International Journal of Commerce and Management

CARE-ing strategy for integration of brand identity with brand image

Dilip Roy Saikat Banerjee

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Dilip Roy Saikat Banerjee, (2008),"CARE-ing strategy for integration of brand identity with brand image",
International Journal of Commerce and Management, Vol. 17 Iss 1/2 pp. 140 - 148
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IJCOMA
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CARE-ing strategy for integration

of brand identity with brand
image

140

Dilip Roy
Department of Business Administration, The University of Burdwan,
Burdwan, India, and

Saikat Banerjee
Downloaded by UNIVERSITAS CIPUTRA At 04:52 03 August 2016 (PT)

Indian Institute of Foreign Trade, New Delhi, India

Abstract
Purpose The end-state of marketing is the creation of a lasting bond between the consumers and
the offered brand. In view of the growing competition in the market, a never-ending brand war can be
witnessed that attempts to destabilize the consumer-brand bonding. To ensure a long-run success,
there is a need to develop a system approach towards proper integration of a brands identity with its
image. This paper seeks to address this issue.
Design/methodology/approach The major task is to identify the gap and skilful integration of
brand identity with brand image to cement the gap. Improper integration may lead to a major setback
in the market and irreparable loss. The authors present a verbal model as the basis for integration so
that the chance of a setback becomes minimal.
Findings The authors propose a Brand Derby Matrix, a classification cum decision matrix to
enable a marketer to identify its present position and future course of action, in conjunction with the
Credibility-Alteration-Relationship-Expansion (CARE-ing) strategy to address the above-mentioned
issue.
Practical implications Brand Derby Matrix in conjunction with the CARE-ing strategy can be of
immense use to brand planners for identification and managing of the problem to ensure smooth
sailing in the market.
Originality/value In this paper, the authors present a generic approach that may work beyond
country boundaries. Brand Derby Matrix in conjunction with the CARE-ing strategy is immensely
helpful in addressing the dilemma of brand identity and brand image integration issues that are faced
by players.
Keywords Brand identity, Brand image, Relationship marketing
Paper type Conceptual paper

International Journal of Commerce

and Management
Vol. 17 No. 1/2, 2007
pp. 140-148
q Emerald Group Publishing Limited
1056-9219
DOI 10.1108/10569210710776512

1. Introduction
Brand planners of the present era of discrete changes are facing a complex and
confusing situation in their operating field. Significant alterations are taking place in
every part of their marketing environment. Ever-increasing consumer demand,
complex competitive dynamics, and easy media accessibility have made it difficult for
a marketer to formulate a full proof branding strategy for performing profitably in the
long run. This difficulty has certainly long-term impact on the existing and the future
players of any product field. In todays competitive world, the lady luck smiles upon
those marketers who can befittingly cater to the need of the ever-demanding
consumers.

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According to Hiscock (2001), ultimate goal of marketing is to generate an intense

bond between the consumer and the brand. Fournier (1998) describes the relationship
between consumers and brands as a multifaceted construct to capture the richness of
fabric from which brand relationships arise. And the major task is to link the brand
with the consumer segment of its product category. For Bainbridge (1997), Kamp
(1999), Smith (2001) and Scott (2000), trust is the most important attribute any brand
should have for success.
India, having a large and nearly fresh rural market, has recently drawn the attention
of many multinational firms. Entry of those foreign brands in the presence of a couple
of brands in the domestic market has changed the business landscape in India. Smalland medium-sized companies are going for head-on-collision with big corporate giants
to retain their footholds in this vast market. Major players are facing stiff competition
in every corner of the market and they are under considerable pressure to understand
what they need to do to enhance their presence, at least in the potential market
segments. However, boundaries of the market segments are melting down. Emerging
market-society can, now, be well described by the cosmopolitan brand culture and not
by the local ones. To nullify the chance of rejection of brands by consumers, intelligent
players must mix-up the culture of origin with the culture of the bay and draw the
branding strategies based on brand brotherhood. In the global brand war, marketers
that are remaining culturally isolated are at a disadvantageous position. The best way
to preserve acceptability of the brand is to become one with the market-society.
Keeping in mind the importance of the vast Indian market, and observing the present
brand wars we like to look into the problems of brand planning and present a generic
approach that may work beyond country boundaries.
It is difficult to straightway identify any success formula by studying the success of
market entry strategies adopted by different brands in the recent past. Alternatively, if
we examine several brand failures of the reputed multinationals, we my find that the
reasons in most of the cases are brand-specific in nature with very little communality.
The real issue with the strategies adopted by the firms is not just about segmenting
products but about finding place in the mind of consumers, in general and Indian
consumers, in particular. In emerging markets, the need of prudence is vital because of
the high speed of change. The increasing degree of competition in the business
environment in India has given a specific indication that firms should offer distinct
values without over stretching their brands in multiple directions. Basically, over
stretching is leading to unnecessary brand dilution as it places the brand at the center.
A trustworthy brand places the consumer at the center of its business world and relies
more on understanding and fulfilling the expressed and unexpressed consumer needs.
Naturally, the particular product or service occupies the back seat. It cannot remain
merely responsive but has to be responsible to strengthen the competitive edge and is
in line with the views of Bainbridge (1997). Miller (1995) has rightly admitted that the
development of marketing and consumer behavior theories stems out of the
consumer-brand relationship, in main.
To ensure responsible offer in the market place, there is a need for continual
improvement, which in turn depends on a focused approach towards brand identity
and brand image. Resultant effect plays a critical role behind the success of the
strategic marketing plans.

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2. Brand identity and brand image

Branding is a way to help marketers to achieve the highest level of competitive success.
Consumers interpret and recognize different brands within a certain trade group in
different ways. As early as in the eighteenth century, the concept of brand was in use
when the whisky distillers used to ship their product in wooden barrel with the name of
the producer either burned or branded onto the top of each barrel.
According to the modern literature, a brand identifies and differentiates an offer
from those of the competitors. It is a name or a sign or a symbol or a design or any
combination of these. For marketers, a brand is what they make for the consumers. For
consumers, it is what they want to buy. These two different poles of understanding
lead researchers to think about the ingredients of a brand from two major angles:
brand identity and brand image.
Aaker (1991) defined brand identity as the sum of the brand identities expressed as
a product, organization, person, and symbol. Kapferer (1992) presented brand identity
as a six-sided prism with different faces as physique, personality, culture, relationship,
reflection, and self-image. So, we can claim that brand identity is the total basket of
offer that a company makes to its consumers and is the dream it wants to sell. It may
consist of traits, benefits, values, differentiation, and personality of the brand. The
brand can be viewed as a product, a personality, a set of values, and a position it
intends to occupy in the consumers minds. Thus, brand identity, in a nutshell, is
everything that the company wants for the interpretation of the brand.
The brand image basically describes the way of thinking by a consumer about the
brand and the feelings the brand arouses when the consumer thinks about it. These are
the fundamental characteristics on the basis of which the company can develop a
competitive advantage for its brand. Understanding the brand image is therefore of a
major concern for a long run management of the brand. It is also crucial to know how
the consumers shape and reshape the brand image and what kind of relationship is
formed with the brand.
3. Integration of brand identity with brand image
For a smooth sailing in the market, a marketer should strategically handle the key
issues relating to brand identity and brand image. For establishing a lasting bond with
the consumers, the major task is to identify the gap between them and skillfully
integrate brand identity with brand image to cement the gap. Improper integration
may lead to a major setback in the market and irreparable loss. We present a verbal
model as the basis for integration so that the chance of a setback becomes minimal.
3.1 Integration model
To integrate brand identity with brand image, we need to search for a point of meet
among the identity pentagon, made of features, benefits, values, differentiation and
personality and image pentagon made of life style, expectation, experience, disposition,
and differentiation. If the meeting point can be rightly fixed up, the gap between the
respective sides of the pentagons can be minimized. It is desirable that the side of focus
should be the focal side of the respective structures so as to minimize the aimed at
identity and the emergent image.
The focal side of the identity pentagon, according to us, is the set of benefits the
sender claims to be possessed by the offer. These benefits may be of two types

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physical benefits and psychological benefits. So far as the physical benefits are
concerned, let us work back to see how these benefits are being offered to make the
customers believe in them. The obvious approach is to present the product features as
the supporting base of the claim. Product features can be easily interlinked with the
physical benefits. Thus, the need of the feature side of the identity pentagon is directed
towards the benefit side of the identity pentagon. In case the customers, because of the
market reputation of the company and of the related and unrelated parent brand
images, believe the claims of the benefit-set, the need for a pronounced feature-side
diminishes.
Similarly, the concept of differentiation has its root in the benefit-set in the sense
that the realm of differentiation is by nature either physical or psychological or both
and the uniqueness that leads to differentiation must be a part of the benefit-set.
A critical analysis reveals that a benefit-set is made of two sub-sets one is a
homogeneous type of benefits and the other is a heterogeneous type of benefits.
Homogeneity gives the base of operation and heterogeneity gives the edge over the
competitors. Thus, in the identity pentagon, the differentiation-side is originating from
the benefit-side. In case the customers, because of the nature of an industry, remain
restricted to the homogeneous part of the benefit-set the need for differentiation
diminishes.
The idea of value, the value for money in the form of functions and esteems, is
having its center of origin in the benefit-set. Basically, esteem value is the cumulative
effects of the high benefits offered by the brand over years. Functional value or the use
value is derived from the actual benefits or the anticipated benefits. Hence, the support
of the value-side of the identity pentagon is none other than the benefit-side of the
same. In case the esteem value is originating from the corporate image and or the brand
images of the related and unrelated parent brands, it may be viewed as the effects of
the benefit-set in some form or other.
The personality-side of the brand is again an after effect of the brand
communication and positioning based on the benefits to be enjoyed by the
consumers. Positive personality of a brand is none other than a brand with a set of
desired benefits. A marketer projects different traits of a brand according to its degree
of contribution to cater to different levels of consumer needs. A positive personality
creates a strong brand identity by creating a markedly differentiated value-set.
However, creation of a firm brand personality is a time consuming task. It is the
resultant effect of a continuous trial and retrial process throughout the major phases of
the brand life cycle. However, in the initial phase of brand introduction, only a desired
set of benefits works as the ingredient for creating a concrete brand identity and over
the time it creates a human face of a brand to nurture the brand identity.
Thus, the set of benefits gives rise to a scope for differentiation, differentiation
provides with unique value to customers, and values shape the human face of the offer.
Hence, the starting point of integration of brand identity with brand image should
desirably be initiated from the benefit side of the identity pentagon.
Let us now examine the brand image pentagon made of five sides of prime
importance as life style, expectation, experience, disposition, and differentiation. Life
style gives rise to expectation, expectation leads to an experience, experience converges
to disposition and disposition ends up with differentiation. The set of benefits offered
by the marketer and its competitors gets screened through the life style of a consumer

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to form a set of expectations. A part of this expectation set is generic in nature

describing the communality part. The other part is specific to the brand. Now, given
this set of expectations, one gathers experience during personal usage or gets
information from other users. These two completes the experience-side of the brand
image pentagon. The disposition or the nature of the brand stems out of the style,
expectation, and experience and at the end projects the uniqueness in the mind of the
consumers.
Thus, the basis for matching brand identity with brand image is to integrate the set
of benefits with the emergent expectations and experiences so that sequentially all the
sided of the two pentagons can be matched. Both, physical and psychological benefits
are to be matched with the physical and psychological expectations and experiences.
Then only the edges, if any, can be identified and exploited. The need for a change can
also be indicated. Figure 1 shows in brief the salient points of these discussions.
4. Brand derby matrix and CARE-ing strategy
To make above model workable, we develop a matrix for identification of the gap and
adopting the CARE-ing strategy. We refer this matrix by the name Brand Derby
Matrix, a classification cum decision matrix to enable a marketer to identify its
present position and future course of action. The more accurate this identification is,
the greater is the chance of a successful integration.
Construction of the derby matrix involves plotting of a brand in the matrix form
along the two sides identity and image, each made of two states strong/excellent
and weak/poor. Classification of brand identity may be arrived at based on the opinion
of the industry experts. Classification of brand image is to be carried out through
consumers survey. The resultant four-cell matrix acts as the foundation of the brand
identity-image integration by describing the required courses of action.

A verbal model for brand integration

Integration process

Feed back
Brand Identity
*Benefits
Physical
Psychological

Brand Image
*Expectancy
Physical
Psychological
*Experience

Figure 1.
A verbal model for brand
integration
BRAND DERBY MATRIX AND CARE-ing STRATEGY

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It may be noted from the Figure 2 that we consider the brand to be a lame horse if the
brand image is poor and brand identity is weak. This lame horse will meet a failure in
the market. Under excellent brand image and weak brand identity, the brand becomes
a dark horse in the brand race. It has acceptance and potentiality about which
competitors remain in the dark. In case of a poor brand image but a strong brand
identity, the brand behaves like a blind horse. Problem lies in its positioning. We
consider a brand to be a jackpot if the brand image is excellent and brand identity is
strong. It is the dream brand that comes out as the winner.
According to a brands position in the brand derby matrix, let us now develop the
Credibility-Alteration-Relationship-Expansion (CARE-ing) strategy to take care of any
brand management problem. The Figure 3 shows in a nut shell the strategic choices for
a brand planner.

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4.1 Blind horse the need for a Credibility enhancement strategy

A brand with a strong identity but a poor image is not a satisfactory position for
long-run survival and prosperity. Problem basically lies with the positioning of the
brand. Sometimes problem arises out of a weak reputation of other brands in the total
brand architecture of the company. Basic need is therefore to give stress on corporate
identity to create trust in the mind of the consumers. To support our analysis, let us
consider the cases of Kelloggs failure and McDonalds success on the Indian turf.
Kellogg, with a very strong brand identity, is highly successful in the breakfast
category worldwide. They introduced their cereal products in India in the mid-1990s
with a mission to take a prominent place in the Indian breakfast table within five years
time. But, Indians are culturally habituated with taking homemade stomach-full item
Brand derby matrix
Strong

Blind horse

Jackpot

Lame horse

Dark horse

Brand
Identity
Weak
Poor

Excellent

Brand

Figure 2.
Brand derby matrix

Image

CARE-ing strategy
Strong

Credibility building

Expansion

Alteration

Relationship building

Brand
Identity
Weak
Poor

Excellent

Brand

Image

Figure 3.
CARE-ing strategy

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146

during breakfast. As a result, even after a decade of their presence in the Indian
market, they are unable to change the taste buds of the Indian consumers in their favor.
This problem of poor brand image has virtually robbed them of their direction and
resulted in considerable cumulative loss.
McDonald, on the other hand, has never been a premium eating place in USA. Their
USP is to deliver consistent quality at a cheap rate. But, in India, visit to a
well-decorated restaurant is a matter of prestige. McDonald has exploited this
perception of the Indian consumers and till date, frequenting a McDonalds outlet
carries high status among the upper and upper-middle class families. They have
further enhanced their credibility by introducing culturally compatible dishes like
Mc-Aloo, Mc-Tikka in place of original beef-based burger as beef is a taboo in India. In
this way, this multinational company is doing roaring business in the metropolitan
cities of India.
4.2 Lame horse Alteration is the mantra for success
When the brand identity is weak and the brand image is poor, marketer should look
back for a possible turn around by creating alternatives in respect of both identity and
image. Else, they have to retreat from the product field. In support of our view, let us
quote Akais debacle and Henkos coming out with flying colors.
Akai, from Japan, started with high waves in the Indian market by redefining the
price of a television brand. Initial success was mouth-watering. But, after the initial
success, their brand started experiencing lack of trust from the consumers end due to
poor product quality. Their initial value for money became no longer acceptable to
ever demanding quality conscious Indian consumers. As a result, within a short time
frame they ended up with a poor brand image. Akai brand is at present nowhere in the
consumers purchase lists in India.
On the other hand, Henko, a German-based company, could rejuvenate their brand
in the washing powder segment. In the initial stage of introduction, they could not rub
off its position as a me-too brand in the Indian washing-powder market. They
depended on the generic part of the benefit-set. But, after a continuous struggle over
the last few years, they have adopted a unique branding strategy through alteration of
their brand identity to a superb quality product with a power to take care of delicate
clothes. In this process, they have been able to develop a strong brand image with the
much-desired success in the market place.
4.3 Dark horse the need for a Relationship strategy
Under this category of excellent brand image but weak brand identity, a brand needs
extensive communication with the consumers to exploit their high image to get rid of
their week identity. Here, the basic task is to cement the relationship-gap with the
consumers. It is like telling about oneself both effectively and loudly. To support our
claim, let us consider the cases of Batas slipping on and 7Ups rising high in the Indian
market.
Bata, an age-old shoe brand, is fast loosing its ground in the Indian shoe market over
the last couple of years. They have an excellent brand image due to consistent adherence
to high quality. But, they are unable to convert their strong image into high-market
share. The root of the problem lies in their poorly designed benefit-set in respect
of variety, look and range. As a result, brand-user relationship has never taken off,

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which is encouraging brand trials and brand switching in favor of the new entrants and
moderately strong existing players.
In contrast, 7Up capitalized on their excellent brand image in a right direction by
developing a clear communication in respect of benefit-set with their Indian consumers.
Overcoming the initial hurdle of me-too identity, they have been able to develop a
positive brand identity through their popular brand mascot, product packaging and
advertisement message. And the obvious result is the impressive look of their current
profit curve. Presently, leading brands are seriously considering 7Up as a major
competitor.
4.4 Jackpot the need for Expansion strategy
Under this category, the brand identity is strong and brand image is excellent. As a
result, the brand is the forerunner in its industry. But, creation of new benefits and
conversion of those in the form of new expectations, and or creation of new brands are
must for remaining successful over a long period. Dynamicity in the market place is the
key to a radiant mastery. A static jackpot brand, on the other hand, may loose its
foothold when the close chasers mimic the benefit-set. Let us explain the usefulness of
such a strategy through an example.
In the post-liberalization period in India, LG, a multinational company, introduced
their wide range of electronic products in the highly competitive Indian market. They
created a clear identity for their brands by categorically announcing their benefit-sets,
highlighting their respective uniqueness in the concerned product field. They could hit
the expectation level of their customers at the right point of time with wide variations
in the offer. For example, they introduced the Golden Eye concept in their televisions
and thereby expanded their benefit-set to get the edge over their competitors. Owing to
their right integration of the brand identity with the brand image, they have
successfully gone for conglomerate diversification by entering into the Indian markets
for oral care, hair care, etc. under the FMCG category.
5. Concluding remarks
Strategic success in this never-ending brand war is no longer a result of mere intuition.
A constructive step towards identification of the present approach and present position
of a brand and proper integration of its identity with its image can play vital roles in
ensuring success in the market. Brand Derby Matrix in conjunction with the CARE-ing
strategy can be of immense use to brand planners for identification of the problem and
hitting the bulls eye.
References
Aaker, D. (1991), Managing Brand Equity, The Free Press, New York, NY.
Bainbridge, J. (1997), Who wins the national trust?, Marketing, October 23, pp. 21-3.
Fournier, S. (1998), Consumers and their brands: developing relationship theory in consumer
research, Journal of Consumer Research, Vol. 24, pp. 343-73.
Hiscock, J. (2001), Most trusted brands, Marketing, March 1, pp. 32-3.
Kamp, B.E. (1999), Were all brands around here, Brandweek, Vol. 40 No. 25, pp. S6-S15.
Kapferer, J.N. (1992), Strategic Brand Management, The Free Press, New York, NY.
Miller, D. (1995), Acknowledging Consumption: A Review of New Studies, Routledge, London.

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About the authors

Dilip Roy is a Professor in the Department of Business Administration, The University of
Burdwan, Golapbag, Burdwan (WB), India. E-mail: diliproy@vsnl.com
Saikat Banerjee is an Assistant Professor in the Indian Institute of Foreign Trade
(IIFT-Deemed University under Ministry of Commerce), IIFT Bhavan, Qutab Institutional Area,
New Delhi 110016, India. Saikat Banerjee is the corresponding author and can be contacted at:
saikat1972@rediffmail.com

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148

Scott, D. (2000), One day and a lifetime of brand lessons, Brandweek, Vol. 41 No. 34, pp. 30-2.
Smith, C. (2001), Why building trust should be the holy grail of marketing, Marketing, March 1,
pp. 27-8.

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