Covid-19 will impart numerous new secondary brand associations on the cruise industry. Entities traditionally considered to have weaker brand associations with the cruise industry; such as the medical profession, Government, and country of origin, have now been moved to the forefront of such brand associations. The creation of new secondary brand associations, coupled with the exacerbation of existing secondary brand associations, present an opportunity for cruise brands to build CBBE through the established methods of (1) third-party sources, (2) entertainment events, and (3) ingredient branding.
While secondary brand associations have been described as a brand associating or linking with another brand in order to benefit stakeholders (Hughes 2020), such associations have also been defined as associations to another object (or entity) linked to the focal brand (Bergkvitz & Taylor 2016, Keller 1993, 2003). For this reason, Hughes’ description of secondary brand associations are the CBBE-building goals of generating brand associations, also referred to as leveraged marketing communications (Bergkvitz & Taylor 2016). My blog will specifically explain how secondary brand associations can be used to rebuild 'brand meaning' and 'brand responses' components of CBBE, which have been damaged by Covid-19.
1. Third Party Sources
I believe that various medical entities have become secondary brand associations of the cruise industry as a result of Covid-19, as medical organisations linked with cruise brands during the crisis to benefit stakeholders. Whilst this association initially appears to be negative for stakeholders, as cruise brands/experiences are considered unhygienic and dangerous, cruise brands can use this secondary brand association to rebuild brand-meaning by lowering the perceived risk of the product offering (Keller, 2003). By partnering with a respected third party source designed to test and ensure the medical safety of cruises, these brands have the potential to be viewed as safer alternatives to other travel experiences.
2. Sporting or Other Entertainment Events
In my opinion, cruise brands are in a position to rebuild brand meaning through secondary brand associations after Covid-19, by partnership with, and sponsorship of, selected entertainment events. Like all industries, Covid-19 has weakened the cruise industry’s secondary brand associations with nightlife entertainment. With the goal of rebuilding brand equity lost by the cruise industry during Covid-19. I propose that cruise companies re-brand as ‘entertainment and experience providers’ through the sponsorship of land-based music festivals. Whilst this sacrifices brand meaning equity in the short-term, cruise brands must distract future customers from the cruise living conditions, and other negative associates created by Covid-19.
3. Ingredient Branding
I believe that cruise brands can rebuild the ‘brand responses’ component of CBBE post Covid-19 through ‘ingredient branding’ with companies that have successfully built this component of CBBE during Covid-19. An ingredient branding partnership with Coles would be an effective way of building brand responses CBBE, as consumer judgement of Coles has been overwhelmingly positive during the pandemic (https://mumbrella.com.au/coles-community-hour-is-the-best-received-brand-initiative-by-consumers-during-covid-19-625311). Furthermore, ingredient branding is an effective way of comforting future consumers through uniformity and predictability (Keller 2003).
While secondary brand associations have been described as a brand associating or linking with another brand in order to benefit stakeholders (Hughes 2020), such associations have also been defined as associations to another object (or entity) linked to the focal brand (Bergkvitz & Taylor 2016, Keller 1993, 2003). For this reason, Hughes’ description of secondary brand associations are the CBBE-building goals of generating brand associations, also referred to as leveraged marketing communications (Bergkvitz & Taylor 2016). My blog will specifically explain how secondary brand associations can be used to rebuild 'brand meaning' and 'brand responses' components of CBBE, which have been damaged by Covid-19.
1. Third Party Sources
I believe that various medical entities have become secondary brand associations of the cruise industry as a result of Covid-19, as medical organisations linked with cruise brands during the crisis to benefit stakeholders. Whilst this association initially appears to be negative for stakeholders, as cruise brands/experiences are considered unhygienic and dangerous, cruise brands can use this secondary brand association to rebuild brand-meaning by lowering the perceived risk of the product offering (Keller, 2003). By partnering with a respected third party source designed to test and ensure the medical safety of cruises, these brands have the potential to be viewed as safer alternatives to other travel experiences.
2. Sporting or Other Entertainment Events
In my opinion, cruise brands are in a position to rebuild brand meaning through secondary brand associations after Covid-19, by partnership with, and sponsorship of, selected entertainment events. Like all industries, Covid-19 has weakened the cruise industry’s secondary brand associations with nightlife entertainment. With the goal of rebuilding brand equity lost by the cruise industry during Covid-19. I propose that cruise companies re-brand as ‘entertainment and experience providers’ through the sponsorship of land-based music festivals. Whilst this sacrifices brand meaning equity in the short-term, cruise brands must distract future customers from the cruise living conditions, and other negative associates created by Covid-19.
3. Ingredient Branding
I believe that cruise brands can rebuild the ‘brand responses’ component of CBBE post Covid-19 through ‘ingredient branding’ with companies that have successfully built this component of CBBE during Covid-19. An ingredient branding partnership with Coles would be an effective way of building brand responses CBBE, as consumer judgement of Coles has been overwhelmingly positive during the pandemic (https://mumbrella.com.au/coles-community-hour-is-the-best-received-brand-initiative-by-consumers-during-covid-19-625311). Furthermore, ingredient branding is an effective way of comforting future consumers through uniformity and predictability (Keller 2003).
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