|
During the 1990s, brand management discourse largely focused on brand equity issues in terms of building a brand's recognition, associations, perceived quality and loyalty in the consumers' mind and memory (Aaker, 1991). The external perspective of brand identity was soon followed by an internal perspective that focused on how to create brand identity from the firm towards the consumers (Aaker, 1996). In this brand paradigm, the brand was no longer recognized as an extension of the product, but rather the product was viewed as one possible expression of the brand's identity alongside personality, organizational associations, and the brand as a symbol perspective (Aaker, 1996). In Europe, Kapferer developed his now famous brand identity prism (Kapferer, 2008). Although frameworks of brand identity deviated, most, if not all, incorporated the concept of brand personality (Azoulay and Kapferer, 2003):
"Later, on the research side, the brand identity frameworks always quoted brand personality as a dimension and a facet of a brand's identity—namely those traits of human personality that can be attributed to the brand. Among other dimensions are the brand's inner values (its cultural facet), the brand relationship facet (its style of behavior, of conduct), the brand reflected consumer facet, and the brand physical facet (its material distinguishing traits)."
Jennifer Aaker (1997) further broke down the personality metaphor into five generic personality types (competence, ruggedness, sophistication, excitement and sincerity). Brand identity in general and brand personality in particular epitomized the era of building brands. As the brand management discourse matured, however, the external focus on brand equity and internal concern with brand identity building was followed in an almost dialectic manner by a synthesis in terms of brand architecture paradigm. This synthesis was concerned with how to connect and disconnect brands psychologically in relation to market opportunities, segments and brand relevance. This perspective acknowledged that brands could also be leveraged through line extensions (Tropicana original to Tropicana Sanguinello), vertical extensions to upscale and downscale markets in the same product category (from Toyota to Lexus or the GAP to old Navy), category extensions (Virgin music to Virgin Transatlantic airlines), brand alliances that incorporate co-branding between recognized but independent brands (Ford Explorer Eddie Bauer Edition) and ingredient branding (Dell with Intel Inside Pentium).
|
