1

2

TABLE OF CONTENTS

ABOUT P3

ACKNOWLEDGEMENTS P4

INTRODUCTION P5

A LACK OF UTILITY IN WEB AND MOBILE ADVERTISING P7

A NEW GENERATION OF MORE EXIGENT CONSUMERS P7

A CONSUMER-CENTERED MARKETING P8

CONTEXTUAL MARKETING P10

CONTEXTUAL MARKETING IN THE BRANDED APP MARKET P11

TOWARDS A DEFINITION OF BRAND UTILITY P12

IMPACT OF BRAND UTILITY ON BRAND EQUITY P13

IN THE SMARTPHONE APPLICATIONS MARKET

SURVEY ABOUT THE USE OF BRANDED APPLICATIONS P14

CONCLUSION P19

BIBLIOGRAPHY P19

3

ABOUT THE AUTHOR

ABOUT BRAND-UTILITY.COM

4

ACKNOWLEDGMENTS

5

INTRODUCTION

Figure 1: Carling’s iPint APP

6

7

A LACK OF UTILITY IN WEB AND

MOBILE ADVERTISING

A NEW GENERATION OF MORE

EXIGENT CONSUMERS

8

LEVERAGING DATA TO ADD

RELEVANCE

A CONSUMER-CENTERED

MARKETING

9

CONTEXTUAL MARKETING

10

CONTEXTUAL MARKETING IN THE

BRANDED APP MARKET

Figure 2: Vodafone sends you an SMS with useful

information when roaming.

11

12

TOWARDS A DEFINITION OF

BRAND UTILITY

Figure 3: Charmin's SitOrSquat APP helps people

find the nearest open bathrooms.

13

IMPACT OF BRAND UTILITY ON

BRAND EQUITY

14

STUDY ABOUT THE USE

OF BRANDED APPS

Figure 4 : Where the study stands

SAMPLE

Figure 5: Monthly app download of the sample

Table 1 : How do you discover the apps that you

decide to download ?

Brand

Equity

Smartphone

apps

Brand

Utility

0 (12%)

1 - 3 (56%)

4 - 6 (17%)

7 - 10 (8%)

15

#1: M edia

#2: A irlines , ra ilw ays and o ther trave lling fac ilities

#3: B anks and F inancia l

Institu tions

KEY FINDINGS

EXPERIENCE

RELEVANCE

16

Figure 6: Huggies' iGo Potty app

ENGAGEMENT

17

INFLUENCE OF PERCEIVED

BRAND UTILITY ON BRAND

EQUITY

Table 2 : If a branded app is useful to you in

your everyday life :

PRIVACY ISSUES

Table 3: “How do you feel about geolocation?”

18

Figure 7: Conceptual model for Brand Utility ON SMARTPHONES

Figure 8: Importance-Performance Matrix

1 Matrix adapted from Nigel Slack, "The Importance-Performance Matrix as a Determinant of Improvement

Priority", Int. J. of operations and production Management, Vol. 14, No. 5, pp 59-75, 1994.

19

CONCLUSION

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