1.

For equity strategy that incorporates brand identity strategy brand equity in terms of brand
knowledge perceptions, for and IMC strategy as critical components; details the two two
reasons: If the firm has a portfolio of brands, measur- interfaces between IMC strategy and
brand equity and branding brand equity based on stock prices becomes problematic, identity
strategy and IMC strategy using the concept of brand and consumer perceptions are
precursors to behavioral equity contacts and brand identity contacts, respectively; and
manifestations of brand equity (Cobb-Walgren, Ruble, and discusses the need for the
feedback loop from brand eq- Donthu 1995). (294)
2. How should the firm it proposes that by effectively managing brand identity con- ensure that
all brand stewards responsible for marketing communications understand the brand identity?
We argue that there tacts through a brand identity-oriented culture, top management support,
and an internal market orientation, firms can effectively inform and integrate their marketing
should be top management support for ensuring the effective management of all possible
brand identity contacts. (283)
3. Fine an effective brand identity strategy as one that informs, As Schultz notes, brand equity
is not merely built guides, and helps develop, nurture, and implement the firm's through
independent forms of communication, but is generated by managing tacts. (270)
4. Top management support, and an internal market orientation; Reid makes a similar claim,
arguing that through IMC, and brand equity contacts can be better managed through firms
can attain synergy among all of their marketing com- brand equity contact factors such as
IMC synergy and IMC communications, which, in turn, leads to enhanced performance.
(256)
5. Unity to brand identity strategy and the need for incorporating analysis of the market
environment, brand equities of com- Brand Equity Contact Factors petitory, and changing
customer needs and preferences. (255)
6. Specifically, the authors provide a brand equity strategy schematic that details the role of
IMC in creating and maintaining brand equity, and the role of brand identity in informing,
guiding, and helping to develop, nurture, and implement the firm's overall IMC strategy.
(252)
7. Accord- drivers of brand equity, it is nonetheless a crucial one, ing to Aaker's
conceptualization, brand image is one brand communication is transmitted through a
combination of the inputs and should be an integral part of strategic brand of vehicles rather
than broadcast advertising alone, brand analysis wherein the brand strategists carefully
analyze their communication can be meticulously planned or unplanned, own existing brand
image and competitors' brand images to and some important brand con- help them determine
their own brand identity. (251)
8. " In order for the firm and effective the IMC program, the higher the resulting brand to
implement a successful brand identity strategy, full-time equity. (250)
9. Drawing on similarities between Urde's notion of brand orientation and Slater and Narver's
conceptualization of market orientation as a culture, we conceptualize brand identity
orientation as a culture that places high priority on the profitable creation and maintenance of
brand identity/identities, and provides norms for behavior regarding the organizational
 development of that, given client support and commitment to the integra- tion process, they
can create effective marketing communication programs. (248)
10. As obtaining support from senior management is often essential in strategy implementation,
we contend that as a part of implementing the brand identity strategy, the support of top
management can ensure that everyone responsible for marketing communications
understands the firm's brand identity and, thus, can suc- cessfully integrate its marketing
communications. (246)
11. Jstor.org/terms Winter 2005 7 3 IMC strategy and brand equity, and the interface between ,
could potentially create the greatest persuasion effect the firm's brand identity strategy and
IMC strategy. (244)
12. Keller points out that communications is clearly becoming an internal, up- building brand
equity requires internal brand identity ef- per management affair suggests that IMC is
evolving to be forts, and then, integration of brand identities into the strategically oriented
rather than tactically oriented. (237)
13. Marketing firm, if the brand stewards have a clear and accurate understanding of the brand
identity, they are better able to develop a comprehensive, strategic IMC program that more
P8b: Internal market orientation is related positively to strategic clearly and accurately
communicates that brand identity. (235)
14. The feedback loop refers to Integrated marketing communication has been advanced the
influence of the firm's own brand equity and the environ- as a strategic business process that
could contribute to build- in terms of competitors' brand equity and changing ing brand
value. (233)
15. Almost a decade ago, Shocker And Srivastava, The traditional communication process,
which claimed that research on the development and depicts the flow of messages from
senders to receivers via ale trance of brand identity is required to retain the significance
mints such as encoding, media, and decoding, has undergone of scholarly brand management
research to the practice of noticeable changes and has evolved into a more interactive
marketing. (228)