Y&R's BAV Story

This material is Young&Rubicam Inc.
~1~

BrandAsset
Valuator is one of the most

extensive research programs on branding ever
taken. To date over 100,000 consumers across 32
countries have been interviewed. Information on
more than 13,000 brands has been collected
providing up to 56 different scales and dimensions
of consumer perception. This proprietary data is
the source of Y&R's brand-building models,
providing the companies of Y&R insights into client
and competitive brands for better management of
communications and business optimization.

This material is Young&Rubicam Inc. ~2~

WHAT IS BRANDASSET
VALUATOR?

Brand Development Findings
Brands - independent of their product category - develop in a
very specific progression of consumer perceptions.
When building a brand, Differentiation comes first; then
Relevance; then Esteem and ultimately, Knowledge. But the
real action takes place in the relationships between these
measures. Managing the relationships between the measures is
the key to brand health. The relationships illustrate a brand's
intrinsic value, its ability to generate margin, and its ability to
insulate against competitive substitution.
DIFFERENTIATION measures the strength of the brands meaning.
Consumer choice, brand essence and potential margin are all
driven by Differentiation. RELEVANCE measures the personal
appropriateness of a brand to consumers and is strongly tied to
household penetration. Relevance alone is not the key to brand
success. Rather, Relevance together with Differentiation form
BRAND STRENGTH, an important indicator of future performance
and potential. Relevant Differentiation is the major challenge for
all brands and a leading indicator of brand health. The
combination of ESTEEM and KNOWLEDGE form BRAND STATURE, a
more traditional measure that BrandAsset
Valuator has
determined to be a lagging indicator of brand health. As part of
the diagnostic process for managing brands, Y&R plots brands
on a "POWER GRID" reflecting each brand's Strength and Stature.

HOW ARE BRANDS BUILT?

BrandAsset
Valuator demonstrates that the process of building

brands is reflected through a progression of 4 primary
measures:
Differentiation
Relevance
Esteem
Knowledge
These measures are
used in BrandAsset

Valuator to evaluate
(a) current brand
performance (b) to identify core issues for the brands, as well as
(c) to evaluate brand potential.
Brands can be evaluated by these individual measures. But
more important, the relationships between these measures, or
"pillars", show the true picture of a brand's health, its intrinsic
value, its muscular capacity to carry a premium price and its
ability to fend off competitors.
DIFFERENTIATION is first
The starting point for all brands is differentiation. It defines the
brand and distinguishes it from all others. Differentiation is how
brands are born.
BrandAsset
Valuator finds that as a brand matures,

Differentiation often declines. It however doesn't have to happen
like this. Even after reaching maturity, with good management,
a brand can perpetuate its Differentiation. A low level of
Differentiation is a clear warning that a brand is fading.
RELEVANCE comes next
Differentiation is only the first step in building a brand. The
next step is Relevance. If a brand isn't relevant, or personally
appropriate to consumers, it isn't going to attract and certainly
not keep them in any great numbers. BrandAsset
Valuator
shows that there is a distinct correlation between Relevance and
market penetration. Relevance drives franchise size.
BRAND STRENGTH
The relationship
between a brand's
Relevance and
Differentiation
represents brand
strength, which is
a strong indicator
of future performance. Relevant Differentiation - i.e. remaining
both relevant and differentiated - is the central challenge of
every brand. It is critical for all brands and applicable all over
the world.
the basis of ESTEEM
BrandAsset
Valuators third primary measure (or pillar) is

Esteem - the extent to which consumers like a brand and hold it
in high regard. In the progression of building a brand, it follows
Differentiation and Relevance. It's the consumer's response to a
marketer's brand-building activity. Esteem is itself driven by
two factors: (a) perceptions of quality and popularity, and (b) the
proportions that these factors differ by country and culture.
BrandAsset
Valuator tracks the ways in which brands gain

Esteem, which helps us consider how to manage consumer
perceptions. Through BrandAsset
Valuator we can identify

opportunities for leveraging a brand's Esteem.
KNOWLEDGE is the successful outcome
If a brand has established its Relevant Differentiation and
consumers come to hold it in high Esteem, brand Knowledge is
the outcome and it represents the successful culmination of
building a brand. Knowledge means being aware of the brand
and understanding what the brand or service stands for.
Knowledge is not a consequence of media weight alone.
Spending money against a weak idea will not buy Knowledge. It
has to be achieved.
BRAND STATURE
As Brand Strength
was found in the
relationship
between Relevance
and Differentiation,
Brand Stature is
discovered in the
combination of Esteem and Knowledge. Brand Stature indicates
brand status and scope - the consumers' response to a brand.
As such, it reflects current brand performance and is a strong
strategic indicator. For example, Esteem rises before Knowledge
for a growing brand. If rankings show the opposite relationship,
a problem may have been identified.
RELATIONSHIPS tell the story
By plotting all the four measures - Differentiation, Relevance,
Esteem and Knowledge BrandAsset
Valuator serves as an
exceptional diagnostic tool for building and managing brands.
BrandAsset
Valuator's Power Grid, a graphical depiction of the

relationship between brand strength and brand stature widely
associated with Y&R's BrandAsset
Valuator shows the

strengths and weaknesses of a brand. It identifies the strategic
direction to maximize brand strength and helps clarify the role
of elements in the marketing mix.
the POWER GRID
On the vertical axis, we plot each brand's strength its level of
Relevant Differentiation. Along the horizontal axis, we plot each
brand's current stature - its Esteem and Knowledge levels.
Brands begin life in the lower left corner, where they first
establish their Differentiation, their reason for being. Most of
the movement here is upward. The process of growth starts with
Differentiation, then Relevance, while the brand is not yet held
in Esteem or widely known.
Enough Strength boosts
the brand into the upper
left quadrant. This
quadrant represents the
potential for a brand.
Strength is still building
and the challenge here
is to translate this
Strength into Stature for
the brand. Brands can
stay in the upper left
quadrant, establishing
themselves as successful niche players. Or, from this position, a
brand can launch its attack. From a marketer's standpoint, it's
also an area of yet unrealized potential. Current brand leaders
need to recognize the brands in this quadrant as their emerging
competition.
The upper right area is populated by the brand leaders. The
strongest brands are here, those with megabrand potential and,
in many cases, the megabrands themselves. A key finding of
BrandAsset
Valuator is revealed in the PowerGrid. Both older

and relatively younger brands are found in this upper right
quadrant. The implication is tremendous - brands can hold a
position of power - virtually forever - if managed properly.
Finally, the bottom right quadrant is the trouble spot for
brands, an indicator of eroding potential. These brands have
failed to maintain their
Relevant Differentiation
- their core Strength. If
unattended long
enough, their Stature
will begin to fall and the
franchise decline.
Without proper
management, brands in
the bottom right
quadrant could slide
into the lower left
quadrant signaling that
these brands have become unfocused. Consumers hold few
perceptions of them, finding them less Differentiated or
Relevant. Esteem is falling and is frequently at a lower level
than Knowledge. Unless steps are taken to stimulate and
reinvigorate, these brands will lose Esteem and could eventually
fade from consumers' consciousness.

EXPLORE THE POWER GRID

The PowerGrid sets the
strategic process in motion
by identifying the strength
or weaknesses of a brand.
The PowerGrid is defined
by the Brands Strength
its level of Relevant
Differentiation and its
Stature its Esteem and
Knowledge levels.

BRAND DEVELOPMENT CYCLE

The PowerGrid
defines a cycle of
brand development.
Brands begin life in
the lower left corner,
where they first
establish their
Differentiation, their
lized
to strong mass brands.
reason for being.
As the brand develops
Differentiation and
starts to build
Relevance, it rises into
the Unrea
Potential area.
Brands can stay in this area, establishing themselves as
successful niche players, or they can build on their Strength to
develop in
As brands develop Stature on their base of Strength, they move
into the Leadership area of the PowerGrid. The strongest
brands are here - those with megabrand potential, and in many
cases, the megabrands themselves.
Successful brands that then fail to maintain their Relevant
Differentiation - their core Strength - can decline into the
Eroding Potential area. These are the brands exhibiting
warning signs. Brands can decline even further, eroding Stature
as well as Strength, becoming Unfocused, and ultimately fading
from consumers consciousness.

INTERPRETING BRAND PATTERNS

Are your PILLARS aligned?
Pillar patterns reveal a great deal about the brand's current
health and future strategic positioning. The relationships among
the pillars, often more than the individual scores, are extremely
powerful brand diagnostic tools.

THE 4 BASIC AND ADDITIONAL PILLARS PATTERNS

( 1) UNREALI ZED POTENTI AL
Leading with Differentiation,
this brand is successfully
entering the market place, is
healthy, and has potential to
grow.
As it continues to build the
relationship with the
consumer, brands Relevance
grows, and Esteem and Knowledge follow.
Examples include: (a) Momentum brands and (b) Successful
emerging brands

( 2) LEADERSHI P BRAND
Brand Leadership has been
achieved
The brand has successfully
built Differentiation,
Relevance, Esteem and
Knowledge

( 3) UNFOCUSSED OR NEW
ean slate
Examples include: (a) Commodity brands (b) Former leaders
( 5) E / P
derstood intimately

(a) Designers (b) Luxury automobiles (c) Rare foreign brands
The brand is emerging or
has the potential to be
reborn. It is starting from
virtually a cl
To build the brand,
establishing Differentiation, -
the brands uniqueness,
meaning, and personality - is
the first step
Examples include:
(a) new brands (b) unknown brands (c) Forgotten brands

( 4) ERODI NG BRAND
The brand's highest pillar is
Knowledge, indicating that
the brand is well understood
by consumers.
However, lower Esteem,
Relevance and
Differentiation indicate that
the basis for choice is fading.

XOTI C RESTI GE
Very strong Meaning.
Relevant to few, perhaps
due to limited distribution,
price, or high specialization.
Very highly regarded by all,
but un
by few.
Examples include:
( 6) BADGE
The brand has a powerful
meaning, is held in high
regard, and is well
understood by total
population
However it is relevant only to
a few, often due to price
Examples include:
(a) Special Media and entertainment (b) Luxary items that
are well understood by the total population.

( 7) EMBARRASSMENT
The brand is not highly
esteemed, but it is
Differentiated, Relevant, and
well understood by all
consumers.
Examples include:
(a) Brands that promise
Cleanliness (b) Exciting,
frivolous foods such as
snacks (c) sensationalistic Brands (d) Poor Quality brands

( 8) COMMODI TY
Brands that are more
Relevant than Differentiated,
and more Known than
Esteemed
Mass market brands that
are substitutable
Examples include: (a) Low-
end Convenience foods (b)
Mass market retailers (c) Unspecified Fast-Food restaurants
( 9) SPECI ALTY
The brand and its unique
meaning are well Known by
the total population, but few
actually use it
A brand that is established,
but niche
Examples include:
(a) highly specialized foods
(b) specialized vehicles
(c) some alcohol brands

( 10) BRAND OF THE PAST
A brand is Known, but not
Differentiated, Relevant or
Esteemed
Better remembered than
cared about
Examples include: Old, old
Brands

( 11) FUNCTI ONAL
A brand that lacks meaning,
Esteem and full
understanding by the
customer, but is still
Relevant because of its
functionality
Examples include:
(a) cleaning products
(b) cooking fats
( 12) FOR THOSE-IN-THE-KNOW
Not everyone fully
understands the meaning of
this brand, but all find it
Relevant and Esteemed
Examples include:
(a) pharmaceuticals
(b) corporations
(c) auto-care related brands

TYPICAL PILLAR PATTERNS

These brands demonstrated
the differences among brands
in different areas of the
PowerGrid in 1993.
MACLEANS was an unfocused
brand, having eroded to the
point of fading from
consumers' usness.
BOSTON CHICKEN was in the
Unrealized Potential area, with
a strong pillar pattern for a
young brand. It had the ability
to be a strong niche player, or
to further develop into a mainstream brand. DISNEY was in the
Leadership area a megabrand strong across all measures. TWA,
lacking in Relevant Differentiation, was in the Eroding Potential
area. It was demonstrating a strong warning signal that it was
losing reason for choice.
conscio

SAMPLE BRANDS
Among the sample brands surveyed in 1993, STARBUCKS and
FOXY were in the new brands area. BOSTON CHICKEN, SNAPPLE
and BARNES & NOBLE were brands with unrealized potential.
NETSCAPE and LUCENT were in the same area four years later in
1997. DISNEY was in the leadership area in 1993. KMART was in
the leadership area as well, but was already experiencing some
erosion of Strength. WESTERN UNION, GREYHOUND and TWA were
all eroding brands, while MACLEANS and MONEYGRAM had
eroded into unfocused brands. Between 1993 and 1997,
STARBUCKS grew from a new brand into a brand with strong
potential. BARNES & NOBLE and BOSTON CHICKEN began to
transform their unrealized potential into the early stages of
brand leadership. KMART, in the meantime, eroded from its
leadership position, by losing much of their Brand Strength.

FINANCIAL IMPLICATIONS OF BRAND MANAGEMENT

BrandAsset
Valuator is unique in that Y&R's findings have

been substantiated by tracking the real-world financial
performance of companies. This performance illustrates the
implications of how companies manage their brands. Brands
managed properly, in accordance with BrandAsset
Valuator
theory, have systematically demonstrated that they yield, on
average, higher margins, profit, growth and lower risk. Y&R's
clients benefit from Y&R's proprietary knowledge of how to
manage brands for financial advantage.

BRAND LANDSCAPE AND PERCENTILE RANK METRIC
BrandAsset
Valuator assesses brands with a comparative

metric so Y&R clients can obtain the standing of their brands on
key dimensions of brand health across all categories and
countries. Our 90,000 consumers reminded us that they
consider all brands across the entire brand landscape. Most
traditionally designed brand studies are category studies (even if
the notion of category is expanded somewhat). While marketers
have always asked consumers to respond to brands within
categories, when left to their own devices, they hold opinions
about brands that leap across the boundaries imposed. Looking
at brands across this important consumer brand landscape
offers some interesting - often enormously revealing - insights
about how to manage brands.
To benefit from this perspective, Y&R's BrandAsset
Valuator
data are reported as percentile ranks among all other brands
measured. This comparative metric allows for the diagnostic
assessments necessary to truly benefit from the cross-category
global perspective.

BRAND GLOBALIZATION
BrandAsset
Valuator is a truly global study: over 90,000

consumers across 30 countries have been interviewed. From
this wealth of data, and building on BrandAsset

theory, Y&R
has developed unique insights into the process of brand
globalization.
BrandAsset
Valuator teaches that as a brand globalizes, there

is a very real difference between achieving similar development
across markets and developing with a common brand meaning
across markets. In fact, there are financial implications to how
brands globalize. Developed brands that have been managed for
consistent meaning, compared with those that have
inconsistent meaning, tend to have better financial
performance: higher margins, better return on assets, and
stronger growth.
Furthermore, contrary to conventional wisdom, a brand's best
opportunities for expansion are often not the markets one would
expect, based on either geographic contiguity or even shared
language. For Y&R clients looking to expand,
BrandAsset
Valuator analysis can determine in which markets

consumer satisfaction is driven by the same perceived benefit
structures that they have been leveraging for brand success.
Y&R's wealth of data and theoretical insights provides the power
to learn, diagnose, and navigate through the process of
globalization for clients.

TARGETING AND BRAND ASSET VALUATOR
Brands can be examined in BrandAsset
Valuator by target
segment. The size and representative nature of the sample allow
for the diagnosis of a brand's health among core, opportunity
and/or problem segments. In fact, BrandAsset

can be used to
illustrate target issues or even identify some that may not be
easily observed in more traditional research. Additional insight
about a brand's competitive situation is often gained by
exploring this cross-consumer, cross-category, cross-cultural
data source.
For example, it is not always useful to look at brands in a
category through the eyes of the entire population when it is
likely that many of these consumers are somewhat irrelevant to
the marketers of these brands. A manufacturer of women's hair
care products may not be interested in the males in the BAV
study, but even this may not be a close enough look. While
appearing more complicated, the picture of hair care brands
changes in important and meaningful ways when the brands
are assessed by females in several age groups and actually
becomes clearer. Understanding client and competitor brand
health among the younger females in the study can suggest
opportunities and liabilities for each brand. And
BrandAsset
Valuator data can be grouped to track the most

relevant demographic or psychographic constituencies for any
country in the study.

TECHNICAL AND ANALYTICAL DETAILS

BAV DATA:
The study is based on interviews with over 90,000 consumers
across 30 countries. Information on more than 13,000 brands
has been collected providing up to 50 different scales and
dimensions of consumer perception. Y&R's
BrandAsset
Valuator data are reported as percentile rank

among all other brands measured. This comparative metric
allows for the diagnostic assessments necessary to truly benefit
from the cross-category, global perspective.
FINANCIAL DATA:
Financial analysis is based on financial performance data
collected for 62 solvent public brand-companies that met
specific criteria. The brand had to represent the majority of the
company's revenue, the majority of the brands revenue had to
come from the consumer sales and the United States had to
account for a major portion of the brand's revenue since
consumer observations were taken from the United States
study. 1993 BAV data was related to 1994 financial
performance, 1993-1994 improvements in earnings and 1994-
1995 stock growth.

PUBLICATIONS
"How Great Brands Got To Be That Way"
Adapted from a speech to the Advertising Research Foundation
Annual Conference, 4/7/97

CASE STUDY
LINCOLN NAVIGATOR

or HOW TO LAUNCH A WINNER

THE MARKET:
For the last few years, it seemed like everyone wanted a
Sport-Utility Vehicle. Industry figures show that sales of
SUVs doubled from 1991 to 1995. But by 1997, growth was
slowing, with a mere 3.6% increase in sales for the first six
months.
THE PRODUCT:
The new Lincoln Navigator would
compete in the luxury full-size
segment of this highly competitive
market, against tough brands like
Mercedes and Infiniti, Lexus and
Range Rover. With such formidable
competition, the launch of Lincoln's
newest model needed the right people.
Delivering the right message; at all the
right times - which meant, to really be
effective, they needed to start long
before the actual "launch date."
FIRST STOP:
BrandAssetValuator: Lincoln Mercury brand
management moved quickly to use Y&R's proprietary
research tool, BrandAsset Valuator. They tapped it for
insights about the Lincoln Brand as well as its competitors
and to begin the process of strategically positioning the new
Lincoln offering.
BUILDING AN INTEGRATED TEAM:
Based on past experience including the successful launches
of Ford Galaxy in Europe, Ford Ka in Germany and Brazil-
Young & Rubicam recommended a total communications
program for the Navigator launch: Y&R Advertising would
combine with Wunderman Cato Johnson to guarantee that
Ford send the strongest possible messages to the most
qualified, highest- potential prospects at precisely
determined moments when such messages would be most
relevant to these buyers.
TARGETING THE CONSUMER:
Quantitative, motivation-based Y&R research had long been
in the works as lincoln Mercury and their marketing partners
at Y&R together sought to identify the target audience for
Navigator. The Y&R Insights experts identified a very
demanding consumer who wants everything the image of a
super-premium brand, the comforts of a luxury car, and the
pure functionality of a Sports Utility Vehicle ... however
infrequently they might actually take advantage of it.
(Studies show a mere one out of eight SUV buyers actually
travel off-road with their vehicles. But they're willing to pay
quite a bit extra to have that option open to them.)
CREATIVE STRATEGY:
As with any new product introduction, the communications
for lincoln Navigator from advance trade press buzz to multi-
stage direct response the brand in ways that are relevant to
the consumer. Y&R recommended and lincoln Mercury
embraced a powerful two-pronged approach. They intended
to surprise the consumer with this new kind of lincoln as
well as leverage the luxury associations of the premium
Lincoln brand.
In Navigator's Creative Work Plan, this dual promise of
absolute comfort and absolute all-terrain freedom would be
summed up in what Y&R calls the differentiating proposition:
"The most luxurious way to travel Anywhere."
RELATIONSHIP MARKETING:
Wunderman Cato Johnson set to work on a direct marketing
program that would identify key prospects before the launch.
Their aims: to develop best leads for dealers, to "pre-sell" the
Navigator and in so doing, lock out the competition.
WCJ teased the consumer with messages which described
the luxury/capability duality of the product. A response card
offered more information.
By screening the respondents, WCJ could then more closely
target the consumers who appeared likely - and able - to buy
the Navigator. Prospects in this carefully defined group were
sent a handsome, oversized coffee-table book chock full of
product information. Just prior to launch, the pool of
prospects received a 7-minute WCJ-produced video that
brought the Navigator to life.
Simultaneously, more direct response advertising was
created to catch target customers in copy split editions of
magazines, based on a proprietary predictive model
identifying best prospects.
Meanwhile, prospects were steered by Internet banners and
target print advertising toward the exciting Navigator Website
on the internet.
ADVERTISING:
The final campaign mixed Navigator's personality with
product information - and targeted viewers with appearances
on prestigious live "event" programming like Wimbledon,
British Open Golf, US Open Tennis and the Tour de France.
"Black Lincoln" capitalized on the amazement consumers
displayed that Lincoln, a premier luxury car company, was
now building SUVs. Using a time honored luxury automotive
advertising convention the valet allowed us to demonstrated
that Lincoln was definitely doing things differently, while still
maintaining its luxury heritage.
"Home on the Range" offered consumers a full 30- second
look at this all-new vehicle, but in a very unconventional
manner.
INTERNET:
Young & Rubicam and Lincoln Mercury knew better than to
just reproduce the car catalog on the Web, like so many
automotive companies do. Rather, the decision was made to
gradually acquaint web visitors with Lincoln Navigator over a
period of six months, using each update to add to the
product story in a new way. Visitors were even invited back
to the site by email messages.
THE RESULTS:
Navigator pre-launch sales were double the objective. Direct
marketing response rates far exceeded industry averages or
Lincoln Mercury's own target numbers. One month after the
launch, awareness of the Navigator was extraordinarily high
among target prospects. In the first 90 days, 12,000 retail
sales were made Among early sales figures there was a
significantly strong conquest rate: High numbers of buyers
were trading in non-Ford vehicles. Production of the
Navigator had to be increased.

THE NEW RULES OF BUSINESS
Businesses today live in a world on the edge of a golden age for
commercial communications. The opportunity for success is
there, and it's ripe.
Companies are facing a new world of economic realities. In the
past decade, companies met their profit obligations by working
the supply side - containing costs and downsizing to drive
productivity. As the returns from this re-engineering begin to
diminish, manufacturers are once again looking at the demand
side of the equation. In plain English, businesses need to boost
sales.
During the period when improving
productivity was the business strategy of
the day, companies turned to
management consultants and business
gurus to re-wire and restructure them to
greater profitability. In the new age of
topline growth which we are moving into,
however, Young & Rubicam is a client's
most valued business partner. A
communications network is the most
qualified partner to drive clients' growth
through the power of their brands. Every
aspect of Young and Rubicam Inc.'s strategy uniquely positions
the company to help clients face the new realities of business
and attain the results they need.
Here are the FIVE NEW RULES of commercial
communications:
1. INVEST IN KNOWLEDGE. Much of what you thought you
knew about managing and growing brands is about as useful
as an old Selectric. Young & Rubicam Inc. has invested
millions of dollars in a global study that gives Y&R the most
comprehensive global database of consumer perceptions of
brands. Our proprietary knowledge-base, called BrandAsset
Valuator, gives us and our clients the edge to win.
2. INTERACT WITH YOUR CONSUMER. Each individual
consumer must have a richer, more involved interaction with
all brands of media, whether analog or digital. Media
companies today are under tremendous strain as
fragmentation has undercut their audience base. Young &
Rubicam Inc. reaches out to the media, innovating and
working with them to alter the qualitative experience
consumers have with their brands.
3. CREATIVITY. This rule may seem like a truism, but
creativity will continue to be key in breaking through an
increasingly cluttered environment and reaching an
increasingly sophisticated consumer. Creativity is the
ultimate lever with which Young & Rubicam Inc. continues
to turn marketing insight and knowledge about brands into
business results.
4. MULTIPLE COMMUNICATION PATHWAYS. If businesses still
think solely in 30-second time increments, their success in
the marketplace will likely be as short-lived. Traditional TV
remains integral to any marketing effort, but a business
must have multiple communication pathways so as to find
the most effective route to the consumer: deliver the right
message, in the right format, at the right time. The
importance of this rule can be seen in how Young & Rubicam
aligned two of its largest operating units, Y&R Advertising
and Wunderman Cato Johnson, in a special partnership.
5. SUPPORT MEASUREMENT. In today's world, if you can't
measure it, it doesn't exist. A consultant or communications
agency shouldn't get paid just for showing up; showing up is
nowhere near enough in today's brutally competitive market.
Incentive based compensation means risks and
commensurate compensation, for agency and client alike.
The clients of Young & Rubicam Inc. measure the results
that they achieve; Young & Rubicam Inc. is an advocate of
incentive-based compensation such that the company shares
in the real world value it delivers.
Young & Rubicam Inc. delivers ads, direct mail pieces, PR
campaigns and corporate identity programs. But more than
anything else, at the end of the day, Young & Rubicam Inc.
delivers results. That is our product. Young & Rubicam Inc.
understands these five new rules of engagement. This group of
companies ensures that a client's future in this new world is
bright and prosperous.

--The End--

Disclaimer:
1. The above information above is based on the material available from
the Insights, Brand Science and Perspectives pages of the Young &
Rubicam Inc. global website, in the year 2000.
2. All copyrights are reserved with this company. The author is making this
material available to the students and general public, on a NON-
COMMERCIAL usage basis.

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What are the 4 primary measures used to evaluate brands?

What are the relationships between the 4 primary measures that show the true picture of a brand's health?

This material is Young&Rubicam Inc.

Valuator is one of the most

Valuator demonstrates that the process of building

Valuator finds that as a brand matures,

Valuators third primary measure (or pillar) is

Valuator tracks the ways in which brands gain

Valuator we can identify

Valuator's Power Grid, a graphical depiction of the

Valuator shows the

Valuator is revealed in the PowerGrid. Both older

Valuator is unique in that Y&R's findings have

Valuator assesses brands with a comparative

Valuator is a truly global study: over 90,000

Valuator teaches that as a brand globalizes, there

Valuator analysis can determine in which markets

Valuator data can be grouped to track the most

Valuator data are reported as percentile rank

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