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The strategic implications of branding in the international telecommunications industry

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  1. Introduction
  2. The result of having a strong brand
  3. 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
  4. Models suggested by Porter
  5. Conclusion
  6. Bibliography

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.

[...] 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. [...]

[...] Implications of Branding in the Telecommunications Industry Companies offering telecommunications products both locally and abroad have been forced to vary their modalities in terms of perception as well as approach to commerce. There are two intricate times where firms in the telecommunications industry had to survive; these periods are volcanic and low growth ?glacial' (Boston Consulting Group, 2006). The volcanic period (1993-1999) was exemplified by achievements that were centered on the fact that they were the first to market the exponential market share. [...]

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