CHAPTER 2: LITERATURE REVIEW
The Brand Identity Strategy
Brand identity is the configuration of words, images, ideas, and associations that form a consumer’s aggregate perception of a brand—in other words, it’s “meaning” (Van 2008 1). Essentially, brand identity is a unique fingerprint that makes a brand one of a kind. Nonetheless, this identity is not what a marketer creates but what consumers perceive has been created (Epstein 2007 34). This perception hinges on who consumers are as individuals, their environments, and the signals sent from the brand itself (Cleaver 2009 309).
What settles within each consumer’s life through these filters is the only true identity the brand has created (Van 2007 67). The remainder are only intentions and wasted messages. Brand equity can be defined as “a set of assets and liabilities linked to a brand that add to or subtract from the value provided by a product or service” (Dickson 2007 42). These assets and liabilities include brand loyalty, name awareness, perceived quality, brand associations, and other proprietary brand assets such as patents and trademarks (Holbrook 2009 132). If a brand’s identity is successfully sustained, its equity will strengthen and grow (Deighton 2010 660).
As critical as a brand name and logo are in symbolizing a brand, they are not at the core of what a brand is—positioning and personality remain the most critical components of brand identity (Abraham 2007 50). People buy brands mostly because of the way they can fit them into their lives and because they like the personalities projected by them. Still, positioning and strategic personality, and the essence of the brand that these elements produce, are proposed by the marketer, but can exist only if consumers actually buy into the proposition (Hui 2007 87).
By strengthening a brand identity, or creating a formidable one from scratch, the perceived value of the brand to customers and prospects can be significantly enhanced, better equipping it to cope with destructive forces in the marketplace. Thus, managers should consider adopting a “Brand Identity Strategy” (Ward 2009 85). This ongoing attitude and framework for action should effectively include: evaluating the brand reality, individualising the customer, prompting the power positioning, humanizing the identity, managing identity contacts in the real world, analyzing those brands that have succeeded and failed at building strong identities, gauging what lies ahead in interactive marketing, and minding the brand identity (Mistry 2008 47).
Evaluating the Brand Reality
Evaluating a brand’s reality is the first step in creating and managing the optimum identity. This entails understanding the customer’s reality, the brand’s internal reality (how it is managed and viewed by those in charge of its care—its stewards), and its external reality—the environment in which it is being sold in the marketplace (McLellan2007 59). A Brand Reality Analysis identifies those factors that can be used to build a strong identity and those that might cause problems in the future, and starts with asking the right questions in order to set the appropriate objectives (Mael 2009 103). For example: Is the team clear on its business objectives, marketing strategies, and customer targets? Is there potential for growth that should be capitalized on, or potential for major business losses that must be dealt with? Are there to be changes in the brand that could have a significant impact on its identity? Are any of the brand’s competitors showing a vulnerability that can be capitalized on, or a new strength that could threaten the brand? Specifically, what problems connected to the brand will the Analysis help eradicate? (Pullman 2010 551)
The Analysis itself is divided into four components that focus on both the brand and its context: The Internal Brand Environment gauges the enthusiasm and commitment of the marketing and management teams (Farris 2007 63). The Selling Environment sets the scene for the identity exploration by establishing the brand’s in-market context (Keeley 200934). The Identity Interrogative is a series of questions that enables the brand team to describe and evaluate its brand’s current (or proposed) identity (Fornell 2008 39). Finally, the Identity Composite synthesizes all the collected information and interpretation into a bottom-line assessment of where the brand’s identity stands (Pullman 2009 2088).
Brand Building in the Real World
Managing Brand Contacts in the Real World
A brand “contact” is “any information-bearing experience that a customer or prospect has with the brand, the product category, or the market that relates to the marketer’s product or service” (Otto 2010 37). Applying that definition to brand identity, what might be called “identity contacts” would be whenever a brand touches prospects in such a way that it communicates its identity. Brands are whatever they are perceived to be at their point of contact with a prospective user. And these many points of contacts are potentially huge sources of growth if they are managed correctly (Ailawadi 2008 390).
So-called grassroots marketing (sponsorships of everything from local baseball teams to musical events) is a form of brand contact that has really hit its stride in the last few years (Gedenk 2009 433). Word-of-mouth advertising, a common by-product of grassroots marketing, is also well worth the effort it takes to generate. And active, interested employees can function effectively as excellent brand ambassadors (Bagozzi 2008 74).
Increasingly, marketers are managing identity contacts using “convergent communications”—a variation on the integrated marketing approach that seeks to combine the best of both the old and new integrated programs (Aaker 2007 27). While integrated marketing efforts can focus on marketers’ logistical challenges, convergent communications concentrate on how a brand’s overall identity is presented to individual consumers within the framework of their particular needs (Bhattacharya 2007 421). This kind of campaign involves more than just marketing communications, and also might include: product/service development that is focused on meeting certain consumer needs; a pricing approach that responds to consumers’ search for good value; or a promotion plan that provides purchase incentives that are thematically in line with other brand moves (Bagozzi 2008 74). In other words, all the elements of the marketing mix are harnessed into a single-minded program that starts and ends with consumer needs (Raj 2010 53).
Cases I—A Shoe, A Mouse, Brands around the House
The brands like Disney, Nike, and Procter & Gamble and the next South-western Bell Yellow Pages, Saturn, and Burger King are particularly interesting in terms of identity management: Each is clearly and distinctively positioned, even when the brand’s business is multifaceted in nature. Each has a unique personality that contributes significantly to the brand’s power in the marketplace. They all tend to sell more than what the product or service delivers. They have all been (except Burger King) highly successful when it comes to managing brands toward better business results. And their marketers have an unshakable “faith”—a deep, pragmatic certitude that they can make their brands into something more important than just the products or services they represent (Campo 2007 219).
Disney’s management acts in a way that can be considered a model for identity building: The team members understand the power of their brand. They work within the parameters of their brand’s identity. They monitor all the parts, and know how all the parts fit. They are evangelistic about the brand’s identity. And they control and manipulate brand contacts with ruthless attention to detail (Gupta 2008 342).
From its beginning, Nike has been driven by self-imposed performance standards and run by iconoclasts preoccupied with determining their own fate. Power is the company’s inspiration, and the source of that power emanates from a remarkable brand identity— performance with an attitude. This performance positioning and individualistic personality translate into an identity that promotes “whatever it takes for an individual to achieve what that individual has set as his or her goal”—a strong place for any brand to be in this age of renewed individualism. The Nike people never stop thinking about what their brand is, has been, and can be. Finally, Nike has proven that success in brand building requires unbridled passion for the essence of the brand (Holt 2010 68).
P&G, a $30 billion giant, operating in 54 countries, is an enterprise that essentially invented the brand management concept in the 1950s, and has successfully marketed leading brands on almost every supermarket aisle. When it ran up against the cyclical developments of the economy, P&G was flexible enough to send out new positioning prompts to consumers, altering its brands’ identities from premium quality/premium priced to premium quality/ valued priced (Jones 2007 145).
Case II—One Old, One New, One Blue
South-western Bell, Saturn, and Burger King demonstrate that in today’s hostile market, success depends more on the sturdiness of identity than on the age of the brand. When South-western Bell realized that their Yellow Pages directories had been thrown into highly competitive, unregulated environments, with little to differentiate them, they set out to create a new brand identity. They brought the positioning to life in an unlikely acronym “Swbyp’s” (pronounced Swa’ bips) from South-western Bell Yellow Pages. Swbyp’s is not a directory, but a place—an imaginary shopping mall where people can find virtually anything they need. To underscore the shopping mall imagery, a department store-like logo was crafted and placed on yellow shopping bags, coffee mugs, umbrellas, T-shirts—anything employees and customers might wear, hold or carry. The Swbyp’s brand team is now in the process of evolving the brand’s identity from a place of information to an information resource (Juster 2009 564).
From its inception, the Saturn team set themselves apart from most other U.S. auto manufacturers when management invited the heavy involvement of employees and dealers in the brand they had to sell. That overriding principle gave birth to some innovative company characteristics that made Saturn unique at the time. Behind many of these innovations was the team’s understanding of, and appreciation for, the lifetime value of the customer. This successful coming together of individuals, and their building of relationships with each other and with their vehicles, is a reminder that although people buy things for utilitarian purpose, they buy brands—and buy into brand identities—because of human connections that reaffirm their individuality (Kahn2009 294).
Burger King maintains a large group of company owned and franchise operations around the world. It markets a strong line of quality fast-food menus. And its advertising and promotional budgets, while not as large as McDonald’s, are substantial enough to make a major impact on the category. Still the brand is not all that it could be. To get there, Burger King’s past erratic marketing programs, and the internal disagreements that created them, must be put aside forever. From now on into the future, the company must create a powerful, consistent brand identity, or be content to be in second place (Kamakura 2007 200).
Huawei Technologies Limited
Huawei Technologies Co., Ltd. was established in 1988, is employee-owned high-tech private enterprises. Huawei in telecommunications network technology and product research, development, production and sales, specifically for the telecommunications optical network operators, fixed network, mobile network and value-added network solutions business, is a major supplier of telecom market is one of and has successfully entered the global telecommunications market. In 2002, Huawei's made sales of 220 billion Yuan. Huawei set up in the world, including India , the United States, Sweden , Russia and China in Beijing, Shanghai, Nanjing and other research institutes, 35,000 employees, 48% of the R & D work, the end of 2005 has accumulated more than 11,000 patent applications, has for several years to become the largest unit in China patent. Huawei has established more than 100 branches worldwide, marketing and service networks throughout the world, providing customers with fast, quality service (Kim 2009 59).
Huawei's products and solutions are deployed in over 100 countries and 28 world's top 50 operators, service more than 10 million users. Huawei is the global communications industry, a leading supplier of communications equipment in the research and development, production, marketing and services in the telecommunications field worldwide customers innovative and customized network equipment, services and solutions to achieve potential growth of customers, continuing to create long-term value for our customers (Kollat 2007 21).
As of October 2005, Huawei in the international market covering 90 countries and regions, the world's top 50 operators, 22 have been used Huawei's products and services.
Huawei's products include wireless products (e.g. UMTS, CDMA2000, GSM / GPRS / EDGE and WiMAX), network products (e.g. NGN, xDSL, optical network, data communication), value-added services (e.g. intelligent network, CDN / SAN, wireless data), as well as mobile and fixed terminals (Kucuk 2010 75).
Huawei Technologies Co., Ltd. - Brand Overview
Huawei is the world's leading next-generation telecommunications network solutions providers, Huawei is committed to providing customers with innovative products to meet their needs, services and solutions for our customers to create long-term value and potential growth.
Huawei's products and solutions include mobile (HSDPA / WCDMA / EDGE / GPRS / GSM, CDMA2000 1X EVDO/CDMA2000 1X, TD-SCDMA and WiMAX), core network (IMS, Mobile Soft switch, NGN) networks (FTTX, xDSL, optical network , routers and LAN Switch), telecom value-added services (IN, mobile data service, Boss), terminals (UMTS / CDMA) and other fields.
Huawei in India, the United States, Sweden , Russia and China in Beijing, Shanghai, Nanjing and other places set up research institutes, 40,000 employees, 48% of the R & D work, as at the end of 2005 has accumulated more than 12,500 patent applications have been for several China's patent applications in most units. Huawei has established more than 100 branches worldwide, marketing and service networks throughout the world, providing customers with fast, quality service.
Huawei's products and solutions are deployed in over 100 countries and 28 world's top 50 operators, service more than 10 million users (Little2009 629).
Huawei Technologies Co., Ltd. – Business
Huawei is committed to providing ALL IP based FMC network solutions that enable the end user at any time; any place via any terminal can enjoy the same communication experience, communication and enrich people's lives.
Huawei's business covers mobile, broadband, IP, optical networking, telecom value-added services and terminal areas, with the development of future-oriented transformation of the first mover advantage, to provide customers with a competitive communications solutions and services (Madsen 2007 229).
Global Market Position and the Company's Brand
Huawei and many of the world's leading operators to establish a long-term and stable partnership. As of 2006, the 50 carriers, including Telefonica, France Telecom (FT / Orange), Vodafone, China Mobile, British Telecom (BT), China Telecom, China Unicom and China Netcom have selected 31, including Huawei as a partner.
Markets in the developed regions, Huawei products and solutions are widely used in the United Kingdom, France, Germany, Spain and the Netherlands and other European countries and in Japan and the U.S. have made new breakthrough in size (Marsh 2007 200).
As the world's emerging markets TOP3 equipment supplier, Huawei's market shares in emerging steadily.
Balanced growth in all industrial fields, synchronization and network development trend of future market
As the world's leading provider of mobile network construction, one of mobile products in the company's product sales mix, still occupies the first proportion. In 2006, Huawei signed a 28 WCDMA / HSPA commercial contracts, GSM network sales compound growth for three consecutive years over 74.1% 2006 21% global market share.
Fixed networks, IP networking and telecommunications value-added services and other products have shown good growth, market share steadily (Neslin 2010147).
CHAPTER 3: METHODOLOGY
Case Studies
Research case study design has been developed in recent years as a useful tool for the study of trends and specific situations in many scientific disciplines, including social sciences, psychology, anthropology and ecology.
This method of analysis is particularly useful when trying to verify the theoretical models, using them in real situations. For example, if an anthropologist were to live among remote tribes, while his comments may cause no quantitative data are useful to science. In principle, an example of a thorough examination of the situation, and not a statistical study scan. This is the method used to reduce the very wide field of research to find a comfortable trip.
Although not answer the question fully, it will give some guidance and to allow further development and establishment of hypotheses about the subject.
Data Analysis
The advantage of case study research design is that you can focus on specific cases and interesting. This may be an attempt to prove the theory with a typical case or may be a specific topic of interest. The investigation must be thorough and taking into account must be thorough and systematic.
In the case studies that deliberately try to isolate a small research group, case or a particular population.
For example, statistical analysis showed that the levels of fertility in African countries are growing. A case study one or two particular country is a powerful and focused on determining the socio-economic pressures that drive it.
In developing the case study, it is important for planning and design, how it will approach the study and ensure that all relevant data collected. In contrast to the scientific report, there are no strict rules, so that the most important thing is to ensure that research is focused and concise, otherwise you'll end up having to wade through a lot of information has no value. Best of all, if you get a short list of 4 or 5 points, which will attempt to consider in the study. Ensuring that all research refers to those below will not be far wrong.
By example, including more than questionnaire or survey, it is important to be passive in their investigation. It's much more an observer and the experimenter must remember that even in the case of multiple actors, each case must be judged individually, and then cross the conclusions of the case can be made.
Semi-Structured Interviews
Interviewing is one of the most common social science research methods; it is used by a wide array of human geographers to gather information about people and particularly their views about their world and how they feel they and others fit within it. Interview “data” are typically obtained through verbal communication between the researcher and participant: face-to-face, over the telephone, and, occasionally yet increasingly, over the Internet as textual chat or Voice Over Internet Protocol (VoIP). The term interview is used to describe a wide range of techniques in both popular culture and academia. Though it is sometimes used to describe face-to-face, closed-ended, survey questionnaires that are filled out by the researcher, interview more commonly describes the far less structured qualitative technique.
The interview as a modern-day qualitative social science method developed alongside participant observation and other so-called field methods, particularly within the Chicago School of Sociology and their now-famous urban ethnographies of the 1920s, 1930s, and beyond. Among the prominent influences at this time were the work of George Herbert Mead and the philosophy of pragmatism. Both were later interpreted by Herbert Blumer, who coined the term symbolic interactionism in an attempt to simplify the philosophical underpinnings of the interview method. The emphasis of symbolic interactionism is that it is mainly through interaction between humans that social meaning and action can be fully understood. This approach is consistent with the works of several German philosophers and the philosophy of phenomenology, which predates the Chicago School. Phenomenology in particular was opposed to the strict requirements of objectivity in highly structured positivist social science. Yet phenomenology also forms the philosophical basis for reflection, or reflexivity, as a central aspect of qualitative interviewing. The interviewer is expected not only to reflect on the conscious intentions of the research participants but also on his or her own intentions as well as the influence of his or her social position within the interview process.
Qualitative interviewing is meant to be more conversational than questionnaire-based survey interviewing. Qualitative interviewing involves the concept of the researcher as instrument, whereby the researcher, as a social-interpretive being, is considered very central to the interview and interpretive processes. Thus, the researcher's ability to react to the social situations within the interview is not nearly as constricted in the name of objectivity as it would be in the case of survey questionnaires. That said, the researcher often withholds at least some of his or her own personal views—a source of some debate among interview practitioners.
It is the subjective meanings of the participants that are the focus of the qualitative interview, and somewhat paradoxically, these meanings themselves are at least partially socially constructed by the interview process itself. That is, interviews do not entirely tap into pre-existing understandings; the interview conversation helps articulate some meanings that might otherwise be left veiled by the participant's need to get on with daily life. By responding to participants in ways that more closely approximate everyday social life, the qualitative interviewer can be more empathetic, which ideally contributes to a positive rapport. Furthermore, the researcher as instrument can simultaneously interview and observe such that the interview process is conducted holistically. Thus, the presentation of self is important in the interview since interview participants do indeed act in response to how the researcher presents himself or herself—for example, as an academic, student, activist, feminist, Muslim, wealthy, or politically left of centre. In the case of face-to-face interviews, the researcher as instrument also entails attention to the physical presentation of self in terms of dress, mannerisms, and even the setup of the interview location since these all can both enable and constrain what may be learned through interviewing.
All types of qualitative interviews are meant to be conversational but vary along a continuum from structured to unstructured. Interviews typically involve a list of topics to be covered—an interview guide or interview schedule. For example, semi structured interviews in this study may involve a detailed list of topics and probes in the guide; yet the researcher may nevertheless retain the flexibility to cover the topics out of order or pursue topics raised by the participant. Not only does this allow the interview to be more conversational, it surrenders some control over the path of the conversation to the participant.
Interview “data” are commonly interpreted as text, though the interview itself is often audio recorded and subsequently transcribed into text. Otherwise, field notes taken during the interview are the substance of interpretation. The choice or recording strategy may thus involve trade-offs between the intrusiveness of the recording method, accuracy, and the comfort level of the participant. In all cases of data recording, reflections on the interview situation (e.g., reasons for guarded responses) are recorded during or soon after the actual conversation. Thus, interpretation occurs throughout the interview process from topic inception through write-up.
Despite the researcher's desire to share power over the form and content of the conversation, interviews, like other qualitative methods, involve some serious ethical challenges. This goes beyond the more straightforward issue of obtaining informed consent, which allows participants to withdraw from the research without negative impacts. However, since much interview work is conducted with disadvantaged groups in society, there are more subtle ethical considerations over issues of power, control, and the uses to which data are put. In most instances, the researcher has the most control over the content and ultimate trajectory of interviews and particularly what is interpreted from them. This can create tensions between interpretations that are intended for more academic audiences and those that serve to more directly address the problems of the group(s) being studied. Such issues are most keenly debated among feminist and participatory action researchers and between them and other types of less action-oriented interview practitioners.
Secondary Research
This research focused on the collection of secondary data. The extraction of data has been done from a number of sources like articles, journals, internet publications and books. Secondary research aims at gathering information through different mediums like broadcast media, literature, publications and other kinds of sources that are categorized as non-human. This particular genre of research doesn’t involve and kind of human subjects.
There is more subjectivity involved with the qualitative research pattern in comparison to the quantitative research methods. The qualitative methods have more room for collection of information and data in terms of both the secondary aspects and the primary ones. As mentioned earlier, this particular study is based over the secondary methods, so the research will be of an exploratory and open-ended nature.
The qualitative research is usually less expensive if compared with the quantitative researches and is more effective in terms of information acquisition. Qualitative methods are the right method of choice, particularly when the information cannot be collected with the quantitative measurements.
Literature Search
The relevance of the research topic and the publication year has been the criteria for the selection of appropriate literature. The usage of public, private and the online libraries has been made for the collection of the most valid available information. A few online databases for the gathering of data accessed are: Questia, Proquest, Pheonix, Ebsco and so on.
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