Zambrero, a brand which has lost significant brand equity over the past four years and is currently struggling with the ramifications of Covid-19, has the opportunity to rebuild brand equity by focusing on brand performance as a component of the CBBE pyramid (Keller, 2001). The Covid-19 crisis presents an opportunity for this brand to build brand equity by focusing on (1) secondary features, (2) product reliability, and (3) service effectiveness, efficiency and empathy. This blog will detail the ways in which this brand can accomplish these goals.
We Keep It Clean! (Hygiene as a Secondary Feature)
For me, one of the most important considerations I take into account when ordering take-away food during Covid-19 is the hygienic standards of the product producer. I believe that Zambrero can enhance the perceived quality of their food by developing superior hygiene standards in both the preparation and delivery phase, and marketing these standards through food-delivery applications, and email to repeat customers. This is an example of how emphasising the quality of secondary characteristics could compliment the perceived quality of primary characteristics (Keller, 2001).
Bringing the Same Beans to You!
Covid-19 provides significant challenges to all players in the food-service industry because it threatens product reliability. This crisis, and the rapidly evolving nature of Covid-19 health directives, has meant that many restaurants have been unable to provide a consistent product for customers amid staff shortages and kitchens ill-prepared for this unexpected virus. Notwithstanding this uncertainty, Zambrero can demonstrate product reliability by keeping restaurants open for take-away throughout the crisis, by preparing their food using the same method pre-virus (whilst maintaining new hygiene standards), and by using a high-quality and trusted delivery partner.
Service Effectiveness
What stands out to me during the Covid-19 crisis is how much brands will have to rely on delivery partners in their service delivery. This essentially leaves service effectiveness in the hands of another company. This could have pros and cons, some delivery service providers, such as Uber Eats, provide rankings for speed of service. By prioritising service effectiveness, Zambrero can build brand equity by being the fastest delivery option through their partner. In a time when food delivery is becoming a necessity rather than a luxury, Zambrero can become the primary option for individuals looking for quick, healthy food.
Conclusion
I believe that Zambrero has an opportunity amid the Covid-19 crisis to rebuild brand equity by creating brand meaning through focusing on ‘performance’ as it applies in the CBBE pyramid. If I was Zambrero during this time I would (1) develop and promote advanced hygienic standards to add perceived value to primary product characteristics, (2) remind customers that we have developed ways to ensure our product stays the same regardless of the status of the virus, and (3) aim to be the fastest option for customers looking to have food delivered.
We Keep It Clean! (Hygiene as a Secondary Feature)
For me, one of the most important considerations I take into account when ordering take-away food during Covid-19 is the hygienic standards of the product producer. I believe that Zambrero can enhance the perceived quality of their food by developing superior hygiene standards in both the preparation and delivery phase, and marketing these standards through food-delivery applications, and email to repeat customers. This is an example of how emphasising the quality of secondary characteristics could compliment the perceived quality of primary characteristics (Keller, 2001).
Bringing the Same Beans to You!
Covid-19 provides significant challenges to all players in the food-service industry because it threatens product reliability. This crisis, and the rapidly evolving nature of Covid-19 health directives, has meant that many restaurants have been unable to provide a consistent product for customers amid staff shortages and kitchens ill-prepared for this unexpected virus. Notwithstanding this uncertainty, Zambrero can demonstrate product reliability by keeping restaurants open for take-away throughout the crisis, by preparing their food using the same method pre-virus (whilst maintaining new hygiene standards), and by using a high-quality and trusted delivery partner.
Service Effectiveness
What stands out to me during the Covid-19 crisis is how much brands will have to rely on delivery partners in their service delivery. This essentially leaves service effectiveness in the hands of another company. This could have pros and cons, some delivery service providers, such as Uber Eats, provide rankings for speed of service. By prioritising service effectiveness, Zambrero can build brand equity by being the fastest delivery option through their partner. In a time when food delivery is becoming a necessity rather than a luxury, Zambrero can become the primary option for individuals looking for quick, healthy food.
Conclusion
I believe that Zambrero has an opportunity amid the Covid-19 crisis to rebuild brand equity by creating brand meaning through focusing on ‘performance’ as it applies in the CBBE pyramid. If I was Zambrero during this time I would (1) develop and promote advanced hygienic standards to add perceived value to primary product characteristics, (2) remind customers that we have developed ways to ensure our product stays the same regardless of the status of the virus, and (3) aim to be the fastest option for customers looking to have food delivered.
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