Trademark management - not brand management

Article Abstract:

A major challenge in marketing in the 1990s is the management of the trademarks of brand names as a valuable asset in order to enhance brand equity. The concept of brand equity is predicated upon the assumption that the commitment of customers to brand name products offers a great marketing asset that can be developed. Brand equity is developed through the skillful management of trademarks that define the products in the minds of customers. The effective management of trademark assets enhances the worth of the trademark through the successful positioning of the trademark. The successful positioning of trademarks is dependent on three major variables: the target market, the frame of competitive reference, and the point of competitive difference. Firms should adopt a trademark portfolio management program focused on trademark positioning to enhance the value of trademark assets.

Marketing, Marketing management

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Rhyme, rhythm, and reason: the three Rs of brand name selection

Article Abstract:

There are several different methods available for selecting and developing brand names. Some of the most successful name sources in the past include: surnames and nicknames; names relating to product ingredients; tribal and company names; and social structures. Other traditional name sources include: animal names; song titles; historical events; and language elements. New and unique brand names can be developed from: association analysis which attempts to create an association between the product and something culturally recognizable; linguistic analysis which uses graphemics, morphemics, and semantics to create new names; and from random symbol combinations.

Analysis, Management

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Effective selection is not just for big business

Article Abstract:

Small business enterprises should develop and implement an effective and legal employee selection procedure to avoid hiring unqualified workers and reduce their legal liabilities. Companies should complete a job analysis for all of their positions that determines what is accomplished by the job, how it is done, and why it is done. That information reveals the knowledge, experience, education, and other requirements applicants must have to reach the job's goals. Employment interviews often fail to determine if an applicant is qualified for a position. Alternatives to interviews include work samples, assessment centers, and employment trails.

Human resource management, Small business, Employee selection

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