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Brand
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What is Brand?

Brand is a foundational concept in marketing that encompasses how companies identify, position, and communicate the value of their products and services to consumers. It appears across courses in marketing strategy, business management, consumer behavior, and communications, making it one of the most widely studied topics in business education. What makes brand academically compelling is its intersection of psychology, economics, and strategic management — it asks how intangible perceptions translate into measurable competitive advantage and customer loyalty. Central concerns include how brand equity is built over time, how companies differentiate their products in crowded markets, and how brand identity shapes consumer decision-making.

The papers archived on this topic reflect a range of analytical approaches. Some examine brand equity as a strategic asset, exploring how companies like Procter and Gamble leverage resources and capabilities to sustain brand strength. Others take a case-study approach, grounding brand theory in specific business scenarios such as product launches, retail challenges, and marketing communications for new product lines like perfume. Marketing planning exercises, including regional and competitive strategy analyses, show how brand positioning guides concrete business decisions. Comparative and applied frameworks are common throughout, bridging theoretical models with real-world company examples.

A strong essay on brand begins with a clearly scoped thesis — whether focused on equity, identity, consumer perception, or competitive strategy — rather than treating the topic in generalities. Evidence drawn from market data, consumer behavior analysis, and company-specific examples carries the most weight. The most common pitfall is conflating brand with logo or visual identity alone; a rigorous essay treats brand as a multidimensional construct that shapes every dimension of a company's relationship with its customers.

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Paper Doctorate
Banyan Tree Hotels and Resorts: building a luxury service brand
Banyan Tree Hotels and Resorts evolved into a leading player in the luxury resort niche in Asia. As part of its strategic growth strategy, Banyan Tree launched new brands that included resorts, spas, retail facilities, and even culturally relevant museum shops. The company is desirous of continued growth, and believes with the new propensity towards globalism that it must manage its brand portfolio and expand its business organization while, at the same time, preserving the strong brand image and distinctive identity of the flagship brand, Banyan Tree.
Essay Doctorate
Globalization and challenges in the fashion industry
Not so long ago, globalization was an only theoretical term businesses used as a "what if" situation. Today, globalization is a reality. Through lowered trade restrictions and increased international cooperation,…
Research Paper Undergraduate
Competitive strategies of Hotel Augustin, an independent family-run hotel in Bergen
The Augustin Hotel located in Bergen Norway is the oldest family-run hotel in Bergen. The Augustin "...combine[s] old world charm with modern sophistication." (Hotelgenie.com) Hotel Augustin was built in 1909 in what is…
Paper Undergraduate
Virgin credit card marketing strategy and market penetration recommendations
Virgin credit cards have enjoyed a successful launch and now the next phase of the product's development is to increase market penetration to the level where Virgin can compete with the banks.
Essay Doctorate
Integrated Marketing Communications Snickers Is a Leading
Snickers is a leading publicly traded footwear, sportswear and supplier of equipment based in the United States. Snickers enjoy the leading position in e-commerce because it was the first company in the industry to…
Paper Doctorate
Red Bull's misleading advertising and unverified health claims
It is difficult to imagine walking into a convenience store, gas station shop, or other such establishment without being almost immediately confronted by a refrigerator case full of the aluminum cans and colorful tabs of the many different brands of "energy drinks." These drinks, with such brand names as Monster and Rock Star, purport to give a jolt of energy to the system, presumably allowing one to have "monster" levels of energy or act like a "rock star" no matter how tired they were moments earlier. One of
Paper Doctorate
Sony Playstation 2 market introduction and competitive positioning strategy
Sony is introducing the Playstation 2 into a general environment that is very good for those that create and work with video game systems. The reason for this is that the market is not yet saturated, and video game…
Paper Undergraduate
Competitive dynamics in the European soft drink market
¶ … microeconomic study the market for beverages in Switzerland
Research Paper Doctorate
George Balanchine's early career and choreographic innovations in America
George Balanchine was born in the year 1904. He was invited to come over the United States of America by Lincoln Kirstein, in the year 1933, and subsequently, Balanchine arrived in America in the month of October 1933.
Paper Undergraduate
Procter & Gamble's sustainability measurement and supplier environmental scorecard
As the leading provider of consumer, commercial and institutional soap, cleansers, and packaged goods, Procter & Gamble (P&G) (NYSE:PG) has chosen to take a global leadership position in the areas of sustainability and environmental effectiveness. The cornerstone of the strategic initiatives is the development of a thorough methodology for assessing, analyzing, measuring, and reporting corporate-wide performance to sustainability goals and guidelines. P&G has isolated the greatest potential risks to their sustainability objectives as being in their globally-based supply chain (Warner, 2008). To gain greater insights into how they can alleviate the significant risk associated with suppliers, who if not well managed could jeopardize the entire series of strategic initiatives surrounding sustainability, P&G created the Supplier Environmental Sustainability Scorecard (P&G, 2010a). The methodology behind this scorecard form the basis of measurement, assessment and reporting systems within P&G today and have since been emulated by other suppliers as well, as their results are quantifiable (Richardson, 2005). Previous to the scorecard being defined, P&G often relied on a wide range of metrics, scorecards and analytics platforms that were never in sync with one another, often causing less-than-optimal levels of quality to be attained (P&G, 2010). There was also a significant level of siloed operations going on, as P&G operates across more than 130 counties and dominates the top-of-mind awareness levels in each national and global market those choose to compete in. While P&G is best known for its marketing prowess, its supply chain and quality management operations, and now its sustainability initiatives, have gained it significant traction in global markets (Joseph, 2010). According to the latest annual reports from P&G, the global soap and cleaning compound manufacturing industry is valued at $54.7B in 2011, growing at a relative flat 3.7% compound annual growth rate through 2012. P&G holds a commanding share in this industry globally, challenged by well-known brands including Colgate-Palmolive, Ecolab and S.C. Johnson, in addition to a few more dozen smaller competitors scattered across geographic regions. P&G competes across many sub-segments of the consumer and commercial cleaning markets, personal care, personal and commercial soap in addition to consumer packaged goods. Of their many lines of business however, P&G faces the toughest challenges in the areas of government regulation and continued government monitoring of environmental performance in the chemically-based production processes it has. Of the several agencies that routinely monitor and at times even fine P&G if they do not comply with government requirements, the Food and Drug Administration (FDA) is often the most rigorous and thorough in their assessments (Joseph, 2010). The costs of non-compliance for P&G can be in the tens of millions of dollars and can also significantly slow down a new product introduction process as well (Warner, 2008). A lack of quality management is such a significant risk for the company that they have chosen to attack it as an opportunity to gain greater lean manufacturing and process workflows into their company. This more aggressive stance on quality management has helped to save the company literally millions of dollars in fines while also setting the foundation for greater performance gains through its green and sustainability-based initiatives globally (P&G, 2010). P&G has also appointed a Vice President of SustainAbility who has the primary role of ensuring all sustainability initiatives and programs are coordinated and work towards the strategic objectives the company has (Joseph, 2010). Not satisfied with the role being within a functional area, P&G has elevated this position to report directly to the CEO, creating a position that has oversight of nearly 75,000 suppliers globally. P&G has also given this person direct accountability for the performance of each product division and brand to the Supplier Environmental Sustainability Scorecards mentioned in this analysis. The integration of metrics, key performance indicators (KPIs) and the use of corporate-wide and by-division Supplier Environmental Sustainability Scorecards has helped P&G surpass even its own expectations and led to sustainability objectives being achieved (Warner, 2008). The remainder of this analysis includes an assessment of the progress P&G is making on their sustainable business objectives, an analysis of the measurement methods they are using and reporting including the Supplier Environmental Sustainability Scorecard, in addition to a series of recommendations and a conclusion.