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Basics of Branding: A Practical Guide for Managers is a 6-chapter book published in 2013 by the Business Expert Press and written by Jay Gronlund, president and founder of The Pathfinder Group and instructor at New York University. Gronlund provides an in-depth analysis of branding and the requirements of successful brand development. He explores critical concepts including market positioning, brand equity, and content marketing as well as the implications of continuing changes in the market environment due to technology. Using illustrative examples from well-known brands and summarizing important research, he provides practical guidance and insight for both managers and students. Chapter 4, Building Strong Brands (51 pages) introduces a five-stage model of brand development: market analysis, strategy development, positioning, brand development, and brand marketing. The author examines the market analysis stage in-depth, including different research methods, challenges, and outcomes. He considers the importance of innovation in branding and presents a three-phase innovation model of preparation, ideation, and follow-up. He provides detailed, practical guidance for a successful ideation process in five steps: situation analysis, planning, team selection, the meeting itself, and implementation. He also explores other brand elements, such as the name, visual representation, and taglines with analysis of the psychology behind each and a review of real world examples. Finally, he explains brand architecture and related initiatives.

Basics of Branding: A Practical Guide for Managers is a 6-chapter book published in 2013 by the Business Expert Press and written by Jay Gronlund, president and founder of The Pathfinder Group and instructor at New York University. Gronlund provides an in-depth analysis of branding and the requirements of successful brand development. He explores critical concepts including market positioning, brand equity, and content marketing as well as the implications of continuing changes in the market environment due to technology. Using illustrative examples from well-known brands and summarizing important research, he provides practical guidance and insight for both managers and students. In Chapter 5, Branding in the B2B World-New Opportunities (18 pages), the author explains how business-to-business marketers can develop strong brands and increase marketing efficiency by following the branding practices of consumer marketers. He outlines five ways for managers to adopt these practices: First, gain an in-depth understanding of customers. Second, maximize the value proposition. Third, communicate consumer value prevent buyers from demanding lower prices. Fourth, align marketing and sales operations to avoid the more costly and less efficient "silo" mentality. Finally, deepen the consumer relationship to build brand trust and generate loyalty. The author explains key aspects of each best practice and includes practical guidance for application in business marketing.

Basics of Branding: A Practical Guide for Managers is a 6-chapter book published in 2013 by the Business Expert Press and written by Jay Gronlund, president and founder of The Pathfinder Group and instructor at New York University. Gronlund provides an in-depth analysis of branding and the requirements of successful brand development. He explores critical concepts including market positioning, brand equity, and content marketing as well as the implications of continuing changes in the market environment due to technology. Using illustrative examples from well-known brands and summarizing important research, he provides practical guidance and insight for both managers and students. In Chapter 6, Marketing Today: Branding for Digital Marketing and Social Media (11 pages), the author considers how technological advances in the past decade have impacted branding. He explains how mass marketing has evolved into more targeted micro-marketing and how the internet has impacted purchasing behaviors. He looks at the rise of content marketing and how it applies to six types of marketing. He says that increasing market segmentation challenges managers to deliver more tailored messages to more individualized customer groups, and presents five critical concepts to help managers engage customers as well as outlines important implications for branding. He also provides five issues to consider when contemplating branding in social media. He concludes with a list of 20 principles to guide the development of strong brands.

A handful of global players dominated the telecommunications infrastructure industry in 2007. The benefits to scale were significant: substantial funding requirements were necessary to sustain continuous innovation and development of networks, products and services; key customers themselves were globalising (e.g., operators such as Telefónica and Vodafone); and low-price competition from Asia (e.g., Huawai) increased pressures towards consolidation. In 2006, French Alcatel and the US firm Lucent Technologies joined forces and in 2007 Nokia Siemens Networks (NSN) was established.

India’s real estate boom led to the built-in appliances industry’s biggest opportunity. In 2010 and 2011, a total of 533,954 residential units were launched in seven top cities: Mumbai, National Capital Region, Pune, Kolkata, Bengaluru, Chennai and Hyderabad. As the market evolved and demand increased, investments and improvements in infrastructure, software, education, work force, installation, after-sales service, logistics were guaranteed to occur. This was expected to initiate a cycle of profitable growth. Whirlpool was already an established player in the home appliances segment. Given the improving industry described above, should Whirlpool tap this emerging market? If so, what might be its strategic objectives and positioning strategies for dealing with the competition and appealing to its prospective customers?

The CEO of SafeBlend Technologies must set a price for the company's environmentally friendly fracturing fluid additive. The firm is negotiating a new contract with its biggest client, Bristol Natural Gas. For the past two years, SafeBlend has been the sole provider of additives to Bristol due to aggressive negotiation and limited competition. New competitors are entering the market, and the CEO believes one competitor is prepared to offer Bristol a chemical-free additive for 50% less per gallon than SafeBlend. Anticipating lower bids from competitors, he considers reducing the price in the new contract to maintain the relationship with Bristol-despite the impact on revenue. However, the competition may not be able to supply enough additive to meet all of Bristol's needs, so he also considers the impact of setting a more competitive and profitable price that assumes losing only a portion of Bristol's business.

Spreadsheet Supplement for Product #914513

A local, non-profit, no-kill animal shelter is committed to rescuing homeless cats and helping them find permanent homes. This shelter offers a wide variety of services, including adoption, foster programs, low-cost spay and neuter services, and low-income assistance programs for local pet owners. With a personnel shortage at the shelter and increasing numbers of homeless cats in the area, the executive director must look for ways to effectively allocate the organization's limited resources. She wonders whether some form of social media marketing might be the answer.

A local, non-profit, no-kill animal shelter is committed to rescuing homeless cats and helping them find permanent homes. This shelter offers a wide variety of services, including adoption, foster programs, low-cost spay and neuter services, and low-income assistance programs for local pet owners. With a personnel shortage at the shelter and increasing numbers of homeless cats in the area, the executive director must look for ways to effectively allocate the organization’s limited resources. She wonders whether some form of social media marketing might be the answer.

In 2009/10, the commissioner of the Ontario Hockey League was generally satisfied with its operations but knew that certain markets were not reaching their potential. Management needed to use data to make some potentially difficult decisions, including possibly closing several teams down. The data included proximity of competition from other hockey leagues and other sports teams; how long a team had been in its city; how many points the team earned each season and how many of its players graduated to the National Hockey League; the make-up of the city in terms of its size, median income, median house price and its immigrant and visible minority populations; and, finally, the price of tickets. There were a few teams that were significant outliers at each end of the spectrum. What was the league going to do with the teams at the bottom that were dragging down average attendance figures? Student spreadsheet 7B13A028 with data is available.

In March 2013, Susan Plagemann, vice president and publisher of Vogue - widely regarded as the world's most influential fashion magazine, and publishing conglomerate Condé Nast's marquee title - is seeking answers to two questions. First, how she can best approach the intensely competitive advertising market in which some competitors in recent times have had two to three times the page growth that Vogue has had? Second, how should she utilize the growing importance of digital channels that may increase pressure on traditional revenues sources but also fuel new ecommerce partnerships and other opportunities? Can Vogue, as both the fashion industry and the magazine's readers have become so accustomed to, stay one step ahead?

In recent years design has emerged as a critical factor in the success of many new products. This case exercise provides a hands-on way to experience the design process and offers a structured approach for incorporating key considerations that can aid in effective design. Students are asked to generate ideas for the design of a new reusable travel coffee mug. Relevant information on the consumer coffee market and on existing coffee mugs is provided. To assist students in this task, they are presented with an approach employed by the design firm RKS and which has been called Psycho-Aesthetics (PA) by its pioneer Ravi Sawhney. The PA process involves in-depth market research and visualization, a lens to assess existing competitive offerings, the creation of potential customer personas, and imagining a "hero's journey." When combined, these analyses allow designers to conceive elements that will result in a new product or service that delivers a unique customer connection for a specific target market. The exercise gives students an example of a company that successfully used PA principles to design and launch a new reusable water bottle in the late-2000s. It then asks them to follow the PA process to design a reusable travel coffee mug. The exercise includes exhibits to help students visualize the market, and an appendix with a detailed explanation of the PA process.

On April 24, 2013 the Rana Plaza factory building collapsed in Dhaka, the capital of Bangladesh. Over 1,100 people were killed in the worst industrial accident since the Union Carbide plant gas leak in Bhopal, India. Most of the victims worked for garment factories, whose primary clients were European, US and Canadian firms. Export contracts to such firms had helped Bangladesh become the world's second largest clothing exporter. Rana Plaza was not the first tragedy to occur in Bangladesh's garment industry, and without intervention, more might follow. International brand owners, domestic and foreign governments, labor unions and non-governmental organizations (NGOs), stepped up to discuss their responsibilities for improving conditions for Bangladeshi garment workers.

In the aftermath of the Rana Plaza building collapse, a group of international retailers and labor unions partnered to create a proposal for more stringent inspections and enforcement of safety standards in Bangladesh garment factories. The proposal was met by opposition from several U.S. firms, which claimed the proposal carried too a high a risk of litigation for them to sign. Neither proposal relied on legislation, but options for government involvement are also discussed in the case.

In January 2013, nightlife impresarios Jason Strauss and Noah Tepperberg are celebrating the re-opening of their famed New York City-based nightclub Marquee. While most clubs are over within their first one and a half years, Strauss and Tepperberg managed to keep Marquee one of NYC's hottest clubs for almost nine years. Meanwhile, they significantly expanded their portfolio of clubs in New York City, Las Vegas, and abroad. Now, after a costly renovation of Marquee New York City, would their investment pay off? Was it a wise idea to model the revamped club after its namesake in Las Vegas that had become North America's highest-grossing club by focusing on electronic dance music and featuring a high-profile DJ every night? Could Strauss and Tepperberg make the seemingly risky economics-which involved placing large bets on superstar DJs-work in a very different market?

Brazilian medical-devices maker Bosi e Faora has seen its prices decline as its sales reps scramble to sign up clinics by offering steep discounts. The company aims to turn things around with a "solutions" strategy that, along with medical equipment, offers ideas and training to health care providers that want to improve patients' overall health, not just purchase hardware. When one semirural but influential customer resists the upsell at a high-stakes meeting, blood pressures flare and a 15-year business relationship is on the line. This fictional case study is written by Eric T. Anderson and features expert commentary from David Mok, of DePuy Synthes Spine (a Johnson & Johnson company), and Nandakumar Jairam, MD, of Columbia Asia Hospitals.

Brazilian medical-devices maker Bosi e Faora has seen its prices decline as its sales reps scramble to sign up clinics by offering steep discounts. The company aims to turn things around with a "solutions" strategy that, along with medical equipment, offers ideas and training to health care providers that want to improve patients' overall health, not just purchase hardware. When one semirural but influential customer resists the upsell at a high-stakes meeting, blood pressures flare and a 15-year business relationship is on the line. This fictional case study is written by Eric T. Anderson and features expert commentary from David Mok, of DePuy Synthes Spine (a Johnson & Johnson company), and Nandakumar Jairam, MD, of Columbia Asia Hospitals.

Brazilian medical-devices maker Bosi e Faora has seen its prices decline as its sales reps scramble to sign up clinics by offering steep discounts. The company aims to turn things around with a "solutions" strategy that, along with medical equipment, offers ideas and training to health care providers that want to improve patients' overall health, not just purchase hardware. When one semirural but influential customer resists the upsell at a high-stakes meeting, blood pressures flare and a 15-year business relationship is on the line. This fictional case study is written by Eric T. Anderson and features expert commentary from David Mok, of DePuy Synthes Spine (a Johnson & Johnson company), and Nandakumar Jairam, MD, of Columbia Asia Hospitals.

Social media give companies tremendous opportunities to engage with customers by inviting them to participate in value-creating activities, such as brainstorming advertising taglines or product ideas. But co-creation initiatives can backfire if customers view them as a chance to bash the company, and managers need to think carefully about the risks.

Usually when companies merge, they get right to work on rebranding. But after his airline Avianca merged with TACA, Villegas decided to unify the vision, culture, and operations of the two organizations prior to launching a single brand.