The strategic implications of branding in the international telecommunications industry

Paul I.

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The strategic implications of branding in the international telecommunications industry

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Abstract

Branding is the use of unique names, terms, signs, symbols, or designs or a combination of these factors to identify the source of a product or service (Kotler & Armstrong, 2008). According to Knox (2005), a brand is simply a thing, which provides the client supplementary charge founded on factors over and above its serviceable presentation. A firm's brand serves as the primary source of its competitive advantage and an expensive deliberate advantage (Aarker, 1991). Branding is a significant element of marketing strategies and companies use brands to penetrate the market and retain reasonable market share through strategic approach to the creation of unique product qualities and brand specifications. Indeed, brands influence consumer perception about products and strategic application of branding techniques results in value addition to products and services. For example, many consumers would perceive a bottle of red wine as a high-quality and expensive product. However, the same red wine would be viewed as low quality if it is packed in unmarked bottle, even if the taste was identical.

Introduction
The result of having a strong brand
Implications of branding in the telecommunications industry
1. Varying the modalities in terms of perception
2. Increased competition in the telecommunications sector
3. Great variations in terms of marketing
4. Compartments of brand configuration
Models suggested by Porter
Conclusion
Bibliography

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[...] Competitive positioning and the resource-based view of the firm. Journal of Strategic Marketing, 97-115. Kay, J. (1999). Mastering strategy: Resource based strategy. Financial Times. Keller, K. L. (2002). Strategic brand management. (2nd ed.). Prentice Hall. Keller, K .L. (1993). Conceptualizing, measuring and managing customer- based brand equity. Journal of Marketing, 57: 1-22. Kotler, P., & Amstrong (2008). Principles of [...]

[...] The competitive approach emphasizes the intensity of competition in the industry and market segment and its profit potential. Generally, it is advisable that firms seek market segments in which the firm has the necessary resources and capabilities to meet market needs and defend it against competitors (Porter, 1985). Bibliography Aaker, D. (1991). Managing brand equity: Capitalizing on the value of a brand name. New York: Free Press. Aaker, D. (1999). Building strong brands. Brandweek, 36(37). Chen, M. J. (1996). Competitor analysis and inter-firm rivalry: Toward a theoretical integration. [...]

[...] Research conducted by Infonetics Research (2007) illustrated that uprising patterns in telecommunications providers have witnessed VoIP are income generators following a fall in the application of conventional phones, although they are expanding the base of other services. Companies will be drifting into presenting clients with a collective customer understanding for clients with one integrated brand name. Therefore the critical success factor is brand building for telecommunication companies and as Aaker (1991) noted, such companies must establish distinctive brand identities for their services. [...]

[...] The Capabilities of market-driven organizations. Journal of Marketing, 37-53. Dierckx, I., & Cool, K. (1989). Asset stock accumulation and sustainability of competitive advantage. Management Science 35: 1504-1511. Dodd, D. Z. (1999). The essential guide to telecommunications, (2nd ed.). Prentice Hall. Feldwick, P. (1996) What is brand equity anyway and how do you measure it? Journal of Marketing Research Society 85-104. Hooley, G. et al. (2001). Market-focused resources, competitive positioning and firm performance. Journal of Strategic Marketing, 17: 503-520. Hooley, G., & Broderick, A. [...]

[...] For big companies to thrive in the telecommunications industry and have a competitive advantage they must have well-defined strategic plans. Under this section prime theoretical perspectives will be highlighted. The Blue Ocean Strategy best illustrates the competitive nature of telecommunications sector (Hooley & Broderick, 1998). This is the approach that holds close the complete structure of companies' actions. From hypothesis to presentation, the strategy looks at how companies in highly flooded environments compete against each other. Instead of playing competition as an own game, which results in a so-called blood battle or Red Ocean Strategy; the Hooley & Broderick (1998) suggest that firms should compete outside the existing boundaries and create what is known as the blue oceans. [...]

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