University of Wollongong

Research Online
Faculty of Business - Papers Faculty of Business

2014

'Branding' explained: defining and measuring brand

awareness and brand attitude
John R. Rossiter
University of Wollongong, [email protected]

Publication Details
Rossiter, J. R. (2014). 'Branding' explained: defining and measuring brand awareness and brand attitude. Journal of Brand
Management, 21 (7/8), 533-540.

Research Online is the open access institutional repository for the University of Wollongong. For further information contact the UOW Library:
[email protected]
'Branding' explained: defining and measuring brand awareness and brand
attitude
Abstract
Writing in the very first issue of this journal, the present author proposed a comprehensive model of
'branding', a managerial process that requires the marketer to establish, in the consumer's mind, two essential
communication effects: brand awareness and then brand attitude. In the present article, he expands this model
from two to now three types of brand awareness (brand recognition, category-cued brand-name recall and
brand recall-boosted recognition) and from three to now five levels of brand attitude (reject, unaware,
acceptable if on special, one of my several preferred brands and my single preferred brand). Also, he shows
how to most efficiently measure these two necessary components of branding.

Keywords
attitude, branding, awareness, brand, measuring, defining, explained

Disciplines
Business

Publication Details
Rossiter, J. R. (2014). 'Branding' explained: defining and measuring brand awareness and brand attitude.
Journal of Brand Management, 21 (7/8), 533-540.

This journal article is available at Research Online: http://ro.uow.edu.au/buspapers/635

Original Article

“Branding” explained: Defining and measuring

brand awareness and brand attitude

John R. Rossiter

is Research Professor of Marketing at the University of Wollongong in Australia. His

interests include marketing knowledge, marketing measurement, consumer

behavior, and advertising and promotion management. He is author or co-author of

nine books in these fields and has published more than 80 articles in leading

journals.

ABSTRACT Rossiter (1993) writing in the very first issue of this Journal

proposed a comprehensive model of “branding,” a managerial process that

requires the marketer to establish, in the consumer’s mind, two essential

communication effects: brand awareness and then brand attitude. In the

present article he expands this model from two to now three types of brand

awareness (brand recognition, category-cued brand-name recall, and brand

recall-boosted recognition) and from three to now five levels of brand attitude

(reject, unaware, acceptable if on special, one of my several preferred brands,

and my single preferred brand). Also, he shows how to most efficiently

measure these two necessary components of branding.

Keywords: branding as positioning; brand awareness types; brand attitude levels;

efficient measures
“Branding” is a term much bandied about that has escaped proper definition because

everyone, like the proverbial blind men in the presence of the elephant, thinks they know

what it means. David Aaker (2014), for instance, touted by master textbook writer Philip

Kotler as being the “Father of Modern Branding,” in his new book Aaker on Branding

nowhere defines the term “branding” and the word is not even listed in the book’s index.

Aaker does, however, define “brand,” describing it as “Far more than a name and logo, it is

an organization’s promise to a customer to deliver what a brand stands for…in terms of

functional benefits but also emotional, self-expressive, and social benefits” (Aaker, 2014, p.

1). Seen from the perspective of the present article, the first part of Aaker’s definition refers

vaguely to brand awareness (“a name and logo”) and the last part refers obscurely to brand

attitude (which is what is presumed to result from the “benefits”). When studying branding,

however, academics such as those publishing recently in this Journal ignore brand awareness

altogether. Taute, Peterson, and Sierra (2014), for instance, define branding as involving

“both a cognitive and an emotive bond” (p. 23) but these “bonds,” as will be demonstrated in

the present article, relate only to brand attitude.

Rossiter and Percy’s first edition of Advertising and Promotion Management (1987)

was the first publication to properly define what marketing practitioners later called

“branding.” Rossiter and Percy defined branding as the achievement, in the prospective

buyer’s mind, of a favorable brand attitude given that the prospect had already acquired brand

awareness. They defined these two brand communication effects as jointly necessary – their

reasoning was that it is no use for the brand manager to create a favorable attitude if potential

buyers can’t recall the brand prior to purchase or recognize it at the point of purchase. The

omission of brand awareness is the big mistake made by practitioners and by academics when

they talk about, write about, and try to measure “branding.”

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 Rossiter and Percy (1997) in the second edition of their advertising and promotion

management textbook showed how brand awareness and brand attitude combine in their

“macro” model of brand positioning. This model is now (Rossiter, Percy, and Slowikowski,

forthcoming) called the C-U-B Branding Model of Positioning and is depicted in Figure 1.

The C-U-B model of brand positioning – branding – asks three basic questions about the

brand: What is it [category]? Who is it for [user]? What does it offer [benefit/s]? As the

diagram shows, brand awareness, on the left, is the brand-category connection; brand

attitude, at the bottom of the diagram, is the result of either a “transformational” brand-user

connection or an “informational” brand-benefit connection.

Figure 1 about here

The present article conceptually expands on the definition and measurement of brand

awareness and brand attitude – the essential components of branding. Brand awareness is

shown to consist of three distinct types; these types are based on how the brand has to be

identified by the buyer for purchase consideration. Brand attitude, the second component of

branding, is shown to differ for the same brand depending on the buyer’s buying motive, and

here the exposition takes a necessary detour into Rossiter and Percy’s (1987, 1997) emotion-

shift theory, an important practical theory overlooked by all marketing academics and most

practitioners. Finally, efficient measures are provided for the three types of brand awareness

and for overall brand attitude.

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BRAND AWARENESS

Brand awareness is defined as the buyer’s ability to identify the brand in sufficient detail to

make a purchase (Rossiter and Percy, 1987, 1997). Brand awareness is a necessary

precursor to brand attitude.

The precursor principle can be demonstrated with the straightforward example of

ordering an imported beer to impress your friends at a trendy restaurant. Suppose that when

brand attitudes are measured in isolation, which is the common practice among market

researchers, that you have an equally favorable attitude toward two imported beer brands,

Heineken and Beck’s (let’s say you would rate them both 9 out of 10, or .9 on a 0 to 1.0

probability scale). But suppose that you are much more likely to recall Heineken when asked

by drink waiters in upmarket situations; let’s put your probability of recalling Heineken first,

since you only want to order one brand at a time, at .8, and your probability of recalling

Beck’s first at .2. Remember, you are attitudinally indifferent between the two beers – you

prefer them equally. But over many such occasions, you will choose Heineken much more

often because the probability of choosing Heineken on any one occasion, assuming that you

mentally check your attitude toward each brand you recall, is .8 × .9 = .72, whereas your

choice probability for Beck’s is just .2 × .9 = .18. This drastic difference in personal “market

shares” would be missed by the researcher if brand awareness were not measured prior to

brand attitude.

Correct type of brand awareness

Also missed by all researchers is the necessity of measuring the correct type of brand

awareness. The choice-appropriate type of brand awareness can be obtained from either the

researcher’s common knowledge of consumers and of the category or, if the researcher is

unsure, from conducting a dozen or so (and 20 is usually enough as long as you have taken a

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reasonably representative sample of category buyers) one-on-one qualitative interviews in

which you ask the consumer to mentally “walk through” and “talk through” his or her most

recent purchase in the target situation – ordering beer in a high-end restaurant in the above

example. Rossiter and Percy (1997) call this the construction of a behavioral sequence

model.

Table 1 about here

Now look at Table 1. You will see that there are three distinct types of brand

awareness, depending on the majority choice process identified from the behavioral sequence

model, and that they are measured differently. The three different “paths” to brand awareness

are depicted in Figure 2.

Figure 2 about here

Brand recognition

When the brand choice is made at the point of purchase – such as in a real store or an online

catalog-like store – brand recognition is the type of brand awareness the manager needs to

aim for. Think now about what the prospective buyer actually has to recognize. It might be

the spoken brand name (for example, if you were to ask the waiter in the restaurant “What

imported beers do you have?”). It might be visually the brand logo (for example, looking for

the H&M store logo in a shopping mall). Or it might be, also visually, the stylized brand

name (for example, SONY if you are shopping for a new TV set).

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 This means that the brand stimulus in the measure of brand recognition must be

represented iconically – that is, just as the consumer would hear it or see it. Also, the brand

recognition measure should be answered as “Yes,” “No,” or “Not sure” with only the

“Yesses” counted as correct recognition.

Category-cued brand-name recall

When the brands to be considered must be recalled prior to the point of purchase, category-

cued brand-name recall is the only relevant type of brand awareness. Examples of situations

in which category-cued brand-name recall is necessary would be deciding before you leave

home which department stores or boutiques you will visit to buy a new cocktail dress or

tuxedo; or, for a business manager, nominating a preferred courier for an overseas delivery,

such as Fedex, DHL, or some other recalled brand.

Notice that this is not “free recall” but name recall in response to the product or

service category as the initiating cue. The measure must therefore incorporate this category

cue in the measure (and in consumer language, not technical language). Secondly, the

researcher has to decide beforehand what constitutes “adequate-for-choice” name recall

(example: Would “Apple iPhone” suffice or must it be “Apple iPhone 6” or “Apple iPhone 6

Plus” – the latest Apple smartphone models at the time of writing). Lastly, the researcher

also has to decide the cutoff for name recall. The cutoff can be determined quite accurately

from the behavioral sequence model interviews. In time-pressed choice situations it is

usually one brand; low-risk or “low involvement” choices, two; and “high involvement”

about four, with reverse weighting (4, 3, 2, 1) by order of recall since earlier-recalled brands

are more likely to be chosen.

Brand recall-boosted recognition

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Because of, these days, the massive size of shopping centers and the emergence of mega-

stores within these centers, a third type of brand awareness is needed for brands (branded

items) sold in these giant distributors’ displays. This Rossiter and Percy (1997) call brand

recall-boosted recognition, in which the prospective buyer first has to recall the brand name

or a color visual image of the brand’s pack or logo, then has to be able to recognize it at the

point of purchase.

The measure of brand recall-boosted recognition is thus a two-stage measure as

described in the table. Category-cued brand-name recall is measured first, followed by the

measure of brand recognition – in which only those recognized brands that are recalled are

given a positive score for brand awareness.

BRAND ATTITUDE

Once the appropriate type of brand awareness has been achieved, brand choice then proceeds

on the basis of brand attitude among the personally “aware of” brands.

Rossiter and Percy (1987, 1997) define brand attitude in a particular way. Brand

attitude is defined as the buyer’s evaluation of the brand with respect to its expected capacity

to deliver on a currently relevant buying motive. This motive-anchored definition means that

the prospective buyer can hold different overall attitudes toward the same brand depending on

his or her main reason for buying it on a particular purchase occasion (the behavioral

sequence model again). Examples of these differential attitudes toward the same brand are

common in everyday life but totally neglected in the marketing literature. Some examples:

• Beck’s beer – evaluation as a “prestige” beer vs. evaluation as a privately

consumed “at home” beer where its higher price may be prohibitive

• Sears stores – evaluation as a place to buy “home handyperson” clothes vs.

“white-collar officewear” clothes

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 • Apple computers – evaluation if your usage need is for “graphic design” vs.

“advanced computation” (although this difference may be somewhat historical

and stereotyped)

A brief rundown of the two very different types of buying motive is given in Table 2

(and the motivational distinction is unique to the Rossiter-Percy approach). There it can be

seen that there are five main “negatively reinforcing,” product-focused, problem-solving

motives and five main “positively reinforcing,” user-focused, experience-enhancing motives.

These correspond with benefit attitudinal positioning and user attitudinal positioning as

depicted in Figure 1 earlier.

Table 2 about here

Brand attitude formation, increase, and change

Rossiter and Percy (1997) propose the following dynamic model for accomplishing

formation, increase, or change in overall brand attitude:

n m
BATTb = Ʃ (Bbi Ei) + Ʃ Ebe
i=1 e=1

where BATTb = overall attitude toward brand b (attitude for serving a particular
buying motive)

Bbi = benefit belief B about brand b’s delivery on benefit i (1…i…n

benefits)

Ei = evaluation or importance of benefit i

Ebe = freestanding emotions connected to brand b (1…e…m emotions)

The brand attitude model may be easier to understand graphically as in Figure 3.

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 Figure 3 about here

The most frequent situation facing marketers is to accomplish a brand attitude

increase – most often to persuade FBSs (favorable brand-switchers) who rate our brand as

“one of my preferred brands” to move up to become BLs (brand loyals) who will then regard

our brand as “my single preferred brand.” (See the measure of overall brand attitude in the

last panel of Table 2.) Alternative strategies for increasing the buyer’s brand attitude, BATTb

above, are as follows:

1. Increase the brand’s perceived delivery on an important benefit (Bbi).

2. Increase the evaluation or importance of a benefit on which the brand delivers

uniquely (Ei).

3. Add a new benefit which is positively evaluated or high importance and on which

the brand can be perceived as delivering uniquely (new Bbi Ei with now n+1

benefits).

4. Add a strong positive freestanding emotion (Ebe).

5. Alter the choice rule to favor our brand (Ʃ).

Strategy #1, increasing the brand’s perceived delivery on an important benefit

(increase Bbi), is nearly always the only strategy addressed in the marketing literature. Taute

et al.’s (2014) research on the appeal of smartphones and their operating systems, for

instance, presumes this brand attitude strategy. The current battle between Apple’s iPhone

and Samsung’s Galaxy, for example, is being fought principally over delivery of the benefit

of ever-larger screen size, turning these phones into “phablets.”

But the other attitude-increase strategies are also worth exploring. ConAgra’s

Healthy Choice frozen dinners in the U.S., for example, dramatized the importance of the

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“heart-healthy” benefit – ConAgra’s CEO had suffered a heart attack – and its low fat, low

cholesterol, low sodium frozen entree line rocketed to market leadership over Stouffer’s Lean

Cuisine (strategy #2). Crest toothpaste became market leader in the U.S. by adding a then-

new and radically important cavity-reducing benefit, sodium fluoride (strategy #3).

“Experiential” brands – transformational in Rossiter-Percy terms – are often sold by finding a

strong positive freestanding emotion to connect to the brand, which has nothing at all to do

with benefits; examples are McDonald’s “I’m lovin’ it” and Smirnoff Vodka’s “Pure thrills”

campaigns (strategy #4). The most difficult strategy is altering the buyer’s choice rule

(strategy #5); rarely attempted other than by governments, “Five-a-Day” servings of

vegetables and fruit and “Ask for the Generic” for prescription medicines or over-the-counter

drugs are examples.

Emotion-shift theory

As mentioned, and as described in Table 2, Rossiter and Percy’s definition of brand attitude

presumes that the attitude is based on a specific buyer motive active at the time. Motives, in

turn, are activated by emotions – emotional states – both felt and anticipated. Locked within

the Ʃ (Bbi Ei) term of the BATTb model given earlier, not in the freestanding emotions Ʃ Ebe

term, is Rossiter and Percy’s (1987, 1997) emotion-shift theory. This is a facet of brand

attitude overlooked by all academic advertising researchers – but well known, at least

implicitly, to advertising copywriters. To motivate buyers, you have to achieve an emotion

shift.

Look again at Table 2. The informational motives each require a shift from a

negative emotion (the “problem”) to a neutral or mildly positive emotion (the “solution”

delivered by the brand). The transformational motives each require a shift from a neutral or

mildly negative emotion to a very positive emotion (the “experience enhancer”). Examples

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of the specific pre-to-post emotions dynamically inherent in each motive are given in the

table.

Brand attitude measurement

Focusing now on the measurement of overall attitude toward the brand – BATTb in the brand

attitude model – the most efficient and managerially meaningful measure is provided in the

bottom panel of Table 2. The origin of this 5-level measure is uncertain; Rossiter picked up

on it in Australia from his colleague Dr. Max Sutherland who invented the MarketMind (now

TNS) system of continuous brand tracking, though Max thinks it might have come from the

Australian division of Colgate or one of the leading packaged goods companies.

This single-item measure asks the respondent to place each of the surveyed brands

into one of five clearly understandable categories – single preferred, one of several preferred,

acceptable only on promotion, not acceptable, and don’t know this brand. Note that this

single item efficiently measures, albeit crudely, brand awareness – assumable if the

respondent gives any answer other than “don’t know” – and, adequately finely, brand

attitude.

Two things to pay attention to when using this measure are, firstly, to precede the

measure by the situational buying motive (for example, the social-approval motive implied in

the measure’s prestatement “If you were buying one of these wines as a gift for your Dad…”)

and, secondly, to not score the answers like a rating scale (5, 4, 3, 2, 1 is typical). For the

quantitatively obsessed researcher, scoring weights are suggested in the table but the real-

world manager is advised to simply count, for our brand, the proportion of the survey

respondents who “shift boxes” from before to after the brand’s marketing campaign.

Obviously a large proportion shifting to the top box or at least to the second box is desirable,

but large numbers shifting downward is a similarly informative if much more worrying result.

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 Most concerning – and the theme of this article – would be a large number in the

“don’t know this brand” box, which means failure to achieve brand awareness and therefore a

failure of branding.

REFERENCES

Aaker, D. (2014). Aaker on Branding. New York: Morgan James.

Rossiter, J.R. (1993). Brand awareness and acceptance: A seven-set classification for

managers. Journal of Brand Management 1(1): 33-40.

Rossiter, J.R. and Percy, L. (1987). Advertising and Promotion Management. New York:

McGraw-Hill.

Rossiter, J.R. and Percy, L. (1997). Advertising Communications & Promotion Management.

New York: McGraw-Hill.

Rossiter, J.R., Percy, L., and Slowikowski, S. (forthcoming). Managing Advertising and

Promotion.

Taute, H.A., Peterson, J., and Sierra, J.J. (2014). Perceived needs and emotional responses to

brands: A dual-process view. Journal of Brand Management 21(1): 23-42.

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Table 1: Brand awareness defined and measured

BRAND AWARENESS: Buyer’s ability to identify (recognize or recall) the brand,

within the product or service category, in sufficient detail to make a purchase.

Three types (majority type is derivable from qualitative, one-on-one “walk and talk
through your last purchase” interviews):

1. Brand Recognition: Buyer’s ability to recognize the brand name when heard, or
the stylized name, pack or logo when seen. (Example of measure: SHOW BRAND
LOGOS OF POLO SHIRT MANUFACTURERS, ONE AT A TIME. “Have you seen
this brand symbol before? □ Yes □ No □ Not sure.”)

2. Category-Cued Brand-Name Recall: Buyer’s ability to recall the brand name –

prior to purchase, accurately enough to look for it or order it – when given the
category cue. (Example of measure: “When you think of new smartphones, which
brands come immediately to mind? RECORD ANSWERS IN ORDER: ______ ,
______ , ______ , ______ .” FOR EACH OF THE BRANDS RECALLED, ASK: “For
the [e.g.] Samsung smartphone, which model, if any, did you have in mind? □ No
particular model □ Model description ______ .”)

3. Brand Recall-Boosted Recognition: Buyer’s ability to cued-recall the brand, as in

#2, followed by ability to auditorially or visually recognize it, as in #1. (Example of
measure, abbreviated: “Which brands of toothpaste come first to mind? ______ ,
______ , ______ .” THEN SHOW PAGE OF COLOR PACKS OF TOOTHPASTE,
INCLUDING THE CLIENT’S BRAND, AND ASK: “Which of these have you definitely
seen before and would be able to find easily in the store? CHECK POSITIVE
REPLIES ONLY: □ Optic White □ Total □ Aqua-Fresh □ Sensodyne □ Other.”
Respondent gets a “yes” on brand recall-boosted recognition only if the brand was
recalled and recognized.)

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Table 2: Brand attitude defined and measured

BRAND ATTITUDE: Buyer’s evaluation of the brand with respect to its expected
capacity to deliver on a currently relevant buying motive.

Informational Buying Motives: Product-focused, problem-solving, therefore

negatively reinforce purchase of the brand.
1. Problem removal (anger or pain → calm)
2. Problem avoidance (fear → relief)
3. Mixed approach-avoidance (guilt → resolution)
4. Incomplete satisfaction (disappointment → satisfaction)
5. Normal depletion (mild anxiety that supply will run out → reassurance)

Transformational Buying Motives: User-focused, experience-enhancing, therefore

positively reinforce purchase of the brand.
6. Sensory gratification (neutral → elated)
7. Intellectual stimulation (neutral → mentally stimulated)
8. Power (neutral or mild lack of confidence → high self-efficacy, heightened
sense of control)
9. Pride (neutral → sense of belonging to a valued reference group)
10. Social approval (neutral or somewhat negative social-self image → flattered)

Best measure of overall brand attitude:

Attitude level Suggested scoring

□ My single preferred brand +5
□ One of my preferred brands +3
□ An acceptable brand if “on special” +1
□ Would not buy this brand under any circumstance –3
□ Really don’t know enough about this brand to rate 0
it

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