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PDF 2018 – Wiley – ISBN: 8126577126 – Marketing Research By V. Kumar, Robert P. Leone David A. Aaker # 18670
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English | | 1 Jan. 2018 | PDF | 634 pages | 18 MB
The 11th Edition of Marketing Research (by Aaker et al.) has been adapted to Indian perspective without much dilution of its global flavor. Keeping in mind the learning requirements of Indian students in the field of market research, this textbook has been developed by modifying contents at required places.
This book, while maintaining the strengths of the original version, reflects the modern realities of marketing research.
Real-life scenarios included in the Indian adaptation of Marketing Research would help readers in cognitive analysis, invoke thoughtful insights in the areas of market intelligence, business decisions, and actions.
In this edition, readers are expected to learn, explore, and analyze various dimensions of marketing research.
PART I
The Nature and Scope of Marketing Research
Case 1-1: Preteen Market—The Right Place to Be In for Cell Phone Providers?
Case 1-2: Best Buy on a Segmentation Spree
Case 1-3: Ethical Dilemmas in Marketing Research
Case 3-1: A VideOcart Test for Bestway Stores
Case 3-2: Sperry/MacLennan Architects and Planners
Case 3-3: Philip Morris Enters Turkey
Case 4-1: Reynolds Tobacco’s Slide-Box Cigarettes
Case 4-2: California Foods Corporation
Case I-1: Clover Valley Dairy Company
PART II
Data Collection
Case 5-1: Barkley Foods
Case 5-2: Dell in Latin America?
Case 5-3: Eddie Bauer: Strategize with Secondary Marketing Data
Case 6-1: Promotion of Rocket Soups
Case 6-2: Kerry Gold Products, Ltd.
Case 6-3: Paradise Foods
Case 7-1: Caring Children’s Hospital
Case 8-1: Mountain Bell Telephone Company
Case 8-2: U.S. Department of Energy (A)
Case 8-3: Acura
Case 8-4: Exploratory Research on the Lleyton Hewitt National Visa Card
Case 8-5: Hamilton Beach Conducts Primary Research in Mexico and Europe
Case 9-1: Essex Markets
Case 9-2: More Ethical Dilemmas in Marketing Research
Case 10-1: Roland Development Corp.
Case 11-1: National Kitchens
Case 12-1: Wine Horizons
Case 12-2: Smith’s Clothing (A)
Case 12-3: Compact Lemon
Case 12-4: Project DATA: An Urban Transportation Study
Case 13-1: Evaluating Experimental Designs
Case 13-2: Barrie Food Corporation
Case 14-1: Exercises in Sample Design
Case 14-2: Talbot Razor Products Company
Case II-1: Currency Concepts International
PART III
Case 17-1: Medical Systems Associates: Measuring Patient Satisfaction
Case 18-1: American Conservatory Theater
Case 18-2: Apple Appliance Stores
Case III-1: The Vancouver Symphony Orchestra
Case III-2: Popular Pizzas: Identifying Consumer Preferences
PART IV
Case 19-1: The Seafood Grotto
Case 19-2: Ajax Advertising Agency
Case 19-3: Election Research, Inc.
Case 20-1: Southwest Utility
Case 20-2: Store Image Study
Case 20-3: Behavioral Research
Building Strong Brands David Aaker Pdf
Case 21-1: Nester’s Foods
Case 21-2: Pepsi-Cola
Case 21-3: The Electric Truck Case
Case 21-4: Fargo Instruments
Case IV-1: Smith’s Clothing (B)
David Aker Somerset Ky
Case IV-2: Newfood
PART V
Case 24-1: Brown Microwave
Case 24-2: National Chemical Corporation
Case 24-3: U.S. Department of Energy (B)
Case 24-4: Hokey Pokey is Born in India
Aaker’s Brand Equity model
In his Brand Equity model, David A. Aaker identifies five brand equity components: (1) brand loyalty, (2) brand awareness, (3) perceived quality, (4) brand associations and (5) other proprietary assets. Aaker defines brand equity as the set of brand assets and liabilities linked to the brand – its name and symbols – that add value to, or subtract value from, a product or service. These assets include brand loyalty, name awareness, perceived quality and associations. This definition stresses ‘brand-added value’; however, his model does not make a strict distinction between added value for the customer/ consumer and added value for the brand owner/ company.
(1) brand loyalty,
(2) brand awareness,
(3) perceived quality,
(4) brand associations and
(5) other proprietary assets.
Aaker’s Brand Equity model
Apart from the five components, the model also reflects indicators (and/or consequences) of the pursued branding policy. It goes without saying that brand equity will rise as brand loyalty increases, brand name awareness increases, perceived quality increases, brand associations become stronger (and more positive), and the number of brand-related proprietary assets increase. The model also provides insight into the criteria that indicate to what degree actual value is created with both consumer and company due the pursued branding policy. David Aaker’s Brand Equity Model defines the five following brand equity components:
1. Brand loyalty
The extent to which people are loyal to a brand is expressed in the following factors:
– Reduced marketing costs (hanging on to loyal customers is cheaper than charming potential new customers)
– Trade leverage (loyal customers represent a stable source of revenue for the distributive trade)
– Attracting new customers (current customers can help boost name awareness and hence bring in new customers)
– Time to respond to competitive threats (loyal customers that are not quick to switch brands give a company more time to respond to competitive threats)
2. Brand awareness
The extent to which a brand is known among the public, which can be measured using the following parameters:
– Anchor to which associations can be attached (depending on the strength of the brand name, more or fewer associations can be attached to it, which will, in turn, eventually influence brand awareness)
– Familiarity and liking (consumers with a positive attitude towards a brand, will talk about it more and spread brand awareness)
– Signal of substance/ commitment to a brand.
– Brand to be considered during the purchasing process (to what extent does the brand form part of the evoked set of brands in a consumer’s mind)
3. Perceived quality
The extent to which a brand is considered to provide good quality products can be measured on the basis of the following five criteria:
– The quality offered by the product/ brand is a reason to buy it
– Level of differentiation/ position in relation to competing brands
– Price (as the product becomes more complex to assess, and status is at play, consumers tend to take price as a quality indicator)
– Availability in different sales channels (consumers have a higher quality perception of brands that are widely available)
– The number of line/ brand extensions (this can tell the consumer the brand stands for a certain quality guarantee that is applicable on a wide scale)