1

Branding in the digital ageA critical evaluation

2

Executive Summary

The purpose of this report is to critically evaluate the concept

of branding and giving strategic guidelines to an organization by

conducting a strategic marketing audit. For critical evaluation most

relevant, reliable and contemporarily literature is used and for

strategic Audit VOLVO Group has been selected as it is struggling

with its brand position and are going to reposition them in the

market.

The VOLVO Group is one of the leading trucks, buses, construction

equipment, and marine and industrial engines manufactures. It has

production facilities in 18 countries, sells its products in 190

markets with turnover about SEK 304 billion, and employs about

115,000 people.

This paper firstly addressed the critical evaluation of branding

concept. Secondly, the findings of strategic marketing audit.

Thirdly, the report is focused on the branding challenges faced by

the VOLVO Group. Finally, fully justified strategic branding

recommendations have been given against the branding challenges.

The report identified that the concept of branding has been

shifted from products oriented concept to customers responsive. The

advancement of technology has widened the scope and opportunity of

branding along with increased complexity and challenges for the

organisations. The strategic audit revealed that the environmental

awareness, changes of customers habits, changes of regulations,

scarcity of resources, and problems of brand positioning only with

safety requires VOLVO Group to reposition in the market. So, the

report recommended that VOLVO Group should produce lower price

products for emerging market, differentiating product line, being

first in the market, rebuild product trust and well blended

communication to rebuild their positioning.

3

Table of Contents

Executive summary 2

1. Introduction 4

2. Methodology 4

3. Critical evaluation of Branding concept 5-7

4. Findings of Marketing Strategic Audit -VOLVO Group 8-9

4.1 Challenges of demographic change 84.2 Climate change and customer awareness 84.3 Expanding market with intense competitions 84.4 Product recalls- Negative impact on group reputation

and 8brand image

4.5 Scarcity of natural resources 9

5. Key Branding challenges are facing by VOLVO Group 9

6. Repositioning Theories 10

7. Recommendations 10-127.1 Lower price product for emerging market 107.2 Differentiating VOLVO’s product line 117.3 Being first in the market 117.4 Rebuild product trust 117.5 Well blended communication 12

8. Conclusion 12

9. Appendices 13-17

Appendix 1: company brief Appendix 2: PESTEL Analysis Appendix 3: Porter five forces Appendix 4: SWOT Analysis Appendix 5: 7P’s

10. Biblioghaphy 18-21

11. Annotated Bibliography 22

4

1. Introduction

The concept of Branding has radically changed with the rapid

changes of technology and consumer behaviour. Although the shift

in the branding concept creates new opportunities but also

increase the challenges and complexities for business organizations.

It is really difficult than ever to secure position in the market

and succeed as a brand. The strategic marketing audit is crucial in

this dynamic market as it helps to scrutinize ‘a business’s

marketing environment, objectives, and activities, with a view to

identifying key strategic issues, problem areas and opportunities

(Jobber 2010, p.42)’.

The report is then going to explore the transformation of

branding concept from traditional to digital era by critically

reviewed the contemporary and seminal literature. Then a strategic

marketing audit has been conducted on Volvo Group (VG) to identify

their key strategies, challenges, and opportunities. In

particular, the branding challenges are addressed with fruitful

strategic branding recommendations to overcome those challenges.

This report is prepared with the objectives to identify the

relevance of branding in the modern era of digitalization, measuring

the position of VG in the market and how can VG improve the market

position.

The VG (appendix-1) is one of the leading trucks, buses,

construction equipment, marine and industrial engines manufactures,

sell their products and service in190 market.

2. Methodology

This report gathered information from most recent, relevant,

and authentic sources like journals and articles from Emerald,

SAGE, ESCOBE Host database, Google Scholar, renowned UK online

5newspaper (The Guardian), corporate and social media websites and

books to make the report informative and worthwhile. Particularly,

this report gives emphasis on five credible sources which includes

Marketing Management book of kotler, keller, Brady, Goodman,

Hansan as all are marking scholars. Then an interview on digital

marketing and branding of Roisin Donnelly, the corporate marketing

director of P&G were included. Further, Jobber’s book on

principles and practice of marketing and Journels of

Christodoulides( 2009) and Keller (2009) were considered as most

important source.

5

3. Critical Evaluation of Branding Concept

Traditional branding concept vs. new conceptualization of

Branding in the digital ageThere is a wide range of disagreement among the experts

regarding the concept of Brand. Different concepts of brand

reflect different standpoints over time based on the practices

and demand of contemporary society. In the modern age of

technology, the concept of brand has significantly differed

compared to the traditional concept of Branding.

Tradition views of branding concept

Traditionally, Brand was simply viewed as a name, logo,

design, symbol, image to identify products from its competitors

(Jung 1964, Aaker, 1991). The conventional scholars believe that

Branding is creating a position in the mind of the consumers,

adding value to a product and differentiate product from other

products (Trout and Ries 1981, Keller 1998). Echoing these views,

Kappferer (2012) pointed out that the traditional views is

mostly communication driven and left the product out of the scope

of the brand and ignoring the emotional aspect of consumers.

Likewise, Levy (1999) added that the traditional branding concept

paid little attention on brand loyalty to the customers. Therefore,

the early views of branding were mainly on product oriented and

characterised with limited scope and applicability.

Optimist views of branding concept in the digital era

Kappferer (2012), on the other hand, identified that the term

emotions, passion, love, icons, legend, aspiration of consumers,

are the main considerations of modern concept of branding. Further,

Schroeder (2009) pointed out that currently practitioners and

academics have moved their attention from products oriented

6branding to consumers response. Keller (2009) argued that an

improvement in the Technology and the wider use of internet has

radically changed the way of communication and the concept of

Branding. For instance, the competition of the virtual brands like

Facebook, Google, and Yahoo with well-established brands Coca Cole,

Pepsi, and Toyota shows the changing phenomenon of branding concept

(BRANDZ 2013). In the similar vein, Frampton (2012) and

Christodoulides (2009) explained that the rapid expansion of

digital media like social networks (Facebook, Twitter) smart

phone apps, online forum and Blogs has changed the fundamental

concept of branding by empowering consumers to interact with other

consumers and brands.

7

Henning-Thurau et al. (2010) agreed with Frampton (2012)

and Christodoulides (2009) by saying that consumers in the digital

era are enjoying an extensive opportunity to create, share and

discuss their views with each other to guide themselves for

selecting appropriate products or brands. Their views are extended

by Juliet Stott (2013), director of White Horse Digital and Roisin

Donnelly (2013), the corporate marketing director and head of

marketing of Procter & Gamble. According to their views, branding

is no longer a top- down (Stott 2013) relationship rather a two

way communication between customer and the brand (Donnelly 2013)

which was impossible by conventional billboard or TV ad.

Therefore, it is evident that, branding is no more confined

with product differentiation rather deals with customer’s rights,

emotion, reliability and feedbacks to fulfil the desire of

consumers and create strong brand position in the modern era.

The internet and e-technologies abolish the favourable

position of asymmetry information of managers as they become a host

rather than a custodian of the brand (Erdem and Swait 1998) in the

digital landscape. Deighton & Kornfeld (2009) also supported this

view and explained that present scope of branding is more about

fitting in rather than control and domination. Thus, post-internet

branding is strongly customer oriented (Hennig-Thurau et al. 2010,

Simmons et al. 2010). Morris (2005 sited in Reese 2007) further

added that in the digital age the brand Managers have monitored the

feedback of consumers and integrated consumers’ perspectives to

better tune to the consumer needs.

The Mind cuckoo approach where the brand managers desire to

control everything about their brand and consumers are considered as

passive receivers of brand value has no place in the web 2.0

(Christodoulides 2009). According to Kaplan and Haenlein’s (2010)

8the social media creates the opportunity for the brand managers

to engage and interact with customer in timely and cost effective

manner. Consequently, Jones et al. (2009) claimed that the digital

environment provides a platform to reach stakeholders with right

massage and in real time as the number of touch point has increased

significantly (Helm & Jones, 2010). The Internet requires companies

to be authentic, transparent, and honest to their customers

(Jones, et al. 2009, Fournier and Avery 2011).

Therefore, although the internet and e-technology have

reduced the control the of manager by empowering the consumers

but it also widening the opportunity of brand managers to

communicate their customers timely and cost effective manner.

9

Sceptic views of branding concept in the digital era

However, Simmons (2006) claimed that the complexity and

challenges of branding are increasing in the dynamic digital age.

In similar tone, Rowley (2004) mentioned that branding in the

digital environment causes a number of challenges for brand

managers. Although Branding in the post-internet era with blogs,

widgets Facebook add new dimension to the concept of branding but

the loss of value is so extensive as the customers even might

interfere with the brand’s value (Christodoulides 2009). Further,

Iglesias, et al (2011) opined that the extraordinary expansion of

social media and the availability of huge information to consumers

lead to loss of control of brand managers on stakeholders

referred brand hijacking (Cova and Pace 2006, cited in Iglesias, et

al. 2011) sometimes require rethought and revised of classical

brand theories ( Iglesias, et al. 2011).

Edelman (2010) agreed with the views of Iglesias, et al

(2011) by mentioning that consumers in the age of internet are

beyond the control of manufacturers and retailers and traditional

branding strategies needed to be redesigned to cope with the

changing environment. Sequentially, Florek (2011) and Fouts (2010)

criticized the digital concept of branding by saying that the wider

use of internet requires building new tools, strategies and a

change from a hierarchical structure to a distributional structure.

Similarly, Magrath (1997) identified that transforming in

technology requires contemporizing brands with software and

interactive technology which ultimate increase the challenge for

brand manager. Further, Roisin (2013) comments that although social

media is important but every brands need not to have presence in

every media, the choice should be driven by the consumers but the

important thing is to present the right message in the right place

and time. Johnson (2013) explore that ‘Social media is the most

10important brand channel – but only if staffed by humans rather

than viewed as yet another broadcast opportunity’.

Thus, it could be concluded that advancement of technology has

broaden the scope and opportunity of branding as well as creates

complexity for the organizations as it sometimes require redesign

of culture and structure to maintain their brand image.

11

4. Findings of Marketing Strategic Audit

The following major challenges of VG have been identified from

the strategic marketing audit attached in the appendices 1, 2, and

4.

4.1 Challenges of demographic changeThe global population is expected to increase more than nine

billion and two-third of the people will be living in the cities by

2050. This will create the necessity to increase the number of

vehicles with better quality, performance, traffic planning, and

special attention in noise and pollution issues suitable for city

environment. Therefore, VG should not only consider the

increasing demand of vehicles but also the growing concerns like

quality, pollution, and performance.

4.2. Climate change and customer awarenessIncreasing consumer awareness about climate change require

VG to incur substantial capital expenditure on R&D to move into

alternative renewable energy sources and adopting fuel efficient

technologies which could affect the group’s cost of production and

the results of operation. In addition, the group must comply with a

wide range of laws and regulations of within the country and across

the regions to deal with safety, emissions, noise, green

procurement, and re-cycling.

4.3 Expanding market with intense competitions

The Global automotive market is expanding with aggressive

competition arises from expanding global and emerging market

capacity with a number of existing and new competitors like

Daimler, Navister, Scania, Komatsu, Brunswick, MAN, TATA which

might force the Volvo group to reduce their price and margin to

12survive in the competitive market.

4.4 Product recalls- Negative impact on group reputation and brand image

Volvo Group recalled 8406 vehicles from the USA in 2011,

12798 vehicles in 2012 number of products, Volvo Trucks in North

America is recalling certain 23,000 2007-2014 VAH, VHD, VNL, VNM,

and VT models manufactured from 2006 to 2013 and also marina

engine PENDE in July 2013. These consistent significant numbers of

products recalls reflect

13

declining products quality which could negatively affect the

consumer confidence, group reputation, and ultimately brand image.

4.5 Scarcity of natural resources

The utilization of natural resources is increasing with

increasing global population which requires more efficient

utilisation of resources particularly fossil fuels in automotive

industry. To comply with the needs, Volvo has shift from their

traditional fossil fuel driven technology to eco-friendly renewable

technology which requires huge investment and intense research.

5. Key Branding challenges are facing by VOLVO Group

Volvo group has had a leading position in automotive industry

in relation to ‘safety’ for a long period of time. But Volvo’s

strategy of producing the safest vehicles is struggling because

‘safety’ as a brand positioning strategy is not enough to

survive in the highly competitive automotive industry. Therefore,

Volvo should reposition their brand to reduce the actual and

expected positioning gap to survive in the market.

A number of reasons could be identified for this new positioning of Volvo:

Firstly, most of Volvo’s competitors have also effectively

introduced safety into their products features. So, Volvo needs to

offer something different to create a strong brand positing in the

market.

Secondly, customers are moving towards more eco-friendly and

fuel-efficient alternative vehicles which caused Volvo to rethink

about their brand positioning

Thirdly, a number of product recall in the recent years, creates

14confusion among the customers about the quality of its products

which requires repositioning to create good brand image

Finally, population growth, urbanization, climate change, new

regulations, shortage of natural resources also create the necessity

of repositioning

15

6. Theories of Repositioning

According to Kotler et al. (2009) the companies should take

both proactive and reactive positioning decisions as market

conditions dictate in today’s highly competitive and volatile

market. (Jobber 2010) argued that to cope with the changing

market and take increase opportunities, repositioning is needed to

builds brands from their initial base). For example, Nokia builds

its brand by repositioning in the market from being a paper

manufacturer to market leaders in mobile phones (Jobber 2010).

Whereas Keller (2008) mentioned that repositioning is simply

reminding consumers of the virtues of a brand that the customer have

begun to take for granted and requires to establish more compelling

points of difference. ‘Repositioning may involve a fundamental

change in any of the marketing mix elements, or perhaps even all

of them (Ferrell and Hartline 2011, p.214)’.

Importance of repositioning

Keller (2008) asserted that repositioning is important to

improve strength, uniqueness, and favourability of brand

associations making up brand image. Further kotler et al.(2009)

revealed that brand repositioning is important when a competitor

introduce better product then existing companies, changes in

consumer preference, appear of new market categories, initial

launching error or if the company need to change the company

perception among its customers.

7. Recommendations

For Repositioning in the market VOLVO Group needs to make some

changes in their marketing mix. Some of the crucial changes are

recommended below in the light of appendix 3.

167.1 Lower price product for emerging market

According to kotler et al. (2009) by offering lower priced

product any company can successfully reposition in the market. In

the developed market the automotive industry growth rate is flat

but good opportunity is exist in the emerging market like India,

china, South Africa. Currently, the target market for most of the

companies in the automotive industry is the emerging market. This

indicates that the emerging market is going to become more

competitive with its growing demand and competitive price.

Therefore, to create a

17

leading brand position in that market Volvo needs to produce

products with lower or competitive price to compete with local

established producers, for instance, TATA and Ashok Leyland in India

and CNJ motors and Beijing Automobile Works in Chain.

7.2 Differentiating VOLVO’s product line

Kotler et al. (2009) identified that a company can reposition

them by applying differentia strategy. Therefore, Volvo could

succeed by differentiating its product line based on changing

demand with environmental awareness, regulations, and

technological development to keep them ahead from their competitors

and reduce the brand positioning gap and can enjoy the benefit by

charging premium price.

7.3 Well blended communication

Volvo should communicate its differentiation strategy for

reposition with the target customers through traditional and

digital media to create a clear position in the mind of the

customers as according to Jobber (2010) and Kotler et al. (2009) the

brand positioning is depends on consumer perception which could be

build by well communication. Volvo can used also sustained campaign

among its customers by focusing on quality, safety, durability

, for instance, Philipss recent re-position was successful

due to their successful communicate their targeted customers

(THE TIMES 100, 2013).

7.4 Being first in the market

According to Jobber (2010) the rate of success is higher in

case of pioneer brands than followers. Volvo should speed up their

product development to enter early into the market with eco-

friendly and fuel-efficient products among their target customers.

18Being the early mover with sustained marketing strategy Volvo

could enjoy the technological leadership, capture scarce resources;

create the switching cost high for the late entrants in the market.

19

7.5 Rebuild product trust

A number of product recall in the recent years hampered the

brand reputation of Volvo. So, the Volvo need to redesign their

product with better quality and diversified models with ZERO defects

by applying six sigma manufacturing process to regain the trust of

their customer, brand reputation, and achieve products

sustainability. For example, Toyota redesigns the products and

achieved the technical efficiency after their massive product

recall in 2010 to re-establish the belief among customers (Bloomberg

Businessweek 2010).

8. Conclusion

The report identified that the concept of branding has been

shifted from product oriented concept to customers responsive

due to the advancement of technology and widened the scope with

increased complexity and challenges for the organisations. The

strategic audit revealed that the changing environmental awareness

and scarcity of resources, forces the organization to redesign

their positioning strategy.

20

9. Appendices

Appendix: 1

Company overview-VOLVO Group

The VOLVO Group is one of the leading trucks, buses,

construction equipment, and marine and industrial engines

manufactures. It has production facilities in 18 countries, sells

its products in 190 markets with turnover about SEK 304 billion, and

employs about 115,000 people. Group has had a leading position in

automotive industry in relation to ‘safety’ for a long period of

time (book). Its vision is to be the World leader in sustainable

transport solutions within 2020 to “improve the short and long

term economic and environmental performance meanwhile social impact

is considered (Volvo Annual Report 2012, p.8)".

VOLVO Group does business under several leading and

respected brands like VOLVO, Eicher, Mark, Renault Trucks, UD

Trucks, SDLG, Nova Bus, Prevost, Volvo Penta. Each brand in the

portfolio is focused on different industry and market segments.

Several brands are available globally, while some are focused on

specific regions of the world (Volvo Annual Report 2012). The

strategic marketing audit has been conducted on VOLVO Group.

The strong competitor of Volvo includes like Daimler,Navister, ZAP, Scania, TATA , Komatsu and Brunswick, EVI, andeTrucks, Youngman etc.

21

Appendix: 2

PESTEL: Macro Economic Analysis

Details Implications PrioritiesHigh Low

P-

Political

The Governments around the world charge higher tax to penalise high CO2 emission

To demotivate the producers with high emission vehicles.

√

EU Governments are incentivising consumers to usefuels efficient and low

To reduce the demand for high emission vehicles. √

E-Economic

All major automobile industry’s sales have been shrink due to the global

Companies are struggling to improve sales and going for fire- selling.

√

Electronic vehicles market is expected to grow at 6% compound annual growth rate.

Manufacturers will be attracted to meet the increased demand

√

The Global truck market generated$574.8 billion total revenue in 2012 which is 5.4% higher compared to 2011 and expected

Indicates prospectiveglobal truck market willcreate the opportunityfor truck manufactures.

√

S-Social

Global population expected to increase more than 9 billion

This will increase the transportation demand √

Consumers are looking for eco-friendly vehicles

Increase the production of fuel efficient √

Currently the customers are not only satisfied with safetyof the vehicles but also

More concentration on quality products with improved performance.

√

T-Technological Automotive industry is adopting

green technology to meet the new market demand.

Green technology adoptionwill reduce the pollution.

√

All the major vehicles manufactures have been investing huge money in R&D toinnovate new environmentally

Reduce the consumption offossil fuel.

√

Modification of existing technology to improve fuel efficiency and reduce

Give the time to manufactures to introducecompletely new technology

√

E- Environmental Automotive market is now

focusing on eco-friendlysmall vehicles rather large

Help to reduce the pollution √

Increasing awareness of globalwarming and environmental pollution.

Improve environmental condition √

L-Legal In February 2013, European

Commission amended Directive2007/46/EC and passedCommission Regulation (EU) No

To ensure multi-stagetype approval regardingCO2 emission fromvehicles and also

√

European Commission Regulation no 195/2013 on

Force the automotive industry to innovate

22

reducing CO2 emissions in March 2013.

CO2 from light passenger and

√

Appendix: 3

Porter Five Forces Analysis-Industry Analysis

Threat of New Entrants

Threat of new entrants is less as it is time consuming and place in automotive industry.

Cheap vehicles from Asia influencing the EU market.

Threat of Substitute Products

Threat of substitutes for Volvo is high due to many substitutes Scania, Komatsu and Brunswick.

Entrants of less CO2 emission vehicles New producers with new electronic truck like EVI, ZAP, TATA,

eTrucks, YoungmanBargaining Power of Customers

Barging power of customers is very high due to too many options Customers are fully aware of quality and price of different

sellers Highly concern about the environmentally friendly products.

Bargaining Power of Suppliers

Bargaining power of suppliers is low as most of the companies position in the automotive industry and can influence suppliers.

Competitive Rivalry between Existing Firms

The Global automotive market is highly competitive with good market like Brazil, India and china.

Competitors follow aggressive marketing strategy.

23

Appendix: 4

SWOT

Analysis

S-Strengths W-Weaknesses Icon brand and global market

presence Good reputation for

manufacturing safety for long period of time.

Volvo invested $2.19 billionin 2012 to develop new technology for vehicles

Largest manufacturers of heavy trucks in Europe with a market share of 25.7%

Group certified by ISO 14001and ISO 9001 for environmental and quality management systems

Over capacity of traditional vehicles and construction equipment

Number of products re-callsin recent years

Financial performance of Volvo group declined by 2.2% in 2012 compared to 2011.

The sales of Bi-fuel vehicles have been decreasing with significantprice reduction

low capacity utilization during caused lower O-Opportunities T-Threats

Electronic vehicles market is expected to grow at 6% compound annual growth rate.

Good prospect in the emerging markets like Southeast Asia and Africa

A rapidly growing middle class with increasing purchasing power

Initiatives of producing hybrid vehicles

Rising fuel price Intense competition in the

market Consumers are moving

towards more fuel efficientoptions

Continued Global economic turmoil

Increasing environmental regulations

Growing environmental concern Grater taxation on automotive

24

Appendix: 5

7p’s –Marketing Mix Analysis

Findings Comments

Products •The safest and quality products

•Fuel-efficient products•Eco-friendly products•Products with most advanced technology

•Segmental product

•Increase customer satisfaction•Reduce costs and increase productsdemand

•Reduce pollution and bring sustainability

•Attractiveness of the products

Price •Priced based on segments emerging

markets•Optimal pricing•Competitive priced vehicles•Lower price equipment

•Attract customers of different buying capacity

•Increase products attractiveness•Help to survive in competitive markets

Promotion

•TV adds•Social networks•Web likings•Billboards

•Attract mass people•Getting customers feedback•Pull in customers with new medium•Traditional media in emerging markets

Place

•More focus on emerging markets. E.g. North America, Asia and Africa.•Wholly-owned and independent dealerships

•Strongest service networks

• Take the advantage of growing demand

•Ensure products availability•Improved customer service

•Take advantage of different

People

• Highly rated customer service in most markets•115,000 employs for efficient andsustainable transport solutions for customers•Company culture is to encourages

•Increase customers confidence and trust

•Smooth services and sustainable solutions

•Coop with changing market demand

Processes •Group certified by ISO 14001 and

ISO 9001 for environmental and quality management systems•Selling through worldwide dealer network

•Optimized preventive maintenance

•Increase reliability

•Ensure Consistent supply of products

•Reduce products default

25

Physical

Evidence

•Worldwide workshops for after salesservices

•Formal and standard product delivery

•Modern and well decorative outlet

•Long-term relationship with customers

•Quality service•Attract customers

Bibliography

Aaker, D.A. (1991), Managing Brand Equity: Capitalizing on theValue of a Brand Name, Free Press, New York, NY.

BRANDZ (2013). Top 100 Most Valuable Global Bands 2013 [Online].Available at: http://www.millwardbrown.com/brandz/2013/Top100/Docs/2013_BrandZ_Top100_C hart.pdf [Accessed 7 August 2013].

Bloomberg Businessweek (2010).The Toyota Recall: Understanding the Real Problem. [Online] Available at: http://www.businessweek.com/managing/content/feb2010/ca2010029_503075.htm [Accessed 11 August 2013].

Coney, J., 2009. Is this the start of a new home loan war HSBC vows to lend£1billion to homebuyers with 10% deposits. Daily Mail, [online](Last updated 9.47 AM on 09th April 2009) Available at: [Accessed on 20 April 2009].

Cova, B.and Pace, S. (2006). Brand community of convenienceproducts: new forms of customer empowerment – the case “myNuttela the community”. European Journal of Marketing. [e-journal]40(9/10). P.1087-1105. Available through: Emerald e-journals

www.emeraldinsight.com/0309-0566.htm [Accessed 9August 2013].

Christodoulides, G. (2009). Branding in the post-internet era.Journal of Marketing theory. [e-journal] 9(1), p.141-144. Available through: Sage online Publication. . http://mtq.sagepub.com/content/9/1/141 [Accessed 29 July 2013].

Deighton, J. & Kornfeld, L. 2009. Interactivity’s Unanticipated Consequences for Marketers and Marketing. Journal of Interactive Marketing [pdf]. 23(1), p.4-10. Available at:http://web.efzg.hr/dok/MAR/vskare/kolegiji/im/materijali/Interactivitys_Unanticipated_

26Consequences_for_Marketers_and_Marketing.pdf [Accessed 9 August 2013].

Donnelly, R. (2013). Digital marketing and branding:interview with P&G's Roisin Donnelly. The Guardian, [Online].( on 13 March 2013 10.14 am). Available at:http://www.theguardian.com/media-network/media-network-blog/2013/mar/13/digital- marketing-branding-procter-gamble [Accessed8 August 2013].

Edelman, D. C. (2010). Branding in The Digital Age: You’re Spending Your Money In All the Wrong Places. [Online] Availableat:

27

http://www.iei.liu.se/fek/svp/mafo/artikelarkiv/1.309575/Artikeltilluppgift1.pdf [Accessed 30 July 2013].

Erdem, T and Swait, J.(1998). Brand Equity as a SignallingPhenomenon. Journal of Consumer Psychology.[Online] 7(2), p.-131-157. Available through: EBSCOhost e- journals

http://web.ebscohost.com/ehost/pdfviewer/pdfviewer?vid=4&sid=efcd52d2- 7d13-4703-9fba-6f8b6edee63f%40sessionmgr112&hid=113 [Accessed 30

July 2013].

Ferrell, O.F and Hartline, M. D. 2011. Hartline Marketing management strategies. 5th International ed. NA: South-Western Cengage learning. p 214.

Frampton, J. 2012. Branding in the Post-digital World [online]. Available at: http://www.interbrand.com/Libraries/Articles/Global_Digital_POV_080612.sflb.ashx [Accessed 8 August 2013].

Florek, M. (2011). “Online City Branding”, Dinnie, K., City Branding: Theory and Cases, Palgrave Macmillan, New York, NY, pp. 82-90.

Fournier, S. & Avery, J. 2011. The uninvited brand. Article of Marketing.[e-article] , 54(3), p.193-207. Available through Boston University database http://smgapps.bu.edu/smgnet/Personal/Faculty/Publication/pubUploads/wp2010- 2.pdf?did=853&Filename=wp2010-2.pdf [Accessed 8August 2013].

Fouts, J. (2010), “Social Media and Immersive Worlds: Why International Place Branding Doesn’t Get Weekends Off”, Go, F. and Govers, R., International Place Branding Yearbook 2010: Place branding in the new age of innovation, Palgrave Macmillan, New York, NY, pp. 113-120.

Helm, C. & Jones, R. 2010. Brand governance the new agendain brand management. Journal of Brand Management. [e-journal]17(8), p-545-547. Available through: EBSCO e-journalshttp://web.ebscohost.com/ehost [Accessed 8 August 2013].

Iglesias, O. Singh, J. J and Casabayo, M. (2011). Key changesand challenges for brands in an uncertain environment. Journalof Product & Brand Management.[e- journal] 20(6), p.436–439.Available through: Elerald e-journal [Accessed on 22 July2013].

28

Jobber, D. (2010). Principle and Practice of Marketing. 6thed. Berkshire: McGraw Hill Education.p.42, 316-317.

Jones, B., Temperley, J and Lima, A. (2009). Corporatereputation in the era of Web2.0 the case of Primark. Journal of Marketing Management. [e-journal] 25(9-10), p.927-939. Available through: EBSCOhost e-journal http://web.ebscohost.com/ehost [Accessed 8 August 2013].

Johnson ( 2013). What is the future of branding in the digitallandscape? A round up of all the best insights from the liveQ&A, which discussed how brands are evolving in the digitalenvironment. The Guardian, [online], (Last updated 11.17am on 25

29

February2013. Available at: http://www.theguardian.com/media-network/media- network-blog/2013/feb/25/brands-digital-future-media [Accessed on 8 August 2013].

Jung, C. (1964), Man and His Symbols, Doubleday and Co., New York, NY.

Kappferer, J.N. (2012). The New Strategic BRAND Management: Advanced Insights& Strategic Thinking. 5th ed. London: Kogan-Page.

Keller, K. L. (2009). Building strong brands in a modern marketing communications environment. Journal of Marketing Communications. [e-journal] 15(2/3)p.139–155. Availble through:EBSCOhost database http://web.ebscohost.com/ehost [Accessed 7 August 2013].

Kaplan, A.M. & Haenlein, M.(2010). Users of the world, unite! The challenges and Opportunities of Social Media [Online]. 53(1), p.59-68. Available at: http://openmediart.com/log/pics/sdarticle.pdf [Accessed 8 August 2013].

Keller, K. L. (1998). Strategic brand management: building, measuring and managing brand equity. 1st ed. Essex: Pearson Education Ltd.

Keller, K. L. (2008). Strategic brand management: building, measuring and managing brand equity. 3th ed. Essex: Pearson Education Ltd.p-370-374.

Kotler, P., Keller, K, L., Brady, M., Goodman, M and Hansen, T.(2009) Marketing Management, 1st ed. Essex: Pearson Education Ltd.

Levy, S.J. (1999), Brands, Consumers, Symbols, and Research: Sydney J. Levy on Marketing, Sage Publications, Thousand Oaks,CA.

Magrath, A. J. (1997). Where it's at in branding. Article ofMarketing. [e-article] 61(3), p.65-71. Available through:EBSCO host http://web.ebscohost.com/ehost [Accessed 30 July2013].

Ries, A and Trout,J. (1981). Positioning: The battle for your mind. New York: McGraw Hill Professional.

30Roisin (2013). What is the future of branding in the digitallandscape? A round up of all the best insights from the liveQ&A, which discussed how brands are evolving in the digitalenvironment. The Guardian, [online], (Last updated 11.17 am on25 February 2013. Available at:

http://www.theguardian.com/media-network/media- network-blog/2013/feb/25/brands-digital-future-media [Accessedon 8 August 2013].

Rowley, J. (2004). Online branding. Online Information review.[e-journal].28(2)p.131-138. Available through: Emerald e-journalswww.emeraldinsight.com/1468-4527.htm [Accessed 9 August 2013].

Schroeder, J. E. 2009. The cultural codes of branding. Articleson Marketing Theory. [e-article] 9(1), p.123–126. Availablethrough: SAGE Marketing Theory e-articlehttp://mtq.sagepub.com/content/9/1/123.full.pdf+html [Accessed5 August 2013].

31

Simmons, G. (2007). “i-Branding”: developing the internet as a branding tool.Journal of Marketing Intelligence & Planning. [e-journal] 25(6),p.544-562. Available through: Emerald e-journalwww.emeraldinsight.com/0263-4503.htm [Accessed 11 August2013].

Stott, J. (2013). What is the future of branding in the digital landscape? A round up of all the best insights from the live Q&A, which discussed how brands are evolving in the digital environment. The Guardian, [online], (Last updated 11.17 am on 25 February 2013. Available at: http://www.theguardian.com/media-network/media- network-blog/2013/feb/25/brands-digital-future-media [Accessed on 8 August 2013].

THE VOLVO GROUP (2013). Annual report 2012 [Online]. Available at: http://www3.volvo.com/investors/finrep/ar12/ar_2012_eng.pdf [Accessed 1 August 2013].

THE VOLVO GROUP (2013). Sustainability Report 2012 Online]. Available at: http://www3.volvo.com/investors/finrep/sr12/sr_2012_eng.pdf [Accessed 1 August 2013].

THE TIMES 100 (2013) Brand repositioning and communications.[online]. available at:http://businesscasestudies.co.uk/philips/brand-repositioning-and- communications/research.html#axzz2baVpJYeY [Accessed 10 August 2013].

32

Annotated Bibliography

1. Kotler, P., Keller, K, L., Brady, M., Goodman, M and Hansen, T. (2009) Marketing Management, 1st ed. Essex: Pearson Education Ltd.

Kotler, Keller, Brady, Goodman, and Hansen are the mostpopular marketing scholars in modern era of marketing. Thisbook was used to develop a critical understanding ofdifferent marketing theories to prepare this reportparticularly brand repositioning concept. The concepts wereused to recommend Volvo Group to reposition them in themarket.

2. Christodoulides, G. (2009). Branding in the post-internet era. Journal of Marketing theory. [e-journal] 9(1), p.141-144. Available through: Sage online Publication. . http://mtq.sagepub.com/content/9/1/141 [Accessed 29 July 2013].

Internet is major diffusion of technology and has agreat influence in modern era. This report evaluates theconcept of branding from both traditional and modernperspective and this source had ample information about thechanging trend of marketing with the use of internet andtechnology.

3.Donnelly, R. (2013). Digital marketing and branding:interview with P&G's Roisin Donnelly. The Guardian, [Online].(on 13 March 2013 10.14 am). Available at:http://www.theguardian.com/media-network/media-network-blog/2013/mar/13/digital- marketing-branding-procter-gamble [Accessed8 August 2013].

The Guardian is a renowned newspaper in UK where the abovearticle gives a important insight about the shifting trend of wayof marketing. It contains an interview with corporate marketingdirector of Procter & Gamble's (P&G) g, one of the leadingcompanies in the World. So this article helped to include theconcept of branding from the practical point of view..

4. Keller, K. L. (2009). Building strong brands in a modernmarketing communications environment. Journal of MarketingCommunications. [e-journal] 15(2/3)p.139–155. Availble through:EBSCOhost database http://web.ebscohost.com/ehost [Accessed 7 August2013].

Keller is one of the leading scholars in the field of

33marketing and this journal keller described the importanceof stranding branding and how organisation can create astrong brand position in the rapid changing marketingenvironment. This source helped to demonstrate how to developa strong branding position in case of Volvo group.

5. Jobber, D. (2010). Principle and Practice of Marketing. 6thed. Berkshire: McGraw Hill Education.p.42.

This book is widely used in the field of marketingresearch as it contains the entire recent and practicalmarketing phenomenon. So, it considered as a credible sourceand used in this report both for developing branding conceptand branding positioning.