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Advanced Marketing

2007/2008

Homework
Brand : Benetton
DR. Christian Bluemelhuber, Professor for Marketing
Student : Perez Michal
Student-number : 45
INGE4F


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Part 1 : Evaluation of a brand - Benetton
Table of content
How is Benetton perceived by its customers ?

How to increase Benettons customer equity ?

What are the values of Benetton to customers ?

What could be a positioning for the future ?

Development of a long tail idea for Benetton : The link between cross-cultural value
associations and liking (Polegato and Bjerke, 2006)



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How is Benetton perceived by its customers ?
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To better understand how Benetton is perceived by its customers, I will show the results of an experimental study conducted
by A. Azevedo and M. Farhangmehr in 2005 in order to assess the brand personality profile of 30 fashion clothing brands.

Brand personality
In this study the brand image concept is replaced by the brand personality dimension which is defined as the set of human
characteristics associated with a brand (Aaker, 1997). To measure brand personality, the study uses the Brand Personality
Scale developed by Aaker (1997) who identified five brand personality dimensions and 15 facets :
- sincerity (down-to-earth, honest, wholesome and cheerful) ;
- excitement (daring, spirited, imaginative and up-to-date) ;
- competence (reliable, intelligent and successful) ;
- sophistication (upper class and charming) ;
- ruggedness (outdoorsy and tough).

Methodology Table 1. Brands selected by expected brand personality
30 active brands in the Portuguese
market were selected. As presented
in Table 1, five subsets (noted from
I to V) of six brands were defined
based on experts and researchers
evaluations.


How is Benetton perceived by its customers ?
Expected
personality
Sincerity Excitement Competence Sophistication Ruggedness Miscellaneous
I 1. Lanidor 6. Diesel 11. Origem 16. Guess 21. ONeil 26. Modelo
II 2. Acetato 7. Sisley 12.
MacModa
17. Calvin
Klein
22. Levis 27. C. Tappioca
III 3.
Springfield
8. Fashion
Clinic
13. Massimo
Dutti
18. Rosa &
Teixeira
23. Salsa 28. Zara
IV 4.
Benetton
9. Buzz 14. Hugo
Boss
19. Trindade-
classic
24. Portugal
Radical
29. Nike
V 5. Nathan
Road
10.
Cheyenne
15. Alto
Collection
20. Peter
Murray
25. C111
stores
30. La Redoute

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How is Benetton perceived by its customers ?
Subjects
A convenience sample of 156 students of 16-25 years old (66% female) was selected. This sample was composed of two
groups of 78 subjects :
- group A, collected from high school (16-19 years old) ;
- group B, collected from a university (20-25 years old).

The brand subsets defined in Table 1 (noted from I to V) were evaluated by the following sub-samples :
- Brand subset I : 16 respondents of group A (8 female) and 16 of group B (9 female)
- Brand subset II : 18 respondents of group A (10 female) and 16 of group B (9 female)
- Brand subset III : 15 respondents (8 female) of each group
- Brand subset IV : 14 respondents of group A (10 female) and 16 of group B (9 female)
- Brand subset V : 15 respondents of group A (10 female) and 15 of group B (9 female)

Measures
Using a five point Likert scale (1 = not at all descriptive, 5 = extremely descriptive), subjects rated the extent to which the
Brand Personality Scale traits described each brand presented.

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How is Benetton perceived by its customers ?
Brand personality evaluation
The analysis of brand personality dimensions scores led to a definition of groups of brands with identical profile. From the
initial 30 brands listed, 12 brands belonged to the Excitement personality group (from the most exciting to the least
exciting) :
1. Benetton 7. Portugal Radical
2. Diesel 8. Springfield
3. Fashion Clinic 9. Nathan Road
4. Levis 10. Peter Murray
5. Cheyenne 11. Buzz
6. C111 12. Salsa

Conclusions
According to these results, we can therefore conclude that Benetton is perceived as the most exciting brand among the 30
brands initially listed. Furthermore, if we look exclusively at the scores obtained by Benetton in Table 2, the brand in itself
can be seen from the respondents point of view as more exciting than sincere, competent, sophisticated or rugged.

Table 2. Brand personality dimensions scores



Limitations
Nevertheless, some methodological limitations must be considered : the use of a convenience sample, unknown bias in
questionnaire application, On the other hand, the Brand Personality Scale may be adapted to European context. This could
lead to a different spectrum of brand personality dimensions.
Brand Sincerity Excitement Competence Sophistication Ruggedness
Benetton 3.28 (0.78) 4.00 (0.57) 3.31 (0.78) 3.26 (0.89) 2.58 (0.92)

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How to increase Benettons customer equity ?
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How to increase Benettons customer equity ?
Introduction
We have just showed through the results of an experimental study that Benetton is perceived
by most of the customers as a brand having a clear brand personality. Remember that on the
Brand Personality Scale developed by Aaker Benetton belonged to the Excitement personality
group and was even the most exciting brand among the initial 30 brands listed. The question
now is to what extent brand personality can create brand equity.

As we have previously measured the brand personality of Benetton with the Aaker Scale, we
will use his theory as a starting point to answer the question above. Aaker defines brand
equity as a set of intangible assets linked to the brand that add or subtract value to the product
or service being delivered. According to him, brand personality can create brand equity
according to three models :
- self-expression model ;
- relationship basis model ;
- functional benefit representation model.

I will now thoroughly demonstrate how brand personality can increase brand equity through
self-expression, relationship qualities, and functional benefits. For each of these three models,
I will propose some ideas through which brand personality can lead to higher brand equity
and hence higher customer equity.

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How to increase Benettons customer equity ?
First model : self-expression model
The self-expression model suggests that certain customers buy brands because brands work as
vehicles to express a part of their self-identity. This self-identity can be either their actual
identity or an ideal to which they might aspire.

In the same way, certain product categories such as cars, cosmetics, and clothes contribute to
express a customers personality. This is made possible because the use of these products
occurs in a social context where individuals evaluate and interpret other persons identities by
observing the clothes they wear, the car they drive, ...

Actually, feelings generated by the brand personality can be seen as how a brand helps to
express a users personality. A brand achieves this by associating certain emotions that are
congruent to those felt by the user. This makes the user most fulfilled when the brand helps
him/her expressing those feelings : A warm person will be most fulfilled when a warm
feeling occurs ; similarly, an aggressive person will seek out context where aggression is
accepted (Aaker, 1996).


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How to increase Benettons customer equity ?
First model : self-expression model
In order for brand personality to be an effective way of expressing a users personality, it has
to fit with the needs and desires of the user. When the brand personality is in the right context
and fits the consumers self-expression needs, any brand personality can assist in self-
expression.

According to the self-expression model, we can therefore conclude that Benettons brand
personality can significantly increase brand equity if Benetton is in a social context which fits
with the needs and desires of the users (can be the actual identity of customers or an ideal to
which they might aspire) and where individuals evaluate and interpret another persons
identity. This idea is summarized on the graph presented on the next slide.


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How to increase Benettons customer equity ?
First model : self-expression model
Brand personality is in a social context where
individuals evaluate and interpret another persons
identity
Brand personality fits with the
customers self-expression needs

Brand personality
becomes an effective
way of expressing
consumers
personality
Brand Equity
Customer Equity
+
The actual
identity of
customers

An ideal to
which customers
might aspire
OR
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How to increase Benettons customer equity ?
Second model : relationship basis model
The relationship basis model suggests that certain brands have the ability to establish a
relationship with the consumer similar to that between two people. Moreover, just as human
personalities affect relationships between people, brand personality can be the basis of a
relationship between the customer and the brand.

Consumers form relationships with brands through two important elements :
- a relationship exists between the brand and the consumer and corresponds to the
relationship between two people ;
- the brand personality provides the consumer strong feelings and favorable attitudes
toward the relationship.

Let us take an example to illustrate this. As we have seen before, the four facets of the
excitement dimension of brand personality developed by Aaker were daring, spirited,
imaginative and up-to-date. According to the relationship basis model and as Benetton was
the most exciting brand among the initial 30 brands listed, this could mean that on a weekend
evening it might be enjoyable to have a friend who has these four personality characteristics.

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How to increase Benettons customer equity ?
Second model : relationship basis model
In the context of this brand-relationship idea, a strategy is to create higher brand loyalty
through a higher brand relationship quality (BRQ). In her study on brand relationships Susan
Fouriner (1998) found seven dimensions of brand relationship quality. They are as follows :
- Behavioral interdependence : the brand plays an important role in the consumers life
- Personal commitment : the consumer is very loyal to the brand through good times and bad
- Love & passion : the consumer would be very upset if he/she couldnt find the brand
because no other brand can take the place of it
- Nostalgic connection : the brand reminds the consumer of phases in his/her life
- Intimacy : the consumer knows a lot about the brand and the company that makes the brand
- Partnership quality : the consumer knows the brand appreciates him/her like a valued
customer
- Self-concept connection : the brands and the consumers self-image are similar

According to the self-expression model, we can conclude that Benettons brand personality
can significantly increase brand equity if Benetton increases one of the seven dimensions of
brand relationship quality listed above. This idea is summarized on the graph presented on the
next slide.



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How to increase Benettons customer equity ?
Second model : relationship basis model
Behavioral
interdependence
Intimacy
Partnership quality
Self-concept connection
Love & passion
Nostalgic connection

Personal commitment

Brand
Loyalty
Brand Equity
Customer Equity
D
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m
e
n
s
i
o
n
s

o
f

B
r
a
n
d

R
e
l
a
t
i
o
n
s
h
i
p

Q
u
a
l
i
t
y

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How to increase Benettons customer equity ?
Third model : functional benefit representation model
The previous models reveal both how brand personality adds value to a brand by directly
linking a brand to a consumer. However, the role of brand personality is much less direct in
the functional benefit representation model. In this model brand personality indirectly adds
value by becoming a medium for representing brands functional benefits.

One of the applications of the functional benefit representation model is the use of distinctive
symbols that have appropriate associations with the brand. An image that visually represents a
metaphor, for the brands functional benefits, will stimulate a customers perception of the
brand and reinforce the brands personality. For example, emphasizing the country or region
of origin associated with a brand builds a strong brand personality by providing an indication
of quality and distinctiveness.

This demonstrates how brands use associations to imply their functional benefits, which is
easier than directly communicating that a certain benefit exists. Also, it is assumed that brand
personality is intangible in nature whereas the nature of functional brand benefits is more
concrete. This assumption may imply that attacking a brands personality is harder than
attacking the brands functional benefits.


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How to increase Benettons customer equity ?
Third model : functional benefit representation model
According to the functional benefit representation model, Benettons brand personality which is
trendy, provocative and imaginative affects customers perception of Benetton and its stores. This
idea is summarized on the graph presented below.

Use of distinctive symbols that
have appropriate associations
with the brand
Use of an image that visually
represents a metaphor for the
brands functional benefits
Customers
perception of the
brand
Brand Equity
Customer Equity
OR
Brand
Personality
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How to increase Benettons customer equity ?
Conclusions




We have demonstrated that it is of great importance to create a personality for a brand. The
benefits of a personality, as stated before, are that it can be used to help consumers to express
something about themselves, to provide a relationship and to indicate the brands functional
benefits. These three factors together make the personality a powerful tool to use in order to
increase brand equity and then to affect and influence the purchase decision.

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What are the values of Benetton to customers ?
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What are the values of Benetton to customers ?
Most studies show that utilitarian and hedonic motivations have different levels of impact on
consumer behaviors. Let us take a look at some of them.

Babin and al. (1994) commented that value, such as the amount of money consumed and
satisfaction procured, influences consumer behavior. They also stated that hedonic value can
influence unplanned shopping behavior while utilitarian value does not.

Dhar and Wertenbroch (2000) concluded that products purchased for pleasure have a
different level of impact than products purchased for functional purposes. In the situation
where a decision must be made to give up certain products, products for pleasure are usually
the ones to be given up first.

Park and al. (1986) indicated that the benefit of advertising campaigns could be calculated
through the categorization of utilitarian and hedonic products. They showed that hedonic
products or brands have higher premiums than utilitarian ones.

As different values of products/brands have different impacts on consumer behaviors, I will
now describe the utilitarian, hedonic, link and ethical values of Benetton to customers.

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Hedonic values
Definition
Pleasure, fun, emotions associated with the
product.
Hedonic values of Benetton
The hedonic values of Benetton can be seen
through its ability to transform sweaters into
messages, shirts into signs, and jeans into
signifiers.
But we can also mention :
- the idea of color ;
- a strong Italian character whose
style, quality and passion are
clearly seen in the brand ;
- the Benetton's commercial
network, characterised by
prestigious locations in historic and
commercial centres.

Utilitarian values
Definition
The functional benefits of the product.
Utilitarian values of Benetton
The womenswear, menswear, childrenswear
and underwear collections offer a total look for
everyday, for work and for leisure, in the city
and outdoors.

What are the values of Benetton to customers ?
Link values
Definition
The product is more or less a platform to meet
other people.
Link values of Benetton
Benetton is established in 120 countries around
the world, the brand works in a social context
where people identify themselves by looking at
what others wear.

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Other directed values (or Ethical values)
Definition
They are received by someone when there is a benefit for another person that is not me, they can
be seen as indirect advantages the customer receives from the benefit of another person.
Other directed values of Benetton
Benetton has proven a tangible action to the company's commitment to ethical values, with a
multi-ethnic approach, respect for the environment and support of human rights. This action has
been growing throughout the years thanks to a strong collaboration with numerous renown
international non profit organizations such as the World Food Program and the United Nations
agency to face the theme of world hunger (2003), the United Nations Volunteers in occasion of the
International Volunteers Year (2001), the UNHCR (United Nations High Commission for
Refugees) to generate solidarity toward refugees of the war in Kosovo (1998), ...
What are the values of Benetton to customers ?
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What could be a positioning for the future ?
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What could be a positioning for the future ?
Yesterday vs. Tomorrow
Yesterday
Up to now, Benettons distinctive positioning was essentially based on ads featuring disturbing images. Benettons
advertising used to convey the idea that buying one of its garments would contribute to racial understanding and the welfare
of humanity. Its overall advertising strategy was composed of two types of campaigns : product-specific and corporate.
Product-specific campaigns highlighted Benettons collections and were hence seasonal. Corporate campaigns were
undertaken once in 12-18 months and showcased larger issues affecting the world.

Tomorrow
The world has evolved since the creation of the brand more than 40 years ago. The consumer today travels more often and is
also more aware of international fashion trends. Therefore, there is a need for more specialised products. In order to target a
niche audience, a new strategy (which has already been implemented in India) of having concept stores along with
Benettons existing chain, Colors of Benetton stores, is needed. This makes sense because of an opportunity to grow certain
segments of the assortment. This new strategy would be based on retail segmentation meaning operating multiple formats for
different segments :
- Baby-on-Board stores (targeting mothers-to-be and kids) ;
- Accessories stores (selling luggage, bags, sunglasses and vanity cases) ;
- Adults-Only stores (showcasing Benettons apparel collection for men and women).

This will enable Benetton to offer a complete fashion and lifestyle range through its mega stores along with the concept
stores that have a unique product line. Furthermore, this will lead to reemphasise its worldwide positioning and envision itself
as a wardrobe brand that does extensive fashion options and combines excellent styling and quality.

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What could be a positioning for the future ?
The challenges
A return to the use of shock advertising seems unlikely. Since 9/11, the public has become less inclined to tolerate shocking
images. On the other hand, shock tactics are no longer so unusual, with other brands such as FCUK having taken up the
mantle. Rather than using disturbing images like it did in the past, Benetton has to find new ways to keep its rebellious
attitude alive, or else the consumer will look for something new. A simple question will help to understand this idea : do you
see evidence of Benetton as a company taking risks in the rest of its business as it did in its advertising ?

The slip into the mainstream is always the long-term danger of relying on shocking and provocative advertising. Therefore,
Benetton has now to look at radically doing its business, not just its advertising because its publicity campaigns were no
protection against European rivals who began revolutionizing the apparel business in the 1990s. As Silvano Cassano
Benetton Groups chief executive from 2003 to 2006 said, we didnt take advantage of the quick transformation of the
industry.

Benettons competitors notably Spains Zara and Swedens H&M can offer new styles from the catwalk to the shop floor
in less than a month and at bargain prices. Both deploy sophisticated technology to track which items are selling and which
are not. The problem with Benetton is that it has missed trends, relies on an outdated business model and lacks a distinctive
positioning and future brand identity in an ever-crowded mass market for clothes. That is why Benetton has now to refocus
on the apparel business. The world was different. It was much simpler. Our collections were much smaller. We saw great
results for many, many years, just as we played with different colors. Later on, competition increased, and now you always
have to be looking for new spaces to attract the attention and interest of the customer, told the Groups chairman.

Nevertheless, it is on the sales floor that Benettons real weakness becomes clear. The problem is that 93% of Benettons
sales come from franchise operations. Zara and H&M, in contrast, own their shops, which makes it easier to install unified
systems that track global sales electronically. As Cassano said, we dont have to control the shops, we have to control the
information.

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The biggest problem we are confronted with is that Luciano Benettons original vision of his brand is not the same as the vision
proposed by external critics to be adopted by the brand for the future. I therefore recommend two extreme options to be followed :











Several arguments support favourably the second option, that is to stay focussed on basics :
- As Benetton said, the concept of fast fashion is that it is something that changes constantly and should cost very little because
it doesnt have a long life span. If the second option is chosen, Benetton could justify higher prices than other mass traders
because customers are willing to pay more for clothes that last many seasons. This would mean that Benetton could charge
higher prices because the mix product/image would justify it. On the other hand, if the first option is chosen, Benetton would
have to either enhance the mix product/image (that is to be more fashion than its competitors !) or to slash prices under those of
its comptitors (maybe to increase them later on by building very high entry barriers, by creating stronger demands, ).
- Benettons original vision is that he does not monitor what the competition is doing but rather listens to his own customers
about their needs. As he said, our logic is to try and cater to people who work or go to school and dont necessarily try to keep
up with fashion. This idea contradicts the first option where monitoring competitors would be the key success factor !
Second Option
Closer to Luciano Benettons original
vision of his brand, this option
recommends that Benetton stays
focussed on what it has always done
best : basics. Nevertheless, if this
option is chosen, Benetton has to
become the market leader of basics but
also to be more creative and innovative
because basics do not necessarily mean
out of date !

First Option
Closer to the vision recommended by
external critics, this option proposes that
Benetton becomes a fashion brand which
is about innovation. This option is inherent
in the risk to compete against Zara and
H&M and maybe to loose. Benetton has
been seen as a brand for basics : T-shirts
and pants. It would have to reposition
itself as a high-fashion brand and create
stronger, more interesting clothes.

What could be a positioning for the future ?
The options for the future
Benetton s
future
positioning
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Development of a long tail idea for Benetton
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Development of a long tail idea for Benetton
The link between cross-cultural value associations and liking (Polegato and Bjerke, 2006)
Theories and model
We know that values associated with brands are driving consumer behavior. Moreover, because of the role of values in
creating brand equity, the increasing value sensitivity of consumers in general, there is a need for marketers to reinforce
their understanding of value-driven advertising.

Theories centred on the role of values in the consumer decision process
McCracken (2005) situates the consumer within a cultural context while engaged in the buying process. As he pointed out,
meaning moves from culture to us through goods. Advertising can therefore be seen as the conduit for transferring
meanings from the cultural context to goods so that meanings are accessible to consumers. Value systems play thus an
important role in the consumer decision process.
Schwartz (1992) developed a universal value system consisting of 56 values, such as freedom and respect for tradition, with
each value belonging to 1 of 10 motivational types, such as self-direction or power. Each value has an order (ranking) that
places it in relation to other values. Schwartzs values framework has been applied successfully to various areas of human
activity, but there are no known applications to consumer behavior. This study will remedy this.

Theories centred on the role of likeability as a measure of advertising effectiveness
Several studies showed that : - advertising likeability systematically predicted sales (Haley and Baldinger, 1991) ;
- advertising likeability is the most effective single measure (Rossiter and Eagleson, 1992) ;
- more likeable advertisements imply greater persuasive impact (Walker and Dubitsky, 1994).

Conceptual model
The purpose of this cross-cultural study is to examine the link between the level of value congruence (or match) between
consumers values and values associated with Benetton and its advertising, and liking of Benetton and its advertising. The
conceptual model, shown in Appendix 1 (slide 31), illustrates the proposed link between consumers values, value
associations with the company and its advertising, and liking of the company and its advertising.

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Development of a long tail idea for Benetton
The link between cross-cultural value associations and liking (Polegato and Bjerke, 2006)
Methodology
Benetton print advertisements
Consumer responses to Benettons advertising in general and three standardized color print advertisements of Benetton were
collected. The titles of these three advertisements were :
- Angel and Devil (advertisement 1), depicting a blond child and a black child embracing ;
- HIV Positive (advertisement 2), depicting those words tattooed on a human posterior ;
- Sunflower (advertisement 3), depicting a young person with Downs Syndrome.

Measurement of values and liking
Seven marketing academics, interviewed individually, identified 10 of Schwartzs (1992) values that could be associated with
Benetton and its advertising : equality, social power, social justice, freedom, independent, broad-minded, daring, honest,
responsible and protecting the environment. These values were used in a self-completion questionnaire which asked how
important each value was as a guiding principle in the respondents lives. The 7-point Likert scale ranged from 1 = to a very
little extent to 7 = to a very great extent. The same scale was used to measure the respondents degree of association of each
value with Benetton as a company, its advertising in general, and with each of the three specific advertisements listed above.
The extent of liking overall (of Benetton as a company, its advertising in general, and each of the three advertisements) was
measured with the same Likert scale.

Sample characteristics
A total of 328 questionnaires were collected from university-level business administration and economics students : 136 from
Oslo, 110 from Kiel, and 82 from Bologna, three cities representing a Northern, Central, and Southern European culture. The
typical respondent in each city was a female or male student between 20 and 29 years old. According to Schwartzs theory
(1999), the collective individual responses to the values represent cultural values.

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Development of a long tail idea for Benetton
The link between cross-cultural value associations and liking (Polegato and Bjerke, 2006)
Results
A match evaluation scheme was developed to determine the degree of congruence between consumers' values and value
associations with Benetton and its advertising. Only values that received aggregate means of 5 or higher on the 7-point Likert
scales across the three nationalities and were also among the top value associations for respondents in each of the three cities
were included in the analysis. These five values were freedom, social justice, honest, broad-minded and equality.

Table 1 (see Appendix 2 on slide 32) demonstrates how the match evaluation scores were calculated.

Based on the calculations in Table 1, we can observe in Table 2 (see Appendix 3 on slide 33) the ranking of Benetton as a
company, Benetton's advertising in general, and the three advertisements in terms of the strength of the value association
match with the values of the whole sample. Advertisement 1 has the strongest value match, followed by advertisement 3,
Benetton's advertising in general, Benetton as a company, and finally advertisement 2 with the weakest value match. Looking
back at Table 1, it is also apparent that the liking scores match in the same direction.

Table 3 (see Appendix 4 on slide 34) goes further in the search for the explanation underlying the match between the ranking
of the value match (presented in Table 1) and the degree to which Benetton and its advertising is liked. This analysis is based
on a split-sample approach :
- one group represents high importance placed on the top six values (freedom, social justice, responsible, honest,
broad-minded and equality) ;
- the second group represents relatively low importance placed on these values.
There are just three significant differences identified with this analysis (in bold), but still they are revealing.

The ranking of Benetton as a company, Benetton's advertising in general, and the three advertisements in terms of the
strength of the value association match with the values of the total sample, and liking of Benetton and its advertising, are
shown in Table 4 (see Appendix 5 on slide 35).
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Development of a long tail idea for Benetton
The link between cross-cultural value associations and liking (Polegato and Bjerke, 2006)
Conclusions



The results of this study suggest that when there is a disconnection between values expressed by
advertising, liking of the advertising diminishes.

It is also interesting to note that consumers respond not only to values in advertising that match or
do not match theirs, but also to the absence of the expression of values.

Overall, if we assume that liking of advertisements is transferred to the brand and buying
intentions, we can conclude from this study that there is potential for advertising to be
effective when directed at consumers' value systems.

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Appendix 1
Perceived company and
advertising values

Consumer values

Liking of company and
advertisements
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Appendix 2
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Appendix 3
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Appendix 4
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Appendix 5
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To, P.-L., Liao, C. and Lin, T.-H. (2007), Shopping motivations on Internet : A study based on utilitarian and hedonic
value, Technovation, No. 27, pp. 774-787.
Benettons website : http://www.benetton.com

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Part 2 : What do consumers do to receive a
better service ?
Table of content
Transcript of the first interview

Transcript of the second interview



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What the respondent did to receive a better service ?
Recently, my husband and I were to make a birth list to Babydream. The saleswoman took her
time (3hs) to explain the various product lines, the pros and cons in line with prices, As
soon as we notified our choice, the saleswoman had to copy by hand the data corresponding to
the items we had selected (names of the articles, bar codes, quantities of each product, ) and
then she had to retype everything in her PC. So it seemed obvious to us to suggest the use of a
portable reader Scanner to scan the articles and possibly add comments and quantities.

Why the respondent did what he/she did ?
In this era of computerization and as most large stores have adopted this system the reflection
came spontaneously to save time and to reduce potential errors when retyping the data in the
PC. In addition, it seemed a nonsense that the chain of stores Babydream offers diversified
on-line services but no facilities for scanning in its own internal structure.

How he/she succeeded and what he/she learned about that ?
Nothing changed in the service received but the saleswoman found our idea relevant ! Now
we do not know if she told it to her superiors.

Age : 32 ; Sex : Female ; Education : University degree ; Length of the interview : 15
Transcript of the first interview
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What the respondent did to receive a better service ?
I often participate to any process of co-production of services at various levels, be it at a
restaurant, for example in clearing the table, at the store using the self-scanning system or
when I appeal to independents to work for me and I give them a hand.

Why the respondent did what he/she did ?
The motivations are either the respect to the person and his/her profession or the time saving
for me and the staff who can make the general atmosphere more relaxed and therefore more
efficient.

How he/she succeeded and what he/she learned about that ?
I learnt that apart from a sense of personal satisfaction (helping others) these ideas of co-
production of services are ultimately more a decoy, a social phenomenon whose purpose is to
convince customers that they participate in the upstream market while the only involvement is
in the benefits of the operation. By preparing the ground for a tiler I avoid additional billings
but I do not benefit from any reduction for having made his job easier.

Age : 44 ; Sex : Male ; Education : University degree ; Length of the interview : 20

Transcript of the second interview
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Date : January 25, 2008

Name : Perez Michal

Signature :

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