Executive summary of “Identification and measurement of brand identity and image gap: a quantitative approach”
Article Type: Executive summary and implications for managers and executives From: Journal of Product & Brand Management, Volume 23, Issue 3
This summary has been provided to allow managers and executives a rapid appreciation of the content of this article. Those with a particular interest in the topic covered may then read the article in toto to take advantage of the more comprehensive description of the research undertaken and its results to get the full benefits of the material present.
It is widely accepted that brands are crucial to the success of an organization. Brand failures are common though, meaning it is imperative that they are positioned and managed effectively.
Key to such goals is the identity of a brand. Marketers strive to create an appealing identity that resonates with the brand’s target market and furnish it with individual characteristics which help to differentiate it from the competition.
Different scholars point out that an identity is built over time and needs to incorporate a brand’s aims, values and vision. It is important that these and other identity aspects are communicated with clarity and consistency to both internal and external stakeholders. By creating and relaying a brand identity which is strong, unique and resilient, firms are better positioned to secure and maintain a competitive edge.
However, a brand’s identity is only one part of the equation, as its image is equally critical. While marketers are responsible for the identity of a brand, image is how it is perceived from a consumer's perspective. Image results from the associations about the brand which identity helps to create in the consumer’s mind. These associations represent the affective and quality dimensions and provide the foundation for the knowledge and beliefs held about a brand, which subsequently shape consumer attitudes and feelings. An individual’s perceptions toward a brand are invariably positive when associations are favorable. It helps when marketers are able to create identity aspects which result in the formation of a brand image that reflects the self-image typical within the target market.
Earlier research purports that in addition to positivity toward a brand, brand image helps consumers to process information and differentiate a product, and positively influences their purchase decision-making process. Brand extensions are more feasible too.
The prospect of brand failure increases dramatically when brand identity and brand image are incongruent. Poor harmonization between the two risks brand meaning and strength being weakened or its integral values altered. Scholars have proposed that various identity and image “pentagons” exist, and that some degree of integration between them is necessary. Identity pentagons are values, benefits, features, personality and differentiation, whereas image pentagons are experience, lifestyle, expectation, disposition and differentiation.
To compound the challenge facing brand marketers, different studies note that the relationship between a brand and a consumer has a third dimension in the shape of the brand’s channel members. This complexity makes alignment more difficult to achieve. One reason is the fact that consumers are receiving information directly from brand marketers and indirectly through channel members. Even though these parties are working to achieve the same objectives to a considerable degree, the possibility also exists for conflicts between their respective aims and interests to emerge.
The gap between brand identity and brand image has received limited attention within the research community. In the present work, Roy and Banerjee attempt to address this void with a study focusing on two brands operating in India. Turtle is a menswear brand that is growing its market share and expanding into several overseas markets. Even though the company is increasing its turnover, it is not able to compete with the leading Indian apparel brands. Anmol is a biscuit brand that positions itself as family-oriented. An umbrella strategy is used to promote several brands under the Anmol label. The biscuit market in India is fiercely competitive, and the brand remains a small player with an insignificant market share.
Brand identity in this study was measured using an established model incorporating six dimensions:
1. brand physique, reflecting sensory aspects of the brand;
2. brand personality, which comprises the human traits associated with the brand;
3. brand culture, which is unique and shaped by the brand’s values;
4. self-image, where the brand enables users to make a “private statement” to themselves is indicated here;
5. reflection, to describe how consumers use the brand to reveal something about themselves to their peers; and
6. relationships, forming associations with consumers is vital for brands to flourish.
Measuring this gap involved a three-stage process, the first of which consisted of in-depth discussions with advertising agencies responsible for the communication of the identities of these brands. Participants were also asked about their understanding of the above dimensions. Focus group discussions were used in the second stage, and groups comprised consumers, internal brand people and channel members. Different statements for each brand were then compiled before a questionnaire survey was conducted for the final phase. Consumers, employees of both brands and channel members completed the questionnaire aimed at ascertaining their interpretation of the brand identity of the focal brands from their different perspectives. The questionnaire for the Turtle and Anmol brands was completed by 155 and 92 subjects, respectively.
Analysis showed that for both brands, interpretations of the six brand identity dimensions differed among consumers, company personnel and channel members. The discrepancy was especially significant where brand personality was concerned. With Turtle, findings suggest that the intended identity communicated by the firm through its marketing initiatives is recognized by consumers. However, an identity gap is evident and due to lack of clarity in brand identity communication that consumers receive from channel members. This causes some uncertainty among consumers about Turtle’s brand image. The authors point out the need to synchronize identity and image of the brand to retain customer loyalty.
The problem for Anmol appears to be twofold. The same desired brand identity is being communicated to consumers by both marketers and channel members. However, consumer perception of Anmol’s identity is inconsistent with the input they receive from these sources. Data show the existence of two significant identity-image gaps. The first is between consumers and company personnel and relates to the physique identity aspect. Between consumer and channel members, the personality dimension is responsible for the gap. Roy and Banerjee regard the perceptual divide here as “serious” and urge remedial action to narrow this gap. Ensuring a singular personality profile, competitively differentiating the brand and credible communication efforts can positively impact on aims to ensure that intended and interpreted brand personality closely match. In situations like Anmol, the authors believe that companies must better communicate brand knowledge to consumers and emphasize benefits the product offers. There is also a need to ensure that brand identity is distinct so that the brand can be effectively positioned. Brand meaning also needs to be communicated appropriately by channel members.
Roy and Banerjee propose that the quantitative procedure they describe and use in this study offers an effective means of measuring any gap between brand identity and brand image. They point out its accuracy and objective nature as key qualities.
To better synchronize perceptions of brand identity, the authors suggest that marketers might seek to increase the budget allocated to promotional activities. This might involve internal training sessions for employees and channel members, along with increased interaction between company representatives and the latter. Seeking feedback from consumers is another step to introduce.
Additional research conducted in different countries and using different brands might help to generalize both the methodology and findings.
To read the full article, enter 10.1108/JPBM-01-2014-0478 into your search engine.
(A précis of the article “Identification and measurement of brand identity and image gap: a quantitative approach”. Supplied by Marketing Consultants for Emerald.)
