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This paper is concerned with clarifying how brand strategies can be developed. By reviewing the evolution and rationale for manufacturer and distributor brands, it enables marketers to consider which branding route is most appropriate. Criteria to decide between being a manufacturer's brand or supplying distributor brands are addressed. To follow either of these routes the organisation must clarify its understanding of the brand asset and four broad interpretations are discussed. There would appear to be two key componenets characterising brands and through the use of a two dimensional matrix, a method to identify the type of brand and guide brand strategy development is presented. 157

States that poor brand management has been held responsible for brands with which consumers have low levels of involvement, that is, consumers do not consider them important in decision‐making terms, and in consequence appear unthinking and even uncaring about their choices. Argues that if this is the case, then arguably the vast amounts of effort and expenditure invested in brands within many grocery and fast‐moving consumer goods is potentially misplaced. Discusses the nature of high and low level involvement decision making for brands. Presents research which shows that the level of involvement is largely determined at the category level not the brand level. It is therefore beyond the scope of brand management to alter these involvement perceptions, unless they are able to create new categories or sub‐categories for their brands. Argues that this is the real challenge of brand management.

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