1.

Introduction
2. Literature Review
i. Brand defined
ii. The power of Brand
iii. Principles
iv. Types of Brands
v. Brand Architecture
vi. Brand image
vii. Techniques
viii. Brand strategy
ix. The path way to reputation
x. Branding and marketing communications
xi. Challenges
xii. Brand orientation
3. Practical Study of the topic

4. Data collection and analysis

5. Conclusion and recommendations

 1. Introduction:
"A brand for a company is like a reputation for a person. You earn reputation by trying to
do hard things well."
– Jeff Bezos

Brand management is the application of marketing techniques to a specific product, product

line, or brand. It seeks to increase the product's perceived value to the customer and thereby
increase brand franchise and brand equity. Marketers see a brand as an implied promise that the
level of quality people have come to expect from a brand will continue with future purchases of
the same product. This may increase sales by making a comparison with competing products
more favorable. It may also enable the manufacturer to charge more for the product. The value of
the brand is determined by the amount of profit it generates for the manufacturer. This can result
from a combination of increased sales and increased price, and/or reduced COGS (cost of goods
sold), and/or reduced or more efficient marketing investment. All of these enhancements may
improve the profitability of a brand, and thus, "Brand Managers" often carry line-management
accountability for a brand's P&L profitability, in contrast to marketing staff manager roles, which
are allocated budgets from above, to manage and execute. In this regard, Brand Management is
often viewed in organizations as a broader and more strategic role than Marketing alone.

The annual list of the world’s most valuable brands, published by Interbrand and Business Week,
indicates that the market value of companies often consists largely of brand equity. Research by
McKinsey & Company, a global consulting firm, in 2000 suggested that strong, well-leveraged
brands produce higher returns to shareholders than weaker, narrower brands. Taken together, this
means that brands seriously impact shareholder value, which ultimately makes branding a CEO
responsibility.

2. Review of literature:
2.1. Brand Defined:

According to the American Marketing Association (AMA), brand is a "name, term, sign, symbol,
or design, or a combination of them, intended to identify the goods and services of one seller or
group of sellers and to differentiate them from those of competition." Technically speaking,
whenever a marketer creates a new name, logo, or symbol for a new product or service, he or she
has created a brand.

2.2. The Power of a Brand:

Marketing is not a battle of products; it's a battle of perceptions. The power of a brand lies in
what resides in the minds of customers – what they learned, felt, seen, and heard about the brand
as a result of their experiences over time.
The discipline of brand management was started at Procter & Gamble PLC as a result of a
famous memo by Neil H. McElroy.
2.3. Principles:
A good brand name should:

 be protected (or at least protectable) under trademark law

 be easy to pronounce
 be easy to remember
 be easy to recognize
 be easy to translate into all languages in the markets where the brand will be used
 attract attention
 suggest product benefits (e.g.: Easy-Off) or suggest usage (note the tradeoff with strong
trademark protection)
 suggest the company or product image
 Distinguish the product's positioning relative to the competition.
 be attractive
 stand out among a group of other brands

2.4. Types of brands:

i. Product:

The most common brand is that associated with a tangible product, such as a car or
drink. This can be very specific or may indicate a range of products. In any case, there is
always a unifying element that is the 'brand' being referred to in the given case.

a) Individual product

Product brands can be very specific, indicating a single product, such as classic Coca-
Cola. It can also include particular physical forms, such as Coca-cola in a traditional bottle or a
can.

b) Product range

Product brands can also be associated with a range, such as the Mercedes S-class cars or all
varieties of Colgate toothpaste.

ii. Service:

As companies move from manufacturing products to delivering complete solutions and

intangible services, the brand is about the 'service'.

Service brands are about what is done, when it is done, who does it, etc. It is much more
variable than products brands, where variation can be eliminated on the production line. Even
in companies such as McDonald's where the service has been standardized down to the eye
contact and smile, variation still occurs.
Consistency can be a problem in service: we expect some variation, and the same smile every
time can turn into an annoyance as we feel we are being manipulated. Service brands need a lot
more understanding than product brands.

iii. Organization:

Organizations are brands, whether it is a company that delivers products and services or
some other group. Thus Greenpeace, Mercedes and the US Senate are all defined organizations
and each has qualities associated with them that constitute the brand.

In one sense, the brand of the organization is created as the sum of its products and services.
After all, this is all we can see and experience of the organization. Looking at it another way,
the flow also goes the other way: the intent of the managers of the organization permeates
downwards into the products and the services which project a common element of that intent.

a) Person

The person brand is focused on one or a few individuals, where the branding is
associated with personality.

b) Individual

A pure individual brand is based on one person, such as celebrity actor or singer. The
brand can be their natural person or a carefully crafted projection.

Politicians work had to project a brand that is attractive to their electorate (and also work hard
to keep their skeletons firmly in the cupboard). In a similar way, rock stars who want to appear
cool also are playing to a stereotype.

c) Group

Not much higher in detail than an individual is the brand of a group. In particular when
this is a small group and the individuals are known, the group brand and the individual brand
overlap, for example in the way that the brand of a pop group and the brand of its known
members are strongly connected.

Organizations can also be linked closely with the brand of an individual, for example Virgin is
closely linked with Richard Branson.

iv. Event:

Events have brands too, whether they are rock concerts, the Olympics, a space-rocket
launch or a town-hall dance.

Event brands are strongly connected with the experience of the people attending, for example
with musical pleasure or amazement at human feats.
Product, service and other brands realize the power of event brands and seek to have their
brands associated with the event brands. Thus sponsorship of events is now big business as one
brand tries to get leverage from the essence of the event, such as excitement and danger of car
racing.

v. Geography:

Areas of the world also have essential qualities that are seen as characterizations, and
hence also have brand. These areas can range from countries to state to cities to streets and
buildings.

Those who govern or represent these geographies will work hard to develop the brand. Cities,
for example, may have de-facto brands of being dangerous or safe, cultural or bland, which will
be used by potential tourists in their decisions to visit and by companies in their decisions on
where to set up places of employment.

2.5. Brand Architecture:

The different brands owned by a company are related to each other via brand architecture. In
product brand architecture, the company supports many different product brands each having its
own name and style of expression but the company itself remains invisible to consumers. Procter
& Gamble, considered by many to have created product branding, is a choice example with its
many unrelated consumer brands such as Tide, Ivory and Pantene. With endorsed brand
architecture, a mother brand is tied to product brands, such as The Courtyard Hotels (product
brand name) by Marriott (mother brand name). Endorsed brands benefit from the standing of
their mother brand and thus save a company some marketing expense by virtue promoting all the
linked brands whenever the mother brand is advertised.. In the third model only the mother brand
is used and all products carry this name and all advertising speaks with the same voice. A good
example of this brand architecture, most often known as corporate branding, is the UK-based
conglomerate Virgin. Virgin brands all its businesses with its name (e.g., Virgin Megastore,
Virgin Atlantic, and Virgin Brides) and uses one style and logo to support each of them.

2.6. Brand Image:

Brand Image is defined by J. Walter Thompson as, “the total impression created in the
consumer’s mind by a brand and all its associations, functional and non-functional”.

If we were to strip away the brand marks of Levi, Kellogg’s, Cadbury’s and Mercedes, to name
but a few, we are left with commodity products shorn of all of the brand values which are
associated with those names. The considerable investment made by those businesses over many
years in creating brand values through the use of marketing communication would be lost.
The above diagram illustrates the dimensions of a brand although not all of the listed dimensions
apply to all destinations’ products and services. For example, in some cases, the tangible aspects
of the proposition will take priority whilst in others; differentiation may be achieved as a result
of the quality of the service provided – before, during and after the sale, guarantees, etc. In other
instances, it will be the brand image and identity which will assume the greatest level of
importance.

2.7. Techniques:

Companies sometimes want to reduce the number of brands that they market. This process is
known as "Brand rationalization." Some companies tend to create more brands and product
variations within a brand than economies of scale would indicate. Sometimes, they will create a
specific service or product brand for each market that they target. In the case of product
branding, this may be to gain retail shelf space (and reduce the amount of shelf space allocated to
competing brands). A company may decide to rationalize their portfolio of brands from time to
time to gain production and marketing efficiency, or to rationalize a brand portfolio as part of
corporate restructuring.

A recurring challenge for brand managers is to build a consistent brand while keeping its
message fresh and relevant. An older brand identity may be misaligned to a redefined target
market, a restated corporate vision statement, revisited mission statement or values of a
company. Brand identities may also lose resonance with their target market through demographic
evolution. Repositioning a brand (sometimes called rebranding), may cost some brand equity,
and can confuse the target market, but ideally, a brand can be repositioned while retaining
existing brand equity for leverage.

Brand orientation is a deliberate approach to working with brands, both internally and externally.
The most important driving force behind this increased interest in strong brands is the
accelerating pace of globalization. This has resulted in an ever-tougher competitive situation on
many markets. A product’s superiority is in itself no longer sufficient to guarantee its success.
The fast pace of technological development and the increased speed with which imitations turn
up on the market have dramatically shortened product lifecycles. The consequence is that
product-related competitive advantages soon risk being transformed into competitive
prerequisites. For this reason, increasing numbers of companies are looking for other, more
enduring, competitive tools – such as brands. Brand Orientation refers to "the degree to which
the organization values brands and its practices are oriented towards building brand capabilities”
(Bridson & Evans, 2004).

2.8. Brand Strategy:

i. Conditions that Support Branding

The following criteria contribute to purpose branding decisions:

• The product or service offer is easy to identify
• The product or service offer is perceived as the best value for the price
• Quality and service standards are easy to maintain.

In attempting to build a set of positive associations for the brand, the marketer should consider
three dimensions that can communicate meaning. For example, consider the brand destination of
Dubai in relation to the following dimensions:

• Attributes – a strong brand should trigger in the visitor’s mind certain attributes. Thus
Dubai triggers a picture of beaches, hot weather, culture, and fantastic shopping
experiences.
• Benefits – a strong brand should suggest benefits, not just features. Thus Dubai triggers
the idea of having a good ‘winter-sun’ holiday experience at a relatively low price, but
with the added dimension of culturally different to that which we are familiar with.
• Values – a strong brand should promote values to which it adheres. Thus Dubai is proud
of its blend of people and culture, as well as the numerous attractions that they offer –
and these are always communicated to the visitor.

In summary, brands are strong when their name is associated with positive characteristics in the
buyer’s mind. The marketer’s job is to create a brand identity that builds on these dimensions.

ii. The Approach for Branding:

 Generally, when branding in the consumer products industry, businesses take
on a either a multi-product branding strategy (associating all products with the parent brand
name) or a stand-alone branding strategy (where each product has its own brand identity).

Generally, it is important that the any product creates an image in the mind of the customer – that
which we can call the brand but also, customers select products for the range of
products/attractions that are on offer. For instance, it is appropriate that the brand uses the
strength of its parent name to communicate a series of values and product offers that ‘endorse’
all the attractions which bear that name.

Companies make a conscious decision to maintain several brand names that are used to endorse
separate market categories. The names are kept distinct from each other to avoid confusion in the
minds of the consumer.

2.9. The Pathway to Reputation

Brand reputation does not happen ‘just like that’. There is a yellow brick road that is more or
less paved, leading from brand professionals thinking about the subject, right down to the
reputation being formed.

i. Intent

Brand management aims to create brand by intentional action. Deliberate decisions are
made about brand personality, brand values, brand positioning, brand logos, etc. Attention is
paid to customers and competitors. Done smartly, the whole strategy and culture of the
company are lined up behind the brand to deliver on the intent.

And yet none of this is the brand. It may be intended to be the brand, but brand itself is still far
away.

ii. Enactment:

Despite best intent, there’s many a slip and the enactment of brand-oriented plans will
never come off perfectly. Even when people start with a perfect intent, they have to formulate
their action based on their inner world of understanding.

Enactment is still not the brand. However it is getting closer than the intent. It is the difference
between Argyris’ Espoused Theory and Theory In Use. You are what you do, not what you say.
Company values are the totality of what their people do, not a neat list of values on the website.

Like a bullet fired, the enactment of the brand has no meaning until it reaches its destination.
And even then it has far to go before a reputation is formed.

iii. Perception:
 When the brand messages in all their glorious forms reach the people standing in their
way, the brand itself is starting to form. This happens in the perception that is created in the
heads of both intended customers and innocent bystanders. It is as perceived by everyone who
touches the brand in any way, whether from a lifetime’s experience or a brief third-hand
mention from a passing stranger.

Perception does not come clean and pre-packaged. We take direct experience and infer
meaning by passing it through a set of highly-biased perceptual filters. First we classify, using
broad mental models and unique memories. Then we assess for immediate threats. Then we test
against expectations and goals, re-predict the future and compare against our values. To
complicate things further, all of this is biased by our current emotional state.

The eventual perception we infer is thus far from the sensory inputs we receive. Even after the
original perception, we continue to ponder, muse and reflect on our experiences, changing their
meaning even further.

Perception is the brand as experienced. Perception is not reputation, but reputation is

perception.

iv. Transmission:

When I buy something from a company or otherwise experience the brand, I am getting
a first-hand snapshot of what the brand really delivers. From this I directly develop my
perception of the brand. On the other hand, if I listen to what others say then I am getting a
second-hand version of events. I get their perception, which I then modify via my perceptual
process. And if that transmission is third-hand, fourth-hand or more, then the effect is
multiplied further.

Communicated perception is reputation, but from a single person it is just a single data-point. If
I am inclined to believe that person and act on their perception, then for me, that is all the
reputation I need. But many people do not just go on the say-so of a single point of authority.
They listen to others and think for themselves, too.

v. Communication:

We not only listen to other people when they talk about brands—we also talk back,
asking them questions and offering our own perceptions. Out of the conversation a shared
meaning (or as much as this can happen) arises. Thus brand reputation may be viewed as being
socially constructed.

Thus reputation is not created in individual perception, nor even in a second-hand,

unidirectional transmission, but in the dynamics of real communication between two or more
individuals.

True communication is communing, the joining of minds as is sought in open inquiry or

dialogue. However this nirvana seldom happens. It is more like a battleground of ideas and
wills, where evolution occurs in real-time. Discussions go around and about and eventually the
loudest voice or the clearest idea takes root as an unspoken, tacit agreement.

vi. Diffusion:

Beyond the local conversations whereby I get a personal sense of brand reputation, there
are thousands of such conversations that travel across the unbroken network of human
relationships. This is where the total reputation of the brand is built. There are many factors
that affect diffusion, as identified by Everett Rogers and others.

Some people know more people and talk more than others. Some people are listened to more
carefully than others. The brand perception as received by these people will thus travel further
than from others.

vii. Decision:

In the final analysis, the value of a brand comes in the simplification that it brings to
decision-making. The inferred promise of a brand enables us to short-cut the evaluative part of
the decision process. In our inner construction of the brand we have already done this, mapping
out a simplified meaning.

When we choose between brands, rather than guess or choose on tangible aspects such as price,
we compare the brand values that we have inferred and hence rapidly make what we assume
will be a wise and safe decision.

The reputation of a brand includes an element of reliability. The psychology of judgment under
uncertainty rears its head here, and our perceptions of 100% reliable are very different from
even a 99% perception. This explains at least in part the fragility of reputation. The psychology
of betrayal and retributive justice is another minefield for the unwary.

2.10. Branding and Marketing Communications:

David Ogilvy, in his book Ogilvy on Advertising, says: “Every advertisement should be thought
of as a contribution to the brand image. It follows that your advertising should project the same
image, year after year”.

In the context of current thinking, the analogy should be taken to include more than just
advertising. It is vitally important that all communication messages on behalf of the brand
communicate a single, consistent image.

This requires the marketer to examine all aspects of the communications message to ensure that
the elements are consistent with each other and that the customer does not receive contradictory
impressions of the brand. There are a number of important factors to consider:

 Is the advertising proposition consistently applied?

 Some of the most effective marketing campaigns, in terms of brand development, are
those that have developed an enduring message. The specific treatment and the executional
content may change, be refreshed and updated, but the underlying proposition about the brand
remains the same – with the benefit that each advertising message serves to reinforce those
which have preceded it.

 Are sponsorships and other investments relevant and consistent?

As brands become increasingly involved with other stakeholders to promote their offer,
the question must be asked as to whether the visibility gained reflects favorably on the brand. By
ensuring that good synergy exists between the brand and the sponsored activity, it is likely that
favorable impressions will be created for both parties.

 Do spokespersons for the brand reflect similar values?

In many instances brands use a ‘personality’ either to endorse the product, or to act as its
spokesperson. This may have a positive impact on consumer perceptions of the brand if the
image associated with the personality is a positive one.

2.11. Challenges:
There are several challenges associated with setting objectives for a brand or product category.

 Brand managers sometimes limit themselves to setting financial and market performance
objectives. They may not question strategic objectives if they feel this is the
responsibility of senior management.
 Most product level or brand managers limit themselves to setting short term objectives
because their compensation packages are designed to reward short term behavior. Short
term objectives should be seen as milestones towards long term objectives.
 Often product level managers are not given enough information to construct strategic
objectives.
 It is sometimes difficult to translate corporate level objectives into brand or product level
objectives. Changes in shareholders' equity are easy for a company to calculate. It is not
so easy to calculate the change in shareholders' equity that can be attributed to a product
or category. More complex metrics like changes in the net present value of shareholders'
equity are even more difficult for the product manager to assess.
 In a diversified company, the objectives of some brands may conflict with those of other
brands. Or worse, corporate objectives may conflict with the specific needs of your
brand. This is particularly true in regard to the trade-off between stability and riskiness.
Corporate objectives must be broad enough that brands with high risk products are not
constrained by objectives set with cash cows in mind (see B.C.G. Analysis). The brand
manager also needs to know senior management's harvesting strategy. If corporate
management intends to invest in brand equity and take a long term position in the market
(i.e. penetration and growth strategy), it would be a mistake for the product manager to
use short term cash flow objectives (ie. price skimming strategy). Only when these
conflicts and tradeoffs are made explicit, is it possible for all levels of objectives to fit
together in a coherent and mutually supportive manner.
  Brand managers sometimes set objectives that optimize the performance of their unit
rather than optimize overall corporate performance. This is particularly true where
compensation is based primarily on unit performance. Managers tend to ignore potential
synergies and inter-unit joint processes.
 Brands are sometimes criticized within social media web sites and this must be monitored
and managed (if possible)[2]

2.12. Brand Orientation:

Brand Orientation is a deliberate approach to working with brands, both internally and
externally. The most important driving force behind this increased interest in strong brands is the
accelerating pace of globalization. This has resulted in an ever-tougher competitive situation on
many markets. A product’s superiority is in itself no longer sufficient to guarantee its success.
The fast pace of technological development and the increased speed with which imitations turn
up on the market have dramatically shortened product lifecycles. The consequence is that
product-related competitive advantages soon risk being transformed into competitive
prerequisites. For this reason, increasing numbers of companies are looking for other, more
enduring, competitive tools – such as brands. Brand Orientation refers to "the degree to which
the organization values brands and its practices are oriented towards building brand capabilities”
(Bridson & Evans, 2004)

3. Practical Study of the topic:

Coca Cola
Background:

Founded in 1886 by pharmacist John Styth Pemberton in Atlanta, Georgia, The Coca-Cola
Company is the world's leading manufacturer, marketer, and distributor of non-alcoholic
beverage concentrates and syrups, used to produce nearly 400 brands. The Coca-Cola Company
continues to be based in Atlanta and employs 49,000 people worldwide, with operations in over
200 countries. Today, products of The Coca-Cola Company are consumed at the rate of more
than one billion drinks per day in over 200 countries.

The Coca-Cola brand will always be the number one focus for CCGB (Coca-Cola Great Britain)
but product innovation plays a vital role in the Company's business and future. In October 2001
the isotonic sports drink Powerade was launched, followed by the introduction of other brands
including diet Coke with Lemon, Coca-Cola Vanilla and diet Coke Vanilla. In 2004, Fanta Apple
Splash, our first low sugar brand, was launched.

The company produces concentrate, which is then sold to various licensed Coca-Cola bottlers
throughout the world. The bottlers, who hold territorially exclusive contracts with the company,
produce finished product in cans and bottles from the concentrate in combination with filtered
water and sweeteners. The bottlers then sell, distribute and merchandise Coca-Cola in cans and
bottles to retail stores and vending machines. Such bottlers include Coca-Cola Enterprises, which
is the largest single Coca-Cola bottler in North America and western Europe. The Coca-Cola
Company also sells concentrate for fountain sales to major restaurants and food service
distributors.

The Coca-Cola Company has, on occasion, introduced other cola drinks under the Coke brand
name. The most common of these is Diet Coke, which has become a major diet cola. However,
others exist, including Caffeine-Free Coca-Cola, Diet Coke Caffeine-Free, Cherry Coke, Coca-
Cola Zero, Vanilla Coke and special editions with lemon and with lime and even with coffee.

In response to consumer insistence on a more natural product, the company is in the process of
phasing out E211, or sodium benzoate, the controversial additive linked to DNA damage and
hyperactivity in children, of Diet Coke. The company has stated that it plans to remove the
controversial additive from its other products - including Sprite, and Oasis - as soon as a
satisfactory alternative is discovered.

3.Data collection and analysis:

Data is collected through internet and then I have manipulated according to my research activity.

Production:

Formula

The exact formula of Coca-Cola is a famous trade secret. The original copy of the formula is
held in SunTrust Bank's main vault in Atlanta. Its predecessor, the Trust Company, was the
underwriter for the Coca-Cola Company's initial public offering in 1919. A popular myth states
that only two executives have access to the formula, with each executive having only half the
formula. The truth is that while Coca-Cola does have a rule restricting access to only two
executives, each knows the entire formula and others, in addition to the prescribed duo, have
known the formulation process.

Franchised production model

The actual production and distribution of Coca-Cola follows a franchising model. The Coca-Cola
Company only produces a syrup concentrate, which it sells to various bottlers throughout the
world who hold Coca-Cola franchises for one or more geographical areas. The bottlers produce
the final drink by mixing the syrup with filtered water and sugar (or artificial sweeteners) and
then carbonate it before filling it into cans and bottles, which the bottlers then sell and distribute
to retail stores, vending machines, restaurants and food service distributors.

The Coca-Cola Company owns minority shares in some of its largest franchises, like Coca-Cola
Enterprises, Coca-Cola Amatil, Coca-Cola Hellenic Bottling Company (CCHBC) and Coca-Cola
FEMSA, but fully independent bottlers produce almost half of the volume sold in the world.
Since independent bottlers add sugar and sweeteners, the sweetness of the drink differs in
various parts of the world, to cater for local tastes.
Brand portfolio

Bottle and logo design

U.S. containers in 2008. Various sizes from 8-67.6 US fl oz (237 mL-2 L) shown in can, glass
and plastic bottles

The famous Coca-Cola logo was created by John Pemberton's bookkeeper, Frank Mason
Robinson, in 1885. It was Robinson who came up with the name, and he also chose the logo’s
distinctive cursive script. The typeface used, known as Spencerian script, was developed in the
mid 19th century and was the dominant form of formal handwriting in the United States during
that period.

The equally famous Coca-Cola bottle, called the "contour bottle" within the company, but known
to some as the "hobble skirt" bottle, was created in 1915 by bottle designer, Earl R. Dean. In
1915, the Coca-Cola Company launched a competition among its bottle suppliers to create a new
bottle for the beverage that would distinguish it from other beverage bottles... "a bottle which a
person could recognize even if they felt it in the dark, and so shaped that, even if broken, a
person could tell at a glance what it was".

Earl R.Dean's original 1915 concept drawing of the contour Coca-Cola bottle

In 2007, Coca-Cola introduced an aluminum can that is designed to look like the original glass
bottles that Coca-Cola was first distributed in.

In 2007, the company's logo on cans and bottles has changed, retaining the red color and familiar
typeface but taking branding back in time by removing much of the clutter on the can, leaving
only the logo and a plain white swirl-- the "dynamic ribbon".

In 2008 in some parts of the world, the Coca-Cola plastic bottles for all Coke varieties, including
1.25 and 2 liter bottles was changed with a new plastic screw cap and contoured bottle shape
designed to evoke the old glass bottles.

Advertising
Coca-Cola has a policy of avoiding using children younger than the age of 12 in any of its
advertising. This decision was made as a result of a lawsuit from the beginning of the 20th
century that alleged that Coke's caffeine content was dangerous to children. However, in recent
times, this has not stopped the company from targeting young consumers.

Coke's advertising is rather pervasive, as one of Woodruff's stated goals was to ensure that
everyone on Earth drank Coca-Cola as their preferred beverage. This is especially true in
southern areas of the United States, such as Atlanta, where Coke was born.

4. Conclusion and recommendations:

The art of marketing is largely the art of brand building. When something is not a brand, it will
probably be viewed as a commodity. Then price is what counts. When price is the only thing that
counts, the only winner is the low-cost producer.

But having just a brand name is not enough. What does the brand name mean? What
associations, performances and expectations does it evoke? What degree of preference does it
create? If it is only a brand name, then it fails as a brand. As defined, the role of the marketer is
to build a successful brand image. But the marketer’s work must not just stop there. The
marketer needs to ensure that the brand experience matches the brand image. The advertisement
describing a gracious hotel chain may be undermined by the behavior of a surly concierge.
Brand building therefore calls for more than brand image building. It calls for managing every
brand contact which the visitor might have with the destination. Since all interactions can affect
the brand experience, the brand challenge is to manage the quality of all brand contacts.

5. References:

[1] www.wikipedia.org
[2] Managing the Brand, Lon Don, September 2005.
[3] http://www.coca-cola.co.uk/Company_History