2009年信用卡品牌与消费者行为研究项目建议书.ppt

* * * * 当我们已经评估了品类变化后，我们将会关注品牌健康并鉴别可能阻碍未来品牌成长的因素。例如：是否存在着品牌认知或考虑的问题，如何把品牌考虑者转变成品牌消费者，消费者是否通过购买我们的多种产品提高了收益，是否品牌的使用行为正在转变为情感上的忠诚。 我们还可以评估品牌使用率来确定是否我们的品牌资产被转换成使用量。 * * Next, we analyze the Brand Relationship Hierarchy as we understand consumers go through a decision process by: Becoming aware of the brand (Salience); Once they are aware of the brand, they work out whether they should consider purchasing it (Relevance); then They purchase it by becoming account owners or subscribing to the credit card (Behavioural Loyalty); and ultimately Prefer it over other brands (Emotive Loyalty). The Brand Relationship Analysis measures how strong brands are at different stages of the consumer decision making process and tells us your brand’s ability to attract, convert and retain consumers as well as induce preference. Overall, Iris managed to maintain most of its existing customers (i.e. 89% of current account owners) but is less effective creating value from them (its conversion of Account owners to Dependables is down 12% from wave 1 to 3), while generating lower levels of brand commitment and bonding. Therefore, Iris should leverage its pioneer bank standing to grow its customer base by increasing share of wallet of its current customers and fostering new client acquisitions, before the threat from Star becomes more apparent. Consider cross promoting and bundling better performing banking products with less performing ones as well as incentive programs for existing customers who introduce new customers to the bank. * * We then examined the cross equity interaction of various brands and found that Star is Iris’ main competitor which verifies that Star’s marketing activities are impacting Iris. Iris customers (account owners) view both banks as comparable and are in their repertoire. NOTE TO PRESENTER: These indices are derived by comparing brands with the highest BEI against brands which they rated with the second highest BEI. Analyze the results by comparing the i