The main methods for assessing the effectiveness of branding. Brand promotion Effective branding

Recently, branding issues are increasingly becoming the object of theoretical research and scientific research... Nevertheless, these studies remain challenged by theorists, such as the assessment of branding effectiveness. Weak theoretical elaboration of this problem is reflected in the real practice of brand management. Despite the growing need to accurately measure the impact of brand building and promotion activities, few companies actually apply branding performance metrics. If these indicators are used, then they measure the effectiveness of using only a single branding measure (for example, the effectiveness of using marketing communications tools to promote a brand), and do not evaluate the effectiveness of branding as a whole as a set of measures to create and develop a brand.

Thus, there is a need for a clear methodology that allows evaluating the effectiveness of various branding activities in a complex, i.e. in the integrated assessment of efficiency. This article offers one of the options for possible approaches to solving the indicated problem.

The first part of the article is devoted to brief analysis existing models for assessing the effectiveness of branding. In the second part of the article, an integrated approach to assessing the effectiveness of branding is proposed, a description of the structure and content of the main stages of assessment is given in accordance with the proposed model.

Differentiation of approaches to assessing the effectiveness of Branding

Branding efficiency concept. Efficiency characterizes the ratio of the obtained effect and the costs of its implementation and is “a kind of price or payment for achieving this result” [Bukhalkov, 1999, p. 341]. Thus, to define the concept of "branding effectiveness" it is necessary to determine the costs of branding implementation and the resulting effect.

Branding costs are determined by summing up the costs incurred for the creation and development of the brand: the costs of its development, creation and promotion using marketing communications. Information on the costs of branding activities is usually relatively accessible and convenient for processing and analysis.

However, when calculating costs, it is necessary to assess the following factors:

the time period for which branding costs are calculated;
structural components of costs when assessing cost. So, it is known that investments in advertising, on the one hand, directly lead to an increase in sales, which are measured immediately, on the other hand, these investments create brand awareness and image, which contributes to future sales;
discount rates when adding costs (to bring past costs to the present period).

Branding effects. Each effect reflects the degree of achievement of a given result, in the assessment of which actual or expected indicators are compared with a pre-adopted goal (planned indicators). If the result is not achieved at all, then the effectiveness loses its positive economic importance... Thus, in the production and economic activities of a company, the efficiency indicator expresses, as a rule, the amount of income per unit of costs, for example, the profitability of products [Bukhalkov, 1999, p. 341].

In branding, it is much more difficult to define the concept of effect, since brand building is associated with the creation of not only material, but also emotional and symbolic values. Therefore, the concept of effect in branding is multifaceted. Because of the complex nature of costs and benefits, a set of branding effects should be considered when evaluating branding performance.

It appears that the effects in branding can be categorized into perceptual, behavioral, and economic effects. Perception effects are associated with the creation of brand awareness and the formation of a positive attitude towards it (through various marketing communications activities). Behavioral effects are associated with building brand loyalty. Economic (financial and market) effects are associated with an increase in sales volumes or a brand's market share, an increase in the brand equity of a brand.

Approaches to assessing the effectiveness of branding. Currently, many authors to one degree or another have raised the issue of assessing the success or effectiveness of branding, offering various approaches to solving this difficult task. A number of approaches and models for assessing the effectiveness of branding are presented below in a generalized form. Obviously, the brief overview shown does not exhaust all existing approaches, however, most of the proposals that remain outside the scope are more or less similar to the options for assessing branding effectiveness below.

Model L. de Cernatoni. L. de Chernatony (L. de Chernatony) in his works focuses on the importance of a holistic approach to assessing the effectiveness of brand management. In 1998, he undertook a study that demonstrated the need to use a whole set of criteria for assessing brand success, both based on business indicators and obtained by evaluating consumer opinions.

Later, this approach was developed in the development of a matrix consisting of two columns (internal and external brand assessment) and five rows (brand vision, organizational culture, brand objectives, the essence of the brand, implementation and search for resources for the brand).

In fig. 1 shows five categories representing the building blocks (sequential stages) of brand creation and development. Within each of them, questions were formulated (51 questions in total), allowing to determine the effectiveness of branding at each specific stage of brand building.

The answers to these questions are given on a scale from 0 to 5 points. For each of the categories, an integral score is calculated (the arithmetic mean of the scores for the entire number of questions within a certain category). So, for example, in the case of the "Brand Vision" option, the denominator is 14.

Rice. 1. Evaluating the effectiveness of branding at various stages of brand building
Compiled by:.

The next step is the construction of a brand health chart, which makes it possible to assess its viability. Thus, in the hypothetical example given by Cernatoni, the analyzed brand enjoys strong support from the "organizational culture", but has problems in terms of "brand objectives" (Fig. 2).

A thorough analysis of the brand health chart allows professionals to identify those areas in which it is necessary to take measures to improve the effectiveness of brand management.

Model M. Sherrington. M. Sherrington suggests evaluating branding performance using a Key Performance Indicator (KPI), which is tied to the company's strategy and its specific vision of the market [Sherrington, 2006, p. 220]. Sherrington emphasizes the need to highlight the dominant KPI, arguing that this is "an excellent way of focusing a business on the correct nature of growth and checking whether growth goals are being met" [Sherrington, 2006, p. 224]. On the one hand, the simplification of the system of indicators aimed at adaptation to a specific market situation is justified. On the other hand, there are certain boundaries of simplification, and therefore, it is unreasonable to reduce such a complex and multifaceted construct as a brand to one dominant indicator. In addition, such an approach still requires constant monitoring of the strength (viability) of the brand and additional verification of the sufficiency of the chosen dominant KPI, which may not simplify, but, on the contrary, complicate the assessment system as a whole.

Rice. 2. Brand health diagram (hypothetical example)
A source: .

D. Aaker's model. Brand management guru, American specialist D. Aaker believes that branding efficiency should be assessed based on the analysis of indicators of the use of brand equity assets, such as "brand awareness", "perceived brand quality", "brand loyalty" and “Brand associations”.

Assessing the effectiveness of the use of assets allows the system of indicators (Fig. 3), which the author called "ten indicators of brand equity" ("Brand Equity Ten"). At the same time, the author believes that effective management brands includes a system of not only financial, but also behavioral and market indicators [Aaker, 2003, p. 376-377]. It should also be noted that this "ten" does not necessarily represent the optimal set for all possible situations and, according to the author, requires modification to link to specific situation and the task being performed.

As shown in fig. 3, the first four groups of indicators are consumer estimates of brand equity assets obtained as a result of research. The fifth group uses indicators that reflect the current market situation (market share, brand representation in the distribution network). At the same time, according to D. Aaker, the core parameter of brand capital remains the consumer's loyalty to the brand, since it represents “an entry barrier for a competitor, the opportunity to receive a price premium and time for retaliatory measures when a competitor's new products appear, as well as an obstacle to destructive price competition. "[Aaker, 2003, p. 380].

Rice. 3. “Ten indicators” of brand equity Source: [Aaker, 2003, p. 380].

Approach of T. Munoz and S. Kumar. T. Munoz and S. Kumar propose to build a branding assessment system based on three classes of metrics (perception metrics, behavioral metrics, financial metrics), which make it possible to assess the effectiveness of branding. At the same time, the company itself determines which metrics will be included in these groups. The disadvantage of the proposed model is that it does not include market metrics (such as market share and brand distribution metrics), focusing only on consumer and financial metrics.

Research by D. Lehmann, K. Keller and J. Farley. In 2008, the results of a study by D. Lehmann, K. Keller and J. Farley, dedicated to the study of brand metrics, were published. The main goals of this analysis were to identify “universal” brand metrics (cleared of cross-cultural differences in brand perception) and to establish the hierarchy between them. The results obtained allowed the formation of a rating system of six key groups of brand metrics, including "brand awareness", "comparative advantage", "interpersonal relationships", "brand history", "brand preference" and "brand loyalty". It also emphasizes the need to pay more attention to metrics such as “interpersonal relationships” and “brand history”. Unfortunately, this study is devoted to purely consumer metrics (to a greater extent - to the metrics of perception and to a lesser extent - to the metrics of behavior). Nevertheless, the formed groups of metrics can be used to build a general model for assessing the effectiveness of branding.

Model S. Davis and M. Dunn. There is another model for assessing the effectiveness of branding - the approach proposed by S. Davis and M. Dunn, on which we propose to dwell in more detail. In their opinion, in order to assess the role of the brand in achieving the strategic and tactical goals of the company, it is necessary to develop indicators (metrics) of branding effectiveness - “measurable parameters for assessing the effectiveness of the actions of a brand-oriented company, i.e. a company that adheres to the rule of compliance of such decisions with the existing or desired brand policy when making strategic decisions ”[Davis, Dunn, 2006, p. 147].

To develop branding performance indicators S. Davis and M. Dunn propose to use the concept of contact branding. It is based on the fact that by identifying and controlling the points of contact between the brand and the consumer, it is possible to assess the effectiveness of brand management. At the same time, points of contact are understood as all those ways, using which “existing and potential consumers come into contact with the brand, and which can or are already used to influence current or future decisions related to the brand” [Schultz, Kitchen, 2004, p. 137].

To assess the effectiveness of branding, Davis and Dunn propose to analyze the formation of the consumer experience from the perspective of three groups of points of contact between the consumer and the brand, such as:

1) pre-purchase experience;

2) experience at the time of making a purchase;

3) experience after making a purchase (Fig. 4).

At the same time, the authors of the model note that the division of points of contact into these groups is very arbitrary, since the same points can appear in more than one group at the same time and affect the behavior of both potential and real buyers.

Rice. 4. "Wheel" of points of contact with the brand
Compiled from: [Davis, Dunn, 2005, p. 19].

The first group of points of contact, aimed at attracting new consumers, builds knowledge about the brand before making a purchase. The experience of contact with a brand can be acquired primarily through the influence of various marketing communications tools: advertising, viral marketing, PR-actions, sales promotion. These marketing communications are aimed at, firstly, creating brand awareness; secondly, to shape the perception of the brand and the associated expectations; thirdly, to convey the main benefits and advantages of a branded product to a potential buyer; fourth, to achieve the inclusion of the brand in the buyer's choice kit. At the same time, in our opinion, one should not overestimate or exaggerate the expectations of buyers from the acquisition of this brand with the help of marketing communications (primarily advertising), since a negative experience of using a branded product after purchase can lead to disappointment of consumers and an unwillingness to re-purchase products under the corresponding brand name. title.

The second group of contact points is formed at the time of purchase. It aims to create a positive contact between the consumer and the brand at the time of the purchase. The quality of service and professionalism of the sales staff, the atmosphere in the store, merchandising, sales promotion campaigns at the point of sale (distribution of samples, tastings) influence the formation of a favorable impression of the brand.

The third group is post-purchase contacts. It is aimed, firstly, at maintaining a favorable image among consumers who have made a purchase of the brand; and, second, to achieve a high level of satisfaction with the purchase they make. To create a positive experience after the purchase, after-sales activities, guarantees, service are very important. However, the main goal of shaping the post-purchase experience is to increase the number of loyal company and the brand of buyers. The realization of this goal is helped not only by the high level of service and brand support in accordance with the expectations that arose before and during the purchase, but also by loyalty programs (discount programs, sales promotions, loyalty clubs).

As a result, the effectiveness of contact branding is to ensure that the consumer receives a positive impression at all levels of contact with the brand. Negative experiences a shopper has at one of the touchpoint levels will lead to ineffective branding in general. In other words, a favorable impression received by a customer at one of the levels of points of contact with a brand is not always able to “compensate” for a negative attitude towards it experienced at another level. Thus, poor after-sales service will erode customer confidence in the brand, and the brand promises made in the previous two stages of formation will be in vain. It is becoming apparent that it is the total amount of brand contacts that consumers accumulate over time that determines their response to branding programs, which are not limited to managing individual contacts, but provide for managing the entire process of shaping the consumer experience before, during and after the purchase.

In this regard, it is very important for a brand manager to understand how existing and potential consumers come into direct contact with the brand.

Contact branding metrics in the model of S. Davis and M. Dunn. There are two types of metrics that, according to S. Davis and M. Dunn, should be taken into account in the company's metrics system. Tactical metrics provide diagnostics of branding performance in terms of shaping the shopper experience at the points of contact with the brand. The authors note that these metrics "help to assess the activities you carry out that are relevant to existing or potential customers, within one of three groups of points of contact with the brand" [Davis, Dunn, 2005, p. 244].

Davis and Dunn classify the following branding performance metrics as tactical: brand awareness; brand understanding; brand relevance; trust in the brand; keeping brand promises; brand preference; brand consideration; ; keeping the brand promise; satisfaction with the brand; brand recommendation [Davis, Dunn, 2005, p. 245-252].

Thus, the listed tactical metrics should be taken into account when assessing the effectiveness of the company's activities at the points of contact with the brand. Performance analysis provides an opportunity to identify the strengths and weaknesses of the brand and identify those points of contact with the brand that require special strengthening.

Strategic metrics, in turn, “provide a diagnosis of the brand's impact on business performance. These metrics help assess the impact of your brand building activities on the overall performance of the brand, and thus the entire company as a whole ”[Davis, Dunn, 2005, p. 244].

The following six strategic branding performance metrics assess how a company's brand building efforts and touchpoints affect overall performance:

1) brand expansion;

3) retention of brand buyers;

4) brand buyability;

5) the price premium for the brand;

6) brand loyalty.

The choice of metrics for assessing branding performance depends on the specific goals of the assessment. Without a clear understanding of the specific goals, the company will constantly have difficulty in determining which of the metrics is really of fundamental importance to it. Table 1 can provide guidance in choosing the most appropriate metrics for a company, taking into account its goals.

Table 1. Joint consideration of brand goals and metrics

A source: .

Integral model for assessing the effectiveness of branding

Each of the above approaches to assessing the effectiveness of branding has its own advantages and disadvantages. Most of them are characterized by the premise of the need to use consumer and financial market metrics to obtain an adequate estimate. We share this position, however, in our opinion, none of the existing assessment models fully covers all the necessary indicators. One of the most promising approaches for the development of a new, integral model for assessing the effectiveness of branding is the model of contact branding by S. Davis and M. Dunn. The choice of contact branding efficiency metrics as fundamental in the system of indicators of the effectiveness of branding activities in general is explained, in our opinion, by the fact that they:

are practice-oriented, as they allow you to assess how a brand manifests itself outside of companies in terms of customer expectations and competitors' actions;
provide information for making thoughtful strategic and tactical decisions for the creation, promotion and after-sales service of the brand;
provide diagnostics of the brand impact on business performance;
enable the company to more effectively invest in the support and development of brands;
act as starting basic indicators (indicators of the first level effect - the effect of perception), on the basis of which it is possible to build a chain of behavioral, market and financial indicators for assessing the effectiveness of branding [Starov, 2008, p. 251].

However, we propose to structure the system of metrics proposed in the Davis and Dunn model not from the standpoint of the implementation of strategic and tactical goals, but from the standpoint of the interdependence and subordination of metrics. It seems that this approach allows you to create the basis for the development of an integral model for measuring the effectiveness of branding, where each of the 17 metrics associated with a specific category of points of contact with a brand can belong to one of the following four generalized groups of metrics identified based on marketing activities of contact branding:

1) metrics of perception;

2) behavioral metrics;

3) market metrics;

4) financial metrics (Fig. 5).

These groups of metrics make it possible to carry out integral monitoring of the effectiveness of branding (first of all, the implementation of the effects of perception, behavioral, market and financial effects), i.e. track how effectively investments in construction and brand development are used.

Perception metrics determine the degree of consumer awareness of the brand, his understanding of the advantages and benefits of its acquisition, the possibility of its inclusion in the selection set, i.e. assess consumer behavior prior to purchasing a brand.

Rice. 5. "Wheel of contacts" and branding performance metrics

Behavioral metrics assess aspects of consumer behavior mainly after the purchase, which are manifested in brand preference, repeat purchases, loyalty and willingness to recommend a favorite brand to others.

Market metrics determine the competitive position of a brand in the market and predetermine the economic and financial results of branding. Indicators such as market share, brand development index, distribution level represent the main market metrics for evaluating branding performance.

Financial metrics reflect the return on investment in a brand, financial assessment brand equity gains from successful contact branding events. To do this, metrics such as ROBI (Brand Investment Performance) and Current Brand Value are used.

All these types of metrics provide an opportunity to assess the effectiveness of branding in full (Table 2). According to the well-known experts in the field of brand management T. Munoz and S. Kumar, "the key benefit of the brand assessment system is that it allows you to link branding and financial results." All of these indicators are interrelated and interdependent. Improvement targets one of the groups of metrics contributes to the growth of the performance of the indicators of the other group of metrics.

As an example, let's trace the relationship between market and financial metrics. Strong brands have a significant market share: as a rule, the share of the leading brand is twice the share of the brand in second place, and three times that of the brand in third position in the market. The brand with the largest market share produces the highest value. According to a study of 2,600 companies, the rate of return on investment trade marks with a market share equal to 40%, on average three times higher than similar indicators of brands, whose market share is 10% [Doyle, 2001, p. 237] (Fig. 6).

Table 2. Branding performance metrics

Perception metrics		Behavioral metrics		Market metrics	Financial metrics
Awareness	Acquaintance and readiness to be included in the selection kit	Purchase decision	Loyalty	Market behavior	Cash flow generation
Are consumers aware of the brand?	What do consumers think of the brand?	How do buyers behave?	How do customers behave after purchase?	How does the brand behave in the market?	How does a brand create added value?
Guided awareness Spontaneous awareness	Brand differentiation Brand Relevance Trust in the brand Brand influence on buying decisions Understanding the brand	Acquiring shoppers with a brand Brand buyability Brand preference Price premium Brand excellence	Brand satisfaction Brand loyalty Keeping brand promises Retention of brand buyers	Brand market share Brand distribution level Brand Development Index Brand expansion	Brand value

Compiled from: [Davis, Dunn, 2005, p. 245-253; Munoz, Kumar, 2004, p. 383].

Rice. 6. Relationship between market share and the rate of return on investment in a brand
Source: [Doyle, 2001, p. 238].

Let us consider in more detail the indicated groups of metrics.

Brand perception metrics (Table 3) are divided into two groups:

awareness metrics;
metrics of brand awareness and readiness to be included in the selection set. Measurement of this group of metrics is carried out when conducting consumer marketing research... Perception metrics include both metrics commonly used in other branding performance measurement models (such as brand awareness or influence on purchasing decisions) and less common metrics (such as brand awareness).

Table 3. Metrics of brand perception

Metrics	What does it measure?

Awareness
Brand awareness and recognition	Measures the degree of visibility of a brand in the market
Getting to know the brand
Brand differentiation (uniqueness)	Measures the degree of uniqueness attributed by existing and potential buyers to a brand
Relevance (relevance) of the brand	Shows the relevance and relevance of brand value to various stakeholders, taking into account unmet market needs
Trust in the brand	Measures whether a brand's promise truly feels accurate and compelling to existing and prospective buyers
Consideration of the brand among alternative purchase options	Shows how willing consumers are to include the brand in the final set of purchase options under consideration
Brand influence on buying decisions	Demonstrates the likelihood that a brand is included in the final set of options to consider before making a purchase decision
Understanding the brand	Measures whether potential buyers really know what a brand means, what value it provides, and what benefits can be gained from the brand experience

Behavioral metrics (Table 4) are aimed at assessing the cognitive and affective attitudes towards the brand that form the general opinion about it. They can also be divided into two groups of indicators:

1) related to the purchase decision;

2) related to post-purchase behavior.

Table 4. Behavioral brand metrics

Metrics	What does it measure?

Purchase decision
Acquiring shoppers with a brand	Shows the number of new buyers a company acquires as a result of brand asset management activities
Superiority	Shows whether buyers consider the brand under study to be unique and superior to other peers
Brand buyability	Measures the number of existing customers who have purchased more of your products or services as a result of your brand building efforts and thus earned you higher income
Price premium	Determines the size of the premium to the price that can be set for a brand relative to prices for branded products of competitors in this category
Brand preference	Determines the priority of the brand in the set of options available to customers
Loyalty
Brand loyalty	Allows you to assess whether customers are really returning to the brand
Retention of brand buyers	Measures the number of buyers a company would lose if it did not use a sound brand asset management strategy that provides an understanding of the level of loyalty that buyers have for the brand
Keeping brand promise	Measures the credibility of existing and potential consumers in brand promises
Brand satisfaction	Determines the degree to which the brand meets consumer expectations
	Shows the number of customers committed to the brand and assesses their willingness to recommend the brand to other people

Compiled from: [Davis, Dunn, 2005, p. 245-253].

Market metrics. The main market metrics that allow us to determine the effectiveness of branding include, in our opinion, the following indicators:

brand market share;
brand development index;
brand distribution level;
brand expansion.

A brand's market share is one of the most important marketing indicators of branding efficiency, reflecting the competitiveness of a brand, its ability to attract potential and real buyers.

The brand's market share can be determined by the formula proposed by G. Dowling [Dowling, 2006, p. 102]:

Brand market share = Penetration rate x (Frequency of purchases x Amount of purchases). (1)

Based on formula (1), we can conclude that three strategies should be used to increase market share:

1) an increase in the number of purchased branded goods in one visit to the store (through the use of various sales promotion techniques, in particular, sales of packages containing several units of branded goods at the price of one unit, as well as the use of coupons at sales promotion points of sale;

2) an increase in the frequency of brand purchases in the market (a strategy aimed at persuading people to use branded goods more often and more intensively);

3) an increase in the degree of brand penetration (the percentage of buyers of the desired brand from the total number of buyers purchasing goods of a certain category to which this brand belongs).

The dynamics of switching between brands and market share. Market share and dynamics can be monitored based on the analysis of switching between brands. In this regard, the study of this problem, carried out by J.-J. Lambin (J.-J. Lambin).

For ease of switch analysis, Lambin limited himself to a market consisting of two competing brands. As shown in fig. 7, from the point of view of dynamics, each specific purchase has three outcomes:

1) purchase of brand A goods;

2) purchase of brand B goods;

3) refusal to purchase.

Rice. 7. Dynamics of switching between two brands

Modern market realities create a situation in which competing companies are forced to fight for a buyer. Today, a wide range of products is offered in all areas, numerous brands have flooded the market. Before making a major purchase, people look not only at the characteristics of a product, but also at the brand to which it belongs. Therefore, the creation marketing concept on the promotion of goods and services should occupy the first positions in the activities of the company.

A company's brand is promoted in several common ways.

Application of advertising campaigns within the media. In this case, we are talking about the positioning of the organization in the press, on television, on the radio (it may be interesting -).
Application of promotion via the Internet. Companies create official websites, forums, use social networks, portals .. Here you can get acquainted with the latest economic news, learn new business knowledge and skills, advertise a product, tell about the company, and also publish an article with a link to the company.
The formation of a marketing policy is another effective way. As part of its application, the creation of rational pricing and the formation of a set of shares are taken into account.
Taking part in seminars, exhibitions, profile presentations, and so on.
Sponsoring, in order to maintain the reputation of the brand, the owners of large organizations are involved in charity events and become sponsors.

Thus, promoting a company's brand is not an easy task that requires the organization to maximize its efficiency and make certain decisions. Choosing the best promotion method, coupled with perseverance and adherence to goals, will allow you to achieve optimal results.

The program related to the launch of a new brand on the market is quite extensive. It includes several key stages.

Research. At this stage, the specialist must collect diverse information that will serve as the basis for events. This moment includes the assessment of the brand, its merits, the analysis of competitors.
Target setting. In this case, the data taken from the previous stages is used as a basis. Traditionally, popularization of a new name includes several basic goals - increasing brand awareness, creating an image with a positive connotation, and conquering the market.
Consumer choice. In this case, it is necessary to focus on meeting the needs of the potential audience. There are several groups of aspects of maximum interest in the course of building marketing and PR connections. These are directly employees, partners, customers.
The choice of instruments of influence. These are various marketing techniques that include creating service centers services, registration of the design part, the creation of long-term mutually beneficial relationships with investors (see).
Strategy Development. After obtaining the necessary information and passing other stages, a moment comes within which other parameters are determined. These include the type of market, the people the strategy is targeting, the stage of brand development.
Determination of the budget. In this case, every detail of the developed promotion plan is considered on an individual basis. Are carried out detailed calculations, estimates are made, further effective planning is being built. Then the strategy is put into practice.
Evaluation and analysis of effectiveness. This is the final stage, which involves evaluating the effectiveness of the activities carried out and determining the level and quality of achieving the set targets.

The promotion of the company's brand is carried out in stages in order to correctly implement each of the most important points. There are many methods of this type of activity, but modern and progressive companies are guided by PR on the Internet.

Brand promotion on the Internet: the most effective ways

The Internet acts as a rational way to maintain a brand at the proper level. Often, it is he who becomes the best option for introducing a marketing concept and winning over a consumer. Promotion in social networks, creation of corporate websites and their optimization - all this helps the company to take a leading position in the market and become memorable. Therefore on given view promotion has a special role to play.

SEO optimization (search engine promotion) and traffic promotion

This is a method that allows you to bring the advertised resource to the first positions of the search results / increase the traffic of the resource. This method allows not only to increase the level of sales, but also plays several other important roles. It serves as a PR, website promotion, improvement of consumers' attitude to the company. The direction allows you to achieve an increase in the attendance of the company, as well as its recognition among the broad masses. So, SEO is an affordable way to promote any business, including small businesses. Such brand promotion on the Internet will allow a business owner to "kill two birds with one stone", in particular - to target strategic prospects and get tactical benefits.

Contextual advertising and contextual media advertising

If it is necessary to achieve a prompt result, the ideal way of action is to create contextual advertising... It does not require constant verification of some indicators, unlike the CEO, but the return will not be so long-term and promising. That is, you will see the result while you are advertising. own resource... The obvious advantages of this tool lies in a clear focus on the target audience, instant launch of an advertising campaign, well predictable, transparent statistics and there is the possibility of quick adjustments to your advertising promotion. But as a key promotion method, this option is used less often - it is expensive. Its main goal is to increase sales and increase awareness.

Interactive advertising

Currently, this method of promotion is subject to constant improvement, more and more new types with formats appear, methods of such promotion are being updated. Currently, leaflets, huge posters and other ART directions are in demand, which not only attract attention, but are also remembered for a long time by representatives of the target audience. And this is the optimal support in the formation of the brand concept.

The key to the success of any brand is the correct presentation. Someone comes up with an innovative design, while the other takes the design of Soviet goods and, slightly modifying under modern tendencies, uses the style familiar to many in their products. Both options are winning, but only their implementation does not always meet expectations. Let's say you have an idea on how to design your product - beer, as an example. It would seem that it is simpler: a bottle and a sticker. But no. Look at the beer cans in the store, and you will see that they all differ, sometimes even in the shape of the container. All this is done so that the buyer remembers the product, and even in the dark, by touch, he could determine what brand of beer he is holding in his hands.

And this applies to any brand. Giants like Apple and Microsoft have an entire staff of marketers and brand managers who work tirelessly to ensure their prosperity. But now you have recently opened your own business, and it is unprofitable to have employees in your company who will be exclusively engaged in the development of product design. So, it is better to turn to the studios for brand development that have created dozens of concepts and successfully brought them to life. So, we present to you three workshops, from under the experienced hands of which famous brands come out.

Antre

Antre is a design studio that develops brands, rebrands, restyles, creates trademarks, logos, concept design of packaging, assortment design and creative for advertising. But since the article is about branding, we will focus on this type of service. They solve case-based marketing tasks for the development and concept of a product: a new brand, a new product group or category, product modernization, and repositioning.

For corporate branding, they offer a variety of creative concept services if you've already come up with a brand concept yourself.

One of the features of the Antre design studio is the low price. Yes, it sounds trite, but many Moscow agencies offering either the same price or lower, often work with one-time orders and do not consider cooperation in the long term. Antre work for a long time and systematically and cooperate on an ongoing basis with many well-known companies.

In addition, they have a few more features that are only available in their studio:

1. Model of systematization of the target audience 5w. They analyze what, who, when, where and why.
2. A universal model of a brand platform. Beliefs, barriers, reasons for brand trust, and brand character.
3. Stages of brand development and business objectives. Brand objectives during development periods.
4. Map of behavior through perception. Change "current - desired" or new behavior.
5. Description of the elements of the brand platform defined by the product. Functional and rational benefits, as well as the reason for trust.
6. Types of reasons for brand trust.
7. Description of the elements of the brand platform, determined by the target audience.
8. Types of gain barriers in order of decreasing complexity.

In the gallery of works you can see the completed orders. They create packaging and develop concepts for many well-known brands, including Faberlik, Letual, Svoboda, Man, Schroeder and others. If such large companies trust the studio, then this clearly indicates the quality of the tasks assigned to the design studio.

Rolling Press

Rolling Press - studio graphic design with an extensive knowledge base in the field of branding. He is engaged in the development of naming, visual system of the company's identity, as well as the creation of a brand strategy and brand platform.

The studio has its own large-format printing house.

Rolling Press designers prefer live communication with the customer when discussing project details, scope of work and further cooperation... Also Rolling Press is always happy to help its clients in the implementation of the project.

The process of developing a visual brand identity consists of several stages. First comes the briefing, and then the transcript of the brief. After that, the studio conducts an analysis of competitors and target audience. This is followed by the stage of developing the brand concept: a unique idea will be presented in the form of a presentation, which will show how this idea works on key media.

And the final stage is the development of a brand book.

One of the most important steps is design. Good design can be equated with a ship: the stronger and more reliable, the better it will float. Rolling Press will create a unique brand image that will be recognizable to the consumer.

All studio projects are based on simple geometric shapes and a clear mesh design system.

Rolling Press is a good choice for those who are ready for bright and bold ideas that will help solve marketing problems and achieve their goals.

Levon Grigoryan Branding

Levon Grigoryan Branding uses the Rainbow Brand Effect Interdisciplinary Brand Design Algorithm to develop brands.
The main components of the algorithm are the brand communication platform, brand metaphor and brand interface. Brand development takes place in 9 stages:
1. At the first stage, in-depth diagnostics using the SCORE model is carried out to synchronize vision. Interviews are conducted both with business owners, top management and key employees, and with representatives of the target audience.
2. Research is carried out in four areas: product / service, target audience, competitors and market. Information is collected on the consumer characteristics and benefits of the product. A portrait of the core of the target audience is drawn up, an external audit of the positioning of competitors is carried out, and market trends are studied.
3. General conclusions are drawn. What the company gives in contrast to competitors, taking into account the needs of the target audience and market opportunities.
4. Positioning is being developed based on the findings. That is, who the company wants to gain a foothold in the mind of the consumer.
5. Based on the same conclusions, a brand platform is developed: vision for the future, brand values, mission and brand character.
6. A brand metaphor is being developed, which connects the communication platform with the imaginative part of the brand, sets directions for the development of a name, slogan, logo, branded elements, key visual, stylistic decisions and so on. The metaphor helps the message to be quickly remembered and consolidated in the mind.
7. With the help of the brand metaphor, the strategic part is reflected verbally. Names, slogan and descriptor are created.
8. A system of visual identification is being developed: logo, color palette, fonts, style-forming element, photo style and corporate identity media.
9. A brand book is created, which describes the brand strategy, rules and principles governing the use of branded elements.

This approach allows you to develop an effective brand with a communication label that will distinguish it from the crowd and fix it in the minds of the target audience.
Levon Grigoryan Branding services are suitable for those who need not only good design, but also a real brand that works and makes money.

How to promote a brand?

Any brand at different stages of development sometimes needs artificial promotion. Often it is required on the initial path of the company, but they do not disdain it even in stupid moments when the brand's popularity falls or does not increase naturally. Actually, there is nothing wrong with this method, and marketers often resort to exactly this solution to problems with popularity. The demand for such a markup lies in the structure of social networks and services, where all indicators are expressed in numerical values. Such data is easily deformable and strongly influences the behavior of the target audience, which, as we said earlier, attracts ordinary buyers. For such services, you can contact the professional marketing agency ISMM. Promotion on Twitter, Instagram, YouTube, Vkontakte, Google+ and other popular services, promotion of likes, reposts and subscriptions is the main activity of the agency.

What will the development and promotion of a brand give you?

Will you buy goods with packaging, seeing which Artemy Lebedev will cross himself several times? A beautiful brand, a catchy name and bright packaging are what will attract buyers. Well, the more consumers there are, the higher your profit. And when demand rises, you can raise the price of the product.

In addition, a good-looking brand is a guarantee of trust. When the design of your products is not worse than the products of well-known brands, then this magically influences the desire of investors to invest their money in your business. In addition, the brand will constantly rise in price, so if you decide to sell your business, the transaction price will be calculated in seven or even eight figures.

So, if you are starting your business or have been on the market for a long time, but want to update your brand, then order the development in professional brand agencies and be sure to actively promote it.

In the process of developing and implementing a branding strategy, it becomes necessary to assess its effectiveness. Today, the problem is that only a few enterprises use branding performance indicators in practice (Table 2.3)

In a general sense, efficiency is the ratio of performance to cost. In marketing theory, economic and communicative efficiency are distinguished.

Determining cost effectiveness is relatively easy due to the availability and accuracy of the data. It is due to the basis on financial indicators that the calculation economic efficiency priority for financiers. In marketing, it is possible to estimate the costs of marketing activities, but it is practically impossible to estimate it. economic effect, due to the influence of many factors.

Table 2.3. Common metrics for measuring branding performance

	Percentage of respondents
Customer satisfaction
Recall and awareness levels
Repeat purchases
Intention to make a purchase
Return on brand investment
Annual profit
Market share
Annual income
Brand stability and durability
Share price
Price premium over private labels
Financial Impact of Brand Divestment
Price premium over closest competitors

Communication efficiency can be defined as indicators of reaching the audience of the information message, for which it is designed and their perception of this message.

This information can be obtained by conducting research and surveys of the target audience, while interpreting the data and revealing the reliability of the information received arises.

So, efficiency characterizes the ratio of the effect obtained with the costs of achieving it and is “a kind of price or payment for achieving a given result. Accordingly, in order to establish an indicator of the effectiveness of branding, it is necessary to determine the costs of it and the resulting effect.

In general, branding involves the creation and development of a brand, which sets the main task of developing and maximally communicating the brand image to consumers. Perceiving this image, "the consumer must quickly and correctly identify the brand and restore, through knowledge, experiences or associations, those meaningful features of the brand that make up its identity."

If the monitoring revealed a gap between the planned and perceived brand image, then it must be closed through the use of marketing tools.

So the costs of branding are the totality of the costs of creating a brand, its development and promotion. When calculating costs, the following conditions must be taken into account:

The period for which expenses are calculated;

Structural components of costs in cost estimation;

Discount rates when adding costs.

The resulting branding effect can be described as the achieved degree of correspondence between the brand identity, in the creation of which the company invests, and the brand image, which is formed at the level of consumer perception.

Each effect shows the degree of achievement of a given result, in the assessment of which the actual or expected indicators are compared with a previously adopted goal (planned indicators). If the result is not achieved at all, then the efficiency loses its positive economic significance. All effects in branding can be divided into perceptual, behavioral and economic effects, with the first two groups of effects presented both from the perspective of the consumer and from the perspective of internal branding. Economic (financial and market) effects are associated with an increase in sales volumes or a brand's market share, an increase in the brand equity of a brand.

Thus, branding efficiency is the ratio of investment in a brand and the degree of compliance of the brand identity with the brand image obtained. Evaluation of the effectiveness of branding due to its multidimensional nature and complex nature of costs should be carried out on the basis of an analysis of the main effects, the groups of which are highlighted above.

The first two groups represent models that directly measure branding performance. And the rest assess marketing efficiency, effectiveness, productivity, profitability, within the framework of these models, calculation methods were proposed important indicators and worked out the relationship between the results of marketing activities and financial indicators.

The first direction in the formation of methods for assessing the effectiveness of branding is represented by models focused on the analysis of the assets of the brand equity components. Basic models within this direction presented in the works of D. Aaker, L. Cernatoni, F.J. Le Pla. D. Aaker's “Ten Indicators” of Brand Equity.

D. Aaker emphasizes that although effective branding begins with good calculations, one should not rely only on financial criteria (sales volumes, cost structure, mark-ups, brand ROI). The problem is that these criteria, according to D. Aaker, "tend to be short-term, so only those investment proposals that give an immediate financial result become attractive." However, it is necessary to develop a reliable and sufficiently accurate system of financial valuation indicators of brand strength, which would complement the criteria for assessing brand equity assets (we are talking about the four main assets of brand equity: brand awareness, associations with it, its perceived quality and commitment to it). The measurement of these indicators is based primarily on consumer research. Thus, D. Aaker's model deals with some integral assessment of brand strength, including both financial market and consumer indicators.

When selecting the necessary assessment indicators, four key criteria were taken as a basis, according to which the indicators should:

1) reflect the object of measurement (i.e. brand equity);

2) reflect the structural elements that actually drive the market;

3) be sensitive to changes (reflect changes in brand equity);

4) be designed so that they can be applied to brands, product categories and markets.

D. Aaker introduces the "top ten indicators" for assessing brand equity (Fig. 1). It should be noted that this “top ten” does not necessarily represent the optimal set for all possible situations; moreover, according to the author, it requires modification to be tailored to a specific situation and the task being performed.

Rice. 2.5. "Ten indicators" of brand equity

The first four groups of indicators are consumer assessments of brand equity assets obtained as a result of research, the fifth group is a reflection of the market situation. At the same time, according to D. Aaker, brand loyalty remains the core parameter of brand equity. The main advantages of the model under consideration include taking into account the indicators of market behavior. At the same time, this approach does not imply a comprehensive analysis of the relationships between the set of indicators presented in the model and does not solve the problem of obtaining an integral assessment of the effectiveness of branding activities.

Brand Health Card L. Chernatoni Cernatoni in his works emphasizes the importance of a holistic approach to assessing the effectiveness of branding. He conducted a study that demonstrated the need to use a whole set of criteria for assessing the success of a brand, and these should be criteria both based on business indicators and obtained by assessing consumer opinions /

Later, this approach was developed in the development of a matrix consisting of two columns (internal and external brand assessment) and five rows (brand vision, organizational culture, brand objectives, brand essence, implementation and search for resources for the brand).

In fig. 2.6 presents five categories representing the “building blocks” (sequential stages) of brand creation and development. Within each of them, questions were formulated to determine the effectiveness of branding at specific stages of construction. The answers to these questions are graded on a scale from 0 to 5 points. For each of the categories, an integral score is calculated (the arithmetic mean of the scores from the total number of questions within a certain category).

The model, developed by L. Cernatoni, will allow obtaining integral indicators that are convenient to operate from the standpoint of brand management and are quite visual. In addition, the undoubted advantage of his model can be called attention not only to the external assessment of the brand, but also to the internal one - taking into account the strength of the brand from the point of view of the company's personnel is no less important than the results of the assessment by consumer metrics. At the same time, in our opinion, too much attention is paid to internal assessment: the number of indicators aimed at revealing the attitude of staff to the brand is almost twice the number of consumer metrics in the model. Another drawback is the lack of direct financial indicators, the main emphasis is placed on brand assessment through indicators of its capital. It should be noted that L. Cernatoni's approach is based on a three-dimensional model of brand equity (Fig. 2.6), borrowed by him from the works of P. Feldwick.

Rice. 2.6. Evaluating the effectiveness of branding at various stages of brand building

Brand attributes, representing the equity assets of a brand, determine its strength, which in turn affects its ultimate value. P. Feldwick formulated a set of provisions regarding the assessment of brand performance, in particular, he identified the main indicators traditionally assessed by managers or brand owners:

Current efficiency: combinations of market share and price, modeling techniques to separate underlying consumer demand from external factors;

Diagnostics of existing trends and "early warning systems":

measuring consumer attitudes, awareness and purchasing behavior (reflecting commercial effectiveness);

The ability of the brand to provide the company with future long-term profitability (“It would be nice if there was a performance indicator that rewarded brand managers for maintaining its viability, rather than simply maximizing its market share or current annual profit. However, such an indicator has not yet been found, and it is not known whether it can exist at all ").

The overall performance that can be assessed for a brand in order to buy, sell or evaluate, and use the data obtained for future strategic planning.

Figure 2.7. Feldwick's Three-Dimensional Brand Equity Model

In the work of F.J. Le Pla and L. Parker noted that annual benchmarking is one of the most important tools, with particular emphasis on the need to conduct parallel verification of brand value for customers and employees.

Model F.J. Le Pla and L. Parker assumes the selection of a set of benchmarks and annual comparison with them. Measurements suggested by the authors include:

Research of induced and spontaneous awareness of the brand and its specific elements, including individual characteristics and associated visual associations;

Clients' score on brand equity - at company level, by market segment and based on customer experience;

Analysis of the willingness of customers to pay a higher price for a product or service as a whole and the size of the possible margin;

Determining the number of competing product or service choices that a customer will explore in search of a replacement for an existing branded product or to purchase a new branded product or service.

It is necessary to compare these indicators not only with the results of previous years, but also with those of competitors. The authors also draw attention to the mandatory assessment of the return on investment in a brand.

Among the main strengths of the model are serious attention to the research process, which includes face-to-face telephone interviews, focus groups, client panels and quantitative surveys. In addition, the model assumes an assessment of the return on investment, although, in our opinion, the proposed method is not sufficiently visual and transparent.

The second group of approaches to assessing the effectiveness of branding is focused on the analysis of indicators by groups of metrics. This is a fairly well researched area, but the most interesting in the framework of our analysis are the approaches of S. Davis and M. Dunn and T. Munoz and S. Kumar.

The model of S. Davis and M. Dunn suggests that in order to assess the role of a brand in achieving the strategic and tactical goals of a company, it is necessary to develop indicators (metrics) of branding effectiveness - “measurable parameters for assessing the effectiveness of a brand-oriented company, i.e. a company that adheres to the rule of compliance of such decisions with the existing or desired brand policy when making strategic decisions. "

To develop branding performance indicators S. Davis and M. Dunn propose to use the concept of contact branding. The content of this concept is revealed in the fact that by identifying and controlling the points of contact between the brand and the consumer, it is possible to assess the effectiveness of brand management. At the same time, points of contact are understood as all those ways in which “existing and potential consumers come into contact with the brand and which can or are already being used to influence current or future decisions related to the brand”.

To assess the effectiveness of branding, it is necessary to analyze the formation of consumer experience in three groups of points of contact between the consumer and the brand: the first group of points of contact is aimed at attracting new consumers and forms knowledge about the brand before making a purchase; the second is formed during the purchase and is aimed at creating a positive contact between the consumer and the brand; the third group - post-purchase contact, is aimed at maintaining a favorable image among consumers who have made a purchase of branded goods, and at achieving a high level of satisfaction from their purchase. At the same time, the division of points of contact into these three groups is very arbitrary, since the same points can be in more than one group at the same time and affect both potential and real buyers.

There are two types of metrics that a company should consider - tactical and strategic (Figure 2.8). Tactical metrics provide diagnostics of branding performance in terms of shaping the shopper experience at brand touchpoints and “help assess ongoing activities relevant to existing or potential customers within one of three brand touchpoints quantifiers.” Strategic metrics, in turn, provide a diagnosis of the impact of a brand on business performance and "help assess the impact ... of brand building actions on the overall performance of the brand and thus the company as a whole."

The choice of certain metrics for assessing the effectiveness of branding depends on specific goals, without a clear understanding of which the company will constantly have difficulty in determining which of the metrics is really important for it.

The main advantage of this model is the use of contact branding principles, i.e. taking into account the relational nature of the brand when forming a set of metrics. At the same time, the model lacks financial and market metrics, i.e. it allows you to evaluate only the direct results of brand communications without direct relation to financial results.

Rice. 2.8. Tactical and strategic branding metrics

The approach of T. Munoz and S. Kumar

T. Munoz and S. Kumar propose to build a branding assessment system based on three groups of metrics (perception metrics, behavioral and financial metrics), which make it possible to assess the effectiveness of branding. At the same time, the company itself determines which metrics will be included in these groups.

Perception metrics determine the degree of consumer awareness of the brand, understanding of the advantages and benefits of buying it, the possibility of including it in the selection set, i.e. assess consumer behavior prior to making a purchase of a branded product. Behavioral and performance metrics reflect aspects of consumer behavior predominantly after a purchase, manifested in brand preference, repeat purchases, loyalty and willingness to recommend a favorite brand to others.

Financial metrics reflect the return on investment in a brand, a financial measure of brand equity capital gains from successful branding activities.

These types of metrics make it possible to fully assess the effectiveness of branding (Table 2.4). All of these indicators are interrelated and interdependent. Improving the target indicators of one of the metric groups contributes to the growth of the performance indicators of the other metric group.

The advantage of the proposed approach is the accounting of financial indicators. The main disadvantage of the proposed model is that it does not include a sufficient set of market indicators (for example, brand distribution indicators), focusing mainly on consumer and financial metrics.

The third group of models is an assessment based on a balanced scorecard (BSC) developed by R. Kaplan and D. Norton. The basic premise of the BSC is that a complete picture of an enterprise's performance cannot be obtained from any single key indicator. In this regard, there is a need for a balanced model that includes a number of external and internal indicators, focused on the relevant factors of success and demonstrating the causal relationships between short-term and long-term objectives, as well as between the planned result and factors that directly affect the effectiveness of its activities.

The performance management system consists of goals, key indicators and strategic actions. Key Performance Indicator (KPI) refers to a characteristic or parameter that measures the achievement of a set goal.

Table 2.4. Key metrics for branding assessment by T. Munoz and Sh Kumar

Perception metrics

Behavioral metrics

Financial metrics

Awareness

Willingness to be included in the kit based on the selection results

Purchase decision

Loyalty

Value creation

Guided awareness

Spontaneous awareness

Differentiation

Relevance

Confidence

Perceived quality

Intention to make a purchase

Understanding the brand

Purchase motivation

Trial Purchase

Preference

Willingness to overpay for a brand

Satisfy

Commitment

Profit per customer

Brand share in customer spending

Cost savings

Market share

Profit

Cash flows

Market capitalization

Brand value

Using the principles of the BSC allows you to integrate the marketing and branding assessment system into common system performance assessments within the organization. However, the main disadvantage of such models is their extreme cumbersomeness, the complexity of their application in practice and the possibility of using them only if the BSC is implemented in all functional units. In addition, in these models, branding and its results are considered only one of the indicators of marketing performance, i.e. branding remains a tactical tool. According to the approach to assessing the effectiveness of marketing by R. Kaplan and D. Norton, the introduction of an assessment of marketing efficiency using the BSC approach makes sense only if this system is introduced at higher levels (i.e., the condition for a general assessment of the organization's activities on the principles of the BSC must be met), which is a key limitation of the implementation of the approach at the level of marketing assessment.

When developing such a system, it is important to control the coincidence of the goals of the BSC at the marketing level with the goals at higher levels of assessment.

At the marketing BSC level, the key perspectives will be Customer Relationship, Marketing Performance, Marketing Activities, and Information and Innovation. In the process of implementing a marketing BSC for each of the prospects, a number of indicators are developed (individual for each organization), which will later be used as KPIs to assess the effectiveness of marketing activities. The list of indicators should be formed on the basis of sequential execution of eight steps, and A. Preisner gives not only a description of these steps, but also the recommended time for their implementation.

In accordance with the proposed algorithm, the process of developing and implementing a system of marketing indicators takes at least six months, and the success of the system for a company can be determined no earlier than in two years. Such a time constraint is critical in today's economic environment - in a dynamic, constantly changing environment. At the same time, the implementation of the BSC in the company is extremely laborious process, and the proposed approach to assessing the effectiveness of marketing (and branding) is directly related to the need to use this system at all levels of management of the organization.

Nevertheless, the model proposed by A. Preisner is effective from the point of view of reflecting the interdependence of indicators of different levels: causality is the main principle of building a balanced scorecard, i.e. it is important not only to form a set of certain KPIs, but also to establish clear relationships between them.

The fourth group of models for assessing the effectiveness of branding includes approaches related to economic and econometric calculations. These models are mostly sets of indicators or recommendations for choosing a specific KPI with a complex calculation methodology.

R. Best argues that for an objective assessment of the firm's performance, it is necessary to use financial indicators as an internal indicator and marketing indicators as an external indicator - only in this situation the assessment system will be balanced.

He identifies three main groups of marketing performance indicators:

1. Market efficiency indicators - assessment of external market conditions and market attractiveness (growth rates, market share, market and industry attractiveness, market demand potential).

2. Indicators of competitive efficiency - the competitiveness of the firm's goods (competitiveness of prices, quality of products and services, brand, cost level).

3. Customer performance indicators - the effectiveness of cooperation with consumers (assessment of satisfaction, retention, loyalty, customer awareness and perceived customer value).

All indicators, highlighted by the author, are divided into categories: "internal - external" and "current - final". Internal indicators reflect the situation within the company, external ones - the market situation; current performance is the leading performance indicator financial activities, the final ones reflect the financial result.

In addition to the indicators of marketing efficiency, R. Best identifies indicators of the profitability of marketing and offers formulas for their calculation.

M. Sherrington's model suggests evaluating branding efficiency based on brand share in the market through KPIs and complex multivariate econometric models that allow assessing the influence of factors on the KPI level. However, already here a system error creeps into the model:

M. Sherrington emphasizes the need to highlight the dominant KPI, arguing that this is "an excellent way of focusing a business on the right nature of growth and checking if growth goals are being met." On the one hand, it is necessary to simplify the system of indicators for practical use. On the other hand, there are certain boundaries of simplification, and it is unreasonable to reduce such a complex and multifaceted construct as a brand to one dominant indicator. At the same time, such an approach requires constant monitoring of the strength and vitality of the brand and additional verification of the sufficiency of the chosen dominant KPI, which may not simplify, but, on the contrary, complicate the assessment system as a whole.

Thus, each of the approaches has its own advantages and disadvantages. Most are characterized by the premise of the need to use consumer and financial market metrics to obtain an adequate estimate. The authors share this position, but they believe that none of the existing assessment models fully covers all the necessary indicators. Currently, there is a need for an integrated model for assessing the effectiveness of branding, which would take into account, on the one hand, consumer and financial metrics, on the other hand, external and internal effects of branding.

It might be useful to read: