Thesis (Ph.D.)--University of the Witwatersrand, Faculty of Commerce, 2002. / This thesis presents a new approach to the measurement of consumer brand equity outcomes. The approach links financial performance with consumer behaviour to acknowledge the true source of a brand's strength. The methodology developed can be used to value brands for a variety of purposes ranging from corporate accounting, to taxation, to trademark protection and to capital market analysis. Its most significant application might well become the re-positioning of marketing as the leader of a company-wide activity that contributes to and protects shareholder wealth. The study concludes that the function of marketing has become too introspective and is in danger of allowing its essential role of building and maintaining brands to be taken over by the company as a whole. Brands today are becoming the responsibility of the board and marketing is increasingly seen as a function that deals with certain extemal agencies and buys their services. The author has studied the extant valuation methodologies and has found that they avoid incorporating consumer perceptions of brands: the main reason why brands exist and thrive. The explanation for this is to avoid what the financial community call the "soft issues". And yet it is these so called "soft issues" that determine the value of the brand. Brand equity is defined as the value a brand adds to a non-branded, or commodity, version. This value is invested in the brand by its users and to ignore this in a valuation methodology is to omit a key variable. The methodology presented in this thesis deals with this fundamental requirement and departs from the conventional approaches in four substantive ways: • It uses the Capital Asset Pricing Model to estimate the cost of capital which acts as a proxy for the commodity or non-branded version. • An adapted Delphi approach iteration survey isolates the super profits attributable to the brand from the other profit generating resources. • By analysing the category in which the brand sells according to four defining variables - longevity, leadership, barriers to entry, and vulnerability - time markers are set for notional category dominant and marginal brands. • Survey based consumer data provides quantitative statistics that are reduced to Brand Knowledge Structure (BKS) scores. These are substituted for the dominant and marginal brand markers to establish the Brand Expected Life. The brand value, captured by this approach, is the capitalised present value of the future cash flows. In developing a valuation approach that incorporates consumer behaviour a metric has been developed that links marketing activities directly with shareholder value; which raises the status of the marketing function and which provides the company with a tool to measure return on marketing investment and monitor the value of what in many cases is the firm's most important asset.

No abstract available. / Thesis (MBA)-University of Natal, Durban, 2002.

This dissertation questioned whether the brand's equity can influence consumer evaluations, explored the formation of beliefs about brand extensions and accessed the relative extension effects of brand information. A series of three experiments explored: consumers’ schema activation process; the effects of brand equity on consumers’ beliefs and judgments; and consumers’ extension inference processes. The results indicate that consumers use brand knowledge as a frame of reference to understand the brand extension. If consumers are not familiar with the brand, they use other knowledge about the product category or specific exemplars to understand and evaluate the extension. The brand name does not appear to be a major influence on consumers’ evaluations of category extensions. Consumers’ inferred beliefs have the greatest relative influence on evaluations and are based on the conjunction of their brand and new product category knowledge. The brand name does not appear to carry the extension far. When the new product differs substantially from consumers’ brand expectations, firms cannot rely on the brand name to sustain the same meaning that it had in the past. Marketing synergies or efficiencies alone will not produce a successful extension. Firms must be aware of how the brand and new product category interact in the consumer’s mind. / Ph. D.

The purpose of this research was to demonstrate the importance of brand equity in the purchase of consumer durable goods, specifically heating, ventilation and air conditioning (HVAC) systems.

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Primarily, this research study was concerned with the evaluation of the brand campus concept implemented at then DaimlerChrysler South Africa in 2002, as a case study. Pretoria-based Mercedes-Benz South Africa (Pty) Ltd. (MBSA) is a subsidiary of global vehicle manufacturer Germany’s Daimler-Benz AG (DBAG). They are responsible for assembling, distributing and retailing, certain Mercedes-Benz and Mitsubishi vehicle brands, and spare parts. The landmark 1998 DaimlerChrysler global ‘merger of equals’ was preceded by the 1995 joint venture between Mercedes-Benz and Mitsubishi Motor Corporation. Consequently, three brands (Mercedes-Benz, Chrysler and Mitsubishi) were retailed and marketed under DaimlerChrysler South Africa (Pty) Ltd. (DCSA), positioned next to each other in the same showroom. This report identifies key challenges stemming from this approach, namely: brand strength dilution, more than 80 multi-franchised dealers and multi-branded showrooms, service capacity problems, old working environment and infrastructure, and perceived intra-brand competition. The research evidence suggests that these problems prompted then DCSA to launch the 2000 Dealer Network Strategy (DNS). In the grand scheme of things, the DNS intervention entailed partitioning the dealer network into five brand centres in five metro regions, and eighteen market centres in the rural areas. The brand campus concept was borne out of DNS and proved to be a masterstroke since, the primary focus was on streamlining the retail facilities for DCSA vehicle sales, service and spare parts for both the passenger and commercial vehicles. This study highlights key pillars of the brand campus concept, namely: profitability, brand focus, customer orientation and diversity. The challenge was to address seven major drivers of the brand campus concept, namely: after-sales vehicle support, vehicle service capacity, lead-times, spare parts availability, sales information propagation, behavior of sales personnel and the overall vehicle dealership appearance. Semi-structured interviews constituted part of the evaluation based on the perspectives of five customers, three dealer principals and two MBSA marketing executives. The research evidence, which also came from MBSA documentation and direct observation, shows that this innovative concept has been remarkably successful.