Third, a brand re-launch is the reactivation of a brand, which is still available on the market http: This is done not only for brands, which are not doing well anymore, but also for brands, which are doing well, but should to do better. The main objective of a re-launch should be to increase its sales, market share and profit Kapoor, In general, a re-launched brand has usually undergone one or more changes.
For example, it may be technically modified, re-branded, distributed through different channels or repositioned http: Concerning re-branding, the brand is overhauled in every element of the marketing mix, including the brand name, the product ingredients and the pricing. Finally, it is re-launched with a new price and a different appearance Kapoor, With respect to different distribution channels, this is often the case when the current distribution channels are ineffective due to the choice of inappropriate outlets, ineffective trade margins or even an ineffective marketing strategy.
In these cases, the brand is accepted by consumers and its awareness is high, it is, however, not available when and where the customers want it. Therefore, valuable advertising money is wasted Kapoor, Nothing is changed with the product itself, its pricing or distribution. Only the communication, often involving the packaging is changed. This approach is usually taken when consumers have accepted the product, find it affordable and available, but do not want to use it due to feelings that the brand does not match their needs or aspirations Kapoor, The company decided to do so as its objective in terms of market share and volumes were not achieved.
In effect, it changed the product formulation, packaging and graphics, while at the same time reducing the price. Further, it supported its re-launch with a broad range advertising campaign on TV Kamath, To summarise, the strategies of brand revitalisation and brand re-launch comprise many of the characteristics of retro branding. This makes differentiation among the terms quite cumbersome. However, retro branding specifically involves only the comeback or re-launch of those brands from a prior historical period, whereas the other two strategies are more non-specific or broad, thus involving brand comebacks in general.
Another important differentiation is the one between the term retro branding and the concept of retromarketing.
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He claims that marketers should go away from the consumer centric position, where products are brought to the market in a timely and efficient manner, so that they are available when and where the consumers want them, and at a price, they are prepared to pay. In sum, retro marketing is about that consumers want and should work hard for what they get, just the way marketing was like some decades ago Brown, b. This chapter discussed the strategy of brand revival or retro branding by first defining a brand in general and pointing out the difference between a brand and a product.
The various roles of a brand with respect to consumers were discussed, which are the identification of the source of the product, the assignment of responsibility to the product maker, the reduction of search costs, a promise, bond, or pact with the producer, a symbolic device or social indicator, a signal of quality, or a risk reducer. Furthermore, the functions of a brand for the firm were explained, yet only with respect to the interaction with consumers, as only these are of relevance for the purpose of this thesis.
The roles a brand plays for a company comprise the following: It was defined as the revival or relaunch of a product or service brand from a prior historical period, which is usually but not always updated to contemporary standards of performance, functioning or taste. Finally, to clarify the concept, the differences between the terms retro branding or brand revival and the similar sounding terms brand reinforcement, brand revitalisation, and brand re-launch were explained; as well as the difference between retro branding and retro marketing.
The next chapter will examine some of the changing conditions of brand management. Furthermore, the strategy of retro branding will be integrated into the current branding literature. This chapter answers the second sub-question on what are the opportunities and risks for a company to revive a brand. The next section discusses the strategy of line extensions and compares it with the definition of retro branding, in order to show that retro branding is a special form of the strategy of line extension. The subsequent section points out the different opportunities of retro branding on the consumer, retail, and company level.
This is followed by a section, which shortly discusses possible risks of the revival of an already established brand name. Finally, the last section provides a conclusion of this chapter, giving an answer to the second sub-question. In recent years, a number of developments have occurred that significantly complicated marketing practices and therefore pose challenges for brand managers. In the following, these are examined shortly. They can easily access websites or inform themselves via consumer guides, so that in total they are much more experienced and informed about the developments in the markets, where they can get the best prices and best quality, etc.
Therefore, it got more complicated to convince consumers by traditional ways of communication, as they are not so easily impressed anymore by the scenes they see in advertisements and doubt more and more what they see on TV. Furthermore, the more things become mass-produces, the less people are likely to buy them Yovovich, Some marketers, such as Kevin Roberts of Saatchi and Saatchi, believe that what consumers want from products, services, and brands, has changed.
He maintains that every relationship, with a person or with a brand, can be plotted on a love-respect axis, respectively to what this relationship is based on. Nowadays, however, it is no longer sufficient for a company to just create a brand, which is respected by consumers. Furthermore, they combine the past and the present in their core message reveal their history , as well as communicate a certain spirit instead of only brand values. According to Roberts Webber, , this includes that brands and thus the brand managers take on the responsibility to keep this relationship going. Further, a retro brand is likely to communicate a certain spirit next to its brand values, as it represents the spirits of a certain time, such as the 70ies or 80ies.
This, in turn, may create its mystery. Furthermore, the attractive, trendy design of a retro brand plays an important role, which can be verified in the analysis as well as the results of the qualitative research Chapters 6 and 7 respectively. The next section deals with the challenge of brand proliferation, and with it the multiplicity of information a consumer is exposed to today. This generates an increase in media expenses and an immense multitude of promotional messages. Additionally, as this proliferation is in part advanced by the increase in brand and line extensions, brand names are now associated with a range of different products with varying degrees of similarity.
A retro brand represents a competitive advantage in this respect, as many consumers, who know it from their childhood or youth, recognise its brand name. This already differentiates retro brands from other brands. Furthermore, in many cases, a retro brand only represents one product, or at least a concise range of products. A more detailed discussion on the point of difference of retro brands deliver propositions 4a and 4b in Chapter 4, as well as the analysis in Chapter 6.
In the next section, the brand management challenge of new brand launches in a surrounding of increased global competition is addressed. A third challenge for contemporary brand management is due to the increased competition in product markets. Next, the opportunities concerning an increased average age level of consumers are discussed.
Due to declining birth rates and medical progress in Germany and other industrial countries, the average age of the population is constantly increasing. For example, prognoses say that by the year more than 40 percent of the German population will be older than 50 Statistisches Bundesamt, ; GfK, Evidently, this segment growth has certain repercussions on the consumption structure. Thus, when brands are established on the market for a long time and have a high recognition amongst customers, e.
Medicine - Public Health. Economics - International Economic Relations. Business economics - Business Management, Corporate Governance. Communications - Multimedia, Internet, New Technologies. Business economics - Company formation, Business Plans. Business economics - Trade and Distribution. GRIN Publishing, located in Munich, Germany, has specialized since its foundation in in the publication of academic ebooks and books. The publishing website GRIN. Free Publication of your term paper, essay, interpretation, bachelor's thesis, master's thesis, dissertation or textbook - upload now!
Register or log in. Our newsletter keeps you up to date with all new papers in your subjects. Request a new password via email. Table of Contents 1 Introduction 1. Confrontation of the characteristics of line extensions and retro branding to show analogies Figure 3. System of objectives for retro branding adopted from Caspar, Figure 4.
Conceptual Model of factors that have an influence on the intention to buy retro brands Figure 6. Influencing factors for older respondents: Reasons why retro brands are seen as a point of difference by the older respondents Figure 6. Familiarity with the brand name of a retro brand diminishes the risk perception older and younger respondents Table 6.
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The quality perception of retro brands older and younger consumers Figure 6. Justification of a higher price of retro brands compared to competitive offerings younger respondents Table 6. Evaluations of older and younger respondents concerning the updating of retro brands Figure 6. Influencing factors and their interactions in the initial trial of a retro brand older consumers legend 6.
Definition of the strength of influencing Factors Figure 6. Influencing factors and their interactions for ongoing purchases of a retro brand older consumers Figure 6. Influencing factors and their interactions in the initial trial of a retro brand Younger consumers Figure 6.
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Influencing factors and their interactions for ongoing purchases of a retro brand younger consumers Acknowledgements I would like to thank all of my supporters during the last time. This leads to the following problem statement: Keller, Third, a brand re-launch is the reactivation of a brand, which is still available on the market http: Erfolgsfaktoren von Retro-Marken und Markenwiederbelebung.
A Retrospective Case control study in a remote Online Shopping Habits and Consumer Behavior. The effect of branding on the development of a company with an exam Brand personification through music as brand knowledge. The Internet of Things. The next evolution in the relationship betw Consumer Responses to "Rebranding". The Concept of Brand Inconsistencies in global brands and their affect on consumers' The "Harry Potter" Brand. Sense of Community, Attitudinal Consumers' perceptiion of the internet as a product information Brands, colours, images and the "bio"-sign.
The effect of in-store TV in supermarkets on customer-based brand e Celebrity Scandals and their Impact on Brand Image: A Study among Y Upload your own papers! Earn money and win an iPhone X. Upload Papers, win an iPhone X. Each new text counts as one lot! Levy's theories and their practical applications should inform the recurring and often contentious academic debate about the merits of particular versus universal research in marketing.
Finally, marketing researchers should find the section on qualitative research methods fascinating, useful, and perhaps even inspiring. Today, there is much misunderstanding and misuse of qualitative research, and the material in this section presents key issues and historical facts in perspective. These readings should assist both marketing managers and researchers in designing and fielding qualitative studies with more confidence and creativity.
The articles in this volume are organized into six sections. The first includes Sid Levy's most recent contribution to the Journal of Consumer Research , the field's premier scholarly journal. Not only is this Levy's most recent publication, it is his most autobiographical, which makes it a great place to begin. Together, these two articles will help ground the reader in Levy's intellectual origins, orientation, and style.
Following these introductory essays, the remaining articles concentrate on these five topics:. Clearly, these are among the most important issues in marketing today, and each section contains articles that suggest how to think about and cope with them. Also, each begins with a historically significant lead article that introduces Levy's intellectual breakthroughs and provides a useful entry point to relevant topics. The accompanying articles appear in chronological order, but the reader may want to explore things differently and pursue particular interests.
To facilitate this, in each of the volume's major sections, I have written an introduction that provides information about the origins, applications, evolution, and contribution of Levy's main ideas. Ultimately, readers will make their own decisions about these issues, but as editor of this compendium, I would like to point out several qualities that characterize and span Sid Levy's writings. First, whereas his scholarship in marketing is nonpareil , his writing is highly accessible; and it is always interesting, engaging, provocative, and fun to read.
A second important element that distinguishes his work from most others is its interdisciplinary nature. Levy's thinking eclectically dances and weaves across behavioral disciplines, and by mixing things up, he offers original, polyfocal perspectives to marketing situations that are commonly construed much too narrowly. Another enduring quality of his work is an emphasis on the role of interpretive analysis in marketing management. Looking at Sid Levy's achievements from the perspective of , the reader might erroneously conclude that his accomplishments were akin to anointments.
This is historically incorrect, as another key quality of his work is the intellectual conflict it had to overcome. This aspect is prominent in Part II Marketing , but it also applies to his work on symbols, consumers, and qualitative research. Yet, one advantage of a retrospective is the opportunity to observe how his ideas have prevailed. Finally, Sid Levy's work is characterized by both prescience and timelessness. Reading several of the articles in this collection, I am struck by how many developments that Levy predicted years ago have come true. Not only prescient, Sid Levy's writings have a timeless quality.
Except for minor details e. This timelessness, I believe, is a measure of work that has enduring impact and utility. Thus, in some cases, readers will note that he has added comments to original articles at the request of a particular collection editor. For the present volume, he has added reminiscences about the genesis of certain articles.
The materials in this volume are not the complete collected works of Sidney J. Glick , was published in In its Foreword, W. Levy has published two books about marketing communications and promotion: A Behavioral View with Harper W. In response to the social turmoil of the late s and early s, and its inevitable spillover into the marketing arena, Levy collaborated with Gerald Zaltman on Marketing, Society, and Conflict , which appeared in His fifth book, a consumer behavior text titled Marketplace Behavior: Its Meaning for Management , was published in Let me end this introduction with a few comments about how I came to know Sidney Levy, and to study and work with him.
I first met him in his Northwestern University office in the Spring of I was a burned-out social services administrator in Evanston, Illinois, who in my community activities had met a few Northwestern faculty wives. Levy and approached his office with trepidation and some ambivalence about going back to school. He couldn't have been nicer. We talked about a lot of different things, and an hour passed in what seemed like minutes. I was really enjoying the meeting until Sidney suggested that, in his opinion, I was [Page xvii] not an ideal candidate for an MBA.
Within 6 months I began graduate studies there and completed my dissertation, The Ritual Dimension of Consumer Behavior , under Sid Levy's supervision, in Along the way, I learned a huge amount from Sidney about marketing, brands, consumers, and research; I am still learning from him; and I use the ideas and tools he taught me daily in my professional life as a professor and management consultant. I am lucky that much of my learning from Sidney Levy was in person, in class, through collaborative research and writing, at formal academic occasions, and in casual talk at his home or mine. Obviously, this volume provides a vicarious Levy experience, yet, it is very much alive with Sidney's compelling ideas and lively presentation.
I hope readers will enjoy this intellectual adventure as much as I have, and take away learning that will enhance their professional lives. Critics customarily characterize qualitative and introspective works as self-indulgent, so let me be the first to say it. I appreciate their indulging me by putting together these 54 pieces of my writing alone and with colleagues from to These articles will show that, as part of the marketing scene from to the present, I have consistently built on my excellent University of Chicago liberal arts education, my experience as a research worker at Social Research, Inc.
Although still active as head of the marketing department at the University of Arizona, I see this book as a summing up of what I have offered the marketing field and hope that it may afford readers useful food for thought. He received his Ph. He then joined the marketing faculty of the University of Southern California. He rejoined the USC marketing faculty in In , his dissertation research was honored by the Association for Consumer Research, and in , he was appointed to the Editorial Board of the Journal of Consumer Research.
His current research focuses on the theory, design, and conduct of focus groups. He has served as a research and marketing consultant for companies in the consumer packaged goods, financial services, communications, and entertainment industries. He is a psychologist, having earned his Ph.
He is a licensed psychologist in the State of Illinois and a member of the American Marketing Association. He joined the faculty of the School of Business, Northwestern University in and taught there for 36 years. In , he was honored as a Fellow by the Association for Consumer Research and named a life member. He was elected president of the Association for Consumer Research for He was chairman of the Kellogg School marketing department from to His central interest is in studying human behavior in everyday life activities, exploring interpersonal relations, work activities, consumer behavior, communications, and public response.
His research examines social memberships, cultural influences, symbolic interaction, and complex motivation in personality. He wrote Living With Television , Promotion: As a principal in Social Research, Inc. CQ Press Your definitive resource for politics, policy and people. The terms brand revival and retro branding are used interchangeably during the process of this paper.
Brand equity can be conceptualised in various ways; either as a financial measure e. Keller , in contrast, defines brand equity from a cognitive psychological point of view.
Customer-based brand equity is positive when customers react more favourably to a branded product than to its unbranded version. That is when the customer identifies the product because of its brand and prefers it to its unnamed version or a version with a fictitious name Keller, Although a number of different specific views of brand equity prevail, most researchers consent on the thought that brand equity can be described as the value a brand name adds to a product e.
For the purpose of this work, the definition of the customer-based brand equity concept of Keller is adopted. It will be discussed in the following. This brand knowledge consists of two components, brand awareness and brand image Keller, First, brand recognition requires that a consumer correctly identifies the brand as having previously been seen or heard about e. Second, brand recall requires that consumers recall a brand from memory when given a relevant clue, such as the product category Keller, With regard to the relative importance of both components of brand awareness, Keller points out that this depends on the extent to which the brand is actually physically present in the product-decision situation.
For example, in the in-store environment brand recognition is likely to be more important, as the brand is physically present. Outside the store, it is probably more important that the consumer can generate or recall the brand from memory. According to Keller , the second component of brand knowledge — brand image — is created with the help of marketing programs. In sum, a positive customer-based brand equity with a high level of brand awareness and a distinctive brand image provides a company with a competitive advantage as it influences consumers to buy the brand.
In essence, a positive customer-based brand equity is essential for a company considering to revive a no longer marketed brand. The strategy of brand revival or retro branding will be examined next. One way a company can leverage on the highly valuable asset of brand equity is the revival of an old or traditional brand.
This strategy is based on the belief that customers recognise the brand; that the brand still has positive customer-based brand equity www. This is then what distinguishes retro products from inherently nostalgic products and services. Retro products are a combination of old-fashioned forms with the most advanced functions. Moreover, like this, they manage to bring into line the past with the present Brown, , a.
In the following, the author adopts the definition of retro branding developed by Brown, Kozinets and Sherry Thus, retro branding is: Concerning this, the differentiation of retro brands and nostalgic brands is of importance. Thus, a nostalgic brand is a completely new offering, which only looks old-fashioned Brown et al. The strategy of retro branding or brand revival has to be distinguished from the similar sounding or related strategies of brand reinforcement, brand revitalisation and brand re-launch.
First, whereas brand revival - or retro branding - is a one-time strategy, brand reinforcement constitutes a continual process to fortify a brand. Keller , points out that the most important consideration with reinforcing brands is the consistency of the marketing support that the brand receives. This means both the nature and the amount of support. Consistency, however, does not mean that no changes should be made in the marketing program.
In fact, changes are often needed to maintain the strategic direction and thrust of the brand when there are changes in the marketing environment Keller, , According to Keller , , this strategy involves marketing actions that reinforce brand equity by consistently communicating the meaning of the brand to consumers. For example, Nivea has expanded from its basic product cream to other categories of face, hair and body care e.
Second, brand revitalisation is an approach employed when a brand has reached maturity and profits begin to decline Bradmore, This strategy actually is very similar to brand revival. According to Keller , brand revitalisation comprises a general brand comeback. Keller , further argues that the revitalisation of a brand requires that lost sources of brand equity are brought back or that new sources of brand equity are identified and established. Taking into account the concept of customer-based brand equity outlined previously, two general approaches for revitalisation are possible.
Second, the strength, favourability, and uniqueness of brand associations — the brand image — can be improved Keller, , Therefore, the different techniques of revitalisation are an expansion of the existing market e. As Keller points out, the steps undertaken for brand revitalisation have to be more radical changes compared to the more incremental changes needed for brand reinforcement.
For example, in , Adidas, which saw its sales being taken over by rivals such as Nike and Reebok, decided to change its image as a generic sports brand for everyone. The company instead concentrated on the teenage market, refreshing its image with great success in both the sports and fashion segments Goldman, ; Levine, ; c.
Third, a brand re-launch is the reactivation of a brand, which is still available on the market http: This is done not only for brands, which are not doing well anymore, but also for brands, which are doing well, but should to do better. The main objective of a re-launch should be to increase its sales, market share and profit Kapoor, In general, a re-launched brand has usually undergone one or more changes. For example, it may be technically modified, re-branded, distributed through different channels or repositioned http: Concerning re-branding, the brand is overhauled in every element of the marketing mix, including the brand name, the product ingredients and the pricing.
Finally, it is re-launched with a new price and a different appearance Kapoor, With respect to different distribution channels, this is often the case when the current distribution channels are ineffective due to the choice of inappropriate outlets, ineffective trade margins or even an ineffective marketing strategy. In these cases, the brand is accepted by consumers and its awareness is high, it is, however, not available when and where the customers want it. Therefore, valuable advertising money is wasted Kapoor, Nothing is changed with the product itself, its pricing or distribution.
Only the communication, often involving the packaging is changed. This approach is usually taken when consumers have accepted the product, find it affordable and available, but do not want to use it due to feelings that the brand does not match their needs or aspirations Kapoor, The company decided to do so as its objective in terms of market share and volumes were not achieved.
In effect, it changed the product formulation, packaging and graphics, while at the same time reducing the price. Further, it supported its re-launch with a broad range advertising campaign on TV Kamath, To summarise, the strategies of brand revitalisation and brand re-launch comprise many of the characteristics of retro branding.
This makes differentiation among the terms quite cumbersome. However, retro branding specifically involves only the comeback or re-launch of those brands from a prior historical period, whereas the other two strategies are more non-specific or broad, thus involving brand comebacks in general. Another important differentiation is the one between the term retro branding and the concept of retromarketing. He claims that marketers should go away from the consumer centric position, where products are brought to the market in a timely and efficient manner, so that they are available when and where the consumers want them, and at a price, they are prepared to pay.
In sum, retro marketing is about that consumers want and should work hard for what they get, just the way marketing was like some decades ago Brown, b. This chapter discussed the strategy of brand revival or retro branding by first defining a brand in general and pointing out the difference between a brand and a product. The various roles of a brand with respect to consumers were discussed, which are the identification of the source of the product, the assignment of responsibility to the product maker, the reduction of search costs, a promise, bond, or pact with the producer, a symbolic device or social indicator, a signal of quality, or a risk reducer.
Furthermore, the functions of a brand for the firm were explained, yet only with respect to the interaction with consumers, as only these are of relevance for the purpose of this thesis. The roles a brand plays for a company comprise the following: It was defined as the revival or relaunch of a product or service brand from a prior historical period, which is usually but not always updated to contemporary standards of performance, functioning or taste.
Finally, to clarify the concept, the differences between the terms retro branding or brand revival and the similar sounding terms brand reinforcement, brand revitalisation, and brand re-launch were explained; as well as the difference between retro branding and retro marketing.
The next chapter will examine some of the changing conditions of brand management. Furthermore, the strategy of retro branding will be integrated into the current branding literature. This chapter answers the second sub-question on what are the opportunities and risks for a company to revive a brand. The next section discusses the strategy of line extensions and compares it with the definition of retro branding, in order to show that retro branding is a special form of the strategy of line extension. The subsequent section points out the different opportunities of retro branding on the consumer, retail, and company level.
This is followed by a section, which shortly discusses possible risks of the revival of an already established brand name. Finally, the last section provides a conclusion of this chapter, giving an answer to the second sub-question. In recent years, a number of developments have occurred that significantly complicated marketing practices and therefore pose challenges for brand managers. In the following, these are examined shortly. They can easily access websites or inform themselves via consumer guides, so that in total they are much more experienced and informed about the developments in the markets, where they can get the best prices and best quality, etc.
Therefore, it got more complicated to convince consumers by traditional ways of communication, as they are not so easily impressed anymore by the scenes they see in advertisements and doubt more and more what they see on TV. Furthermore, the more things become mass-produces, the less people are likely to buy them Yovovich, Some marketers, such as Kevin Roberts of Saatchi and Saatchi, believe that what consumers want from products, services, and brands, has changed. He maintains that every relationship, with a person or with a brand, can be plotted on a love-respect axis, respectively to what this relationship is based on.
Nowadays, however, it is no longer sufficient for a company to just create a brand, which is respected by consumers.
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Furthermore, they combine the past and the present in their core message reveal their history , as well as communicate a certain spirit instead of only brand values. According to Roberts Webber, , this includes that brands and thus the brand managers take on the responsibility to keep this relationship going. Further, a retro brand is likely to communicate a certain spirit next to its brand values, as it represents the spirits of a certain time, such as the 70ies or 80ies. This, in turn, may create its mystery. Furthermore, the attractive, trendy design of a retro brand plays an important role, which can be verified in the analysis as well as the results of the qualitative research Chapters 6 and 7 respectively.
The next section deals with the challenge of brand proliferation, and with it the multiplicity of information a consumer is exposed to today. This generates an increase in media expenses and an immense multitude of promotional messages. Additionally, as this proliferation is in part advanced by the increase in brand and line extensions, brand names are now associated with a range of different products with varying degrees of similarity.
A retro brand represents a competitive advantage in this respect, as many consumers, who know it from their childhood or youth, recognise its brand name. This already differentiates retro brands from other brands. Furthermore, in many cases, a retro brand only represents one product, or at least a concise range of products.
A more detailed discussion on the point of difference of retro brands deliver propositions 4a and 4b in Chapter 4, as well as the analysis in Chapter 6. In the next section, the brand management challenge of new brand launches in a surrounding of increased global competition is addressed. A third challenge for contemporary brand management is due to the increased competition in product markets.
Next, the opportunities concerning an increased average age level of consumers are discussed. Due to declining birth rates and medical progress in Germany and other industrial countries, the average age of the population is constantly increasing. For example, prognoses say that by the year more than 40 percent of the German population will be older than 50 Statistisches Bundesamt, ; GfK, Evidently, this segment growth has certain repercussions on the consumption structure. Thus, when brands are established on the market for a long time and have a high recognition amongst customers, e.
Medicine - Public Health. Economics - International Economic Relations. Business economics - Business Management, Corporate Governance. Communications - Multimedia, Internet, New Technologies. Business economics - Company formation, Business Plans.