Exam 2: Branding and Brand Positioning

The brand or brand item's short-form positioning statement for a given campaign is based only on the T-C-B positioning model.

The manager must identify a key benefit that can be an instinctual, an archetypal, an emotional, or a rational benefit.

Brand positioning, or "branding," aims to create a unique representation of the brand in customers' minds, a representation that will steer the customer toward choice of that brand.

Brand architecture includes sub-brands that can be totally independent of the master brand.

In the a-b-e benefit claim structure model, attributes are subjective notions of what a product or service offers.

"Be-a-brand" role-playing is a popular but not very good way of simulating what if scenarios for competitive brand benefit positioning.

The innovation strategy means that you have to come up with a completely new product or service.

There are two possible levels of brand positioning.

The end-customer target should be defined as all current and potential buyers and users of the brand.

The strategic options for the benefit strategy cannot be seen by constructing a perceptual map.

To choose the best benefit strategy, the manager should perform various "what-if" simulations based on the I-D-U table.

The comparative strategy uses comparative advertising to try to decrease a competitor's perceived delivery on an important benefit.

Integrated marketing communications means that the brand manager needs only to use "cosmetic" integration.

Benefit claims for transformationally-motivated products and services should use a benefit-to-positive-emotion structure.

According to the T-C-B positioning model, the brand needs to be positioned mainly in terms of its key benefit.

Category positioning really means category need positioning.

Stakeholder customer types include suppliers, distributors, investors, regulators, and prospective and current employees, but not end-customers.

Fishbein's multiattribute model is a popular model for benefit positioning but it is much too complicated for managers to use.

A manufacturer can use "me-too" central positioning in the category if it is a good quality product at a low price.

The key benefit must be important to the target customer, deliverable by the brand, though not necessarily uniquely deliverable.