Color is a particularly important element of visual brand identity and color mapping provides an
effective way of ensuring color contributes to differentiation in a visually cluttered marketplace
Brand trust is the intrinsic 'believability' that any entity evokes. In the commercial world, the
intangible aspect of Brand trust impacts the behavior and performance of its business
stakeholders in many intriguing ways. It creates the foundation of a strong brand connect with all
stakeholders, converting simple awareness to strong commitment. This, in turn, metamorphoses
normal people who have an indirect or direct stake in the organization into devoted ambassadors,
leading to concomitant advantages like easier acceptability of brand extensions, perception of
premium, and acceptance of temporary quality deficiencies.
The Brand Trust Report is a syndicated primary research that has elaborated on this metric of
brand trust. It is a result of action, behavior, communication and attitude of an entity, with the
most Trust results emerging from its action component. Action of the entity is most important in
creating trust in all those audiences who directly engage with the brand, the primary experience
carrying primary audiences. However, the tools of communications play a vital role in the
transferring the trust experience to audiences which have never experienced the brand, the all
important secondary audience.
Brand parity is the perception of the customers that some brands are equivalent. This means that
shoppers will purchase within a group of accepted brands rather than choosing one specific
brand. When brand parity is present, quality is often not a major concern because consumers
believe that only minor quality differences exist.
It was meant to make identifying and differentiating a product easier, while also providing the
benefit of letting the name sell a second rate product. Over time, brands came to embrace a
performance or benefit promise, for the product, certainly, but eventually also for the company
behind the brand. Today, brand plays a much bigger role. Brands have been co-opted as powerful
symbols in larger debates about economics, social issues, and politics. The power of brands to
communicate a complex message quickly and with emotional impact and the ability of brands to
attract media attention, make them ideal tools in the hands of activists. Cultural conflict over a
brand's meaning have also been shown to influence the diffusion of an innovation.
Often, especially in the industrial sector, it is just the company's name which is This approach
has not worked as well for General Motors, which recently overhauled how its corporate brand
relates to the product brands. Exactly how the company name relates to product and services
names is known as brand architecture. Decisions about company names and product names and
their relationship depends on more than a dozen strategic considerations.
Attitude branding is the choice to represent a larger feeling, which is not necessarily connected
with the product or consumption of the product at all. Marketing labeled as attitude branding
includat of Nike, Starbucks, The Body Shop, Safeway, and Apple Inc.. In the 2000 book No
Logo, Naomi Klein describes attitude branding as a "fetish strategy".
Iconic brands are defined as having aspects that contribute to consumer's self-expression and
personal identity. Brands whose value to consumers comes primarily from having identity value
are said to be "identity brands". Some of these brands have such a strong identity that they
become more or less cultural icons which makes them "iconic brands". Examples
are: Apple, Nike and Harley Davidson. Many iconic brands include almost ritual-like behaviour
in purchasing or consuming the products. There are four key elements to creating iconic brands
"Necessary conditions" - The performance of the product must at least be acceptable, preferably
with a reputation of having good quality.
"Myth-making" - A meaningful storytelling fabricated by cultural insiders. These must be seen
as legitimate and respected by consumers for stories to be accepted.
"Cultural contradictions" - Some kind of mismatch between prevailing ideology and emergent
undercurrents in society. In other words a difference with the way consumers are and how they
wish they were.
"The cultural brand management process" - Actively engaging in the myth-making process in
making sure the brand maintains its position as an icon.
Recently a number of companies have successfully pursued "no-brand" strategies by creating
packaging that imitates generic brand simplicity.
In this case the supplier of a key component, used by a number of suppliers of the end-product,
may wish to guarantee its own position by promoting that component as a brand in its own right.
The most frequently quoted example is Intel, which positions itself in the PC market with the
slogan (and sticker) "Intel Inside".
The existing strong