The Acentric Brand Model (ABM) is a ‘customer-based brand equity’ (CBBE) model which provides critical input into the brand management process. Brand positioning and the impact of marketing communications on brand awareness and brand knowledge are key aspects of building brand equity.
The ABM’s theoretical foundations rest on the work of leading-brand theorist Kevin Keller. The ABM is highly adaptable and has been used in industries as diverse as industrial equipment and consumer media. The model is also easily scalable and can cope with highly-fragmented markets with hundreds of brands.
Surveys are usually conducted amongst both customers and non-customers, providing an ideal platform for gathering market intelligence supplementary to the brand measurement process.
- Map positioning against competitors and identify competitor weaknesses.
- Optional ability to measure hundreds of brands if necessary using a model extension.
- Calculate what is important, and what is not to your brand equity strength.
- Quantify how unique your brand is versus competitors.
- Quantify substitutability against each competitor.
- Segment the market.
- Estimate brand equity share versus competitors.
- Fully customisable to suit a wide range of markets.
- Reliable, proven methodology.
Optional extras include brand name testing, and spreadsheet simulator tools to test different re-positioning scenarios.
Examples of business questions that can be answered
- Is our marketing campaign as effective as we believe? Is it generating sufficient awareness of our brand?
- How do competitor awareness levels compare? How much of their awareness comes from each source (e.g. radio versus direct marketing)?
- How did non-customers find our competitors?
- What messages should we focus on in our advertising?
- How well our competitors doing – what proportion of the market uses each competitor?
- What competitor weaknesses/strengths do customers perceive in terms of the attributes measured that we can exploit for growth?
- Where are we weak/strong and how do we rank against competitors (e.g. product quality/range, payment terms, service, image, location etc.)?
- Which segment should we focus on – are there segments with needs that are a better match for our capabilities and which segments are most valuable?
- What messages do we need to send to reach the segment we want to – what is more important to potential customers (e.g. reliability or service quality)?
- What is our brand equity relative to competitors? Does the equity deviate in unexpected ways from the size of customer base/market share – indicating possible bottlenecks such as a branch network that is too small, or an insufficiently motivated sales force?
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