Concept of brand management in Lifestyle UK

By

Acknowledgement

Iwould take this opening to thank my research supervisor, family and associates for their support and guidance without which this study would not have been possible.

DECLARATION

I, [type your full first names and last name here], declare that the contents of this dissertation/thesis comprise my own unaided work, and that the dissertation/thesis has not previously been submitted for learned examination in the direction of any qualification. Furthermore, it represents my own attitudes and not inevitably those of the University.

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Table of Contents

ACKNOWLEDGEMENTII

DECLARATIONIII

CHAPTER 1:INTRODUCTIONV

CHAPTER 2:LITERATURE REVIEWVI

Innovation/ growth detection devices (from the firms' perspective)vi

Innovation beginning from the clientele value (clientele perspective)viii

CHAPTER 3:METHODOLOGYX

Research Designx

Literature Searchx

Keywordsxi

CHAPTER 4:FINDINGSXII

CHAPTER 4A): FINDINGS FROM THE QUESTIONNAIRE:XIV

CHAPTER 4B):THE CONCEPT OF 'BRANDING MANAGEMENT'XV

CHAPTER 5:ANALYSIS AND INTERPRETATION OF THE EVIDENCEXVII

CHAPTER 6: CONCLUSIONSXVIII

REFERENCESXIX

Chapter 1:Introduction

The paper will be based on an extensive theoretical study of innovation and growth approaches combined with analysis of cases (Lifestyle UK) and many practical examples. The paper will be shown that many frameworks still focus too much on the firm's perspective instead of the customer perspective. An approach will be proposed in which growth and innovation starts from the customer value. It allows to notice promise possibilities and dangers at a very comprehensive level.

Chapter 2:Literature Review

Innovation/ growth detection tools (from the firms' perspective)

For numerous years devices have been evolved which permit one to notice and characterise growth opportunities. They often start from the firm's perspective.

One of the most popular is Ansoff's growth matrix, which defines four categories of growth by evaluating different product/market combinations (Ansoff, 2005):

market penetration (growing inside the current product/market combination);

market development (entering new markets with living products);

product development (developing new goods within living markets);

diversification (developing new products in new markets).

Abell offers another interesting growth framework, focusing on the business scope, which is assessed at three dimensions: the customer needs, the target groups and the technologies used (Abell, 2000). It may be seen in some sense as an extension of the product/market approach of Ansoff. In Abell's approach clientele characteristics of goal assemblies (who?)and clientele desires (what?)mention to the market assisted and technologies mention to the merchandise constituent (how?).

Different methods have been discussed in the publications to measure the development promise of distinct product/market combinations (PMCs). In the GE/McKinsey matrix for example (Mandour et al., 2005, pp. 149-153), these PMCs are considered at two dimensions: the attractiveness and the comparable strength. The first dimension wrappings external components such as present and future market potential, number of competitors, etc. The second dimension covers interior components such as core competences, intrafirm synergies, etc.

More lately, the Ge/Mckinsey approach has been refined to three dimensions (see Win Worth investigation in Creveling et al. (2006)):

the real dimension (customer viewpoint: is there a potential for this new idea?);

the win dimension (process viewpoint: can we do this?);

the worth dimension (financial viewpoint: is is worth doing this?).

Chris Zook (2004) contends that discovery should be directed in a context of adjacency moves, buying into in current businesses, while simultaneously gathering new opportunities (see furthermore Treacy and Sims, ...