簡介

啤酒是世界上最大消耗量的品種之一，它的短期零售價(jià)值就有200億美元，它的容量達(dá)到1.45億升，因此它的品牌對于許多公司在啤酒市場上是非常重要的。中國是最大的啤酒市場，緊接著是美國、德國、巴西、俄羅斯、日本、英國、墨西哥、南非和西班牙市場。即使是在發(fā)展中國家，啤酒的消耗量也已經(jīng)增加了，雖然在一些地方如歐洲的銷售很低。

本篇研究的目的是探討在啤酒行業(yè)在一個(gè)發(fā)展的市場中成功建立品牌資產(chǎn)的因素。本篇研究將集中于尼日利亞愛爾蘭啤酒，并且調(diào)查尼日利亞愛爾蘭啤酒所用來提升品牌資產(chǎn)的策略。

本篇研究的問題是：愛爾蘭啤酒是如何在一個(gè)新的市場中成功推廣自己的品牌的？

為了回答這個(gè)問題和完成本篇研究的目的，對此設(shè)立了以下目標(biāo)：

研究品牌的學(xué)術(shù)文獻(xiàn)和酒精飲料行業(yè)的品牌

分析發(fā)展市場中全球品牌管理的成功和失敗

分析所選擇的品牌管理策略

企業(yè)是如何利用它的社會責(zé)任來影響客戶對品牌的感知的等

 

Introduction

Beer is one of the biggest consumer goods categories in the world, just short of $200 billion in retail value and 1.45 billion hectolitres in volume and so branding has become very important in the beer market for many companies.China is the biggest market for beer followed by the US, Germany, Brazil, Russia, Japan, UK, Mexico, South Africa and Spain. Even in developing countries the consumption of beer has increased even though sales are dropping in many places like Europe.

The Purpose of this study is to explore the factors of successfully brand extension to build brand equity in the brewery industry, in a developing market. This study would focus on Guinness Nigeria and examine the strategies used by Guinness Nigeria to promote brand equity

The research question for this dissertation, would be how have Guinness successfully extended their brand in a new market?

In order to answer the research question and fulfil the research purpose of the study, the following objectives were set:

Explore academic literature on brands and branding in the alcoholic beverage industry

To examine global brand management success and failures in developing markets

To analyse the brand management strategies of selected brewers

How companies try to influence customers perception of their brand using corporate social responsibility e.t.c.

To undertake research among global customers of Guinness to demonstrate customers perception of Guinness and underpin the Success factors of Guinness Brand Management strategy in a developing market.#p#分頁標(biāo)題#e#

To summarise and analyse, the data and results of primary and secondary research, in order to draw conclusions of the study.

In relation to the primary research a questionnaire on the Guinness Nigeria brand would be developed and completed by Nigerians. Furthermore a questionnaire would be sent to the

marketing manager of Guinness Nigeria to be completed.

The areas that would be dealt with in the secondary research would include

Brief information on the Nigerian brewery industry

Indicators of successful brand extension

Information on Guinness

On a recent holiday to Nigeria everybody seemed to be drinking Guinness as it was the main choice in the bars and clubs, but in the country that is supposed to have the largest market Guinness is not served in most places. Guinness retains its position as one of the world's best-known beer brands, but remains something of a specialist brew. Its development in important Western markets slowed dramatically in the early 2000s, and the group is working actively to open up new markets, most recently Russia. Guinness also enjoys a huge following in developing markets, especially in Africa. The drink is brewed in 51 countries worldwide, and sold in more than 150. Yet Guinness's five biggest markets are Great Britain, Nigeria, Ireland, the US and Cameroon. Another three African markets, Ghana, Kenya and the Ivory Coast, feature among Guinness's top 10 territories. It's a unique mix of first and third world territories unmatched by any other mainstream brand.

Literature Review:

The aim of this literature review would be to outline the existing theories of various marketing authors on the subject of branding, Branding Brand equity Brand revitalization Brand extension. And also information on Guinness as well as the Nigerian brewery industry

Branding

Branding began many centuries before the term acquired its modern usage. The Greeks and Romans and others before them had various ways of promoting wares or goods, whether they were wines or pots, metals or ointments. Messages would be written informing the public that this man, at this address, could make shoes and that the man who lived over there, at that address, was a scribe. The Greeks also used town criers to announce the arrival of ships with particular cargoes (Adrian Room 1998). According to Room (1998) modern branding and the use of individual brand names has its origin in the 19th century.

"A brand is a complex, interrelated system of management decisions and consumer reactions that identifies a product (goods, services, or ideas), builds awareness of it and creates meaning" (Franzen & Moriarty 2008) According to Keller a brand is therefore a product, but one that adds other dimensions that differentiate it in some way from other products designed to satisfy the same need. 'Creating a true brand is one of the most powerful things any company can do to enhance it market power' (Financial Times). Successful branding add's customer value and can provide protection from price competition and pressures towards commodization. This involves complex processes of authenticity, reassurance, the development of meaning, the transformation of experience, and differentiation which will eventually move from satisfying a basic human need for control and assurance to becoming a medium of social exchange and social structuration in advanced societies. (Elliott and Percy, 2007, p.56) brand equity is a set of assets (and liabilities) linked to a brands name and symbol and adds to (or subtracts from) the value provided by a product or service to a firm and/or that firms customers.#p#分頁標(biāo)題#e#

Brand equity

Brand equity is a set of brand assets and liabilities linked to a brand, its name and symbol that add's to or subtract from the value provided by a product or service to a firm and to that firms customers. For assets of liabilities to underlie brand equity they must be linked to the name and symbol of the brand. (Aaker 1991 pp15-16) There are many different definitions on what brand equity actually means but they all likewise state that the name of a brand makes a product more valuable. This value can either be noticed in a financial context or in the view of the customers of the brand. (Elliott and Percy, 2007, p.81-82) according to Aaker brand equity can usefully be grouped into five categories:

Brand Loyalty, Name Awareness, Perceived Quality, Brand Association in addition to Perceived Quality and Other Proprietary Brand Assets.

Brand loyalty

Brand loyalty reflects how attached a customer is to a brand and how likely he or she will buy a different brand particularly when those competitors improve their products and offer better value. If a company has high brand loyalty their customers are less affected by competitive action and the company's future sales are ensured (Aaker, 1991, p.39). There are several levels of brand loyalty as the figure below suggests.

The different marketing challenge and assets that could be managed or exploited are represented on each level. Although all levels, may not be represented in a specific product class or market. Brand loyalty is qualitatively different from the other major dimensions of brand equity, in that it is tied more closely to the use experience. According to Aaker brand loyalty cannot exist without prior purchase and use experience. In contrast, awareness, associations, and perceived quality are characteristics of many brands that a person has never used. Aaker further explains that brand loyalty as a basis of brand equity is created by many factors, chief among them been the use experience. However, loyalty is influenced in part by the other major dimensions of brand equity, awareness, associations and perceived quality. It is very possible to like and be loyal to something with low perceived quality(e.g., McDonald's) or dislike something with a high perceived quality(e.g., a Japanese car) thus brand loyalty provides an important basis of equity that is sufficiently distinct from the other dimensions.

Brand awareness

Aaker (1991) suggests that "Brand awareness is the ability of a potential buyer to recognise or recall that a brand is a member of a certain product category" (p.61). People tend to purchase a well-known brand because they feel comfortable with it and dislike changing their habits. Therefore, people often rather buy a brand than an unknown product.

Perceived quality#p#分頁標(biāo)題#e#

Zeithaml (1988) describes perceived quality "as the customer's perception of the overall quality or superiority of a product or service with respect to its intended purpose, relative to alternatives" (Cited in Aaker, 1991, p.85). Perceived quality is basically how the customer views the general quality of a brand and has a major impact on the purchase decision and on brand loyalty. In addition, if customers believe in high brand quality they will more likely be willing to pay a premium price for the product, which creates higher revenues. (Aaker, 1991, p.19) perceived quality is an intangible feeling about a brand. However, it usually will be based on underlying dimensions which include characteristics of the product to which the brand is attached such as reliability and performance. For instance a customer who does not have information that might lead to an objective determination of quality or the information might be simply unavailable or the customer may not have the means to obtain or process the relevant information. In such a case, perceived quality becomes central. Aaker highlights in his book managing brand equity that because the perceived quality is linked to purchase decisions, it can make all elements of the marketing program more effective. He further states that if the perceived quality is high, the job of advertising and promotion is more likely to be effective.

Brand association

There are certain associations that customers connect with a brand name, which can create a value if for instance a brand can generate a positive attitude or feeling towards the brand (Aaker, 1991, p.20-21). Basically brand associations are everything that comes to the customer's mind when thinking about the brand and this connection to a brand will be more intense if it derives from many experiences with the brand and strong publicity. Brand image is a number of associations arranged in a significant way. The associations and the image equally stand for the view that people have of a brand but they do not necessarily have to reflect the objective reality.

The choice of brand associations is important as it will direct all marketing efforts of the company. If a brand already exists for a long time, repositioning is difficult because of associations previously connected to the brand. Decisions have to be made about "which associations should be weakened or eliminated as well as which should be created or enhanced" (Aaker, 1991, p.156). There are many different possibilities to create associations, like advertising, promotion and publicity.

The area other proprietary brand assets consists of assets such as patents, trademarks and channel relationships. The value of these assets is high when they help maintain the customer base and loyalty even against competitive action.

Brand equity is supposed to bring several advantages to a firm. For example, high brand equity levels are known to lead to higher consumer preferences and purchase intentions (Cobb- Walgen et al, 1995). Firms with high brand equity are also known to have high stock returns. The definitions of brand equity can be broadly classified into two categories. Some author's definitions are based on the financial-perspective and stress the value of a brand to the firm e.g. Brasco, Mahajan, Shocker and Weitz, Simon and Sullivan. Other definitions are based on the consumer-perspective, which define brand equity as the value of a brand to the consumer according to authors such as Aaker, Kamakura and Russell, Keller, Kim and Lehmann, Rangaswamy. Brand equity stems from the greater confidence that consumers place in a brand than they do in its competitors. This confidence translates into consumer's loyalty and their willingness to pay a premium price for the brand.#p#分頁標(biāo)題#e#

Brand revitalization

Brand revitalization according to Aaker in revitalizing the brand the goal is not only to generate added sales levels but to have them based upon enhanced equity, a move which often involves improved recognition, enhanced perceived quality, changed associations, an expanded customer base, and/or increased loyalty. The figure below shows the various avenues for brand revitalization

Increasing usage as an aspect of brand revitalization, means trying to improve the market share by making the brand better or using more aggressive marketing; which would normally simulate a vigorous competitive response. When developing programs to increase usage, it is useful to begin by asking some fundamental questions about both the user and the consumption system in which the product is embedded. Increasing usage can be done by the following. Position the product as frequent or regular use product, make the use easier, provide incentives, reduce undesirable consequences of frequent use and finally use at different occasions and locations.

The second avenue of brand revitalization is finding new uses the detection and exploitation of a new functional use for a brand can rejuvenate a business which has been considered has been for years. (Aaker 1991 pp 247) finding new uses for the brand can be done by carrying out market research to determine how many consumers use the brand.

A brand can also be revitalized by augmenting the product or service and offering additional benefits besides the core product (Doyle and Stern 2003, pp185). Augmenting the product/service could be achieved through differentiation: either doing something different or something better. This could be differentiated packaging, features, styling, quality, warranty or after-sale service.

Another avenue of brand revitalization would be repositioning the brand; sometimes as products mature they become commodities, and price pressures make the business unprofitable. The normal approach would be to reposition the commodity as an upscale branded product which could have an impact on sales. In the 1960s, chicken were a pure commodity, sold pretty much like homogenous grain or raw material, until Frank Perdue created Perdue chickens. He completely repositioned his product as a high-quality branded product, largely on the basis of an advertising campaign that featured him a colourful crusty character and the line "It takes a tough man to make a tender chicken." The campaign was a convincing story about the superiority of the brand on the basis of better feed, careful processing, ice packed storage, the upscale retailers who handled it. Sales margins and profits were dramatically affected

Entering a new market would be another avenue to revitalizing the brand, another way to increase growth would be to move into a new market area with the potential for growth. Aaker highlighted in his managing brand equity book several guidelines that can help to select and find new markets.#p#分頁標(biāo)題#e#

First consider variables such as age, geographic locations, benefits sought, and gender. Sometimes a different way to look at the market segment would uncover a useful segment. Second consider growth segments within declining or mature industries. For example, light beer and non-alcoholic beer are growth segments in the mature beer industry. Thirdly identify segments that are not served well such as the fashion needs of older people e.t.c. these segments represent opportunities if their need can be served better. Fourth, segments should be sought for which the brand can be adaptable and for which the brand can provide value.

Obsleting existing products this means replacing the old technological product a new technologies. According to Aaker sometimes a sleepy industry can be revitalized by a product which obsolete the existing installed base and accelerates the replacement cycle.

The next avenue of revitalization is brand extension which would be a focus for this dissertation. According to Keller brand extension is when a firm uses an established brand name to introduce a new product. Keller also states that when a new brand is combined with an existing brand the brand extension can be called a sub-brand. Brand extensions can be broadly classified into two general categories:

Line extension: the parent brand is used to brand a new product that targets a new market segment within a product category currently served by the parent brand. A line extension often involves a different flavour or ingredient variety, a different form or size, or a different form or size, or a different form or size, or a different application for the brand (e.g. Guinness foreign extra stout)

Category extension: this is when the parent brand is used to enter a totally different product category from that currently served by the parent brand (e.g. Virgin brand).

Tauber (1981) conducted a study looking at 276 brand extensions in order to evaluate the different ways a brand can be extended. It concluded that there are seven types-

The same product in a different form

A distinctive taste, ingredient or component

A companion product to the original

Same customer franchise

Expertise

A unique benefit, attribute or feature owned by the brand

Designer status or image

Brand extensions can provide various benefits to a brand; benefits such as

Improving brand image

When a brand is well known and well liked by its consumers, consumers can form expectations as to the likely composition and performance of a new product based on what they already know about the brand itself. These assumptions may improve the strength, favourability and uniqueness of the brands associations. For example, when Sony introduced a new personal computer tailored for multimedia applications, Vaio, consumers may have been more likely to feel comfortable with its anticipated performance because of their experience with and knowledge of other Sony products than if the product had been branded by Sony as something completely new.#p#分頁標(biāo)題#e#

Brand extensions also provide variants for customers seeking variety, consumers can switch to a different product type if they so desire without having to leave the brand family. By offering a complement of line extensions, customers may be encouraged to use the brand to a greater extent or in different ways. Moreover, to even effectively compete in some categories, it may be necessary to have multiple items that together form a cohesive product line

The product may have more success if it is not seen as completely 'new'. A new product that is the result of brand extension rather than an entirely new product is likely to be more successful as the table below indicates the success rate of brand extension against new brands

Guinness

Guinness retains its position as one of the world's best-known beer brands, but remains something of a specialist brew. Its development in important Western markets slowed dramatically in the early 2000s, and the group is working actively to open up new markets, most recently Russia. Guinness also enjoys a huge following in developing markets, especially in Africa. The drink is brewed in 51 countries worldwide, and sold in more than 150. Yet Guinness's five biggest markets are Great Britain, Nigeria, Ireland, the US and Cameroon. Another three African markets, Ghana, Kenya and the Ivory Coast, feature among Guinness's top 10 territories. It's a unique mix of first and third world territories unmatched by any other mainstream brand. Ironically, while sales worldwide for this quintessential Irish brew are continuing to climb. (http://www.warc.com)

In the beer's most valuable Western markets, Guinness is established as something of a style brand, a position reinforced by its extraordinarily powerful marketing.

Although volume sales for Guinness declined 5% in the UK and 9% in Ireland during 2007, those falls were offset by strong increases in other markets, especially Africa, where volumes rose 17%. (Guinness made a recovery in Europe the African sub-continent, which has been a key market for Guinness since the 1960s, and it remains the only beer available across the entire continent. Guinness is still marketed in many regions along the lines of Guinness Is Good for you, leaning on long-held perceptions of the brand's traditional strength and trustworthiness.

The brand is also still manufactured as Guinness Original in bottles and on draught. More recently a non-alcoholic malt-based spin-off, Malta Guinness, has performed very strongly in African markets, as has new Guinness Extra Smooth, brewed with smaller bubbles for an even creamier taste.

Guinness has a strong brand in Nigeria, promoted through television ads, billboards and sporting events that target Nigerian men. Funny adverts like "Guinness gives you strength" or "Rich, dark and deeply satisfying..." are widely understood in Nigeria to be a reference to sexual potency. Nigeria is now the second largest Guinness market in the world after the UK, and according to Guinness, the company is selling more every year. (Sarah Simpson 2009) Guinness Nigeria's PLC reported earnings results for the year ended June 2007. For the year, the company has recorded an outstanding performance in all its indices as its profit after tax rose to NGN 10.7 billion against NGN 7.44 billion recorded in the previous year. The figure showed an increase of NGN 3.26 billion or 43.8% compared to the amount made in the comparative period of last year. Similarly, the turnover rose substantially from NGN 53.65 billion posted in the Corresponding period of last year to NGN 62.3 billion within the period under review. The company's achievement, according to financial operators, was through the management determination in exploring every available opportunity towards improving its products and services.(http://investing.businessweek.com)#p#分頁標(biāo)題#e#

Africans consume the equivalent of 2.5 million 30-centiliter bottles of Guinness a day. Nigeria, Africa's largest nation, with 127 million people, and its biggest oil exporter, accounts for about half of these sales. The company plans to spend $400 million over the next five years to increase production in Nigeria from its three breweries (Gavin Serkin 2007)

In October 2007 Guinness Nigeria became the first company in Nigeria to achieve certification of food safety management standard NIS ISO 22000:2005 in the annual report for 2009, the chairman of Guinness Mr B.A. Savage highlighted key events in the operating environment that underscored our performance in the 2009 financial year. According to the chairman the brewing industry witnessed the launch and re launch of both new and old brands into the marketing creating more competition; Guinness responded to this situation in several ways. A trade census validation was conducted with a view to gaining better understanding of the business terrain and ensuring brilliant execution of all the initiatives on the company's wining agenda. The insight from this exercise lead to Guinness creating an action plan that included superior distribution, cold availability and visibility across its portfolio. Guinness use different methods to maintain public awareness of their brand Guinness began sponsorship of the English premier league across satellite and terrestrial TV in Nigeria in 2008 which was supported by below the line in bar promotions in leading outlets. This is a good way to capture target audience, by sponsoring the most popular sport in the region they are able to increase the target market.

Nigerian brewery industry

Brewing in Nigeria is as old as the society. Local farmers and their families had produced different kinds of local alcoholic beverages from various types of grains and tree saps.

Some of the local alcoholic drinks which were the products of local breweries still exist today and they have their own patronage. Alcoholic drinks like palm wine (emu), illicit gin (ogogoro), millet or sorghum (burukutu), beer are ethnic drinks which still have their place at traditional events.

Though there had been importation and sales of lagers in Nigeria by the British traders, the first modern brewery in Nigeria is Nigerian Brewery Plc which started operations in 1949. Guinness Nigeria Plc established its own brewery in Nigeria in 1962. The brewery was the 3rd Guinness brewery outside of what was then known as the British Isles.

There have been about a dozen of other breweries established in Nigeria since then, but they all have suffered setbacks in operations. Most have closed down, changed names, or bought over by new owners. At the moment, there are 3 prominent breweries in Nigeria, namely Nigerian Breweries Plc, Guinness Nigeria Plc and Consolidated Breweries Plc. Other breweries are at best fringe players and their production not consistent. Nigerian Breweries Plc has four breweries, only one is an ultramodern facility; Guinness Nigeria Plc has two ultramodern brewery facilities and Consolidated Breweries has two breweries.#p#分頁標(biāo)題#e#

The Nigerian population and market is very significant. Nigeria has a population of 150 million, 80% of the West African regional population. The West African region market permits products to move freely, either through recorded trade or smuggling.

Today, lagers i.e. beer and stout have become very popular in Nigeria. In 2009, all the lager produced in Nigeria was 15 million hectolitres with another 3 million hectolitres of malt non-alcoholic drink.

The three major players in the market, Nigerian Breweries Plc, Guinness Nigeria Plc and Consolidated Breweries Plc had market shares of 55%, 29% and 11% respectively. The rest of the breweries share 5% of the market.

Methodology

Cambridge online dictionary defines research as a detailed study of a subject, especially in order to discover new information or reach a new understanding.

Research can be categorised into primary and secondary and into qualitative and quantitative. Primary research is usually carried out for the specific use of a client company or even the company itself. Secondary research makes use of research already carried out by someone else for some other purpose. According to proctor quantitative research produces numbers and figures- such as numbers and percentages of consumers who are aware of particular products or services. Proctor also suggests that qualitative, contra wise, provides data on why people buy, what motivates them to buy, or their impressions of products, services or advertisements.

Both forms of research produce information on markets, competitors, distributors and customers.

Sampling involves any procedure that uses a small number of items or a portion of the population to make a conclusion regarding the whole population. In other words, a sample is a subset from a larger population (Zikmund, 2003, p.62-63). According to Zikmund the next sampling issue is the size. How big should the sample be? Although management may wish to examine every potential buyer of a product or service, doing so may be unnecessary as well as unrealistic; but proper probability sampling can allow a small proportion of the total population to give a reliable measure of the whole. For this study the sample size would be about 200 using a random sampling method the sample population would be Nigerians living in Nigeria

Exploratory and conclusive research design

According to Malhotra When designing a research there are two approaches that could be taken. There is the exploratory approach and the conclusive approach; he goes on to state that the primary objective of exploratory research is to provide insights into and an understanding of marketing phenomena. It is used in instances where the subject cannot be measured in a quantitative manner or where the process of measurement cannot realistically represent particular qualities.#p#分頁標(biāo)題#e#

The main objective of conclusive research is to describe specific phenomena, to test specific hypotheses and examine specific relationships. Conclusive research is more formal and structured than exploratory design. Results from exploratory research can be used in their own right; can be incorporated into conclusive research design and may illuminate specific conclusive findings. Conclusive research results can also be used in their own right; can be incorporated into exploratory research and may set a context to exploratory findings. (Malhotra, 2003, p.63)

For the purpose of this study an exploratory research design method would be applied.

Both primary and secondary data would be used for the analysis of this study, secondary data are gathered and recorded by someone else prior to and for purposes other than the current project. Secondary data usually are historical and already assembled. They require no access to respondents or subjects. According to Zikmund the primary advantage of secondary data comes from their availability. Obtaining them is almost always faster and less expensive than acquiring primary data. An inherent disadvantage of secondary data is that they were not designed specifically to meet the researchers' needs. (Zikmund, 2003, p.149) for this study, the sources of secondary for Guinness would include informative and academic websites, online journals, Guinness Nigeria annual report, data monitor e.t.c

Primary data would also be collected primary data is information that does not exist and has been gathered by the researcher for the research purpose; in this case primary data would be obtained by the use of questionnaires according to chisnall questionnaires are the backbone of most surveys and require careful planning and execution. The objectives of the survey should always be carefully borne in mind when compiling questionnaires. The advantage of using a questionnaire is that it the gathering of information is very quick it also provides the opportunity to collect information from a large group of people. The use of questionnaires also has its disadvantages; Questionnaires are standardised so it is not possible to explain any points in the questions that participants might misinterpret. To avoid this a pilot questionnaire would be created first and would be completed by friends.

The questionnaire was generated on the website surveymonkey.com. With surveymonkey it is possible to choose from different types of questions and layouts. It is also a useful tool to analyse the results afterwards and to create figures and tables. In order to collect responses it generates a link that can be sent by email or can be posted on a website.

The questionnaire was sent out to about 200 Nigerian men and women from ages 18 to 64 years by email and facebook.com. Ultimately, 150 people responded.

Although the questionnaire was sent to Nigerian participants it was generated in English as most Nigerians can understand the language well.#p#分頁標(biāo)題#e#

When designing a questionnaire one also has to think about either using open (also called open-ended) or closed (also referred to as forced-choice) questions or a combination of the two. With open questions the recipients can answer how they want to. These types of questions are often used for detailed and semi-structured interviews. They help to find out about what is at the top of the mind of the participants, but they are very difficult to analyse. Closed questions give various possible answers from which the participant has to choose, they are easier and faster to answer than open questions. In addition, they are easier to analyse and interpret.

A telephone Interview with, the Association of Food, Beverage and Tobacco Employers' Executive Secretary, about the current state of the Nigerian beverage industry, he was also able to arrange an email interview with the Brand Manager of Guinness Nigeria. An email interview was created and sent to the Brand Manager.

Limitations of the Research

References

Aaker, David A. (1991) Managing Brand Equity: Capitalizing on the Value of a Brand Name. New York, the Free Press.

Keller, Kevin Lane (2003) Strategic Brand Management: Building, Measuring, and Managing Brand Equity. 2nd International Edition. Upper Saddle River, NJ, Pearson Education.

Doyle, Peter and Stern, Phillip (2006) Marketing, Management and Strategy. 4th Edition. Harlow, FT/Prentice Hall.

Kotler, Philip, Wong, Veronica, Saunders, John and Armstrong, Gary (2005) Principles of Marketing. 4th European Edition. Harlow, FT/Prentice Hall.

Keller, K.L. (1998), Strategic Brand Management: Building Measuring and Managing Brand Equity, Prentice-Hall, Upper Saddle River, NJ.

Giep Pranzen and Sandra Moriarty The science and art of branding M.E. Sharpe, 2009

Elliot, Richard and Percy, Larry (2007) Strategic Brand Management. Oxford and New York, Oxford University Press.

Journal Articles

Sarah Simpson (2009) my goodness, my Guinness! More Guinness is drunk in Nigeria than, wait for it, Ireland. By - Special to Global Post Published: March 16, 2009 20:33 ET Retrieved April 2, 2009 

Richard Knight (2006) Africa leads in experiential marketing Published by Bizcommunity.com daily media marketing and advertising news: November 16 2006 Retrieved April 2, 2009 

Debbie Fabb (2007) Last orders for Guinness by BBC Money Programme updated November 23 2007 Retrieved April 2, 2009 

Gavin Serkin (2007) aheady time forGuinness Bloomberg news published by times union blog: September 13, 2007 Retrieved April 2, 2009 

Consumer-based brand equity: improving the measurement - empirical evidence

Author(s): Ravi Pappu, Pascale G. Quester, Ray W. Cooksey Journal: Journal of Product & Brand Management Year: 2005Volume: 14Issue: 3Page: 143 - 154 Emerald Group Publishing Limited#p#分頁標(biāo)題#e#

Tauber, Brand franchise extension: new product benefits from existing brand names, Business Horizons, 1981

David Taylor, Brand stretch: Why 1 in 2 extensions fail and how to beat the odds: a Brandgym workout, 2004.

Aaker, brand portfolio strategy: creating relevance, differentiation, energy, leverage and clarity, 2004.

Aaker, D.A., Jacobson, R. (1994), "Study shows brand-building pays off for stockholders", advertises Age, Vol. 65 No.30, pp.18.

Cobb-Walgren, C.J., Beal, C., Donthu, N. (1995), "Brand equity, brand preferences, and purchase intent", Journal of Advertising, Vol. 24 No.3, pp.25-40.

Bibliography

Kapferer, Jean-No?l The new strategic brand management: creating and sustaining brand equity long term Kogan Page , 2008
Riesenbeck, Hajo and Jesko Perrey Power brands: measuring, making and managing brand success Weinheim, 2007

Giep Pranzen and Sandra Moriarty The science and art of branding M.E. Sharpe , 2009