Summary Branding Week 1 t/m 6 2026
Subject Pages or Slides
Week 1: Brand Value 1. Swaminathan, V., Sorescu, A., Steenkamp, J. B. E.,
O’Guinn, T. C. G., & Schmitt, B. (2020).
Branding in a hyperconnected world: Refocusing theories
and rethinking boundaries. Journal of
Marketing, 84(2), 24-46.
2. Keller, K. L. (2016). Reflections on customer-based
brand equity: perspectives, progress, and priorities. AMS
review, 6(1-2), 1-16.
Week 2: Brand Associations & Attitudes 3. Keller, K. L., Sternthal, B., & Tybout, A. (2002). Three
questions you need to ask about your brand. Harvard
Business Review, 80(9), 80-89.
4. Maehle, N., Otnes, C., & Supphellen, M. (2011).
Consumers' perceptions of the dimensions of brand
personality. Journal of Consumer Behaviour, 10(5),
290-303.
Week 3: Branding & responsibility 5. Vredenburg, J., Kapitan, S., Spry, A., & Kemper, J. A.
(2020). Brands Taking a Stand: Authentic Brand Activism
or Woke Washing?. Journal of Public Policy & Marketing,
39(4), 444-460.
6. Nickerson, D., Lowe, M., Pattabhiramaiah, A., &
Sorescu, A. (2022). The impact of corporate
social responsibility on brand sales: An accountability
perspective. Journal of Marketing, 86(2), 5-28.
7. Supran, G. (2022). Three Shades of Green(washing):
Content Analysis of Social Media Discourse by European
Oil, Car, and Airline Companies. Algorithmic Transparency
Institute, Harvard University,
1-54.
Week 4: Brand resonance & salience 8. Fetscherin, M., & Heinrich, D. (2014). Consumer brand
relationships: A research landscape. Journal of Brand
Management, 21(5), 366-371.
9. Batra, R., Ahuvia, A., & Bagozzi, R. P. (2012). Brand
love. Journal of Marketing, 76(2), 1-16.
10. Romaniuk, J., Sharp, B., & Ehrenberg, A. (2007).
Evidence concerning the importance of perceived brand
differentiation. Australasian Marketing Journal, 15(2),
42-54.
11. Schultz, D.E. (2016). Rethinking Brand Development in
an Interactive Marketplace. In Srivastava, R. K., &
Thomas, G. M. (Eds.). The Future of Branding, 199-216.
Focus on pp. 199-207!
Week 5: Brand Building Tools 12. Holt, D. (2016). Branding in the age of social media.
Harvard Business Review, 94(3), 40-50.
, 13. Keller, K. L. (2005). Branding shortcuts: Choosing the
right brand elements and leveraging
secondary associations will help marketers build brand
equity. Marketing Management, 14(5), 18-23.
14. Keller, K. L. (2003). Brand synthesis: The
multidimensionality of brand knowledge. Journal of
Consumer Research, 29(4), 595-600.
15. Magnusson, P., Westjohn, S. A., & Zdravkovic, S.
(2011). “What? I thought Samsung was Japanese”: accurate
or not, perceived country of origin matters. International
Marketing Review,
28(5), 454-472.
Week 6: Branding Strategies 16. Moon, H., & Sprott, D. E. (2016). Ingredient branding
for a luxury brand: The role of brand and product fit.
Journal of Business Research, 69(12), 5768-5774.
17. Keller, K. L. (2014). Designing and implementing
brand architecture strategies. Journal of Brand
Management, 21(9), 702-715.
18. Shah, P. (2017). Why do firms delete brands? Insights
from a qualitative study. Journal of
Marketing Management, 33(5-6), 446-463.
,Week 1: Brand Value
Brand Equity (Keller, 2016; KC1.1)
Brand equity: According to Keller is a brand anything that identifies and differentiates. Different
ways to express what brand equity is, but it’s about the added value that brand provides to a
product.
Brand Value Chain (Keller, 2016; KC1.1)
The brand value chain model was designed to help marketers trace the value creation process to
better understand the financial impact of marketing expenditures and investments to create loyal
customers and strong brands. It’s another way of conceptualizing brand equity.
→ The idea of the value of a brand goes to different stages.
○ Marketing program investment: brand value creation begins when investments in the
marketing program are done to develop the brand (= brand building)
○ Customer mindset: this marketing activity changes customers' mindsets – what
customers think and feel that becomes linked to the brand (= customer-based brand
equity)
○ Market performance: these customers' mindsets affect buying behaviour and how they
respond to all subsequent marketing activity and the result market share and profitability
of the brand (= financial brand equity)
○ Shareholder value: this market performance is used to assess shareholder value in
general (= shareholder value); the jump from the brand to the cooperation, e.g. Coca
Cola brand to Coca Cola Enterprise.
→ No direct links: there are always multipliers and filters that make it more difficult to figure out
what the impact is on every single stage on the following stage (moderators)
The model also assumes that three multiplier or filters moderate the transfer between these four
value stages (increasing/decreasing value):
• Program multiplier
• Customer multiplier
• Market multiplier
, Customer-Based Brand Equity (Keller, 2016; KC1.1)
Customer-based Brand Equity (CBBE): the differential effect
that brand knowledge has on customer response to brand
marketing activity. This is characterized by three dimensions:
• Differential effects created by a brand.
• Brand knowledge; any type of mental brand association
• Customer response: the brand knowledge should be
reflected in the responses customers have (mental or
behavioral responses), but it needs to change something
in the way that the consumer responds to the brand.
Building customer-based brand equity is defined in terms of
three activities:
• Choosing brand identities or elements
• Designing and implementing marketing activities themselves
• Leveraging secondary associations by linking the brand to something
(person, place, thing)
At the very core of CBBE is brand knowledge, which can be viewed from the
perspective of an associative network memory model → how information is
organized in the brain of human-beings: nodes (pieces of stored information)
are connected to other nodes by links (strength of association between nodes).
⇒ Brands also have associative networks: if multiple people share the
same associations, a shift occurs from an individual associative network to
an aggregated associative network.
CBBE/Brand Resonance Model (Keller, 2016; KC1.2)
The brand resonance model focuses on key
dimensions of brand knowledge and how they affected
consumer-brand relationships. The model outlines
different branding stages to show how consumers
form relationships with brands (5As):
1. Salience (brand awareness): how easily is the
brand activated in the mind of the consumer;
the extent to which the brand is thought of
easily and often → breadth and depth of brand
awareness.
2. Image (associations): the associative network:
brand meaning (descriptive). Once the brand is activated, what other nodes are activated
too. Distinction between performance and imagery.
3. Judgments/feelings (attitudes): evaluation, we do this automatically: brand responses
(evaluative). Distinction between judgments and feelings (rational route vs. emotional
route).
4. Resonance (attachment & activity): the extent to which a consumer feels he is "in synch"
with the brand. It is about creating strong bonds with the brand (attachment) and about
whether consumers are willing to invest time, energy, money, etc. in the brand (active
engagement).
Two implications of the pyramid:
- Every single level builds on a previous level. It is impossible to build a level if you haven't
built the previous level.
Subject Pages or Slides
Week 1: Brand Value 1. Swaminathan, V., Sorescu, A., Steenkamp, J. B. E.,
O’Guinn, T. C. G., & Schmitt, B. (2020).
Branding in a hyperconnected world: Refocusing theories
and rethinking boundaries. Journal of
Marketing, 84(2), 24-46.
2. Keller, K. L. (2016). Reflections on customer-based
brand equity: perspectives, progress, and priorities. AMS
review, 6(1-2), 1-16.
Week 2: Brand Associations & Attitudes 3. Keller, K. L., Sternthal, B., & Tybout, A. (2002). Three
questions you need to ask about your brand. Harvard
Business Review, 80(9), 80-89.
4. Maehle, N., Otnes, C., & Supphellen, M. (2011).
Consumers' perceptions of the dimensions of brand
personality. Journal of Consumer Behaviour, 10(5),
290-303.
Week 3: Branding & responsibility 5. Vredenburg, J., Kapitan, S., Spry, A., & Kemper, J. A.
(2020). Brands Taking a Stand: Authentic Brand Activism
or Woke Washing?. Journal of Public Policy & Marketing,
39(4), 444-460.
6. Nickerson, D., Lowe, M., Pattabhiramaiah, A., &
Sorescu, A. (2022). The impact of corporate
social responsibility on brand sales: An accountability
perspective. Journal of Marketing, 86(2), 5-28.
7. Supran, G. (2022). Three Shades of Green(washing):
Content Analysis of Social Media Discourse by European
Oil, Car, and Airline Companies. Algorithmic Transparency
Institute, Harvard University,
1-54.
Week 4: Brand resonance & salience 8. Fetscherin, M., & Heinrich, D. (2014). Consumer brand
relationships: A research landscape. Journal of Brand
Management, 21(5), 366-371.
9. Batra, R., Ahuvia, A., & Bagozzi, R. P. (2012). Brand
love. Journal of Marketing, 76(2), 1-16.
10. Romaniuk, J., Sharp, B., & Ehrenberg, A. (2007).
Evidence concerning the importance of perceived brand
differentiation. Australasian Marketing Journal, 15(2),
42-54.
11. Schultz, D.E. (2016). Rethinking Brand Development in
an Interactive Marketplace. In Srivastava, R. K., &
Thomas, G. M. (Eds.). The Future of Branding, 199-216.
Focus on pp. 199-207!
Week 5: Brand Building Tools 12. Holt, D. (2016). Branding in the age of social media.
Harvard Business Review, 94(3), 40-50.
, 13. Keller, K. L. (2005). Branding shortcuts: Choosing the
right brand elements and leveraging
secondary associations will help marketers build brand
equity. Marketing Management, 14(5), 18-23.
14. Keller, K. L. (2003). Brand synthesis: The
multidimensionality of brand knowledge. Journal of
Consumer Research, 29(4), 595-600.
15. Magnusson, P., Westjohn, S. A., & Zdravkovic, S.
(2011). “What? I thought Samsung was Japanese”: accurate
or not, perceived country of origin matters. International
Marketing Review,
28(5), 454-472.
Week 6: Branding Strategies 16. Moon, H., & Sprott, D. E. (2016). Ingredient branding
for a luxury brand: The role of brand and product fit.
Journal of Business Research, 69(12), 5768-5774.
17. Keller, K. L. (2014). Designing and implementing
brand architecture strategies. Journal of Brand
Management, 21(9), 702-715.
18. Shah, P. (2017). Why do firms delete brands? Insights
from a qualitative study. Journal of
Marketing Management, 33(5-6), 446-463.
,Week 1: Brand Value
Brand Equity (Keller, 2016; KC1.1)
Brand equity: According to Keller is a brand anything that identifies and differentiates. Different
ways to express what brand equity is, but it’s about the added value that brand provides to a
product.
Brand Value Chain (Keller, 2016; KC1.1)
The brand value chain model was designed to help marketers trace the value creation process to
better understand the financial impact of marketing expenditures and investments to create loyal
customers and strong brands. It’s another way of conceptualizing brand equity.
→ The idea of the value of a brand goes to different stages.
○ Marketing program investment: brand value creation begins when investments in the
marketing program are done to develop the brand (= brand building)
○ Customer mindset: this marketing activity changes customers' mindsets – what
customers think and feel that becomes linked to the brand (= customer-based brand
equity)
○ Market performance: these customers' mindsets affect buying behaviour and how they
respond to all subsequent marketing activity and the result market share and profitability
of the brand (= financial brand equity)
○ Shareholder value: this market performance is used to assess shareholder value in
general (= shareholder value); the jump from the brand to the cooperation, e.g. Coca
Cola brand to Coca Cola Enterprise.
→ No direct links: there are always multipliers and filters that make it more difficult to figure out
what the impact is on every single stage on the following stage (moderators)
The model also assumes that three multiplier or filters moderate the transfer between these four
value stages (increasing/decreasing value):
• Program multiplier
• Customer multiplier
• Market multiplier
, Customer-Based Brand Equity (Keller, 2016; KC1.1)
Customer-based Brand Equity (CBBE): the differential effect
that brand knowledge has on customer response to brand
marketing activity. This is characterized by three dimensions:
• Differential effects created by a brand.
• Brand knowledge; any type of mental brand association
• Customer response: the brand knowledge should be
reflected in the responses customers have (mental or
behavioral responses), but it needs to change something
in the way that the consumer responds to the brand.
Building customer-based brand equity is defined in terms of
three activities:
• Choosing brand identities or elements
• Designing and implementing marketing activities themselves
• Leveraging secondary associations by linking the brand to something
(person, place, thing)
At the very core of CBBE is brand knowledge, which can be viewed from the
perspective of an associative network memory model → how information is
organized in the brain of human-beings: nodes (pieces of stored information)
are connected to other nodes by links (strength of association between nodes).
⇒ Brands also have associative networks: if multiple people share the
same associations, a shift occurs from an individual associative network to
an aggregated associative network.
CBBE/Brand Resonance Model (Keller, 2016; KC1.2)
The brand resonance model focuses on key
dimensions of brand knowledge and how they affected
consumer-brand relationships. The model outlines
different branding stages to show how consumers
form relationships with brands (5As):
1. Salience (brand awareness): how easily is the
brand activated in the mind of the consumer;
the extent to which the brand is thought of
easily and often → breadth and depth of brand
awareness.
2. Image (associations): the associative network:
brand meaning (descriptive). Once the brand is activated, what other nodes are activated
too. Distinction between performance and imagery.
3. Judgments/feelings (attitudes): evaluation, we do this automatically: brand responses
(evaluative). Distinction between judgments and feelings (rational route vs. emotional
route).
4. Resonance (attachment & activity): the extent to which a consumer feels he is "in synch"
with the brand. It is about creating strong bonds with the brand (attachment) and about
whether consumers are willing to invest time, energy, money, etc. in the brand (active
engagement).
Two implications of the pyramid:
- Every single level builds on a previous level. It is impossible to build a level if you haven't
built the previous level.
