Ingredient Branding of Industrial Goods

Ingredient Branding of Industrial Goods: A case study of two distinct different automotive suppliers Waldemar Pfoertsch[1] / Johannes Rid[2] / Christian Linder[3] Abstract This paper concerns ingredient branding; more specifically, ingredient branding for industrial goods. Although research in ingredient branding has been quite intensive in the area of fast moving consumer goods, considerably less research has been carried out for industrial goods. In this paper, the authors provide insight into whether successful ingredient branding can be transferred to industries where it has not been a common phenomenon: automotive suppliers.Two major companies in the automotive industry are analyzed in this paper: Autoliv, a major player in car-safety supplies and equipment like seat belts and airbags, and Bosch, producers of a large variety of car components, like diesel and gasoline injection systems, braking components (e. g. ABS and ESP), and starting motors and alternators. The findings inc lude enormous potential for B2B companies in the field of ingredient branding. Car suppliers, for instance, have rarely used the option of branding their ingredients at the finished product.The authors give a historical perspective, show e. g. that ABS braking system, invented by German supplier Bosch would have been a perfect candidate for branding to the final customer. In the purchasing decision of potential car buyers, the ingredient ABS, provided by a strong ingredient manufacturer (e. g. Bosch) could have led to a preference of buying a specific car, and in the end, added to the supplier’s reputation and revenue. 1. Leveraging the brand We now live in a world where consumers receive thousands of impressions and messages every day.Ever increasing competition makes it more difficult for a message to reach the audience and target group, with the consequence that it becomes harder for a consumer to differentiate between brands. Furthermore, as competitive advantages and inn ovations are copied at a higher speed, products and services become more alike. In this kind of environment, it is important for producers to find a position for their product or service in order to focus and clarify the attributes that make their product unique to the customer.In response to this current business environment, research and best practice show that more and more firms have come to the realization that one of their most valuable assets is the brand name associated with their products or services. (Keller,2003, Pfoertsch/Mueller, 2006). Producers understand that powerful brands are beneficial to the company: â€Å"Brands, therefore, are genuine assets and, like other forms of asset, they can appreciate considerably as a result of careful management and development. † (Blackett, in: Murphy, 1989).Kotler/Pfoetsch (2006) have proved that B2B branding offers strong competitive advantages, â€Å"by implementing a holistic brand approach companies can accelerate and i ncrease their overall success† compared to companies that do not go the path of B2B branding. Brands should be seen in a holistic manner where all activities of a company should be integrated to get the maximum advantage (Kotler/Pfoertsch, 2006). Strategic success might be achieved through leveraging the brand, because the brand is one of the most strategic and worthy assets a firm owns.Possibilities to leverage the brand include line extensions, stretching the brand vertically, brand extensions, and co-branding (Pfoertsch/Schmid, 2005). Co-branding means that two brands form an alliance in one or several areas that lead to a new product branded with both brands. Ingredient branding, on the other hand, is a brand that is solely used as a component of a branded article (Riezebos, 2003). According to Norris (1992), there are two relevant criterias that must be fulfilled for ingredient branding. First, the component can only be bought and consumed by consumers as a part of the br anded article.Second, the brand name of the component is only used for such an ingredient (and not for ‘normal’ branded articles as well). 2. Can you ingredient brand where branding is not a common phenomenon? The reason companies start to co-operate is due to technological and psychological changes of the business environment. There are two reasons why this occurs (Uggla, 2000): First, technology and new distribution patterns open up new possibilities for cooperation where brand extension and brand alliances become more interesting from a strategic point of view.Second, consumers look for risk reduction, and brand extension and brand alliances might be the right strategies to reduce consumer risk. Strategies to meet the demands of a changing world are co-branding and ingredient branding. There are some good examples of ingredient branding of durable goods on the market, such as Shimano as a component supplier of cycles, and Intel in the computer industry. Intel, for in stance, â€Å"positioned itself to be the heart and soul of personal computers.The strategy was to create a brand, and it worked – for PCs† (Karolefski, 2001). In other industries that produce industrial goods, like the car industry, ingredient branding has not been a common strategy. The primary question that guides us through this paper is: Is it possible for industrial goods industry like the automotive industry to adopt an ingredient brand when ingredient branding is not a common phenomenon? 3. Analyzing with real world data In this paper, real world data from two different companies were collected and compared.A qualitative approach was chosen, which enables us to analyze, understand and interpret the situation rather than giving standardized results. The aim was to understand the strategy of ingredient branding as a whole. Research was mainly based on collecting data through interviews with decision makers (respondent interviews), which implies that the interview s are of a strategic nature. A case study approach gives the possibility of getting deeper insight into a certain problem or situation and to ascertain how interviewees perceive their situations.The presented cases are Bosch and Autoliv, two companies representing the car SUPPLIER manufacturing industries. Since this study aims to help understand why and under what circumstances companies choose an ingredient brand strategy, the case study approach was seen as the most appropriate. The Robert Bosch GmbH, Stuttgart offers a wide range of products to the market, both as a supplier to different kinds of manufactures, as well as a producer of consumer goods. It had 2007 a turnover of â‚ ¬46,7 billion and employs over 271,000 people in about 50 countries.Today, 70% of Bosch turnover is from the car industry – it is a pioneer in the automotive supplier industry, with products that include ABS and ESP, injection systems, brakes, starter motors and alternators. Another major car s upplier, Autoliv Inc. is headquartered in Stockholm, Sweden, the result of a merger between Autoliv of Sweden, founded in 1953, and the American company Automotive Safety Production, started in 1997. Autoliv of Sweden was the inventor of seat belts, which first came onto the market in 1956, and developed the first airbag for cars in 1980.Autoliv has about 30% market share in its segment on a worldwide basis, and employs about 6,000 people, with sales in 2004 of $ 5 billion. 4. Leveraging the brand for industrial goods If a company realizes that it cannot capitalize on its own brand alone, it might choose to capitalize on another brand. This implies that company A wants to â€Å"borrow† association of a brand from company B. It follows that company B in turn must also want to have something from A, since B must also benefit from its association with A.Generally speaking, three prerequisites must be fulfilled before company A and B collaborate: 1) Both companies must have suffi cient brand equity, otherwise they would not be able to â€Å"borrow out† any associations (Keller, 2003); 2) company A and B should have a common basis of associations, meaning that A and B’s identity should have a certain degree of fit (Riezebos, 2003); and 3) that company A should be able to â€Å"offer† associations which B does not have and vice versa (Park/Jun/Shocker, 1996). (1) Sufficient brand equity The first prerequisite in terms of brand identity is that both brands have ufficiently strong and unique associations; that both of the brands (ingredient and host brand) separately have enough brand equity (Keller, 2003, p. 362). In this study, the question is whether Autoliv and Bosch each offer enough brand equity so that they could be potentially interesting partners for a host brand seeking to leverage its brand identity. The brand equity of Bosch can be rated as high. Bosch has successfully leveraged its own brand with brand extensions and line extens ions. Bosch, in its beginnings, was a producer of car parts like starting motors and alternators.Over time, Bosch began to capitalize and leverage its own brand by extending their product range, including the development and production of power tools, mobile telephones, security systems, and industrial packing machines. The other company in this case study, the car safety producer Autoliv, is a well-known brand among B2B customers. Autoliv wants to work together with the best automotive companies in the field of car safety: â€Å"The identity of Autoliv is a company that always has the technical leadership in the area of car safety equipment like airbags and seat belts.Autoliv strives to always be the first with technical development in their area. † (Mats Odman, Autoliv). (2) Common basis of associations The second prerequisite is that the companies working together should have a certain degree of similarity in their brand identity (Riezebos, 2003). According to Keller (2003 ), the logical fit (image and product) between the two brands is the most important requirement for a successful collaboration between two brands.That means a) that both companies’ brand identities (host and ingredient brand) should be in correspondence with each other, and b) that the ingredient offers complementary brand associations. Main associations connected with Bosch are: quality and innovation. Most car manufacturers have these associations as well, therefore, a common basis of associations does exist. Bosch representatives say that â€Å"products from Bosch contribute key values to the brand such as a promise from Bosch about product quality. Bosch products are also innovative in the car industry which is reflected in their slogan ‘We bring innovation’, e. . Bosch was first to introduce engine injection systems with 1600 bar pressure† (Stefan Seiberth, Bosch). On the negative side, Bosch has the problem of being a supplier to virtually every car manufacturer in the world, and these car manufacturers have widely different brand identities (e. g. the brand identity of BMW is totally different than that of Volkswagen). Autoliv can be more precise in common associations. Autoliv aims to develop projects with car manufacturers that are striving for the latest technology in car safety, most likely with car manufacturers in the premium segment.A logical fit exists here because Autoliv has the same aim of technical leadership as the car manufacturers they choose to work together with. (3) Offering complementary associations Finally, cooperation between brands will only work if the partner brand offers complementary associations, which the host brand does not have, and vice versa (Park/Jun/Shocker, 1996). The concept of brand identity system is central here (Aaker, 1996), and includes the following definition: â€Å"Brand identity is a unique set of brand associations that the brand strategist desires to create or maintain.These as sociations represent what the brand stands for† (Aaker, 1996). Brand identity consists of twelve dimensions organized around four perspectives – the brand-as-product (product scope, product attributes, quality/value, uses, users, country of origin), brand-as-organization (organizational attributes, local versus global), brand-as-person (brand personality, brand-customer relationships), and brand-as-symbol (visual imagery/metaphors and brand heritage). Though not all perspectives might be appropriate for every brand, it should help firms to consider different brand elements to be able to enrich and differentiate their brand identity.The brand identity model is structured into core and extended identity. The core identity is the timeless and central essence of the brand. Therefore, it will most likely remain constant while the brand is stretched to new markets and products. The extended identity consists of brand identity elements, which complete the core identity, such a s a slogan, sub-brands, and the brand personality (e. g. reliable, American, German engineering, friendly). [pic] Figure 1: Aaker’s model for brand identity modified with results from the case studyTo be able to identify and analyze what the case companies Bosch and Autoliv have to offer to their partners (host brands) in terms of desirable attributes, the above figure based on Aaker’s (1996) model summarizes the most important advantages of the examined cases. The reader should note that this paper is based on a study from the supplier’s perspective (partner brand). Therefore, spill-over effects which the case companies might receive from the producer side are not examined. Bosch offers associations which the partner brand possibly does not have.Attributes like ‘German engineering’, ‘reliable’ and ‘innovation’ could be easily used and benefited from by car manufacturer building middle and lower-class cars. Autoliv’s contribution to collaboration is technical leadership. One could say that Autoliv is a premium brand in their field of competence, thus offering strong associations in quality. To summarize, we can conclude that brand equity is one of the most, if not the most, valuable assets a company has. The company’s brand identity is the most important factor in creating or pushing the company’s brand equity.Company’s management should continuously try to leverage the brand’s identity. Our case companies Bosch and Autoliv prove that leveraging is fully possible in the area of industrial goods 5. Fit between brands So far, the authors have analyzed whether the examined companies and the industrial goods sector could offer enough brand equity and possibilities to leverage. In other words, up until this part of the analysis, we have looked upon whether our case companies would be interesting partners for the producers in their industries, and if the case companies ful fill the prerequisites to make co-branding successful.Now let’s look closer into the fit of brands and the field of brand association base. Image transfer What does theory say about the transferring process? Riezebos (2003) defines image transfer through the term deductive inference, which is the deduction of results/conclusions from brand images already in existence. Deductive inference is important when associations from one brand or entity is carried over to another brand/entity.For the transfer process, a source, which consumers must have certain associations with in terms of where it comes from, and a target (inductive inference, meaning that the associations load the image of the target) is needed. In summary, image transfer is a positive transfer from source to target, and similarly a positive feedback from target to source (Riezebos, 2003). For transferring associations, it is both necessary that source and target have something in common (e. g. common brand name), an d that the target evokes certain brand associations.Ingredient branding and co-branding are brand-stretching strategies based on image transfer. Critical success factors for image transfer are 1) the sources’ level of brand-added value, 2) how the products are related to each other (target and source should only to a minor degree differ from each other), 3) the target group similarity (Park, 1991), and 4) family resemblance (different packages sharing the same facings). Brand association base Simonin and Ruth (1998) stress the fit between brands (and between the products), which significantly affects the attitudes towards the alliance.Leading researchers agree that companies should integrate the brands they cooperate with within their overall brand architecture. The authors have used the brand association base described by Uggla (2003) to examine the question of fit. The result can be seen in the figure below where the association base model has been modified with the finding s from the case studies. The association base is a relevant tool for this purpose – to organize brand alliances and the brand structure from a leader brand perspective and intention.The association base describes how brands can be organized together. The model contains four different core components: leader brand associations, partner brand associations, institutional associations and the customer’s brand image. In a cooperation of brands, the advantage for the leading brand is that it adds values and positive associations to the product. The partner brand gets access to the distributions channels leading to the end-consumer market. The collaboration between the leader brand and the partner will determine an association base.The customer will evaluate the perceived equity from the association base and shape a specific brand image (Uggla, 2001). Figure 2: Modified brand association base (Uggla, 2003) Bosch, as a car part producer with German quality and innovation as th eir base of associations, could definitely contribute to the car manufacturer’s base of associations as for Mercedes-Benz: Enduring Passion. Autoliv has valuable associations for a potential host brand in terms of car safety. On the other hand, Autoliv does not build brand value, Autoliv would be a weaker partner brand according to the collaboration theory.The partner brand should help to expand the base of associations of the leader brand, and the partner brand’s core identity should lead into the direction the leader brand wants to go to, and the direction should be defined by the leader brand. The partner brand should also help to strengthen the base of associations while bringing in exclusivity and differentiation. Once more, Bosch has proven to be a valuable partner when tested against this theory. Autoliv stands weaker in this respect because the company is not actively building brand equity towards the final customer.To summarize, Uggla (2003) suggests that a le ss familiar leader brand should be connected to a strong partner brand with high brand familiarity. A lesser-known and/or unfamiliar car manufacturer (e. g. Asian car manufacturers who want to enter new markets outside Asia) using Bosch in-car equipment, for example, would be a positive example of this guideline. Functional and emotional incentives for brand collaboration A way of defining the motives for collaboration is given by Uggla (2001). He suggests a model based on a matrix, which is divided into emotional and functional benefits, to be able to understand why brands engage in co-operation.The model is based upon Aaker’s theory about the brand’s identity, but focuses on how the components of the value proposition are divided and shared among partners. The model divides the brands engaged in co-operation to a leader brand and (one or more) partner brand(s). The leader brand can choose to develop own associations or choose to capitalize on other brands’ ass ociations. The partner brand’s contribution should be to expand to the leader brand’s base of associations and add critical physical and/or emotional attributes.Two different incentives for collaboration are functional and emotional benefits (Uggla, 2001). An example for a functional alliance is Intel because Intel contributes with a product (the processor for a computer) for which they have core competence. With emotional incentives, the aim of the leader brand is to endorse reputation (Cooke, 2000), which is the aim to get a better image and/or quality association with the help of the partner brand. On the other hand, the partner brand can profit from the leader brand’s functional attributes. [pic] Figure 3: Applied incentive model from leader and partner brand perspectiveThe authors have modified this model in respect to the case analysis (see Fig. 3). As mentioned above, a brand that wants to lend associations to another brand strong must have strong incenti ves that can be either functional or emotional. For car producers, working together with Bosch could gain core competence and expand the value proposition (e. g. Bosch as a technology leader in ESP, ABS and diesel technology). This is according to the theory (Uggla, 2003), which says that collaboration based on functional incentives implies that the one brand contributes with core competence.Bosch would also profit from brand collaboration through shared costs in R&D. Bosch might expand the legitimate territory for their products if the car manufactures allow Bosch to brand their ingredients. Accentuating emotional attributes are also a possibility for Bosch: â€Å"It is our strategy to position Bosch as an innovative, international, modern company† (Stefan Seiberth, Bosch). A car producer might also want to work together with Autoliv based on functional motives because Autoliv has core competency and is a leading manufacturer of car safety equipment (intelligent seat belts, irbags, etc. ). The focus for Autoliv is choosing partners who have a commitment to actively work with the development of safety in cars. As it is the case with Bosch, Autoliv would gain from collaborations by sharing costs for R&D. Emotional incentives are also important for the company and play a certain role in choosing partners for a new project, according to Autoliv. The image of the car manufacturer is important; therefore, the company strives to share development with car manufacturers in the premium segment† (Mats Odman, Autoliv).To summarize, according to the incentive model, both Bosch and Autoliv offer sufficient incentives, both from partner brand as well as from the leader brand perspective. 6. Results: Transferring successful ingredient branding to the car industry The authors have taken into account the findings from the secondary sources of Moon (2002), Aaker (1996), and Keller (2003), all of which present a deeper analysis of ingredient branding strategies, an d have compared these findings with the information from the car suppliers Bosch and Autoliv.We first want to emphasize that successful companies invest in and put the brand first. Moreover, the most effective strategy for a company is to become a brand-driven organization (Kotler/Pfoertsch, 2006). These companies not only differentiate themselves through their technology, but also through their level of service and through all employees working effectively towards the success of the brand, and thus, the company. In addition, ingredient branding is a form of multi-stage branding (Baumgarth, 2001). Therefore, the whole value chain, from (ingredient) producer to the final customer, needs to be considered.In the case of Bosch or Autoliv, the retailer, the producer of the final good, and the final customer need to be connected. This implies that all downstream markets need to be part of the strategy. Hillyer/Tikoo proved that consumers are cognitive misers (Hillyer/Tikoo, 1995). This me ans that consumers simply trust that a well-known manufacturer would not allow itself to collaborate with a low quality supplier. This has been proven with the success of Intel. Customers simply transferred the decision making to the computer manufacturers by trusting that the manufacturers have chosen the right microprocessor supplier, Intel.In terms of transferring these findings to the car industry, Autoliv could step into the shoes of Intel. Autoliv could act as a retrieval cue (Hillyer/Tikoo, 1995) for potential car buyers, where the car buyer trusts the car manufacturer to have picked a trustworthy brand in the area of car safety. Also, for a successful ingredient branding strategy, it is crucial that the right opportunity in time be identified. If we look at the success of Intel, often regarded as one of the most successful ingredient branders, one aspect that is different between Intel and the automotive industry is the timing of the ingredient branding.The computer industry matured during an era when computer sales were strongly on the rise accompanied by a period of increasing sensitivity to the value of branding (Cook, 2003). The car industry is already mature, therefore, the timing is not optimal for an ingredient brand strategy: â€Å"It would be great to replicate [Intel’s success in the automotive industry], but it’s 80 years too late to do it† (Klaus Deller, Bosch Group, in: Cook, 2003). The authors want to stress though, that even the car industry will offer windows of opportunities, especially when supplier come up with decisive inventions and innovations.Another factor to consider is that In contrast to the situation like Intel, where producers were actively looking for co-operations, car manufacturers often want to control their brand image and are currently not actively seeking brand collaboration with supplier. This fact makes the ingredient branding strategy even more complicated to implement. A solution to this woul d be for suppliers like Autoliv and Bosch to adopt a pull strategy by creating consumer demand.The pull principle is also the basic underlying concept that is best suited for ingredient branding, meaning that the ingredient manufacturer directly addresses the final customer (Pfoertsch/Schmid, 2005). Bosch is, through its automotive advertising campaigns in 2006 and 2007, on its way to utilizing such a strategy. Building strong association could even be implemented into the car industry. The OEM’s in the car industry could effectively promote their associations, which in the case of Bosch could be ‘braking safety’ (ABS, ESP), and ‘passenger safety’ (Airbags), in the case of Autoliv.The authors conclude that it is entirely possible for auto suppliers to establish an ingredient branding strategy. Bosch and Autoliv proved to have substantial possibilities for ingredient branding. This conclusion can be drawn through congruence of findings of the empirica l research with theory. It is vital to the success of the strategy, though, that the whole organization not only strives for the same objective, but also consistently delivers the brand promise. Only with this â€Å"quality thinking† in the organization, can an ingredient succeed in the final industrial good.And – not to forget – it is time-consuming to create and establish a brand. Therefore, the overall strategy needs to be a long-term engagement in the marketing and branding investment. 7. Suggestions for future research This paper has examined the question of ingredient branding as a viable strategy for producers of industrial goods. In particular, we tested automotive suppliers Autoliv and Bosch (Norris, 1992; Keller, 2003; Riezebos, 2003). Since the scope of this paper could only cover the basics of this question, it would be interesting to go deeper into other aspects.A question for further research would be to find out how a model of the appropriateness of ingredient branding could be derived. Further research could cover even more industry segments in B2B marketing, thereby giving deeper insights into why certain industries have seen companies with successful ingredient branding, while others have not. Additionally, to discuss questions about an implementation strategy for ingredient branding needs more insight and research, including a possible guideline for companies that have decided to brand its ingredient.Examples from other industries could also be examined since the implementation process is very complex and many aspects need to be considered. Literature Aaker, D. A. , and Joachimsthaler, E. , â€Å"Brand Leadership†, The Fress Press, New York, 2000 Aaker, D. A. , and Keller, K. L. , â€Å"Consumer Evaluations of Brand Extensions†, Journal of Marketing, 54, January 1990, pp. 27-41 Aaker, D. A. , Building Strong Brands, The Free Press, New York, 1996 Baumgarth, C. , Ingredient Branding. Begriff und theoretische Begrundung, in : Esch, F. -R. : Moderne Markenfuhrung, Wiesbaden 2001, p. 17-343 Blackett, T and Boad, B: Co-branding, the Science Of Alliance, Macmillan Business, Interbrand, England, 1999 Blackett, T. , The Nature of Brands, in: Murphy, John, Brand Valuation, Hutchinson Business Books, 1989, pp. 1-11. Cook, B. , Can Bosch spark its OEM brand? , www. brandchannel. com, 2003 Cooke, S. , and Ryan, P. , â€Å"Brand Alliances: From Reputation Endorsement to Collaboration on Core Competencies†, Irish Marketing Review, Vol. 13, 2000, p. 36-41 Hillyer, C. , and Tikoo, S. , â€Å"Effect of Cobranding on Consumer Product Evaluations†, Advances in Consumer Research, Volume 22, 1995 Kapferer, J. -N. Reinventing the Brand, Kogan Page, London, 2001 Kapferer, J. -N. , â€Å"Strategic Brand Management†, Kogan Page, London, 1992 Karolefski, John, â€Å"Intel Outside†, www. brandchannel. com, 2001 Keller, K. L. , â€Å"Conceptualizing, Measuring, and Managing Customer- Based Brand Equity†, Journal of Marketing, January 1993, pp. 1-29 Keller, K. L. , Strategic Brand Management: building, measuring, and managing brand equity, Prentice-Hall International (UK) Limited, London, 1998 Keller, K. L. , Strategic Brand Management: building, measuring, and managing brand equity, Prentice-Hall International (UK) Limited, London, second edition, 2003 Kotler, P. et al. , Principles of Marketing, Prentice Hall Europe, 1996 Kotler, P. , and Pfoertsch, W. , „B2B Brand Managementâ€Å", Springer, Berlin/Heidelberg 2006 McCarthy, M. S. , and Norris, D. G. , â€Å"Improving Competitive Position Using Branded Ingredients†, Journal of Product & Brand Management, Vol. 8, Nr. 4, 1999, pp. 267-285 Moon, Y. , â€Å"Inside Intel Inside†, Harvard Business Review, October 15, 2002 Norris, Donald G. , â€Å"Ingredient Branding: A Strategy Option with Multiple Beneficiaries†, The Journal of Consumer Marketing, Vol. 9, No. 3, 1992 Park, C. W. , Jun, S.Y. , and Shocker, A. D. , â€Å"Composite Brand Alliances: An Investigation of Extension and Feedback Effects†, Journal of Marketing Research, Vol. 33, 4, 1996, pp. 453-466 Pfoertsch, W. , and Schmid, M. , „B2B-Markenmanagement: Konzepte – Methoden – Fallbeispieleâ€Å", Franz Vahlen, Munich, 2005 Pfoertsch, W. , and Mueller, J. Die Marke in der Marke Bedeutung und Macht des Ingredient Branding, Springer, Berlin/Heidelberg 2006 Riezebos, Rik, â€Å"Brand Management: A Theoretical and Practical Approach†, Pearson Education Limited, 2003 Simonin, B. L. , and Ruth, J. A. â€Å"Is the Company known by the Company it keeps? Assessing the Spillover Effects of Brand Alliances on Consumer Brand Attitudes†, Journal of Marketing Research, Vol. 35, February 1998, pp. 30-42 Uggla, H. , â€Å"The Brand Association Base: A Model for Strategically Leveraging Partner Brand Equity†, Unpublished Paper, 2003 Uggla, Henrik, †Managing the Bra nd-Association Base†, Akademitryck AB, Edsbruk, 2000 Uggla, H. , †Organisation av varumarken†, Liber Ekonomi, Malmo, 2001 Uggla, H. , †Varumarkesarkitektur – strategi, teori och kritik†, Liber Ekonomi, Malmo. 001 ———————– [1] Waldemar Pfoertsch – Professor of Business Marketing – CEIBS China Europe International Business School Shanghai – Hongfeng Road Shanghai – 201206, China – Tel: +86(21) 28905662 – [email  protected] edu and Professor of International Business – Pforzheim University – Tiefenbronnerstrasse 65 – 75175 Pforzheim, Germany [2] Johannes Rid, National Sales Manager, Pirelli Tyre Nordic AB, Gustavslundsvagen 141, P. O. Box 14147, 16714 Bromma, Stockholm, Sweden,Tel: +46. 8. 6220850, Fax: +46. 8. 7550941, johannes. [email  protected] et [3] Christian Linder – Research Assistant – Pforzheim Business S chool – Pforzheim University – Tiefenbronnerstrasse 65 – 75175 Pforzheim, Germany – Tel: +49 7231 28-6466, christian. [email  protected] de ———————– Bosch: Expand the legitimate territory Emotional incentives Functional incentives Bosch: Expand value proposition, modify brand personality Bosch: Engineering core com Autoliv: Core competence in car petence safety Partner brand perspective Leader brand perspective Bosch: Cost efficiency (R&D), Short cut to awareness and distribution. Autoliv: Cost efficiency (R&D)Institutional Associations Image Transfer Identity Transfer Customers’ image of the brand Leader Brand Associations e. g. Mercedes-Benz: Enduring Passion [pic]*fgyz}†°S? z  Ã‚ ©? iO?  ©i? i~? i? hM8([email  protected]>zhuT;CJOJ[4]QJ[5]^J[6][email  protected]>zhuT;5? 6? CJOJ[7]QJ[8]? ]? ^J[9][email  protected]>zhuT;5? CJ,OJ[10]QJ[11]^J[12]aJ,mHsH#[email  protected]>zhuT ;6? OJ[13]QJ[14]^J[15][email  protected]>zhuT;0J6? OJ[16]QJ[17]U[pic]^J[18][email  protected]>zhuT;5? CJ,OJ[19]QJ[20]^J[21]aJ,[email  protected]>zhuT;CJ OJ[22]QJ[23]? ^J[24]aJ mHsH. [email  protected]>zhuT;5? CJ OJ[25]QJ[26]? Partner Brand Associations Bosch: Innovation, quality Autoliv: Safety Association base fit

Why you should eat breakfast

Although this research Is for everyone, It'll help us to be better students as well! Preview Main Points: First I will tell you about the stress relief benefit, then I will tell you about the concentration benefit, last I will tell you about the memory benefit. BODY Transition: Let's bite down on this exciting topic shall we? Main Point 1: As students, we have very busy lives and it can become almost Impossible to Just relax bit. A. In 2009, Dry. Schools and Dry. Smith of the Wrigley Science Institute states that chewing gum can actually relieve stress.B. Stress can be caused by all kinds of forms. When we're caught lying; when we're bout to take a test; when we're worried or even sad. C. When we are stressed, our bodies become tense. A remedy for that would be to exercise. Well, the remedy to loosen our Jaw tension is to chew gum! Dry. Shall posts In 2002 Journal of Oral Rehabilitation that muscle contraction from chewing Is a form of exercise. Chewing stimulates vague nerve In the brain, which lowers heart rate and increases relaxation. D. In addition, Dry. Chou of peoples. Org published an experiment in April 2013 that gum relieves stress not only by producing blood flow and oxygen to the brain, but also by subconsciously shifting our attention to the act of chewing. Transition: Now that our Jaws are loosened up, let's loosen our ears to listen to the next benefit: concentration! Main Point 2: Concentrating on specific things can be difficult especially when we live in such a busy world! In our generation, we have so many things to distract us from our priorities such as school. A.An experiment posted in Nutritional Neuroscience, a Journal updated in 2013 shows that the act of chewing gum increases concentration! B. This chart shows the results for 3 types of experiments based on alertness, contentedness, and calmness. Out of a possible 25 correct answers, the test results were higher when the subjects hewed gum before taking the test as opposed to not chewi ng gum. C. Another test conducted by Dry. Allen et al of Nutritional Neuroscience Journal updated in 2011 and there were fewer long responses in several tests. Transition: Now let's concentrate on advancing our memory!Main Point 3: Memorization can be a tedious task but if we study and then chew gum before having to recall all that we've memorized, we'll be able to do it faster! A. Jennifer Welsh of Live Science cites the Journal Appetite in 2011 that the SST. Lawrence University Research Team conducted an experiment on 224 undergraduates and vided them into 3 groups. The first group chewed gum before and during the test. The second group chewed gum 5 minutes before the test. It. Results showed that chewing gum before the test improved a student's performance. Ii. Within 15-20 minutes, the 5 minute gum chewers recalled 25 to 50 percent more information. That's pretty significant! ‘v. The researchers believe that the improvement in brain power was due to the chewing warming up the brain, a phenomenon they suggestively call the â€Å"mastication-induced arousal† B. Scientific American's author Amy Kraft posted March 2013 about a test conducted n 40 people. Researchers had all 40 people listen to a 30-minute recording of a sequence of numbers. It. 20 people chewed gum while the rest did not. Iii.The results showed that the gum chewers had higher accuracy rates and faster reaction times. ‘v. This is due to more oxygen flow to the brain which is responsible for attention and with more attention means more room for memorization! CONCLUSION Review Topic: I have Just gone over the three wonderful reasons why you should start chewing gum on a regular everyday! Review Main Points: First, we learned the stress-relief benefit, then we learned the incarceration benefit, last we learned the memory benefit. Lasting Thought: We have pretty busy lives! Why You Should Eat Breakfast Topic: Why you should eat breakfast everyday General Purpose: To persuade Specific Purpose: To persuade the class why it is good to eat Thesis Statement: Eating breakfast can make each day so much better. I. Introduction A. Attention Getter: How many of you have heard that breakfast is the most important meal of the day. But still manage to walk out the house without eating breakfast. I bet you don’t forget your caffeine though, B. Reason to Listen: To understand why breakfast is so important. C.Thesis Statement: Eating breakfast can make each day so much better. D. Credibility Statement: Research E. Preview of Main Points: 1. First I will go into the benefits of breakfast 2. Second, I will explain why you should make a priority to eat breakfast everyday 3. Last, I will tell you fun facts. A. Benefits of eating breakfast a. . Skipping breakfast can actually backfire on you, and cause you to gain weight. Going without food increases the production of insulin in your body, which can cause your body to store more fat. . The longer you go without eating, the more glycogen your muscles use, and the less energy you have. c. Depending on age and gender, your body needs a minimum amount of nutritional elements, such as vitamins, minerals, fiber, calories and fat, to keep organs functioning properly. Eating breakfast gives you a jump-start on meeting your nutritional requirements for the day, and also gets you on the path to making more healthy choices. (LIVESTRONG) B. Priority d.Eating breakfast will allow you to focus better and do better in school e. Allow you to carry out your day with more energy. f. When you eat breakfast it allows your portions throughout the day. People who don’t eat breakfast tend to eat more during the day. (HEALTH. ORG) C. Fun Facts g. one in ten people skips breakfast, which can severely limit their ability to learn. h. Research shows that people who eat breakfast have healthier weights than children who skip breakfast and also perform better on memory tests. health 24. com) i. Breakfast is the meal that makes champions II. Conclusion F. Preview of Main Points: 4. First I will go into the benefits of breakfast 5. Second, I will explain why you should make a priority to eat breakfast everyday 6. Last, I will tell you fun facts You have overcome many trials and tribulations to get to this day and I couldn’t be any prouder. a. Everyone should just try and eat breakfast and see the major difference it makes in your day.

A Analysis of Cecil Vyse Essay

During the last part of the novel A Room With A View by E. M. Forster, what Lucy Honeychurch thought was her love for Cecil, her fiance, gradually changes to vexation as Cecil slowly transforms into her â€Å"fiasco. † As Cecil intrudes upon Lucy’s fun whether in music or in her recreational activities, and annoys her family and friends, he eventually agitates her so much that she breaks off their engagement. Cecil, with his constant infringing upon Lucy’s pastime games and commands, inevitably appears to Lucy as both a spoilsport and a bother. For example, Lucy becomes â€Å"red† with anger when Cecil prohibits her from playing what she likes and instead commands her to play another piece at which she â€Å"close[s] the instrument† out of exasperation. In addition, when he refuses to join in the tennis match, Lucy, already â€Å"angry† that Cecil â€Å"fail[s] to realize that it may be an act of kindness for a bad player to make up a fourth,† concludes that he is actually â€Å"sneer[ing]† at her and the other players and thus â€Å"refuses to answer† him when he tries to get her attention. However, Lucy, in a good mood after the game and believing that she â€Å"love[s]† Cecil, disregards her irritation with him and invites him to â€Å"read away† only to be further annoyed with Cecil when he does not share her mood and refuses to read â€Å"while Mr. Emerson is [t]here to entertain [them]† and even goes as far as to call Cecil â€Å"frivolous. † Not only does Cecil’s intrusive and snobby manner stop Lucy from having fun, but it also creates problems for the other characters. For example, even though Cecil says that he â€Å"will not spoil the set†of four, he, in fact, actually does by refusing to play and thus troubles Lucy and the other characters to look for a fourth partner. As a consequence, the characters fall back on Lucy and she is forced to â€Å"change [her] frock† and to commit the sacrilege of â€Å"br[eaking] †¦ sabbath† to compromise for Cecil. In addition, Cecil distracts Lucy by â€Å"read[ing] †¦ aloud† a â€Å"bad novel† during the men’s four tennis match and causing her to â€Å"miss her stroke,† Lucy, so irritated that Cecil had spoiled her fun, actually calls him a â€Å"nuisance. † Later, Cecil imposes himself upon Freddy and Floyd by insisting that they â€Å"must listen† to him read aloud from his â€Å"bad novel† and annoys them so much that they would rather leave him to â€Å"hunt for a lost ball† than to rest and listen to his drivel. Later that Sunday night of the tennis game, all of Cecil’s egocentric and patronizingly patriarchal actions finally push Lucy to end their engagement. For example, Lucy finally sees how â€Å"abominably selfish† Cecil is after he refuses Freddy’s invitation to play once again, seeing that although he could â€Å"play well enough to make up a set of four,† he still decides to deny Freddy the game by declining once again. In addition, Lucy at last notices that Cecil is incapable of â€Å"know[ing] anyone intimately† as he â€Å"always protect[ed] [her]† under the assumption that Lucy didn’t know what was â€Å"ladylike and right† and never bothered to see that she can evidently â€Å"choose for [her]self. † Finally, Lucy, furious that Cecil tries to â€Å"stifle† and â€Å"wrap [her] up† in â€Å"art and books and music† like himself and limit her freedom, decides at last that she cannot â€Å"behave as [his] wife† and breaks off their engagement. Thus, as Cecil spoils the mood by never participating in anything Lucy’s family and friends engage in, by creating trouble for them, and by restricting Lucy’s thoughts and actions, he unavoidably sets himself up to Lucy as a poor sport. Lucy, in turn, interprets Cecil’s lackadaisical attitude as the symbol of his whole being and as a result becomes increasingly exasperated with Cecil over time and ultimately terminates their relationship.

Building and Hosting Your Own Website Essay Example | Topics and Well Written Essays - 500 words

Building and Hosting Your Own Website - Essay Example I have always relied on your team to make updates on the website, and unfortunately, this has lead to a delay in the upload of articles as well as the posting of new products and services. As such, I have decided to do the update myself. I wish to have my entire website migrated to a content management system (CMS) such as Joomla so I can add/remove/revise content without the worry of ruining my website design. I am pretty sure that you can do this quite easily as my current website host offers a one-click installation of Joomla on the server. Through this move, I hope I can make updates weekly, if not daily, as well as add new writers and editors to the website without giving full access to the backend of the web server. I have recently been looking up new website designs and have settled on a clean, crisp look. I want to use colors for actionable items on the website, as well as photos and quotes to highlight important parts of the content. 1. Contrast: I want the background of the website to be white or grayish white so that items (fonts, photos, quotes) will stand out. I want titles or headers of articles to be in all cap and in bold. I want it colored in turquoise (see design document for details). Font of the content must be gray, a bit on the dark side, but definitely not black. 2. Repetition: Photos for all articles (on the blog) must be in black and white. This way, it replicates the design elements of the fonts and serves to highlight the actionable links as well as the quotes taken out from the article. Moreover, repetition can be used in the Navigation of the store where categories of the products/services I offer are located in the left side, as well as in the tag sphere below it. 3. Alignment: I want lots of white space for the site, but I also want to have crisp lines which can be generated by aligning content to the left (for the blog). In the store, I want products/services to display in a 4x4 grid. 4. Proximity:

Short answers questions Assignment Example | Topics and Well Written Essays - 250 words

Short answers questions - Assignment Example This is also interpreted to mean that narrative identity is subject to personal interpretation of ethical identity and can be largely considered to be an illusionary identity of the reader. According to Thompson (65), the degree at which abortion can be considered morally permissible is constrained by factors that make it morally impermissible. Thompson (65) argues that abortion is morally permissible in circumstances such as when the necessary precautions to avoid pregnancy are taken but eventually conception occurs either way. In this case, the parents of the fetus can consider abortion as refusal to take responsibility for an outcome they are not ready to take responsibility of. On the other hand, Thompson (66) argues that since it is problematic to point at what point a fetus is considered to have a moral identity, it is rational to assume that fetuses are humans from the time of conception, thus, they have moral identities which make abortion the killing of a human. Thus, regarding the two counterarguments, abortion is both morally permissible and impermissible. By applying the Personal Identity Theory of Reductionism, which considers the psychological continuity affecting identity

Parental Drug Use as Child Abuse Research Paper

Parental Drug Use as Child Abuse - Research Paper Example At that time there was no agency to look into the welfare cause of abused children, therefore, the advocates for American Society for the Prevention of Cruelty to Animals (ASPCA) took the case by arguing that laws securing animals from abuse should not be relatively effective than laws safeguarding children. In this particular case of Mary Ellen Wilson, the foster mother was sentenced to one year imprisonment. This sentence created awareness in the society leading to the formation of the New York Society for the Prevention of Cruelty to Children in 1874. In 1974, the federal law was enacted to help the cause of child abuse through government funding (Find Law.com, 2012). The legislative record of the Child Abuse Prevention and Treatment Act (CAPTA), the leading Federal legislation for child abuse and neglect started in P.L. 93-247; the   Act was further amended very recently and reauthorized on December 20, 2010, by the CAPTA Reauthorization Act of 2010 (P.L. 111-320). All function s related to child abuse are covered under CAPTA by arranging funds for the state agencies and welfare organizations (Child Welfare Information Gateway, 2011). It could be pertaining to any one of the issues faced by the government, for example, in the case of abuse of drugs by the parents or caretakers having negative repercussions on the overall growth of children. Considering the loss of health and well being of children, about 47 states, the districts of Columbia, Guam, and the U.S. Virgin Islands are governed by the law under the child protection statutes but policy since May 2009 does not cover states such as American Samoa, Connecticut, New Jersey, Northern Mariana Islands, Puerto Rico, and Vermont for exposure to illegal drug activity (Child Welfare Information Gateway, 2009). It has implicit meaning for the NASW, as federal funding for drug abuse would not be forthcoming for these specified states, not covered by the state law.   

Human variation Assignment Example | Topics and Well Written Essays - 750 words

Human variation - Assignment Example e same note, natural selection entails the survival of the best species in terms of survival techniques since nature poses a wide range of challenges in a bid to survive. In addition to that, genetic shift entails the acquiring of survival traits and consequently the passing on the traits to the generations to come. Evidently, this is aimed at enabling the organisms, in other words, humans to survive and reproduce effectively in nature. Finally, there is the issue of chance inheritance which entails the selection of the most suitable survival trait in a bid to pass it on to the next generation. With the shifting and movement of people over the world, it has promoted the spread of traits. Evidently, for instance traits like the ABO are perceived to have originated from one region. However, with the movement of people with the aim of seeking the most appropriate place to settle the trait has been passed all over the world. It is worth noting that approximately everywhere in the world there exist the ABO trait in individuals. Notably, the passing on of this traits from generation to generation is aimed at enabling the future generation to adapt more to the environment they are exposed to. Adaptive traits are developed in a bid to adapt to the environment. Consequently, different environment suggest different traits thus can’t be used for classification purposes. On the same note, it is argued that this traits are liable to extinction once the particular adaptive environment is changed or does not exist anymore. Moreover, since the environmental factors change with time, new traits are likely to emerge in a bid to fit in to the changing environment. Consequently, since the emergence of traits is dependent on the specific condition that exists for instance environmental condition, numerous adaptive traits are expected thus the concept of adaptive traits cannot be used to classify humans since you may require an infinitely large number of subgroups. It is evident