Young & Rubicam\u2019s empirical analysis indicates that scores on relevance and differentiation provide an assessment of the brand\u2019s potential for growth, and they refer to this as \u2018brand vitality\u2019. Furthermore, scores on esteem and familiarity measure the brand\u2019s current strength, its \u2018brand stature\u2019. By plotting these values on the matrix, shown in Figure, it is possible to consider the equity the brand has achieved and identify appropriate strategies for its future growth.<\/p>\n\n\n\n
![\"Image](\"http:\/\/www.vskills.in\/lms\/wp-content\/uploads\/2016\/07\/Image-61-1.jpg\")
<\/figure><\/div>\n\n\n\nThe Strategic Direction of Brand Strength<\/strong> Initially a brand begins its life in quadrant A with low, scores on all attributes. For the brand to move upwards into quadrant Band gain more vitality, managers need to invest in attaining higher levels of differentiation and relevance. Once brands have reached a higher level of \u2018vitality\u2019, brand owners have two options – maintenance by establishing them as niche brands, or investing in building the brand\u2019s esteem and encouraging growth into quadrant C. The top right-hand quadrant is home to strong brands which have achieved remarkable brand equity growth, though they still may have potential for further growth. By maintaining the brand\u2019s stature and creatively managing its vitality, managers can look forward to the brand having a long lifetime. However, without sufficient maintenance of the brand\u2019s vitality, its differentiation and relevance fall, resulting in the brand increasingly selling on price promotions and declining to quadrant D. In such a situation, the brand becomes vulnerable to price wars. As firms lose confidence in a brand\u2019s future, they cut marketing support, resulting in familiarity and esteem falling. Consequently brand equity falls as the brand slips back to quadrant A.<\/p>\n\n\n\n The framework by Young and Rubicam helps managers to understand the concept of brand equity and highlights which aspects of the brand (differentiation, relevance, familiarity and esteem) need attention over the short and long term. Moreover, by comparing the position of the company\u2019s brands with that of competitors\u2019 brands, the model suggests appropriate strategies to increase brand equity and protect it against competition.<\/p>\n\n\n\n Millward Brown International have devised a helpful diagnostic tool which, like the Young and Rubicam approach, enables managers to appreciate the basis for their brand\u2019s \u2018equity compared with competing brands. Their Brand Dynamics TM pyramid model is shown in Figure 11.3, portraying the way consumers\u2019 value of a brand grows from a distant to a closely- bonded relationship.<\/p>\n\n\n\n Models have also been developed by commercial organizations. Young & Rubicam – have their own interpretation of the brand equity growth process. According to their model, brand equity growth is achieved by building on four brand elements – differentiation; relevance; esteem; and familiarity. Differentiation represents the starting point of the growth process, as the brand…<\/p>\n","protected":false},"author":1,"featured_media":0,"parent":0,"menu_order":0,"comment_status":"closed","ping_status":"closed","template":"","meta":{"footnotes":""},"categories":[],"tags":[],"class_list":["post-107753","page","type-page","status-publish","hentry"],"acf":[],"yoast_head":"\n![\"Image](\"http:\/\/www.vskills.in\/lms\/wp-content\/uploads\/2016\/07\/Image-62-1.jpg\")
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