Journal of Product & Brand Management

Colleen Collins‐Dodd; Judith Lynne Zaichkowsky

1999 Journal of Product & Brand Management

doi: 10.1108/10610429910266940

Data from national brand manufacturers suggest they are more willing to take legal action against other independent manufacturers than against retailers when they think their trademark brands have been infringed. Imitation by other independent manufacturers prompts national brands to be more likely to improve their products than imitation by retailers. Those manufacturers who have taken legal action against imitating retailers are less fearful of possible retaliation tactics, such as delisting, or losing shelf space in the retail environment.

Charles Blankson; Stavros P. Kalafatis

1999 Journal of Product & Brand Management

doi: 10.1108/10610429910266968

In recent years, increasing attention has been paid to positioning and, more specifically, positioning of service brands. This is so because of the unique characteristics of services. Although some authors argue that there are no marked differences between positioning in services and that of physical goods, the vast majority of marketing scholars believe that it is difficult to embark on positioning strategies in services. Sheds some light on this issue within the context and aims to contribute to the debate.

Dimitrios A. Giannias

1999 Journal of Product & Brand Management

doi: 10.1108/10610429910266977

A brand is a kind of sign by which we can distinguish one commodity from another. Commodity prices, as well as consumers' utility and firms' profit, are affected by brands. Presents a theoretical framework that incorporates aspects of brand in microeconomic analysis. The theory developed makes it possible to infer the quality of differentiated products from the price distribution of the second-hand market for that product. A case study illustrates the workings of the methodology; the application evaluates the quality of the Japanese motorcycle manufacturers.

Pamela L. Alreck; Robert B. Settle

1999 Journal of Product & Brand Management

doi: 10.1108/10610429910266986

The marketer's principal objective is typically to build a relationship with buyers, rather than merely to make a single sale. Ideally, the essence of that relationship consists of a strong bond between the buyer and the brand. Outlines six strategies for building that relationship: linking the brand to a particular need; associating it with a pleasant mood; appealing to subconscious motives; conditioning buyers to prefer the brand through reward; penetrating perceptual and cognitive barriers to create preference; and providing attractive models for buyers to emulate. The choice of an individual strategy or combination depends mainly on the nature of the branded product or service. The success of the strategy depends heavily on the marketer's understanding of the preference building and bonding process.

Margaret C. Campbell

1999 Journal of Product & Brand Management

doi: 10.1108/10610429910266995

There is research evidence that suggests that perceptions of price unfairness give rise to consumer resistance to prices and result in decreased profit to the firm. However, it is as yet unclear what factors influence perceptions of unfairness. Answers the question, "What is fair?" by proposing that consumers sometimes infer a firm's motive for a price and that the inferred motive influences perceived price fairness. A study provides evidence that consumers use contextual information to infer a firm's motive. When consumers infer a negative motive, the price is perceived to be unfair and when consumers do not infer a negative motive, the same price is perceived to be fair. Suggests that marketers should: provide reasons for prices; consider consumers' likely inferences of motive and either avoid taking actions that are likely to give rise to inferences of negative motive or manage the motive inferred; and consider the inferences that consumers may make for other marketing actions in addition to price.

Marcel Cohen

1999 Journal of Product & Brand Management

doi: 10.1108/10610429910267002

The UK petrol market has experienced, over the last two decades, intense price competition and as such provides a rich source of information on some of the real-world issues in pricing. Examines the practical mechanisms that have been used in managing price competition and also some of the peculiarities of this market. The petrol retailing market is found to adhere broadly to classical theory of price competition but its special characteristics cause interesting deviations. Of particular note, a "leverage effect" operates whereby price changes affect margins much more than volumes, which leads to behaviour by oil competitors which seems counter-intuitive. In addition, real-world issues - such as the price adjustment process and the local nature of competition - present practical difficulties which can have a material impact on the profitability that a textbook exposition of pricing might lead us to expect.