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MKT 400 Module_Two_Short_Paper.docx MKT 400 “ Strategic Brand Management Module Two Sh

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MKT 400 Module_Two_Short_Paper.docx MKT 400 “ Strategic Brand Management Module Two Short Paper Southern New Hampshire University During the growth stage of a brand, the customer becomes incre... asingly more aware of the product and/or services and sales start to increase(Lumen Learning, 2020). We can describe brand attributes as features that highlight the personality of a brand, the brand™s identity. The Nike brand has grown to be one of the most well-known and valuable brands in the world. One of the reasons they continue to stay at the top of the industry is because of the strong brand personality they have built. Something to remember about the growth stage of a brand is that that market is expanding, generating demand, and sparking competitors. Key attributes of a brand that are important during this stage are confidence, innovation,relevance; attributes that really drive differentiation between competitors and their products. Brand growth helps to obtain consumer loyalty. Which in return, gives the brand continued growth and success. Part of Nike™s personality is athleticism. They create and offer the best possible athletic gear including shoes, apparel, equipment. Along with their products, they offer inspiration and aspiration to become the best athlete that you can be which is ultimately tied back to their brand growth. Nike uses multiple marketing mix elements as a guide during their brand growth in the following ways:product, place, price, and promotion.Nike offers a plethora of product. . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . .. .. . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . [Show More]

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