MKT 400 Module_One_Short_Paper.docx MKT 400 “ Strategic Brand Management Module One Sh

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MKT 400 Module_One_Short_Paper.docx MKT 400 “ Strategic Brand Management Module One Short Paper Southern New Hampshire University The three companies I selected to analyze the stages of the br... and life cycle and how the 4P™s of marketing are applied to increase brand equity are Apple, Ford, and Nike. Each of these brands have been household names for quite some time so we will examine each brand during a different stage of the cycle: Apple “ brand development, Ford “ brand growth, and Nike “ brand maturity. Apple Inc. is an American multinational technology company that designs, develops, and sells consumer electronics, computer software, and online services. Apple was founded by two college dropouts, Steve Jobs and Steve Wozniak, in 1976 and has since transformed the way consumers use technology currently and will continue to do so. Apple has secured the number one spot on Forbes™ list of the 100 most valuable brands for 10 years in a row,estimated at roughly $241.2 billion dollars “ a 17% increase over last year(Swant, 2020).Apple™s product development cycle is one that is innovative and creative and takes roughly two years. During the brand development phase, the marketing mix elements that are most relevant are product, price, and placement.By identifying and listening to consumer needs, Apple candesign and create a product that encompasses the necessary features at the right price for the correct audience. Apple™s branding strategy is focused on making an emotional connection with their consume. . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . .. .. . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . [Show More]

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