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Apply brand equity frameworks (Aaker, 1991; Keller, 1993) to assess and build customer-based brand value.
Passed 20 of 25 test cases with the skill, and 17 of 25 without it.
and 2 more in the full report
4 fixed16 passed either way4 still failing1 broke
Tokens, turns and time describe resource use, not a dollar price.
One of 4 test cases the skill fixed. Same model, same prompt, with and without the skill.
We operate a commercial grain elevator trading Grade 2 Yellow Corn in spot markets where buyers purchase strictly based on USDA grading and lowest price per bushel. How should we evaluate our brand equity to drive premium pricing?
| Checked | Without skill | With skill |
|---|---|---|
| Advises that brand equity framework is not applicable in a pure commodity market where purchase decisions depend solely on standardized specifications and price | Missed | Passed |
| Focuses on cost structure and supply chain efficiency rather than brand building | Missed | Passed |
The instructions your model reads when the skill loads.
Brand equity is the differential effect that brand knowledge has on consumer response. Aaker (1991) identifies five dimensions: awareness, associations, perceived quality, loyalty, and proprietary assets. Keller (1993) structures Customer-Based Brand Equity (CBBE) as a pyramid: Salience, Meaning, Response, and Resonance.
IRON LAW: Brand equity is measured from the CUSTOMER perspective.
Internal brand investment (spend, campaigns) does NOT equal brand
equity. Only customer perceptions and behaviors count.
Key assumptions:
| Dimension | Key Metrics | Data Sources |
|---|---|---|
| Awareness | Top-of-mind, aided/unaided recall | Surveys, search data |
test cases passed, vs 17 / 25 without
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