| COREBRAND COMPANY | | | | offering same services to the global world. Such |
| The corebrand company is one of the largest | | | | competitor includes Microsoft Company, Sony |
| companies involved in the business of building brands. It | | | | Company, Times Company and San Francisco based |
| has been in work for about thirty years. It focuses on | | | | companies. For the company to survive such |
| helping its clients to construct and leverage their | | | | challenging environment, the company stand out from |
| corporate brands by improving the images, reputation | | | | the other by ensuring that it offers quality services at |
| and their performances. They help companies and | | | | reasonable affordable prices. This is because they |
| firms to dine and support corporate brand and in | | | | have noticed and identity that clients are will to pay for |
| multidimensional pursuits. So, their mission is generally to | | | | quality services which will enable their products to be |
| help companies understand, build, express and | | | | much more competitive in the market places. In |
| measure their cooperate brand. They further ensure | | | | addition, the employees of the company have one |
| that their clients align their companies' behaviour, | | | | unique characteristic which has contributed to the |
| communications and business processes so that all | | | | progression leading to the company outstanding |
| internal and external activities are focused on a single | | | | position. The employees are variously talented in |
| strategy. Thus their bottom line which is the goal of the | | | | different ways. Thus, there are talented management's |
| company is to show its clients how they can build and | | | | employees who exercise the talent of leadership |
| maintain their cooperate brand so that they can have | | | | rather than the formation manager character. There |
| a direct positive impact on the company's | | | | are also several employees in the lower ranks who |
| performance. We therefore recognize the company | | | | are talented in the designing of imagery pictures that |
| as branding consultants. Through the website of the | | | | are appealing as well as message communication to |
| company, it has got a traffic rank of 2, 000 791 making | | | | the clients and consumers. (Klösgen, 2002) |
| it not to appear in the top 100,000 competitor list. The | | | | Lastly, corebrand holds unique position in technologies |
| number of customers who view their web page | | | | on branding and communication. Core brand has being |
| averages to be 762 550 people per week. The | | | | able to deliver an optimal solutions to the application of |
| average number of individuals who seek their services | | | | branding and consultancy services. In its today daily |
| is 2, 006 791 for three months. When the web is | | | | activities, the make and deliver services to its clients in |
| examined in terms of individual page view, the number | | | | the best way possible. The hold a very important |
| of unique pages viewed per day averages to be 5.5 | | | | position in intermediating the desire of the consumers |
| per week. The average is 4.1 for the range of three | | | | and the producers in the production channel and its |
| months which gives an overall drop of fifteen percent | | | | product distribution. While the company is focussing on |
| drop. The clients of core brand companies are drawn | | | | integrating its services into other existing company, it is |
| from a wide area of scope. This includes the United | | | | also looking for new venture for a market pull and |
| States with about 71. 4% users. Italy has a percentage | | | | avoiding the market push. (Dowling, 1993) |
| of 14. 3%, Canada 7. 1% and the United Kingdom bear | | | | Reference: |
| an equal number of users as the Canadian users. | | | | Armstrong, J. (2001): Principles of Forecasting: A |
| Corebrand being a global brand strategy and | | | | Handbook for Researchers and Practitioners. |
| communication company based in Stamford, its | | | | Callingham, M. (2004): Market Intelligence: How and |
| mission is to provide its services to its clients in all parts | | | | Why Organizations Use Market Research. |
| of the developed and developing countries. With its | | | | Ereaut, G. (2002), Qualitative Market Research: |
| growth from the main initial station at Stamford, the | | | | Principle and Practice |
| company has expanded to many other parts of the | | | | Franses, P. (2001): Quantitative Models in Marketing |
| world such as new York Tokyo and Japan. Following | | | | Research: Cambridge University Press. |
| its mission to achieve its goals, it has opened offices in | | | | Hanssens, D. (2001): Market Response Models, |
| those areas of establishment. Since this year of 1990, | | | | Econometric and Time Series Analysis, Kluwer |
| the company has traded with more than 47 industries | | | | Klösgen, W. (2002): Handbook of Data Mining and |
| in helping them to understand how their brands | | | | Knowledge: Oxford University Press. Rubin, M. (2002), |
| compare with peers and I determining how | | | | Statistical Analysis with Missing Data: Wiley |
| communications impact cooperate reputation and | | | | Morrison, M. (2002): Using Qualitative Research in |
| financial performance. (Morrison, 2002) | | | | Advertising: Sage |
| Further the company has also got involved in helping | | | | Myers, J. (2003): Managerial Applications of Multivariate |
| the determination of comparable stock price and | | | | Analysis in Marketing, American Marketing Association. |
| revenue growth in different companies. In order to | | | | Pearl, J. (2000), Causality: Models, Reasoning, and |
| enhance its activities in achieving it mission, the | | | | Inference: Cambridge University Press |
| company produces certain books to assists its clients | | | | Ramanathan, R. (2003): An Introduction to Data |
| and in away to attract new clients into their company. | | | | Envelopment Analysis: Sage |
| Such book includes marketing corporate images, | | | | Sayre, S. (2001): Qualitative Methods for Marketplace |
| leveraging the corporate brands and those concerned | | | | Research. |
| with issues such as branding across the borders. So | | | | Sengupta, J. (2003), New Efficiency Theory: With |
| in general such mission can only be achieved by a | | | | Applications of Data Envelopment Analysis: Springer |
| company with large revenue as it is not easy to go | | | | Spirtes, P. (2000), Causation, Prediction, and Search: |
| globally without large sources of revenues. (Armstrong, | | | | MIT Press |
| 2001) | | | | Stone, M. (2004), Consumer Insight: How To Use Data |
| The core brand strength includes proper interactions of | | | | And Market Research To Get Closer To Your |
| the employees who are core participants in marketing | | | | Customer: Kogan |
| the company's services. The company's has always in | | | | Tashakkori, A. (2003): Handbook of Mixed Methods in |
| the fore front of ensuring that it reaps the best | | | | Social & Behavioural Research, Wheeler, A.( |
| employee in it recruitment process. By so doing the | | | | 2006): Designing brand identity. A complete guide to |
| company offers fast services to its clients making | | | | creating, building, and maintaining strong brands: 2nd Ed. |
| them to often call on their services. Once more they | | | | New York, |
| ensure that then employees have better working | | | | Balmer, J. (2000): Corporate identity and corporate |
| conditions and terms which encourage them to be | | | | communications: creating a competitive advantage |
| actively involved in delivering their services. One of the | | | | Bromley, D. (2001): Relationships between personal and |
| greatest weaknesses is that the company do not | | | | corporate reputation, European Journal of Marketing, |
| marketing advertisements on the televisions to | | | | 35 (3/4), pp. 316-334. |
| popularise its self to the out world. (Myers, 2003) | | | | Dowling, G.(1993): Developing your company image into |
| The company faces other competitors such which are | | | | a corporate asset. |