and to resist the lure of a competitors price cut. The brand identity helps to create and to anchor such loyalty. Consider the legions of car owners who travel up to 2,000 miles at their own expense to attend a Saturn celebration at the companys plant in Spring Hill, Tennessee. Thats loyalty. And supposedly, more people have the motorcycle brand Harley-Davidson tattooed on their body than any other brand name. Thats out-of-this-world loyalty.  · Familiarity. Branding has a big effect on non-customers too. Psychologists have shown that familiarity induces liking. Consequently, people who have never done business with you but have encountered their company identity sufficient times may become willing to recommend them even when they have no personal knowledge of their products or services. Seeing their ads on local buses, having their pen on their desk, reading about them in the Hometown News, they spread the word for them when a friend or colleague asks if they know a ____ and thats what they do.  · Premium image, premium price: Branding can lift what they sell out of the realm of a commodity, so that instead of dealing with price-shoppers they have buyers eager to pay more for their goods than for those of competitors. Think of some peoples willingness to buy the currently in brand of bottled water, versus toting along an unlabeled bottle of the same stuff filled from the office water cooler.The distinctive value inherent in a brand can even lead people to dismiss evidence they would normally use to make buying decisions. I once saw one middle-aged Cambridge, Massachusetts, intellectual argue to several colleagues that Dunkin Donuts coffee tastes better than Starbucks. So contradictory was this claim to the two companies reputations for this demographic group that the colleagues refused to put the matter to a taste test.  · Extensions: With a well-established brand, they can spread the respect they will earn to a related new product, service or location and more easily win acceptance of the newcomer. For instance, when a winery with a good reputation starts up regional winery tours, and then adds foreign ones, each business introduction benefits from the positive perceptions already in place.  · Greater company equity: Making their company into a brand usually means that they can get more money for the company when they decide to sell it. A Coca-Cola executive once said that if all the companys facilities and inventory vanished all around the world, he could walk into any bank and take out a loan based only on the right to the Coca-Cola name and formula.  · Lower marketing expenses: Although they must invest money to create a brand, once its created they can maintain it without having to tell the whole story about the brand every time they market it. For instance, a jingle people in their area have heard a zillion times continues to promote the company when its played without any words.  · For consumers, less risk: When someone feels under pressure to make a wise decision, he or she tends to choose the brand-name supplier over the no-name one. As the saying goes, Theyll never be fired for buying IBM. By building a brand, they fatten their bottom line. 2.5 Brand structures for services industries: As for services, literature suggests to use the companies name a so called corporate brand as the overall family brand for all the services offered. Murphy (1990) calls this the â€Å"monolithic approach†. He argues that especially for companies which offer an enormous array of services (e.g. consultants, banks) corporate names must be used to deliver more generalised benefits of quality, value and integrity. de Chernatony (1996) comes to the conclusion that corporate brands are a crucial means to help make the service offering more tangible in consumers minds and can enhance consumers perceptions and trust in the range of services provided by the company. One disadvantage of corporate brands little opportunity for developing second or sub-brands for differentiated product lines- applies more to branded products. However Murphy (1990) states that many companies have chosen an approach of â€Å"local autonomy but group-wide coherence† as a system whereby individual divisions and products are largely free-standing but mention is made in all literature and on all stationery and products that â€Å"company A is member of the XYZ group†. This approach is very common amongst the Big Five accounting and auditing firms. It allows their national member firms, to exploit the groups brand name and their own (brand) name at the same time. Many member firms that had joined the global firms have lon

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