Consumer Behavior Consumer Behaviour the

Consumer Behavior Consumer Behaviour The intent of this analysis is to compare three dominant globally-recognized brands and specifically ascertain the brand names' performance on influencing consumers. In assessing the performance of specific globally recognized brands, relying on a framework to organize the analysis, and for purposes of this paper, the ten attributes as defined by Keller (2000) will be used.

These ten attributes include the brand excelling at delivering the benefits consumers truly desire and expect, the branding stays relevant over time, pricing strategies are based on consumers' perceptions of value, the brand is properly positioned both within the market and within the product line, and the brand is consistent.

In addition, Keller (2000) points out that the brand portfolio and hierarchy makes sense, the brand makes use of and coordinates a full repertoire of marketing activities sychronised to build brand equity, and evidence of brand managers' understanding of what the brand means to consumers and that the company monitors the sources of brand equity effectively. This specific framework is useful for evaluating how brand names are both supported by and also influence the execution of branding strategies by companies across their many product lines as well.

The three brands analyzed are Disney, specifically their entrance into Europe with EuroDisney, Nike and the development of their global brand, and the rapid ascension of Starbucks' as a global brand are discussed in this paper. Each of the brand development and brand equity strategies for each of these companies is slightly different, yet all share a common theme: the development of consistent and lasting value to consumers and a highly unique market position.

Disney and their expansion into Europe with the EuroDisney concept challenged one of the core elements of the framework Keller (2000) provides, which is the support of a brand as it seeks relevancy and permanency with consumers. For Disney, EuroDisney was strategically speaking like holding a mirror up to the parent company, seeing a reflection of how ethnocentric the company had become (Forman 1998).

Disney, in this ethnocentric approach to initially planning EuroDisney and the propagation of their brand throughout Europe, also attempted to export their culture as well with little success (Van Maanen, J. 1991). For Nike and their branding efforts, like Disney, were also aimed at penetrating the European market. Relying on traditional forms of media and advertising were having little effect on the brands' perceived value and ability to increase sales (Keeping Nike on the right track. 2005).

What Nike initially learned from their attempts to penetrate the European market was that purely relying on advertising vehicles and strategies was not enough; the company would need to augment and significantly change its distribution channels as well. The perception of a lack of value of Nike shoes in Europe was being driven by the channel partners the company was working with in specific countries; it was not entirely driven by products.

Further research showed that Nikes' shoes were actually perceived as superior yet the brand was being turned into a mediocre one due to sub-standard distribution partners. For Starbuck's the role of the coffee shop as a social networking location vs. simply storefront selling caffeinated beverages was the turning point of the brand globally. McKinsey & Company (2007) makes this point in the context of the research completed in one of the branding surveys and studies cited below.

Starbucks' approach to caring for its employees by offering even part-time workers health care in addition to its support of many philanthropic causes has made the brand preferred by many consumers due to the company's stance on environmental and human rights issues. Examples of the Effects of Brand Names For Disney, their brand is considered one of the most prominent globally due to the multichannel marketing and integrated marketing communications programs the company executes with precision unlike any other entertainment conglomerate.

Disney's branding strategies have led consumers to associate the brand with family values, delighting children while providing wholesome entertainment and a level of trust with regard to entertainment content no other entertainment company enjoys with families globally. The company also struggles with its characters at times being too American-centric, as the EuroDisney launch effort highlighted (Saseen 1993). The use of these strategies has also created a high level of performance in retail channels as well, despite the sales of their stores earlier in the decade.

Disney's cultural influence has been gradual especially where Euro Disney's launch and eventual funding by the French government, including the addition of French management to run the entire entertainment complex. Instilling ownership at the local level has made significant gains for Disney in gaining the trust of the French consumers, in addition to alleviating the cultural friction points throughout Europe. The result today is that EuroDisney is seen as a viable holiday location for families from the UK, Germany, and Italy in addition to the Western European community of countries.

Nike's influence as a brand throughout Europe continues to grow as a result of the company's decision to sell through more direct channels, including the development of their own retail stores in both the U.S. And throughout Europe (Keeping Nike on the right track. 2005). The Nike brand has as a result been viewed more positively with the price being more congruent with the value of the shoes, and the shopping experience being more enjoyable.

Nike has set as a strategic objective the creation of retailing locations that control and effectively use the brand to enhance and strengthen the shopping experience. While NikeTowns had been mediocre in performance, the roll-out of Nike stores that stressed a complete, high-end shopping experience have been quite successful both in the U.S. And in Europe. The net effect on the brand of augmenting and strengthening the distribution outlets has been increased penetration into the European market.

The last brand studied, Starbucks' has become synonymous with high end caffeinated beverages, has defined its branding from a social networking and meeting place over and above purely being a coffee shop. The inclusion of wireless access with T-Mobile, support for downloads for Apple iTunes in piloted cities as of late 2007 and the eventual build-out of the stores as information and communication hubs is already in progress.

Starbuck's is synonymous with premium coffee today yet is focusing on how to become a digital gathering place for their primary demographic market, which are 20- to 30-year-old students and young professionals. The brand's name is already being associated with using the shops/stores as meeting places for friends, associates, even class work groups in larger locations. The impact of the Starbucks' brand as a place of work, talk, sharing and fun in addition to getting caffeinated higher-end beverages is a global strategic focus of the company today.

From the results of same-store sales in conjunction with the development of branding strategies, Starbucks' is gaining branding equity at a faster.