Market Forces July 2005 Vol. 1 No.

BRAND EQUITYOF
FOOD RESTAURANTS IN
KARACHI
SYED MEHDI RAZA &
TARIQ JALEES
College of Management Science
PAF-Karachi Institute of Economics and Technology
Email : [email protected]

Abstract
The objective of this study was to measure consumers’ perception on the brand equity of
the fast food chains operating in Karachi. The selected fast food chains for the purpose of
this research were KFC, McDonalds, Subway and Mr. Burger. A closed ended
questionnaire based on a liker rating scale was developed. The questionnaire was based
on literature survey, and the theoretical framework. The field survey was carried out in
October 2004. The final sample size was of 83 respondents. The brand equity of KFC
with the mean of 3.95 was highest and the brand equity of Mr. Burger with a mean of
3.13 was lowest. The respondents’ opinions varied normally with standard deviation of
0.69 to 1.02. The developed hypotheses were tested through one way and two- way
ANOVA. Subway and Mr. Burger have adopted a niche-focused strategy and it was found
that they both are doing well in their respective areas. KFC was found to be the leading
brand. McDonalds has to improve a lot in terms of brand image and positioning. It is one
of the most marketed and advertised fast food brands in the country and it has not been
successful as shown by its relatively low brand equity score.

i. OBJECTIVE OF STUDY

The objective of this study is to measure consumers’ perception on the brand

equity of the fast food chains operating in Karachi. The selected fast food chains for the
purpose of this research are KFC, McDonalds, Subway and Mr. Burger.

II. LITERATURE SURVEY

An Overview
 Brand is a powerful concept as it blends performance – based values with

emotional peripherals. Emotional values at times excel performance-based values. So,

while Mercedes may compete with other brands of cars on rationally evaluated

performance value, it may be bought mainly because of the emotional value of perceived

prestige.

Through well-conceived and effectively managed brands, firms are able to build
favorable reputations, which enhance the confidence of the buyers and consumers. Even
in times of difficulty firms reap the benefits of well – developed brands. As John
Charlton Collins once remarked, “In prosperity our friends know us; in adversity we
know our friends”. But brands don’t just command respect because of their value to
corporations, they do so because they add to the quality of life. The brands we use are
making non – verbal statements about the consumer as a person. People choose brands,
not just because of their utility, but because consumers perceive that brands are affecting
and depicting their personalities. (Marriott, 2002)

Traditionally, advertising has particularly been a powerful way of communicating

a brand’s functional values, as well as building and communicating its emotional values.
In an era where service sector exceeds the importance of the manufacturing sector,
people’s impressions of brands are more strongly influenced by the staff they interact
with. Their behavior, style of dress, tone of voice, beliefs and attitudes create a picture in
the consumers’ minds about brand values. The difference between competing brands in
today’s environment is not so much based on ‘what customers receive’, i.e. their
functional value but rather on ‘how customers receive it’. Advertising is a powerful brand
building and communicating tool, but the firms have to ensure that their staff delivers the
promises consumers are led to expect through the advertising campaigns. (Popcorn,
2000)

Firms have traditionally emphasized the importance of knowledge and skills

when recruiting staff, since these are important in delivering functional values. Yet, if
staff is the visual manifestation of brands, their individual values will be perceived as
those of the brand. One of the challenges of brand management is ensuring that staff has
values that concur with those of the firm’s brands. It is difficult to shift someone’s values.
(Marriott 2002)

Research has shown that brands are multifaceted concepts and to talk about ‘a
brand’ sometimes overlooks the richness of the concept.

“A successful brand is an identifiable product, service, person or place,

augmented in such a way that the buyer or user perceives relevant, unique, sustainable
added values which match their needs most closely.”(Keller, 2004)
Dimensions of Brand EQUITY

Brand equity – its definition and approaches to its measurement – continues to be

a contested topic. Nowadays, it seems difficult to pick up a business or marketing journal
without coming across the ‘BE’ phrase. (Keller, 2004)

“Brand Equity is a set of assets (and liabilities) linked to a brand’s name and
symbol that adds to (or subtracts from) the value provided by a product or service to a
firm and/or that firm’s customers. The major brand asset categories are:

• Brand awareness
• Brand usage
• Brand Judgment
• Brand Performance
• Brand Imagery

“There are many numbers in an annual report which attempt to describe a

company’s assets and shareholder equity. But one of the numbers one cannot find is a
number that may be a company’s biggest asset – its brand equity.” (Rise, 2000)

The brand equity dimensions as listed above could be described as follows:

Brand Awareness

Brand awareness is the basic tool that depicts the acceptability of the brand and

builds the perception of the firm within the target market. It also determines the market

penetration strategy in terms of mass or niche. There are many brands, which are known

across the board, but show low performance on the other hand there are brands that have

low awareness in the market but they are performing very well, because they have been

successful in capturing a strong niche in the particular market. Awareness is the basic and

foremost parameter in any brand related research. (Keller, 2004)

Brand Usage

Brand usage is the action parameter for any brand. It determines the level of

consumer satisfaction while consuming the brand and it shapes the overall consumer

behavior towards a brand. It leads to the development of consumer loyalty and ensures

further penetration in the market. (Keller, 2004)

Brand Judgment

Brand judgment focuses on customers’ personal opinions and evaluations with

regard to the brand. It measures how customers put together the different performance

and imagery indicators of the brand to form different kinds of opinions. Customers may

make all types of judgments with respect to a brand, but in terms of creating a strong

brand, four types of summary brand judgments are particularly important: quality,

credibility, consideration and superiority. (Keller, 2004)

Brand Performance
 Brand performance relates to the ways in which the product or service attempts to

meet customers’ functional needs. It refers to the intrinsic properties of the brand in terms

of inherent product or service traits. It transcends the products and features and

encompass aspects of the brand that argument these characteristics. Any of these different

performance dimensions can serve as a means by which the brand is differentiated. There

are five important types of attributes and benefits that often underlie brand performance:

primary ingredients and supplementary features, product reliability and durability, service

effectiveness, efficiency and empathy, style and design, and price. (Keller, 2004)

Brand Imagery

Brand imagery deals with the extrinsic properties of the product or service

including the ways in which the brand attempts to meet customers’ psychological and

social needs. Brand imagery is how people think about a brand abstractly, rather than

what they think the brand actually does. Many kinds of intangibles can be linked to a

brand, but four categories can be highlighted: user profiles, purchase and usage

situations, personality and values, and history, heritage and experiences. (Keller, 2004)

Although not always apparent, the most important assets of a firm are intangible.
These assets may include brands, symbols, slogans, training manuals, processes, people
skills and other items, which define the company and its position in the minds of
consumers. Few, if any of these show up on a firm’s balance sheet, but when the asset
value of these items exceeds the cost of developing them, a firm has valuable brand
equity. Brand equity involves brand loyalty, brand awareness, perceived quality, brand
associations and other brand assets. (Rise, 2000)
 Brand equity gives value to customers. This value is achieved by helping
customers in processing information about the marketplace and gain confidence in their
purchase decisions. Ultimately brand equity enhances consumer satisfaction while using
the product. (Rise, 2000)

Brand equity gives value to the firm by increasing the effectiveness of marketing
programs. The components of brand equity allow a firm to develop a competitive
advantage over other players. Ultimately that leads to higher price earning ratios and
enhanced shareholder value, achieved because of the brand loyalty of customers.
(Kapfrer, 2001)

Another aspect of brand interpretation is in terms of positioning. Positioning

could be focused on a particular functional benefit or relatively small numbers number of
functional benefits – for example, BMW as efficiency, Volvo as safety, and Mercedes as
prestige and Toyota as reliability. This does not mean that an automobile brand other than
BMW is not efficient but efficiency is highlighted as the major BMW strength and this is
how it is positioned. (Linostrom, 2001)

“There are several characteristics of a powerful brand positioning strategy.

Firstly, it should be centered ideally on one functional attribute, or if necessary a couple
since the more attributes included the more difficult it is to get these registered in
customers’ minds.

Secondly, it should be recognized, as Rise and Trout (1986) stress, that

positioning is not what is done to a brand; it is what is registered in the customer’s mind.
In other words, it is myopic just to focus on brand development. Rather there should be a
balanced perspective, evaluating what the customer registers in his mind about the brand,
then fine – tuning the brand until there is better alignment between the intended
positioning and the actual resultant positioning.

Thirdly, the brand positioning should focus on functional benefits valued by

customers, rather than those valued by managers. “It is very easy to focus on features
which have more to do with reflecting the organization’s competencies, rather than taking
time to involve the customer in the development process.” (Rise, 2000)

In the two broad categories used to classify brand interpretations, the brand as a

positioning device has been termed into the input perspective since this reflects

managers’ views of the brand as a strategic tool. For successful positioning there needs to

be both an input and output positioning perspective. (Keller, 2004)

 People do not react to reality but to what they perceive as reality. This perspective

encourages a more consumer-centered approach to brands as set of associations perceived

by an individual, over time, as a result of direct or indirect experience of a brand. There

may be associations with functional qualities, or with individual people or events. It is

unlikely for two people to have exactly the same image of a brand, but their images may

have common features. (Keller, 2004)

Adopting an image perspective forces management to face the challenge of

consumers’ perception, i.e. because of their perceptual processes, the sent message is not
necessarily understood as was intended. It therefore requires checking consumers’
perceptions and taking action to encourage favorable perceptions. (Keller, 2004)

Evaluating a brand’s image needs to take into consideration customers’ levels of

involvement with the category (Poiesz 1986). For those categories where customers are
actively involved in spending time and effort seeking out and processing brand
information, it has been argued that brand image relates to a network of information
stored in memory that helps the customer define their self. As customers are so involved
in the brand selection process it is appropriate to use an involved procedure when
measuring brand image, for example means – end chaining. In this approach customers
are first asked what they see as the difference between the brand in question and a couple
of competing brands in the category. Having elicited a functional attribute, which acts as
the anchor point, customers are then asked why such an attribute might be important to
them. They are then asked why this reason is important and a value emerges. While this
approach takes time to administer, it provides a rich insight into the brand’s image.
(Keller, 2004)

For low involvement categories, where customers habitually buy the brand, or
undertake minimal information searching, brand image is a holistic impression of the
brand’s position relative to its perceived competitors. To identify the brand’s image a low
involvement evaluation procedure would be appropriate, for example mental mapping.
Customers are asked which brands they believe a particular brand competes against. The
brand under focus and the other named brands are then written on cards. These are
shuffled, given to the person who is asked to arrange all the cards on a desk in such a way
that those brands perceived to be similar are placed close to each other. After a record
photograph is taken of the way the cards were arranged, the respondent is asked to
explain their map, and from this, insight is obtained about the brand’s image. (Marriott,
2002)

Brand equity has been described as the value a brand name adds to a product.
That value can be a halo extending beyond the current product category to other product
classes. Generally, brand equity results from all the activities needed to market the brand.
Therefore, it can be viewed in terms of the brand – focused marketing effects of those
activities. It has received a great deal of attention recently for several reasons, the
foremost of which is the increasing strategic pressure to maximize marketing
productivity. That pressure yields managerial attempts to gain advantage by increasing
efficiency. In addition, references to marketing success based on synergy, consistency
and complimentarily have tended to support a deeper understanding of the underlying
components of products, and have awakened marketing managers to survival
opportunities in an era of flat markets, increasing costs and greater international
competition. (Earls, 2003)

The literature on brand equity shows two major focuses viz. financial aspects and
consumer behavior effects specific to a particular brand. For marketers, the consumer
effects are the appropriate focus and include a number of cognitive effects. (Keller, 2004)

The underlying basis of brand equity is consumer memory. Much of the cognitive
psychology literature has been devoted to the study of memory structure and the process
of memory. Most of the widely accepted work involves a conceptualization of memory
structure involving associative models. An associative model views memory as
consisting of a set of nodes and links. Nodes are stored information connected by links of
varying strengths. When the consumer thinks about a product, or recognizes a problem, a
“spreading activation” process connects node to node and determines the extent of
retrieval. For example, if a consumer’s automobile is damaged in an accident, he or she
will encode the information in a node in memory, which may activate other nodes
including those devoted to insurance agency information, the dealership which sold the
last car, advertising information about a new model, and others. The factor that
determines which and how many nodes are activated, is the strength of association
between the nodes. Once the consumer thinks of the need for a new car, specific
information most strongly linked to the new car model will come to mind. The
information will include features like price, styling, and the consumer’s past experience
with it, word of mouth, and other information. (Keller, 2004)

COMPONENTS OF BRAND EQUITY

Various authors have described brand equity in terms of components of brand
knowledge. Of all the definitions, the most relevant for our purpose treats it as the
differential effect of brand knowledge on consumer response to the marketing of the
brand (Keller 1993). Brand equity represents a condition in which the consumer is
familiar with the brand and recalls some favorable, strong, and unique brand associations.
This definition focuses on the individual consumer’s reaction to the marketing of a
particular product. In addition, Keller describes what consumers know about brands and
what such knowledge implies for marketing strategy. (HBR, July 2004)
 Keller (1993) conceptualized brand equity using an associative memory model
focusing on brand knowledge and involving two components, brand awareness and brand
image, described as a set of brand associations. Using this conceptualization of brand
equity, the manager’s first job is to create and enhance brand awareness, then build on
this foundation and craft a salient image composed of a group of positive associations
about the brand. The typical marketing tools used to create brand image include the
choice of advertising budgets, messages and media, as well as packaging, pricing and
distribution channels. Proper management of these elements helps to create a level of
awareness in the target audience, and careful creative activities can form a brand’s
identity in the consumer’s mind – its brand image. (Keller, 2004)

Viewed as an investment, it is tempting for management to consider reaping the

rewards of that investment by extending it to another product. As an investment, brand
equity has a finite life. It is subject to growth and reinforcement, or decay, and assault by
competitors. It can even be harmed by the well-intentioned actions of management.
Recently, concerns about the negative effects of brand extensions on brand equity have
been raised. It is generally agreed that there may be negative effects on the core product
if a brand extension is unsuccessful. The negative effect of unsuccessful extensions is
termed brand equity “dilution”. However, even successful repeated extensions might
diminish or exhaust a core product’s brand equity. This process of repeated extensions
yield equity “wear – out”. In most cases, dilution, the negative effects of an unsuccessful
extension, are stronger. Nevertheless, some experts have warned that repeated successful
and unsuccessful extensions may result in the total extinction of a brand’s equity. It
seems reasonable that overdoing anything, including brand extension, can have adverse
consequences. Thankfully, managers are not often faced with such extreme conditions.
The typical situation a product manager must consider is an individual introduction of a
brand, given one or more existing brands. (Keller, 2004)

The manner by which brand equity is conceptualized has obvious implications for
how it is measured. Keller and Lehman (2002) provide a broad, integrative perspective
on measuring brand equity. They define the ‘Brand Value Chain’ in terms of a series of
three steps in the creation of value of a brand. According to this model, the first step in
value creation is when an investment in marketing activity affects the consumers’ mind
set or brand knowledge (e.g. in terms of brand awareness, associations, attitudes,
attachments and activity). The second step is when brand knowledge, in turn, affects
market performance (e.g. in terms of price premiums and elasticity’s, cost savings,
market share, profitability and expansion success). Finally, the third step is when market
performance affects shareholder value (e.g. in terms of stock prices and market
capitalization)

Stages of Brand Value Creation

Keller and Lehman identify key measures associated with each stage of this value
creation process, as well as a set of ‘filters’ or moderator variables that impact the
transfer or flow of value between stages of the model. Although a review of all the
possible marketing and research methods, techniques, and measures associated with each
of the three different stages of brand value creation is beyond the scope of this paper it is
useful to highlight some notable recent research advances for each stage. (HBR, July
2004)

Consumer/Customer Brand Knowledge

In terms of measuring brand awareness, Hutchinson (1999) developed a general
Markov model of brand name recall and explored the implications of three special cases
of the model as applied to the soft drinks and beverages category. The model analysis
addressed a number of managerial issues and showed that: 1) market structure played an
important role in determining brand name recall, and as a result, brands in certain
situations could be completely ignored; 2) usage rates, advertising expenditures, market
penetration and various product attributes were found to be significant predictors of recall
latency. In an entirely different approach, Duke (1999) showed how direct memory
measures of awareness – the Ebbinghaus Savings Test and Word Fragmentation
Completion – could supplement more traditional measures of free recall. (HBR, July
2004)

Product/Market Performance
Several researches have applied conjoint analysis to measure aspects of brand
equity. For example, Rangaswamy et al (2000) used conjoint analysis to explore how
brand names interact with physical product features to affect the extendibility of brand
names to new product categories. Swait et al (2000) proposed a related approach to
measuring brand equity which designs choice experience that account for brand name,
product attributes, brand image and difference in consumer socio – demographic
characteristics and brand usage. They defined the equalization price – a proxy for brand
equity – as the price that equated the utility of a brand to the utilities that could be
attributed to a brand in the category where no brand differentiation occurred. (HBR, July
2004)

111 METHODOLOGY

The concept of fast food restaurants emerged in the early 1980s in Pakistan. The
first brand in this category was Mr. Burger, and thus it has the first mover advantage on
which it could not bank upon due to the advent of international fast food chains like KFC,
McDonalds and Subway.
 There is a marked difference in the customer base of the selected brands. KFC
and McDonalds target the general public and they do not possess any strong niche,
whereas Subway and Mr. Burger enjoy a strong presence in their respective clusters.

The focus of the study is Brand Equity. Based on the foregoing literature survey

variables selected and their relationships are depicted below:

MODERATING DEPENDENT
PREDICTING VARIABLE
VARIABLES VARIABLES

BRAND

AWARNESS
BUYING
BRAND EQUITY
USAGE DEMOGRAPHICS

PREFER TO EAT GENDER

VISITED LOCATION
OCCUPATION
JUDGMENT INCOME
AGE
ATTITUDE
SATISFACTION

PERFROMANCE

ATTRACTIVE
DELICIOUS

IMAGERY

PLEASANT MEMORY
OCCASIONS

FIGURE 1 DETERMINANTS OF BRAND EQUITY

Based on the literature survey and theoretical framework, the following two

hypotheses were developed:

HYPOTHESIS ONE

On the basis of analysis of variance we tested the hypothesis.

H1: There is no significant difference of the respondents’ opinions on the brand equity

of the subject brands i.e. KFC, McDonald, Mr. Burger and Subway.

HYPOTHESIS TWO

H3: At least three of the demographics would have moderating effects on the

relationship of predictor variables and the dependent variable.

POPULATION

The total household population of Karachi metropolis is more than 0.6 million

households; on the other hand there are about 3200 fast food outlets in the city out of

which 23 are established brand outlets. ((Shaikh, 2005)

SAMPLE SIZE
 The four fast food brands were selected to get a blend of both local and

international presence in the market. One hundred consumers were selected non-

randomly exhibiting different demographics characteristics Of the total drawn sample

seventeen were incomplete or inconclusive questionnaire, therefore, they were dropped,

and hence the final sample size was of 83 respondents. According to Sekran (1992) if

multivariate techniques were to be used than sample size should be at least 10 times the

number of variables. Considering that the study comprised of five dimensions for

measuring brand equity, therefore, the sample size of 50 would have been appropriate.

A closed ended questionnaire based on a like rating scale was developed. The

questionnaire was based on foregoing literature survey, and the theoretical framework.

The questionnaire comprised of 22 questions 10 were related to the research study and 12

were related to personal data. The field survey was carried out in October 2004.

Customers of the following branches were interviewed:

1. KFC SMCHS Outlet

2. McDonalds Sea View Outlet
3. Mr. Burger Boating Basin
4. Subway Zamzama

The respondents’ opinions were fed on to the excel sheet. The questions were on

the columns and the respondent’s opinions were on rows. Brand equity comprised of five

components, and each component comprised of two sub-components. First the averages

of the sub-components were calculated then the averages of the components were worked
out yielding an overall Brand Equity Score for each brand, which resulted in the equity of

each brands. Then the excel statistical package was used for generating statistical

summary, measure of central tendencies, dispersion and Pearson correlation, one way

ANOVA and two way ANOVA of significance.

The sample of 83 respondents was taken on a non – random basis and the demographics

and psychographics were analyzed in terms of:

Age Income
Gender Qualification
Household Size Residence
Family Type Profession
Organization Preferences

IV SURVEY FINDINGS

The data on brand image was based on Liker rating scale; therefore it was

possible to calculate the measures of central tendencies and dispersions. The results

generated through excel add-in are presented below:

Table – 1
Brand Equity Score
Measures of Central Tendencies and Dispersions

KFC McDonalds Subway Mr. Burger

Mean 3.95 3.41 3.19 3.13
Standard Error 0.08 0.11 0.10 0.10
Median 4.10 3.70 3.30 3.10
Mode 4.20 3.70 3.40 2.70
Standard Deviation 0.69 1.02 0.87 0.94
Sample Variance 0.48 1.03 0.76 0.89
Kurtosis 1.17 0.78 0.34 0.85
Skew ness (1.14) (1.03) (0.15) 0.10
 The bran equity of KFC with the mean of 3.95 was highest and the brand equity

of Mr. Burger with a mean of 3.13 was lowest. The respondents’ opinions varied

normally with standard deviation of 0.69 to 1.02.

All the predictor variables were measured on a scale of 5 to 1, one representing

the least preferred and five representing the most preferred opinions. The respondents’

opinions on all the five-predictor variables viz. are depicted below:

AWARENESS

5
4 KFC
3 Mcdonald
2 Subway
1 Mr Burger
0
1

USAGE

5
4 KFC
3 Mcdonald
2 Subway
1 Mr Burger
0
1

JUDGEMENT

5
4 KFC
3 Mcdonald
2 Subway
1 Mr Burger
0
1
 PERFORMANCE

4.4
4.2 KFC
4
3.8 Mcdonald
3.6 Subway
3.4
3.2 Mr Burger
3
1

IMAGERY

5
4 KFC
3 Mcdonald
2 Subway
1 Mr Burger
0
1

Consumers’ buying behavior varies from product to product. For products such as

restaurants the consumer buying behavior is generally of seeking variety. In this type

behavior the consumers switch the brands for sake of variety. In this research an attempt

has been made to ascertain the brand a consumer would most likely to switch to satisfy

his variety seeking need. Thus a correlation matrix was developed to ascertain the

consumer’s correlations of brand switching with other brands. The summarized results

are as follows:

Table – 2 Correlation Matrix Brand Preferences

KFC McDonalds Subway Mr. Burger

KFC 1
McDonalds 0.133308 1
Subway 0.251726 0.06961 1
Mr. Burg 0.021521 -0.04175 0.227276 1

Correlation between none of the brands is higher than 0.80, which indicates that

the consumer perceptions on brand equity are distinct and independent.

 Comparatively, a relatively higher correlation was found between KFC and

Subway (.25). This indicates that the customers of KFC in order to satisfy their variety

need would some time visit subway, and vise versa.

Similarly a relatively stronger relationship was found between Mr. Burger and

Subway (0.23). This indicates that Mr. Burger consumers’ are most likely to visit Subway

to satisfy their variety seeking behavior and vice versa.

HYPOTHESES RESULTS

The following hypothesis was tested:

HYPOTHESIS ONE

H1: There is no significant difference in the respondents’ opinions on the brand equity

of KFC, McDonald, Mr. Burger and Subway.

This hypothesis was tested through one-way ANOVA and the summarized results are
presented below:
 Table 3
One Way ANOVA Test

Source of Variation SS df MS F P-value F crit

Between Groups 34.90 3.00 11.63 14.75 0.00 2.63
Within Groups 258.68 328.00 0.79

Total 293.58 331.00

At 95% confidence level and (3,328) degree of freedom, the F critical value of 2.63,

is less than the F calculated value of 14.75. Therefore, there is a significant difference of

respondents’ opinions regarding the brand equity of the selected fast food brands.

HYPOTHESIS TWO

The hypothesis was that at least three of the demographics would have contingent effect
(moderating variable) on the relationship of the predictor’s variables and dependent
variables. This hypothesis was rejected. Only one demographic characteristics i.e.
respondents’ opinions on the equity of the four brands by area of residence were found to
be significantly different than the respondents’ opinions on an overall basis. This
hypothesis was tested through two-way ANOVA and the summarized working and the
results is presented below:

Table 4
Two way Anova Tests

Source of
Variation SS Df MS F P-value F crit
Rows (residence) 1.73 6.00 0.29 4.35 0.01 2.66
Columns (overall) 3.25 3.00 1.08 16.33 0.00 3.16
Error 1.19 18.00 0.07
Total 6.17 27.00

The hypothesis relating to no significant difference of respondents’ opinions on

brand equity by area of residence was rejected. At 95% confidence level and (6,3)
degrees of freedom the critical value of F, 2.66 are less than the calculated F value of
4.35.

CONCLUSIONS
 KFC has the highest brand image with a mean of 3.95 followed by McDonalds

(3.41), Subway (3.19) and Mr. Burger (3.13).

Subway and Mr. Burger have adopted a niche-focused strategy and it was found

that they both are doing well in their respective areas. KFC was found to be the leading

brand. McDonalds has to improve a lot in terms of brand image and positioning. It is one

of the most marketed and advertised fast food brands in the country and it has not been

successful as shown by its relatively low brand equity score.

APPENDIX ONE

QUESTIONNAIRE

BRAND TRACKING SURVEY (BRAND EQUITY)

Q1) Age: (in years)

15 – 20
21 – 25
26 – 30
30 – 35
36 – above

Q2) Qualification:

Matriculation
Intermediate
 Graduation ______________________ please specify
Masters ______________________ please specify
Post graduation ______________________ please specify

Q3) Gender:

Male
Female

Q4) Income:

Less than 5000

5000 – 10000
10000 – 15000
15000 – 20000
20000 and above

Q5) Household size:

2–5
6 – 10
10 and above

Q6) Please mark the area of your residence

Sadder
Defense
Clifton
PECHS
Gulshan
F.B. Area
Nazimabad

Q7) Which family type you live in?

Joint
Independent

Q8) Which profession are you in?

Marketing
Engineering
Doctor
Self-Employed
Banker
 Teacher
Other

Q9) Which type of organization you work in?

Private
Multinational
Domestic
Semi government
Public
Self owned
Social enterprise

Q10) How frequently you dine out?

Once a week
Twice a week
More than twice a week
Depends on mood

Q11) With whom you frequently dine out?

Alone
Friends
Family
Peers

Q12) What is your preference in dining out?

Fast food
Family restaurants
Hotels
Informal food outlets

AWARENESS

Q.13) Rate the following brands in terms of your awareness? (5 being high
and being low)

a. KFC 5 4 3 2 1
b. McDonalds 5 4 3 2 1
c. Subway 5 4 3 2 1
d. Mr. Burger 5 4 3 2 1
 Q.14) Rate the brands you would consider buying? (5 being high and 1 being
low)

a. KFC 5 4 3 2 1
b. McDonalds 5 4 3 2 1
c. Subway 5 4 3 2 1
d. Mr. Burger 5 4 3 2 1

USAGE

Q.15) Rate the fast food you would prefer to eat? (5 being high and 1 being
low)

a. KFC 5 4 3 2 1
b. McDonalds 5 4 3 2 1
c. Subway 5 4 3 2 1
d. Mr. Burger 5 4 3 2 1

Q.16) Rate the fast food you have visited in the last month? (5 being high and
1 being low)

a. KFC 5 4 3 2 1
b. McDonalds 5 4 3 2 1
c. Subway 5 4 3 2 1
d. Mr. Burger 5 4 3 2 1

JUDGEMENT

Q.17) How favorable is your attitude towards the fast food brands you have eaten within
last month? (5 being high and 1 being low)

a. KFC 5 4 3 2 1
b. McDonalds 5 4 3 2 1
c. Subway 5 4 3 2 1
d. Mr. Burger 5 4 3 2 1

Q.18) How well the following brands satisfy your needs? (5 being high and 1 being
low)

a. KFC 5 4 3 2 1
 b. McDonalds 5 4 3 2 1
c. Subway 5 4 3 2 1
d. Mr. Burger 5 4 3 2 1

PERFORMANCE

Q.19) Which brand packaging has an attractive look? (5 being high and 1 being low)

a. KFC 5 4 3 2 1
b. McDonalds 5 4 3 2 1
c. Subway 5 4 3 2 1
d. Mr. Burger 5 4 3 2 1

Q.20) Which brands are more delicious to eat? (5 being high and 1 being low)

a. KFC 5 4 3 2 1
b. McDonalds 5 4 3 2 1
c. Subway 5 4 3 2 1
d. Mr. Burger 5 4 3 2 1

IMAGERY

Q.21) Which brand do you think bring pleasant memory? (5 being high and
being low)

a. KFC 5 4 3 2 1
b. McDonalds 5 4 3 2 1
c. Subway 5 4 3 2 1
d. Mr. Burger 5 4 3 2 1

Q.22) Could you eat the fast food in various situation and occasions?

a. KFC 5 4 3 2 1
b. McDonalds 5 4 3 2 1
c. Subway 5 4 3 2 1
d. Mr. Burger 5 4 3 2 1

APPENDIX 2

REFERENCE

Earls, M; (2003) Welcome to the Creative Age; Wiley; London

Encyclopedia Americana; 2004; Hong Kong
Kapferer, J N; (2001) [re-inventing the brand; Kogan Page; Germany
Keller, K L; (July : 2004); Contemporary branding; Harvard Business Review; Ed
XXXVIII
Keller, K L; (2004) Building, Measuring, and Managing Brand Equity; Prentice Hall;
NY
Lindstrom, M; (2003) Clicks, Bricks & Brands; Kogan Page; Germany
Mariotti, J. (2002) Smart Branding; New York Press; NY
Mazarr, M; (2005) Global Trends; Palgrave; Washington
Popcorn, F; (2000) Popcorn Report; McGraw Hill; Paris
Ries, A; J. Trout; (2000); Positioning; McGraw Hill; NY
Zulfiqar Shaikh; General Manager “Mr. Burger” Karachi

WEB SITES
www.kfc.com
www.mcdonalds.com
www.mcdonalds.com/pakistan
www.subway.com