How superbrands create meaningful brand loyalty; a market review

© Copyright Cherry London 2013| November 2013

HOW SUPERBRANDS CREATE MEANINGFUL BRAND LOYALTY A MARKET REVIEW BY KIERAN MANSFIELD

© Copyright Cherry London 2013 | Kieran Mansfield| Nov 2013 2

HOW SUPERBRANDS CREATE MEANINGFUL BRAND LOYALTY

OVERVIEW

Executive Summary 3

INSIGHTS

Introduction 4

Case study 1: Topshop and Google+ 5

Case study 2: Coke - Share My Coke 6

Case study 3: Gillette and Movember 7

THE FIVE PRINCIPLES

Tell a story 9

Personalise 10

Be new and unique 11

Give customers control 11

Connect offline with online 12

SUMMARY Conclusion 13

Sources 14/15


Executive summary Why are some brands more successful at building loyalty than others? Why do some have ‘customers’, while others have devoted fans? And what can we marketers do to turn a buying decision into a lifestyle choice? What all the big brands have in common is a bunch of very loyal customers. And not only are they loyal, they actually do, think and feel what the brand wants them to. These brands do what seems like the impossible. But is it? After doing some digging we’ve realised that customers are inspired to act not because they have to, but because they want to. And this inspiration comes from a deep emotional connection to the brand’s core purpose – an alignment of values. They are connected to them at a deeper level, and this is the essence of true loyalty. Loyalty is driven by long term relationships, therefore Loyalty can’t be a ‘programme’ to make people buy more products and services – it should flow from creating a brand with clear values and delivering genuine experiences at every touch point. In fact we’d go as far to say the most successful brands are storytellers. This then turns customers into fans (hallelujah) in an authentic way. The inherent difference between fans and customers is behavioural. Fans feel they are part of the brand – fans go out of their way to buy and use a brand. They talk about the brand for you, harnessing the power of story through word of mouth. They position your brand better than you will. To your other customers they are the authentic voice of the brand. At the essence of this is a deep positive feeling. A feeling of passion - loving something and wanting to share their experience with others. Being a fan means purchasing decisions are made in a different way – logical decisions of cost vs. benefit take a back seat to those of values – it’s about buying because the brand has become an extension of their lifestyle and personal identity. The brand fans beliefs and feelings drive them to act.

This study endeavours to dig deeper into how and why these brands build loyal brand fans, which are more likely to engage in action and behave in new ways. We’ve taken the learnings from three of the stand-out marketing campaigns of 2013, two of which use innovative brand partnerships as part of their strategy to support brands on their journey, by leveraging strength for both brands. What we discovered is that all these campaigns have five core parts that help them deepen emotional connections with their customers, which therefore drive loyalty and inspires them to action – and that this is all underpinned by how well they understand them. You guessed it – it’s all about insight. Kieran Mansfield Account Director at Cherry London




Introduction

Behaviour is driven by loyalty, and loyalty is driven by emotion. Customers are

loyal to brands because they feel a connection to them – their values, products

and communication methods. This feeling of loyalty is what drives behaviour. And

insight is essential in being able to understand these behaviours and the emotions

behind them. When combined with foresight, insight can be the foundation of

innovation – and innovation excites customers to act in new ways. With insight,

you can develop emotional connections, turn customers into fans, and inspire

them to act. The Topshop, Coke and Gillette campaigns are great examples of this

in action, using partnerships to create new brand positioning and tap into different

networks, platforms and communities.


CAMPAIGN OVERVIEW

Topshop developed a brand partnership with Google+ to create a series of digital innovations to engage consumers at its

London Fashion Week show at the Tate Modern. The campaign created a unique, interactive, multi-platform show ex-

perience which was designed to let audiences see the show from every point of view — from that of a model on the run-

way, to a makeup artist backstage, to the celebrity or buyer in the front row. The key insight that allowed Topshop to

connect with its audience was the idea of empowerment – they recognised that the fashion industry was outdated in its

elitist model of fashion shows, which essentially were out of sync with the retail cycle. They gave their customers control

and access to the event, plus influence over the collections and a voice to be able to share their experiences.

KEY CAMPAIGN ELEMENTS

Access:

Topshop TV and Model Cam – online teaser content and behind the scenes footage

Live ‘Red carpet’ arrivals - live on Google+ and YouTube

Models ‘digital diaries' from fittings to the catwalk

HD microcameras on runway models’ outfits and accessories

Show streamed via Topshop’s website, Google+ and Twitter plus a giant screen in the window of Topshop’s Oxford Street

store

Influence:

Be the buyer app—empowered fans to create their own mood boards

In-store Google+ ‘Be The Model’ photo booth

First to buy – exclusive access to order makeup/apparel/accessories before arrival in store

Voice:

Shoot & share – making content sharable via social networks

"Tweet Off" – best review of received VIP tickets to next season’s show

RESULTS

Video stream—4 million views across all platforms breaking previous records First five minutes of the show—200,000+ social

media shares using the "Shoot The Show" feature

200 million people exposed to images and content in the first three hours; several looks sold out within an hour

#TOPSHOP and #UNIQUE trended globally on Twitter Sunday

Topshop were the most talked about brand during London Fashion Week

HOW SUPERBRANDS CREATE MEANINGFUL BRAND LOYALTY Topshop & Google+ - The future of the Fashion Show


CAMPAIGN OVERVIEW

Coca-Cola launched its ‘biggest ever’ summer campaign,

replacing its branding with 150 of the UK’s most popular

names across 100 million packs, as it looked to reverse a

period of slow sales growth and drive positive uplift in to

brand perception. The core objective of the campaign

was to excite Coke’s core consumer, create interest in

the brand and drive value and volume. The key insight

here was around personalisation and the power of

sharing to allow people to make connections with each

other, and the brand as a facilitator of this.

KEY CAMPAIGN ELEMENTS

Personal:

Bottles into unique, collectable gifts and

encourage user generated photos and videos to

share online

Pre-campaign personalised packs to drive intrigue

Online retail partnership with Ocado, and 100 free

Share A Coke bottle giveaway carrying the names

of its customers

Offline retail partnership with Tesco—plus a tour

complete with vending machine that dispensed

limited edition Share A Coke bottles printed with

any given name

Shareable:

On-pack hashtag #ShareACoke, encouraged

people to tell their friends about their discovery

Dedicated Share A Coke UK website or Facebook

app to create virtual cans with bespoke names

Integrated marketing campaign included a TV ad

featuring young people telling stories about

people they admire and are inspired by

RESULTS

Coca Cola outpaced Pepsi in the 3 months during

the campaign

Facebook UK community grew by 3.5% and

globally by 6.8%

Twitter hashtag used 29,000 times – 51% of UK

twitter users were exposed to a mention of Coca

Cola between 28 April and 12 May- this

represents a rise of 3% for the 2 weeks prior to

campaign launch

Coca-Cola’s UK Buzz ranking shot up from 25 to

number 7 in the league table

Coca-Cola’s Recommendation score has increased

from 3.7 to 12.7 (during the period of 1st of May

to 3rd of June based on YouGov BrandIndex data)

HOW SUPERBRANDS CREATE MEANINGFUL BRAND LOYALTY Coke - Share My Coke


Gillette & Movember – The Best a Mo Can Get

How Movember are making the

most of partnerships:

HP Sauce – limited edition la-

bel featuring a moustached

man

Toms – Limited edition collec-

tion of shoes – two for men

and one for women. Available

from Schuh – all proceeds to

Movember

Links Of London – limited edi-

tion cufflinks and charms

Eleven Paris – French brand is

creating two T Shirts featuring

moustache illustrations

CAMPAIGN OVERVIEW Gillette partnered with Movember to drive awareness and sales for its new Fusion ProGlide Styler,whilst promoting Movember’s cause to raise money for men’s health.The campaign adopted the bold strate-gy that the world’s biggest shaving brand would create a campaign ‘For’ facial hair. The mission was to turn the UK’s ‘men into gentle-men’. This campaign was driven by the audience trend insight that more men were starting to sport facial hair, and that immersive experiences and a new approach to comms were a great way to shift brand per-ception and encourage trial of new product. KEY CAMPAIGN ELEMENTS Immersive experience: Gentlemen’s Barbershop and Clubhouse—themed vintage barber-shop and gentlemen’s clubhouse offering free shaves to ‘Mo Bros’ throughout Movember whilst downstairs, a gentleman’s clubhouse was created, offering a place to relax during the day and be enter-tained by night at one of the regular events organised by Gillette Innovative comms for Gillette: Metro Cover Wrap and print campaign in newspapers and

mens magazines, mimicking a vintage newspaper with a series of spoof moustache related stories

Absolute Radio ran Movember spotlights, broadcasting one of their presenters enjoying a live Gillette shave

England rugby league team wore ‘Gillette & Movember’ embla-zoned on their shirts, plus which TV coverage and interviews. The partnership was also promoted through Sky’s Soccer Satur-day TV show, website and Fantasy Football Club

On Pack Promotion – in store, men were met with vintage point of sale and a behaviour changing promise of a donation to Movember with every stickered pack

Campaign made headlines in daily newspapers , men’s lifestyles magazines, and influential urban blogs

RESULTS £6.4m in sales of the ProGlide Style across Movember, making

it the No. 1 razor on the market Movember achieved their most successful year ever with

363,000 moustaches grown raising over £20m for men’s health Gillette significantly grew their razors and blades business by

increasing our overall market share by 6.5 percentage point For every £1 spent on the campaign Gillette achieved £1.6 in

incremental sales



The five principles

Reviewing the Topshop, Coke and Gillette case studies, and activity from other superbrands such as Apple, Ni-

ke and Burberry, five key principles consistently emerge. They provide the foundation to how they operate on

both a brand and campaign level and if applied in the right way are a successful formula for building genuine

loyalty.

At the heart of each principle is emotion – once you connect with people on this level, you open up a whole

new dynamic of the brand-customer relationship. You inspire customers to become fans and create a strong

attachment that changes the nature of how buying decisions are made. Once in this position you can encour-

age action and behaviour change while making the customers feel good about their decisions. Genuis.




1. Tell A Story What makes a great story?

The rise in popularity of immersive experiences that cre-

ate deep emotional connections such as Secret Cinema

and Punch Drunk demonstrate the appetite for consum-

ers to want to be part of a story. The recent ‘The Drowned

Man’ Hollywood fable by Punch Drunk in London which allows

people to freely explore the set and follow with the plot in

their own way has sold over 45,000 tickets and takes the

interactive experience of theatre to a new scale.

Effective brand storytellers are able to intrigue, engage, and connect emotionally with consum-

ers using the critical elements of fiction. Cristian Cussen, Google+'s European head of marketing,

says his background working in the film industry on Bond films helped the team edit ideas and

create a narrative for the Topshop partnership. And the partnership angle of this campaign

made this story more amazing by harnessing the different strengths of each brand. The best

partnerships are those where each brand can bring something unique to the table – the sum be-

comes greater than the parts.

The two brands created a narrative by building their content and communication strategy

around pre event, at event and post event activity. Five days before the show, the Google+ team

released a trailer that summarized the storyline that would unfold during the next few days of

the project, leading up to Sunday’s big catwalk moment. Each day, they released a portfolio of

interactive tools and behind the scenes coverage, all which helped build anticipation and excite-

ment (Fast Co Create). Through this activity, Topshop moved away from selling products to sell-

ing experiences.

Creating a story through an immersive experience is another way to entice and engage custom-

ers, as demonstrated through the Gillette & Movember partnership. The flagship centrepiece of

the campaign was a themed vintage barbershop and gentlemen’s clubhouse just off Carnaby

Street in London that transported customers into a ‘place that time forgot’ – another world that

allowed the brand to create a deeper level of emotional engagement by involving the customer

in the theatre of the experience and trial their new ProGlide Styler product through their free

shaves to Mo Bros. This activity was driven from the insight more young men now like to sport

facial hair – and so Gillette needed to engage those customers and create a shift in perception of

its brand which has traditionally been associated with a clean shave. The benefits of the partner-

ship were mutual – Movember gained huge reach, brand awareness, impact and most im-

portantly donations. This shows how storytelling is a great way to take customers on a new jour-

ney with your brand.

In the words of Seth Godin… “Great stories succeed because

they are able to capture the imagination of large or important

audiences... Great stories don’t appeal to logic, but they often

appeal to our senses. Most of all, great stories agree with our

world view. The best stories don’t teach people anything

new...they agree with what the audience already believes and

makes the members of the audience feel smart and secure

when reminded how right they were in the first place”.


New targeting technologies have altered consumer’s be-

haviour as well as their expectations – people now expect

to be served communications and offers that are highly

targeted and relevant. 78% of consumers feel that brands

that create unique and personalised content are more

interested in building a relationship with them (Hanley-

Wood Business Media, 2013). And relationships, not

transactions, are the key to building loyal fans.

An extension of this is customisation – an area that will

grow with 3D printing providing endless opportunities for

unique and personal products. We’re entering a new era

in which mass customization will lead a number of con-

sumer product categories, creating value for buyers and

sellers alike (Mashable). The latest award winning collec-

tion by Dutch fashion designer Iris van Herpen shows that

new 3D-printing technology is heading for the catwalk,

and eventually the high street, giving consumers the abil-

ity to have highly unique, bold and personal designs.

Key to the success of the Share My Coke campaign was

personalisation. And this was driven by the simple insight

the best way to spark a conversation with customers is by

using their first name. By allowing customers to connect

with friends and loved ones through sharing personalised

bottles, Coke created a new level of emotional engage-

ment. Customers who feel they are treated as individuals

will be more satisfied with their experience and more

inclined to remain loyal.

The Coke campaign also demonstrates a trend in de-

branding which allows brands to connect with customers

on more of a personal and emotional level. Apple has just

done something very similar with a recent print campaign

where they use copy to tell a story with no logo – only

once you have read it do you realise its an Apple ad – by

which time you are fully engaged. This underlines the fact

a logo doesn't equal a brand. These days, brand experi-

ence is key and central to this is connecting with the cus-

tomer emotionally (The Guardian).

New targeting technologies have also led a new approach

to marketing – it has marked a shift from demographics

targeting to behaviour targeting – making our web experi-

ences highly personal. Traditionally, brands have seg-

mented their markets using demographic

data to identify groups of people with shared values or interests.

The opportunity now is to take things onto a more individual

footing.

One-to-one personalisation and targeting, being able to tailor the

product to every individual's wants and needs. We’re all unique,

multi-dimensional people who consume different content in differ-

ent contexts – marketing that recognises this and targets based on

actual rather than assumed behaviour is far more like to engage

customers to action.

Topshop’s partnership with Google+ demonstrates how brands can

build smart platforms that use data and insight to personalise. They

created tools such as the ‘Be The Buyer’ app that allowed people to

customise their experience. The platform created was then mined

for customer insights that could drive future product planning –

and increased targeting and sales opportunities around new collec-

tions. This was enhanced by the partnership – Topshop bringing

fashion credentials and Google+ its tech expertise and network.

HOW SUPERBRANDS CREATE MEANINGFUL BRAND LOYALTY 2. Personalise


3. Be new and unique Innovation creates excitement and optimism. Innovation is future facing and opens up new possibilities – which creates strong positive feelings. And the best innovation is often an evolution of ideas. This can be something old done in a new way, or something new done in a fresh way. Apple wasn’t the first into home computers, or MP3 players, or smartphones, or tablets – but in each in-stance they disrupted and led the market by putting design at the heart of their products and relentlessly focusing on simple, intuitive user experiences. They evolved ideas that already existed and stayed true to a defined, compelling approach. Similarly, Topshop’s digital catwalk was not completely new – Burberry had already led the way but they gave the idea a twist by partnering with Google and making the experience more interactive and accessi-ble. And this was driven by insight - that the fashion industry model was outdated in two key ways. Firstly, fashion shows were wildly out of sync with the retail cycle in a digital age when customers demand in-stant gratification. Secondly, fashion shows were closed off and elitist – giving customers access to an as-pirational event would open up new levels of engagement.

4. Give customers control Giving customers control is about more than empowerment. It’s about co-creation, giving customers a voice and letting them set the direction. As shown with the growth in crowd sourcing sites such as Kickstarter (the site is on course to collect $1 billion in pledges in 2013), there is a rising trend in ‘custowners’: consumers who move from passively consuming a product towards investing in the brands they buy from. These increasingly business-savvy consumers are often looking for both a financial and an emotional return, and therefore only brands that are open, friendly, honest, trusted, transparent, and somewhat ‘human’ will prove able to attract them (Trend Watching). The Share My Coke campaign gave customers control by making them feel an integral part of the brand story. The brand connected with customers, and allowed customers to connect with each other, using personal identity and social sharing as key emotional drivers that enticed customers to take action, and become more loyal through a feeling of attachment. Topshop were able to take the idea of co-creation to a new level through their interactive digital tools – which they were able to develop with the expertise and capability of Google+. By giving customers the opportunity to customise their experience, feel what its like to ‘Be the Model’ and ‘Be the Buyer’, and creating platforms for them to share their content and opinions, they not only gave customers a voice but they gave them influence – the ability to set the direction of future fashion season collections. Having influence creates a powerful emotional experience, and customers who have inputted into the process are more likely to buy and want to be part of the ongoing story.




5. Connect offline with online

As technology continues to change the way the world develops and communicates, con-

necting with savvy consumers means recognising that digital is no longer just a channel

within the marketing mix – it’s become interconnected to our physical world and should

be integrated into customer experience in the same way. Burberry is a great example

of a brand putting digital at the heart of the brand. They have led the way within the

fashion industry through live-streamed catwalk shows, viral social media campaigns and

online communities (it’s the most followed fashion brand online with 16 million Face-

book likes). And more recently its flagship Regent street store has been designed like a

website - offering an e-tail experience that makes a bridge between the online and

offline world. The store itself is designed to echo how visitors navigate the website and

features a number of technological innovations including click to buy while in store, digi-

tal tags in labels and mirrors that change into screens to stream content related to the

clothes you are trying on. This has created theatre and excitement around the experi-

ence of the Burberry brand – which in turn drives positive feelings and ultimately sales –

the brand is now worth £7bn.

Mobiles have become the ‘remote control’ control to people’s lives. Mobile phone users

have their phones within arm’s reach 14 hours per day, checking it 150 times a day with

average use 2hrs 8mins per day and increasing. Mobile is the most important screen for

18-34 year olds. And with the potential growth of wearable technology such as smart

watches and Google Glass, and with ‘visual’ search The Next Big Thing, the physical and

digital worlds will become even more connected and a central part of people’s lives.

Given the advanced data and targeting technologies available, a key part of this is con-

necting to the right customer at the right time in the right way and digital as an enabler

of this. It comes back to the principles of personalisation, relevancy and a tailored ap-

proach to comms.

Despite being a fundamentally digital proposition, Topshop’s campaign ensured it still

connected with its offline world by installing ‘Be the Model’ photo booths in store which

allowed customers to take photos and share content online – a great way to utilise and

integrate all their channels. This was enhanced by using Google+’s technology and social

platform. In a more simple but still effective way, Coke’s social media activity linked with

on pack promotions to bridge the gap between physical product and online sharing.

So in order to entice and engage with customers, brands need to align with their in-

creasingly digital lifestyles. And in doing so, they can deepen emotional connections and

inspire them to act.



So the reason some brands are more successful at

building loyalty than others ultimately comes down to

the way they develop deep emotional connections and

meaningful relationships, with consumers. This isn’t

about a tactical approach to marketing, it’s about tak-

ing a long-term view and being authentic. It’s about

having values and making every touch point to the

brand deliver on those values by creating a genuine

experience for the customer.

Being inspirational is central to this approach. Getting

customers to follow your brand not because they have

to, but because they want to is the key. It’s about in-

spiring and exciting them to act in new ways that

makes them feel good – creating those warm positive

associations with your brand.

The five key principles outlined here are how super-

brands have really mastered the art of creating those

emotional connections. And to be effective, they’ve

underpinned everything they say and do with insight.

Insight is needed to know what stories to tell, to under-

stand customer behaviour and the emotions that drive

it, to evolve ideas, know what the customer wants and

when they want it. Insight improves your ability to

have a deep and meaningful conversation with custom-

ers. We’re human beings, people like to be heard and

understood – to have their point of view of the world

confirmed as true.

By combining insight with the five key emotional driv-

ers, brands can build long lasting relationships as cus-

tomers become more attached to the brand. Partner-

ships can be a highly effective way to deliver this. By

each brand delivering something unique, this makes

the proposition even more compelling and turns cus-

tomers into the all-important fans. Partnerships can

create new associations on an emotional level. And this

is what we believe creates meaningful brand loyalty.

Conclusion



SOURCES Topshop http://www.fastcocreate.com/1682445/how-google-and-topshop-co-created-london-fashion-weeks-most-interactive-show#1 http://www.marketingmagazine.co.uk/article/1170727/topshop-ties-google-london-fashion-week-content-innovation http://mashable.com/2013/02/13/topshop-google-london-fashion-week/ http://www.businessoffashion.com/2011/11/addressing-fashions-communications-conundrum.html http://www.businessoffashion.com/2013/02/fashion-2-0-topshop-and-google-plan-data-savvy-digital-runway.html Coke http://www.theguardian.com/media-network/media-network-blog/2013/aug/06/coke-debranding-name-dropping http://www.theguardian.com/media-network/media-network-blog/2013/jul/24/share-coke-teach-brands http://www.marketingweek.co.uk/news/ocado-partners-share-a-coke-campaign/4007611.article Gillette http://www.thedrum.com/news/2012/10/24/gillette-open-best-mo-can-get-barbershop-part-movember-campaign http://www.marketingweek.co.uk/news/gillette-prepares-movember-campaign/4004314.article https://www.marketingsociety.co.uk/sites/default/files/thelibrary/Gillette%20Turning%20Men%20into%20Gentlemen%20-%20Public.pdf Burberry http://www.gq-magazine.co.uk/style/articles/2013-03/05/christopher-bailey-burberry-designer-interview Storytelling http://sethgodin.typepad.com/seths_blog/2006/04/ode_how_to_tell.html http://www.forbes.com/sites/work-in-progress/2013/02/05/5-secrets-to-using-storytelling-for-brand-marketing-success/ http://newbrandstories.com/2013/04/21/building-brand-fans-with-storytelling/

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http://www.fastcocreate.com/1682445/how-google-and-topshop-co-created-london-fashion-weeks-most-interactive-show#1

http://www.marketingmagazine.co.uk/article/1170727/topshop-ties-google-london-fashion-week-content-innovation

http://mashable.com/2013/02/13/topshop-google-london-fashion-week/

http://www.businessoffashion.com/2011/11/addressing-fashions-communications-conundrum.html

http://www.businessoffashion.com/2013/02/fashion-2-0-topshop-and-google-plan-data-savvy-digital-runway.html

http://www.theguardian.com/media-network/media-network-blog/2013/aug/06/coke-debranding-name-dropping

http://www.theguardian.com/media-network/media-network-blog/2013/jul/24/share-coke-teach-brands

http://www.marketingweek.co.uk/news/ocado-partners-share-a-coke-campaign/4007611.article

http://www.thedrum.com/news/2012/10/24/gillette-open-best-mo-can-get-barbershop-part-movember-campaign

http://www.marketingweek.co.uk/news/gillette-prepares-movember-campaign/4004314.article

https://www.marketingsociety.co.uk/sites/default/files/thelibrary/Gillette%20Turning%20Men%20into%20Gentlemen%20-%20Public.pdf

https://www.marketingsociety.co.uk/sites/default/files/thelibrary/Gillette%20Turning%20Men%20into%20Gentlemen%20-%20Public.pdf

http://www.gq-magazine.co.uk/style/articles/2013-03/05/christopher-bailey-burberry-designer-interview

http://sethgodin.typepad.com/seths_blog/2006/04/ode_how_to_tell.html

http://www.forbes.com/sites/work-in-progress/2013/02/05/5-secrets-to-using-storytelling-for-brand-marketing-success/

http://www.forbes.com/sites/work-in-progress/2013/02/05/5-secrets-to-using-storytelling-for-brand-marketing-success/

http://newbrandstories.com/2013/04/21/building-brand-fans-with-storytelling/



Personalisation & Customisation http://mashable.com/2011/04/13/mass-customization/ http://mashable.com/2011/04/26/behavioral-targeting/ http://www.trendwatching.com/trends/10trends2013/?presumers http://www.theguardian.com/technology/2013/oct/15/3d-printed-fashion-couture-catwalk http://www.marketingweek.co.uk/strategies-and-tactics/personalisation-walk-the-line/4006925.article General - Books Start with Why – Simon Sinek (2009)

http://mashable.com/2011/04/13/mass-customization/

http://mashable.com/2011/04/26/behavioral-targeting/

http://www.trendwatching.com/trends/10trends2013/?presumers

http://www.theguardian.com/technology/2013/oct/15/3d-printed-fashion-couture-catwalk

http://www.marketingweek.co.uk/strategies-and-tactics/personalisation-walk-the-line/4006925.article

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How superbrands create meaningful brand loyalty; a market review