Brand Touch Points Research Articles

Service Design Strategies of Naturalism Cosmetic Brands through Brand Touchpoint Wheel Method - Mainly with Analysis on Brand Color -

Service Design Strategies of Naturalism Cosmetic Brands through Brand Touchpoint Wheel Method - Mainly with Analysis on Brand Color -

The Brand Touchpoint Analysis through Corporate Identity Typeface of Mobile Telecommunication Companies - Focusing on KT olleh and SK Telecom T -

The Brand Touchpoint Analysis through Corporate Identity Typeface of Mobile Telecommunication Companies - Focusing on KT olleh and SK Telecom T -

Internal indentity-based brand management : How to consistently deliver the brand promise at the point of sale?

In many well developed economies the number of brands as well as their perceived homogeneity is increas­ing for more than two decades. As a result, more and more brands appear interchangeable to their cus­tomers. To cope with this challenge it is necessary to develop a unique brand identity and to assure that this is being consistently delivered at all brand touch points. The latter requires that everyone who acts as a brand representative behaves according to the brand identity. Common understanding of and commit­ment to the brand are necessary prerequisites. A first model for internal identity-based brand manage­ment intended to fulfil these prerequisites was recently developed at the chair for innovative brand man­agement. The model is explicitly targeted at employees. This paper draws attention to yet another group of stakeholders which influences the brand image sub­stantially: the brands distributors. Empirical research has shown that particularly those internal refer­ence groups1 that have intensive interaction with the customers are able to influence the brand image. The purpose of this article is to assess whether the internal brand management model developed for employ­ees applies to distributors and to extend the existing model for the distributor context if necessary.

Brand‐building: finding the touchpoints that count

PurposeThis paper examines how leading companies are building brands through comprehensive analysis and judicious improvement of the customer experience.FindingsIn the bid to build a world‐class brand, it's tempting for managers to invest everywhere that the brand touches customers. The “do everything’ approach rarely works well, however, because resources are spread too thinly to be cost‐effective. Our research shows that leading brand‐builders such as Citibank and Coach take a more selective, deliberate approach, adhering to several management principles that we have identified: they focus on the most important customers to their business enterprise; they concentrate investments on the customer touchpoints that will do most to increase brand equity and raise profitable demand; they set realistic goals for implementation and focus on changes that are easier to implement; they revisit their performance on a regular basis and make their brand program self‐sustaining and adaptive.Practical implicationsBy using the right customer data and analytical tools, companies can identify and support the brand touchpoints with the highest ROI.Originality/valueOf particular value to brand managers, marketing managers and financial strategists.