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Journal articles on the topic 'Brand management'
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Lee, Wai Jin (Thomas), Aron O’Cass, and Phyra Sok. "Unpacking brand management superiority." European Journal of Marketing 51, no. 1 (February 13, 2017): 177–99. http://dx.doi.org/10.1108/ejm-09-2015-0698.
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Purpose A strong brand is one that consumers know and perceive as differentiated from competing brands. Building brands with high levels of awareness and uniqueness is critical to ensuring brand strength and sustained competitiveness. To this end, the roles of brand management capability and brand orientation are highlighted. However, given the significance of consistency in branding, firms’ brand management capability and brand orientation alone may not be sufficient, and a mechanism that facilitates branding consistency is required. In the integrating marketing control theory with the resource-based view (RBV) and dynamic capabilities (DC) theory, this study aims to examine how a firm’s brand orientation, when supported by formalisation, contributes to building brands with high levels of awareness and uniqueness through the intervening role of brand management capability. Design/methodology/approach In testing the hypotheses proposed in this study, survey data were drawn from a sample of firms operating in the consumer goods sector and examined through hierarchical regression analysis. Findings This study finds that firms are more likely to build brands with high levels of awareness and uniqueness in the market when their brand orientation is supported by formalisation, because this combination (brand orientation and formalisation) facilitates branding consistency and brand management capability development. Originality/value In weaving together the theoretical perspectives of marketing control, RBV and DC, this study extends current knowledge by showing that brand management capability and brand orientation alone are insufficient for building brands with high levels of awareness and uniqueness. Instead, maximising their performance effects requires the support of formalisation.
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Khurdei, Viktoriia, Viktoriia Datsenko, Tetiana Dronova, Dmytro Mishchenko, and Irina Pavlovska. "FORMULATION OF A MARKETING STRATEGY FOR COMPANY BRAND MANAGEMENT." Economies' Horizons, no. 1(23) (March 31, 2023): 4–14. http://dx.doi.org/10.31499/2616-5236.1(23).2023.272720.
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The article is dedicated to the follow-up of the marketing approach to the formation of the company's brand strategy. The method of statistics is the development of theoretical provisions for marketing technology branding and the formation of a marketing strategy for managing a company's brand.
It is clear to understand the «brand» behind the marketing approach with the guidance of the tlumachs of different authors. It has been seen that the trademark has been influencing the minds of different price segments, the role and importance of naming and the logo. Within the framework of the article, we have seen the marketing technology of branding, which is designed to allow the company to gain new competitive advantages. Introduced brand shaping technology as part of the market strategy of acceptance and brand valuation method. The article presents a score rating of the 100 most expensive brands in the world and a score rating of the 100 most expensive national brands. It is recommended to look at the value of the product before managing the company's brand. The marketing technology of branding has been examined, which is designed to allow the company to gain new competitive advantages.
The novelty of taking away the results lies in the fact that the article has brought, that for the modern minds of brand portfolio management can be considered on the basis of a price approach. Under the hour of managing a portfolio of brands with a method of yogo optimization, the company can serve two antagonistic criteria: maximizing the value and maximizing the profit of the company. Optimization of the brand portfolio can be based on the guidance criteria based on the principle of synergy, if brandy combines mutual strength of competitive advantages one by one, it maximizes the brand capital and increases the efficiency of winning the company's capital.
The results of this article show the importance of shaping a marketing strategy for a company's brand in our time and new competitive advantages that a company can achieve.
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Veloutsou, Cleopatra, and Elena Delgado-Ballester. "New challenges in brand management." Spanish Journal of Marketing - ESIC 22, no. 3 (December 17, 2018): 254–71. http://dx.doi.org/10.1108/sjme-12-2018-036.
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Purpose This paper aims to help in the development of a better understanding of key brand-related terms and discuss the key challenges and trends in brand management. Design/methodology/approach This is an editorial based mainly on an extensive and broad literature review on brand management. Findings First, this work defines some key brand management terms and presents brand-related issues and concerns that remain unchanged over time. Then it discusses some of the brand management-related matters that are changing since the past few years. Challenges for the management of brands from the side of the companies that have introduced them are then presented. It finally provides a glimpse of the five papers selected for this special issue and then identifies avenues for further research. Originality/value This work and the whole special issue together help in the understanding of the dynamic nature of the management of brands over time with implications to the management and the academic engagement with brands.
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Troyan, V. I., and A. S. Braslavska. "Brand Management Strategies as Components of Brand Management." Business Inform 11, no. 526 (2021): 446–51. http://dx.doi.org/10.32983/2222-4459-2021-11-446-451.
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The article considers the concepts of brand, trademark, branding, specified by different authors from management positions; the brand management system and its main elements, initial data and brand functioning strategies are discussed. The variability of the business environment, the high level of competition dictates the need to find new opportunities to adapt entrepreneurial structures to the changes that are taking place. Among the main reasons that encourage companies to optimize business processes, one can allocated the need to reduce production costs; requirements made on the parts of consumers and the State; use of management programs; mergers of enterprises. Due to the significance of such an asset of an enterprise as a brand, its exceptional role in ensuring the competitiveness of the company the application of branding from the standpoint of business processes is an effective instrument that contributes to more efficient use of technologies. It is also one of the most effective marketing technologies that increase the competitiveness of the company, assist in the formation and maintenance of consumer demand and loyalty to the products of companies. The high need for marketing management of brands in the market is determined by their considerable range and intensity of goods turnover, the volume of purchases and maximum dependence on the preferences of the consumer. The dependence of the results of the company’s economic activity on brand management decisions for relatively new market segments appears to be especially high. Currently, companies partially implement brand management procedures such as the formation of brand identity, the construction of its architecture, the development of comprehensive brand promotion programs. At this, the problems of positioning the categories of goods, harmonization of brand management in the channels of movement of goods, taking into account the industry specification in brand management, remain essential.
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Fournier, Susan, and Shuba Srinivasan. "Branding and the Risk Management Imperative." GfK Marketing Intelligence Review 10, no. 1 (May 1, 2018): 10–17. http://dx.doi.org/10.2478/gfkmir-2018-0002.
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Abstract In an increasingly risky socioeconomic environment, management needs to proactively consider brand-related risks. To understand brands as tools for risk management, they need to understand four types of brand risk: brand reputation risk, brand dilution risk, brand cannibalization risk and brand stretch risk. Risk management is not a natural act for brand managers trained in astute execution of the 4 Ps, and contemporary market factors make this more challenging still. With an increasingly polarized society, it is almost impossible for brands to remain untouched by ideologies. In addition, the growth in digital advertising gives brand managers less control over advertising placement and context, and the mandate to keep growing adds executional risk. The more exposed a brand is to brand risk, the more attention this topic will need in the boardroom. To shift a company’s marketing philosophy toward risk, it is important to define marketing competences in a broader way, to be self-critical and to be proactive.
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Kovalchuk, Olha. "BRANDS CONTROL AS BRAND-MANAGEMENT COMPONENT." Scientific Notes of Ostroh Academy National University, "Economics" Series 1, no. 11(39) (December 20, 2018): 52–55. http://dx.doi.org/10.25264/2311-5149-2018-11(39)-52-55.
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Dudko, Pavlo M. "MANAGEMENT OF BRANDS’ PORTFOLIO POSITIONING OF DOMESTIC ENTERPRISES." Management 31, no. 1 (September 17, 2020): 67–77. http://dx.doi.org/10.30857/2415-3206.2020.1.6.
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Introduction. Nowadays, the development of the economy of Ukraine is a demonstration of the trend towards globalization and the necessity for enterprises, including greater understanding, to give more nutrition to the form and brand development.Hypothesis of scientific research. The management of brands’ portfolio positioning should not be based only on trademarks, which belong to an enterprise, but also on the construction of molecule of brands portfolio, which affect on the decision of the consumer independently of holding them, that allows the increasement of the validity of proper brand in the eyes of consumer.Aim of this research is the extension of the theoretical foundations and the development of science-and-practical recommendations, which is followed by the complete management of the brand portfolio.Methods of investigation: The following tools: (goal setting, information and marketing communications; marketing research); models, methods and techniques (traditional methods of statistics, analysis, marketing) modeling; model of brand code and mental fields according to T. Ged; naming techniques); the method of generalization of information, the result of which is the development of the brand / brands, the formation of the portfolio; formation of a brand beech were used in the study.Results of research. Based on the analysis of portfolio concepts in brand management, the essence of the brand portfolio as a set of brands that make up the brand carrier and affect the associated position in the perception of the consumer, regardless of ownership of the company is precised. The meaning "brand carrier" refers to a product, brand, enterprise, organization, person or character associated in the minds of consumers with a certain distinctive quality.Conclusions: Approaches to the formation of brand portfolios, which can be centric (based on the hierarchy of brands and based on systems / networks of brands) and invariant – based on the "molecule" of the portfolio. The model of the organization of management of a brand which includes principles, the purpose, tasks, essence of management and directions of works is formed. Systematized principles of brand management, which we divide into general and specific. Methodical approaches to brand management on the basis of brand positioning are studied, it is established that the method of brand management on the basis of brand positioning should be understood as a way of its practical implementation, then the method is a set of methods and techniques of its appropriate application.
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Vo, Nga Dinh. "Brand management through image and culture." Journal of Development and Integration, no. 72 (August 30, 2023): 89–97. http://dx.doi.org/10.61602/jdi.2023.72.11.
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Brand image is a concept that includes the following elements: Making a visual impression and entering the public’s consciousness. These factors make brands really strong and leave a mark in the hearts of consumers. Therefore, a brand manager must be someone who knows how to create an image for the brand, and at the same time have cultural dialogues in the process of developing awareness of that image. The article will deeply analyze the concepts of visual impression and cultural dialogue, thereby applying economic - cultural - social knowledge to clarify the management journey of strong brands. In addition, the article mentions the relationship between brand identity and cultural factors that make a brand different. These are the factors that help creators shape their thoughts and inspiration when building and designing brands.
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MELNYCHENKO, Oleksandr, and Maksym MELNYCHENKO. "BRAND MANAGEMENT IN MODERN CONDITIONS: WARTIME CHALLENGES AND PERSPECTIVES." Herald of Khmelnytskyi National University. Economic sciences 304, no. 2(2) (March 18, 2022): 24–29. http://dx.doi.org/10.31891/2307-5740-2022-304-2(2)-4.
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The situation in which Ukrainian society currently finds itself due to the aggression of the Russian Federation requires quick and effective solutions from all participants in the economic process. Powerful Ukrainian brands are also forced to respond to an unprecedented situation. This article considers how brands respond to the challenges of wartime, what are the prospects for their development in this context. The purpose of the research is to identify effective branding strategies implemented in practice by 10 leading Ukrainian brands during the war period to determine the vector of their further development. Ten leading Ukrainian brands according to the 2021 rating were involved in the analysis of activities in wartime conditions. As a result of the analysis, it was found that not all brands respond to the challenges dictated by the situation and adjust their own brand strategies accordingly. Given the fact that each brand is the bearer of certain values that the company creates and affirms during its existence, the main task of the brand as the bearer of these values is to maintain and, if possible, increase customer loyalty. The analysis of the activities of leading Ukrainian brands during hostilities on the territory of Ukraine proves that the main brand strategy defined by the management was a reflection on military operations in Ukraine. It is actually about active reflection, i.e. direct participation in assistance, assistance to citizens, implementation of charitable projects that directly provide assistance to those who need it, etc. The second, no less important, brand strategy is the maximum digitization of the brand in order to provide services or deliver goods as quickly as possible. In wartime conditions, minimum clicks, simple interface, informative content to get any product or service becomes urgent, because the situation in which the customer is, and may find himself in, can suddenly change, so the sooner the customer gets the desired result, the better for all process participants. We see the promising development of brands in the maximum digitalization of offers, if not now, then in the post-war period, otherwise the brand will be lost among more promising competitors with digitalized offers. Further research should present the analysis of certain industries activities and their leading brands during the wartime in Ukraine.
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Rui, Liang, Kateryna Prokopenko, and Svitlana Vovchok. "APPLICATION OF COMPETITIVE MARKETING STRATEGIES IN BRAND MANAGEMENT." Management 32, no. 2 (April 16, 2021): 137–46. http://dx.doi.org/10.30857/2415-3206.2020.2.11.
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Introduction. Against the background of marketing and globalization of higher education, many organizations and enterprises not only face stiff competition and quality problems in the market. Despite all the current challenges, they need to implement brand management tools. The urgent task for universities was how to apply the brand's marketing strategy to the brand management of universities, implement the optimal distribution of tangible and intangible resources, create a good brand image, expand popularity and reputation and gain competitive advantage.The hypothesis of scientific research is that for the formation of an effective brand it is necessary to use the tools of strategic marketing.The aim is to study the theoretical and methodological foundations of brand formation in educational institutions using modern competitive marketing strategies.The research methodology is a comparative analysis to reflect trends in the development of the brand of education; systematization and classification – for the classification of structural elements of the object of study; system approach – for the formation of theoretical foundations of regulation of brand management processes.Results. Based on the law on higher education and reliance on the mechanism and legislation of the market, this article examines brand management and argues that university brands should be optimized, coordinated and integrated to take full advantage of internal and external resources. It is necessary to strengthen the concept of brand management, explain the position of the university brand, create a strong university brand, strengthen the dominant university brand, create a crisis management system for university brands, increase the basic competitiveness of universities and gain greater benefits.Conclusions. University brand management should be based on the marketing strategy of enterprise brands, make full use of their own resources, strengthen the concept of brand management, determine the position of the university brand and create a strong university brand. universities, the university brand is undoubtedly a dazzling edge of the sword.
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Hu, Shuyi, and Fangyu Zhang. "An Overview of the Composition and Management of Brand Equity." Advances in Economics, Management and Political Sciences 49, no. 1 (December 1, 2023): 34–38. http://dx.doi.org/10.54254/2754-1169/49/20230477.
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The definition of brand equity has been gradually improved, but the existing studies are mostly case studies and unilateral studies, and the studies that integrate and sort out brand equity from multiple perspectives are relatively rare. By reviewing and sorting out the international literature on brand equity, this paper summarizes the definition, components, evaluation methods and prospects of brand equity, in order to promote the better development of corporate brand equity. The article holds that it is very important to use publicity channels effectively to stimulate consumers, establish effective brand association, and enhance brand awareness and recognition to enhance brand value. In addition, brands need to segment the market and strengthen brand trust in a targeted way. And establishing a consistent and effective brand image helps to enhance brand awareness and brand recall, as well as promote brand loyalty. At the same time, for high-equity brands, brand extension and expansion is also particularly important.
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Deepesh Sheth. "Unlocking the power of digital marketing: Strategies for successful international brand management." International Journal of Science and Research Archive 10, no. 1 (October 30, 2023): 725–29. http://dx.doi.org/10.30574/ijsra.2023.10.1.0772.
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Brand internationalization can change domestic consumers' attitudes towards self-owned brands, as international brands are generally considered premium brands that can successfully meet global needs. Brand internationalization is a challenge for businesses, which requires targeting, positioning, and segmentation strategies to succeed. Companies must promote brand authenticity by demonstrating transparency and humanizing brands to build consumer trust. This study discusses successful strategies for brand internationalization in the contemporary global marketplace. It highlights the importance of perceived brand authenticity, its impact on domestic consumers' attitudes towards self-owned brands, and factors influencing their purchase intention. The article proposed effective strategies such as leveraging the country of origin effect, forming emotional connections, strengthening brand authenticity, incorporating influencer marketing, and localizing brands. Two case studies illustrate how Huawei and TikTok utilized these strategies to manage their international brands successfully.
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Lin, Jin. "Study on Brand Management of Fashion Brands." Advances in Economics, Management and Political Sciences 55, no. 1 (December 1, 2023): 24–29. http://dx.doi.org/10.54254/2754-1169/55/20230955.
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Amidst the backdrop of swift economic progression and surging consumption rates, the global goods market is witnessing heightened brand competition. This evolving scenario has rendered domestic fashion brands particularly susceptible to various external adversities. Prominent among these challenges are misconceptions in brand management characterized by inadequate market positioning, diminished market share, nascent brand imagery, evolving marketing channels, and stagnation in social marketing innovation. To traverse this intricate environment, businesses must champion a forward-leaning stance, assimilate insights from seasoned brand management practices, and perpetually refine their branding techniques. This deliberate nurturing aims to bolster and expand their brand equity. In light of these observations, this paper articulates multiple strategies to amplify brand management, encompassing the amplification of consumer desires, recalibration of fashion marketing paradigms, in-depth consumer behavior insights, nuanced focus on marketing touchpoints, adoption of holistic multimedia marketing avenues, and harnessing the potential of fashion communication ecosystems. This synthesis is envisioned to serve as a compass for marketing aficionados, equipping enterprises to carve a distinctive niche in a saturated market, thereby charting a trajectory for resilient growth.
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Jiménez-Marín, Gloria, Rodrigo Elías Zambrano, Araceli Galiano-Coronil, and Rafael Ravina-Ripoll. "Brand Management from Social Marketing and Happiness Management Binomial of in the Age of Industry 4.0." 11th GLOBAL CONFERENCE ON BUSINESS AND SOCIAL SCIENCES 11, no. 1 (December 9, 2020): 39. http://dx.doi.org/10.35609/gcbssproceeding.2020.11(39).
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The relationship between brands and social marketing is not something new for brand managers; it is from the concept of happiness management (Ravina-Ripoll et al., 2020). Starting from a situation of social tension characterized by the anxieties and vital desires of a society, brand management based on the binomial of social marketing and happiness management allows building brands that manage to absorb and reflect the culture around them (Heding et al., 2009), becoming containers of identity myths that take advantage of advertising to develop attractive messages for their audiences. Based on this approach, devised by Holt (2004), it aims to work on the collective nature of the brand (Ollé & Riu, 2009) through its interaction with everyday situations and insights and its relationship with the surrounding environment. This communication aims to analyse the case of Santander Group, recognised by the Renowned Brands Forum as one of the most real and coherent brands among its consumers. Keywords: Advertising; brand; happiness; management; marketing; social.
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Kavaratzis, Mihalis, and Mary Jo Hatch. "The Elusive Destination Brand and the ATLAS Wheel of Place Brand Management." Journal of Travel Research 60, no. 1 (December 19, 2019): 3–15. http://dx.doi.org/10.1177/0047287519892323.
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This conceptual article reconsiders the formation of destination and place brands. It proposes that brands initiate people’s meaning making over the place directly involving them in the branding process. Using a combination of process-based approaches to brands and places, the article substantiates the argument that the place brand’s quintessence lies in the constant alterations it causes to the meaning of the place as stakeholders interact, thereby keeping the brand active and in constant formation. The distinction between conceived, perceived, and lived dimensions of a place brand is used to conceptualize the brand as open-ended, allowing for different interpretations to occur and different meanings to develop. This makes the brand rather elusive. The article accounts for the implications of the elusiveness of place brands for place brand management and proposes the ATLAS wheel of place brand management as a tool to follow and influence the place brand in its on-going formation.
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Cid, Allan, Pierre Blanchet, François Robichaud, and Nsimba Kinuani. "A Conceptual Framework for Creating Brand Management Strategies." Businesses 2, no. 4 (December 8, 2022): 546–61. http://dx.doi.org/10.3390/businesses2040034.
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Branding has become a business priority over the past few decades due to the growing awareness that brands are one of the companies’ most valuable intangible assets. Academics and practitioners have proposed models of components to simplify brands into a small number of parts, or dimensions. Nonetheless, there is a lack of specific approaches to brand management models that fit specific business scenarios. The objective of this study was to propose a general framework to create custom brand management strategies that fit specific business scenarios through a set of independent brand dimensions. The framework was applied to the specific case of SME alliance in a B2B export environment as an example of use. This study reviews the most cited brand management models in literature and classified them into 12 independent brand dimensions. The results suggest that regardless of the brand management model, all of them converge on the fact that creating a high-quality brand relationship with the customer is crucial for the branding process. Findings suggest non-evident relationships between dimensions. The findings also suggest that brand dimensions’ and brand dimension relationships’ importance in specific business scenarios shape brand management models in unique ways.
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Chang, Joseph W. "The asymmetric patterns of adverse extension effects on narrow and broad brands: perspectives on brand structure and extension typicality." Journal of Product & Brand Management 29, no. 7 (February 22, 2020): 985–97. http://dx.doi.org/10.1108/jpbm-04-2019-2355.
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Purpose This study aims to examine the impacts of brand structure (i.e. brand cohesiveness and similarity) on brand perceptions and the adverse effects of brand extensions. Design/methodology/approach Data were collected online via Amazon Mechanical Turk. Overall, 188 US residents participated in the 2 (extension typicality: typical and atypical) × 3 (brand cohesiveness: high, medium and low) between-subject experimental design. Findings Narrow brands are favored over cohesive broad brands, and cohesive broad brands are favored over incohesive broad brands. When new extensions are typical, brand cohesiveness dominates brand similarity in terms of adverse extension effects. Negative extension information exerts more salient adverse effects on narrow brands and cohesive broad brands than on incohesive broad brands. Conversely, when new extensions are atypical, brand similarity dominates brand cohesiveness on adverse extension effects. Negative extension information exerts more salient adverse effects on narrow brands than on cohesive and incohesive broad brands. Research limitations/implications Brand cohesiveness is more impactful than brand similarity on brand perceptions. The identical adverse effects of typical extensions on narrow, and broad brands exist only when the portfolio products of the broad brands are cohesive. Practical implications Cohesive broad brands have the advantages of being more favored than incohesive broad brands and being less vulnerable to negative atypical extension information than are narrow brands. Originality/value This study advances brand research by examining the interplay between brand structure (i.e. category cohesiveness and similarity) and extension typicality on adverse extension effects.
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Medvid, Viktoriia, and Yu Zhijiang. "RESEARCH ON THE DEVELOPMENT STRATEGY OF SPORTS BRANDS." Actual Problems of Economics 1, no. 255 (September 2022): 109–19. http://dx.doi.org/10.32752/1993-6788-2022-1-255-109-119.
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Strategy and strategic management are important components of sports brands management. However, there is less scientific research on the strategic management of sports brands. In order to explore the deep problems which exist in the process of the sports brands development, based on the theories of strategic management, brand strategy and marketing, the article unfolds a series of systematic analysis on sports brands strategic management related issues by methods which include literature data method, expert interview method, case analysis method and comparative research method. The authors start from the basic theory of sports brands, for example the connotation, characteristics and classification of sports brands, to analyze the meaning of sports brands strategy management and the present situation which current macro-environment, industry environment and sports organizations of sports brands development around the world. The article deeply discussed brand positioning strategy, brand identification strategy, brand promotion strategy, brand extension strategy, and brand innovation strategy from the view of theory and cases. Finally, the article comes to the conclusion and suggestions for strategic development of sports brands.
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Руі, Льен, К. В. Блюмська-Данько, and Ю. І. Данько. "THE APPLICATION OF BRAND MANAGEMENT IN THE DEVELOPMENT OF CHINESE AGRICULTURAL ENTERPRISE." Підприємництво та інновації, no. 27 (May 31, 2023): 29–32. http://dx.doi.org/10.32782/2415-3583/27.4.
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China is a big agricultural country, as well as a major producer and exporter of agricultural products. In recent years, China's agricultural economy has been developing continuously, the foreign trade of agricultural products has been expanding constantly, and the trade of agricultural products has developed rapidly. With the advent of the Internet era and the deepening of market competition, the development of China's agricultural industry gradually shows a trend of brand, China's Ministry of Agriculture and villages has continuously strengthened its top-level design, designated 2017 as the "year of Agricultural Brand Promotion", issued the "opinions of the Ministry of Agriculture and villages on speeding up the Promotion of Brand strengthening Agriculture" in 2018, and guided and launched the construction of China's agricultural brand catalogue system in 2019, providing a policy guarantee for agricultural brand construction. All localities, in accordance with the idea of "building a brand, bringing an industry alive, rich farmers", rely on the advantages of resources, highlight planning and guidance, promote brand work as a whole, and promote the rapid development of characteristic industries. Planting brand, animal husbandry brand, fishery brand, rural characteristic brand, "China Land Reclamation" brand, cooperative brand and other industry brands have developed vigorously. Actively use the Agricultural Fair, Tea Fair and other well-known domestic exhibitions to promote brands to create a good atmosphere for development. With the help of modern information technology and media, we can innovate brand marketing and effectively improve the brand influence of agricultural products. This paper analyzes the development stage of China's agricultural brand construction, summarizes the characteristics of China's agricultural brand development, points out the main problems existing in the development of China's agricultural brand. In order to improve the competitiveness of Chinese agricultural brands in the international and domestic markets, the development trend of Chinese agricultural brands is put forward.
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Mohan, Mayoor, Fernando R. Jiménez, Brian P. Brown, and Caley Cantrell. "Brand skill: linking brand functionality with consumer-based brand equity." Journal of Product & Brand Management 26, no. 5 (August 21, 2017): 477–91. http://dx.doi.org/10.1108/jpbm-06-2016-1247.
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Purpose This paper aims to explore the relationship between brand functionality and consumer-based brand equity. Design/methodology/approach A mixed-methods approach was adopted including a qualitative study and multiple survey-based studies. Mediation and moderated-mediation paths were tested using PROCESS and three-stage least squares simultaneous estimation models. Findings Study 1 finds that consumers perceive highly functional brands can enhance their self-competence to perform a task. This phenomenon is labelled brand skill and defined as the extent to which consumers perceive their own performance as emanating from their use of a particular brand. Study 2 finds that brand skill mediates the relationship between brand functionality, brand connection and consumer-based brand equity, while a post hoc study showed that these relationships are robust among private meaning brands. Study 3 demonstrates that these mediated relationships are moderated by the type of dominant benefit the brand provides (i.e. hedonic-versus utilitarian-dominant benefits). Research limitations/implications Based on self-determination theory, brand skill is posited as the link between brand functionality, brand connection and consumer-based brand equity. Practical implications Brand managers are urged to not overlook the role of brand functionality in favor of other non-functional brand dimensions. Brand functionality enhances consumers’ perceived self-competence and fosters brand connection, especially for brands that offer superior utilitarian benefits. Originality/value This is the first study that empirically examines the process by which brand functionality leads to consumer-based brand equity and the role brand skill plays in making that connection.
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Lyashchuk, Y. O., and O. V. Platonova. "Comparative analysis of brand management strategies." Proceedings of the Voronezh State University of Engineering Technologies 83, no. 1 (June 3, 2021): 343–52. http://dx.doi.org/10.20914/2310-1202-2021-1-343-352.
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The article presents the results of the analysis of three main strategies included in the brand management system. Brand management involves the development of a long-term plan that describes in detail the formation of strategic images and brand image, the expected dynamics of its brand development, and the response to changes in the external environment, market and consumer perceptions. Management strategies are used to achieve key brand development goals. First of all, branded products must be unique and differ favorably from competitors' products, which today is quite difficult in the context of globalization. Strategic brand management allows you to solve this problem by analyzing the market situation and using unusual methods to attract the attention of consumers. In order to increase the value of the product, it is necessary to build an emotional and trusting connection with the contact audience. A finely built emotional connection allows you to find a client who is not only suitable for the product, but also who will recommend it to his closest environment. When branding creates an emotional connection with customers, it allows you to increase market share, get more value for money, and grow your brand. In the face of tough competition in today's markets, it is very difficult for new brands to occupy a profitable niche. But it is worth remembering that the promoted brands gained popularity thanks to certain strategies that will be very effective today. Brand management includes three, interconnected in a single complex, strategies: brand promotion strategy, brand advertising strategy and brand positioning strategy. Many businesses and organizations, while recognizing the value and positive impact of a strong brand on sales, are rather vague about their brand strategy and future development. It is worth remembering that strategic brand management is necessary not only when a new brand is being created, but also in those cases when it is necessary to revive or renew an existing trademark.
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Becheur, Imene, Oula Bayarassou, and Hela Ghrib. "Beyond Brand Personality: Building Consumer–Brand Emotional Relationship." Global Business Review 18, no. 3_suppl (April 20, 2017): S128—S144. http://dx.doi.org/10.1177/0972150917693160.
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This research aims to study the relationships between brand personality and commitment towards brands. More specifically, the study objective is to determine whether brand personality is the antecedent of brand love, and then, if brand love has an impact on affective commitment to the brand. The methodology used is purely quantitative involving a sample of 210 respondents who were asked to indicate their perception about brand love, brand personality and emotional commitment towards seven global brands which enjoy string awareness with the target sample: Coca-Cola, Converse, Hello Kitty, Nina Ricci, Nutella, PlayStation and Starbucks. Measurement scales were adopted from the literature related to the concept of brand personality and its subsequent relation with two major emotional factors: love and commitment. Results show significant relationships between the agreeableness dimension of brand personality and brand love. The significance and magnitude of these relationships vary across the brands. Results also demonstrate an impact of brand love on emotional commitment to the brand for the overall research model but not for each brand studied separately. This article has relevant managerial implications since it demonstrates that the nature and the strength of the relationship that consumers hold with brands, is directly affected by brand personality. Thus, the current study will help marketers to understand the need of having agreeable brands when companies thrive to create love and affective commitment to their brands. This can be used in developing positioning strategies for the brands.
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Gordillo Rodríguez, Ma Teresa. "Brand Management." Questiones Publicitarias, no. 14 (July 31, 2009): 174. http://dx.doi.org/10.5565/rev/qp.107.
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Fox, Kenneth A. "Brand Management." Journal of Business Strategy 23, no. 6 (June 2002): 12–13. http://dx.doi.org/10.1108/eb040279.
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Manjunatha, K. "Brand Management." Vikalpa: The Journal for Decision Makers 30, no. 4 (October 2005): 189–96. http://dx.doi.org/10.1177/0256090920050413.
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Hosaini, Ahmad, and Abdullah Hosaini. "Brand management." International Journal of Research in Marketing Management and Sales 2, no. 1 (January 1, 2020): 142–47. http://dx.doi.org/10.33545/26633329.2020.v2.i1b.42.
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Wood, Lisa. "Brands and brand equity: definition and management." Management Decision 38, no. 9 (November 2000): 662–69. http://dx.doi.org/10.1108/00251740010379100.
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Stojanović, Suzana, Marko Janković, and Dejan Dimitrijević. "BRAND MANAGEMENT IN THE SERVICE SECTOR." KNOWLEDGE INTERNATIONAL JOURNAL 31, no. 6 (June 5, 2019): 2047–53. http://dx.doi.org/10.35120/kij31062047s.
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Consumers are the most valuable asset of any company and knowing their needs is a basic prerequisite for a successful company strategy, which directly affects the overall business result. The operations of the company today are all the more uncertain because of the changes that are ongoing and which should go to meet. What are characteristics of doing business today is that more and more companies are engaged in the provision of services and they are the most profitable organizations of the world. The brand of a company represents a strategic tool and a competitive advantage because the most valuable assets of each company are intangible assets. Each brand should offer consumers something unique, which would give them confidence. Consumers represent a benchmark of the value of a brand because it depends on which brands survive and which disappear from the market. Strong brands, when maintained properly, give companies longevity, as well as "potential for immortality," so the brand management process is aimed at increasing brand value over time, which can be measured. Brand management objectives should be aligned with the company's strategic goals. Thus, no company can allow long-term investment in the brand to show a measurable business result, which enables profitability and reliability. It influences consumers by increasing the total created and delivered the value they receive by buying and using products and services. Depending on the extent to which brands to increase the value of consumers, and consumer affect the growth of purchasing volume.
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Su, Jin, and Xiao Tong. "Brand personality and brand equity: evidence from the sportswear industry." Journal of Product & Brand Management 24, no. 2 (April 20, 2015): 124–33. http://dx.doi.org/10.1108/jpbm-01-2014-0482.
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Purpose – This paper aims to explore the personalities of sportswear brands and their relationship to brand equity using Aaker’s methodology in the context of sportswear brands. Design/methodology/approach – This paper used Aaker’s brand personality framework to empirically investigate the personality of sportswear brands and the impact of brand personality on brand equity based on data collected from 420 college students. Findings – Results revealed that the personality of sportswear brands can be described in seven dimensions and 53 personality traits: competence, attractiveness, sincerity, innovation, activity, excitement and ruggedness. The study identified that four dimensions among all the seven personality dimensions, namely, competence, attractiveness, Sincerity and innovation, are the positive and significant contributing factors to the creation and enhancement of sportswear brand equity. Originality/value – This study makes an important contribution to the understanding of brand personality and brand equity in the context of sportswear brands. It confirmed that consumers do associate particular brand personality dimensions with sportswear brands, and certain dimensions of brand personality have a direct impact on brand equity. The study showed that not all brand personality dimensions have the same influence in increasing the value of a sportswear brand from a consumer perspective, some dimensions being more efficient than others. The findings provide insights as to what dimensions of brand personality would deliver the best result in today’s competitive sportswear market.
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Osuna Ramírez, Sergio Andrés, Cleopatra Veloutsou, and Anna Morgan-Thomas. "I hate what you love: brand polarization and negativity towards brands as an opportunity for brand management." Journal of Product & Brand Management 28, no. 5 (August 19, 2019): 614–32. http://dx.doi.org/10.1108/jpbm-03-2018-1811.
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Purpose Negativity towards a brand is typically conceived as a significant problem for brand managers. This paper aims to show that negativity towards a brand can represent an opportunity for companies when brand polarization occurs. To this end, the paper offers a new conception of the brand polarization phenomenon and reports exploratory findings on the benefits of consumers’ negativity towards brands in the context of brand polarization. Design/methodology/approach To develop a conception of brand polarization, the paper builds on research on polarizing brands and extends it by integrating insights from systematic literature reviews in three bodies of literature: scholarship on brand rivalry and, separately, polarization in political science and social psychology. Using qualitative data from 22 semi-structured interviews, the paper explores possible advantages of brand polarization. Findings This paper defines the brand polarization phenomenon and identifies multiple perspectives on brand polarization. Specifically, the findings highlight three distinct parties that can benefit from brand polarization: the polarizing brand as an independent entity; the brand team behind the polarizing brand; and the passionate consumers involved with the polarizing brand. The data reveal specific advantages of brand polarization associated with the three parties involved. Practical implications Managers of brands with a polarizing nature could benefit from having identified a group of lovers and a group of haters, as this could allow them to improve their focus when developing and implementing the brands’ strategies. Originality/value This exploratory study is the first explicitly focusing on the brand polarization phenomenon and approaches negativity towards brands as a potential opportunity.
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Wallace, Elaine, Isabel Buil, and Leslie de Chernatony. "Consumer engagement with self-expressive brands: brand love and WOM outcomes." Journal of Product & Brand Management 23, no. 1 (March 11, 2014): 33–42. http://dx.doi.org/10.1108/jpbm-06-2013-0326.
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Purpose – The purpose of this paper is to explore attitudes of consumers who engage with brands through Facebook “likes”. It explores the extent to which these brands are self-expressive and examines the relationship between brand “liking” and brand outcomes. Brand outcomes include brand love and advocacy, where advocacy incorporates WOM and brand acceptance. Design/methodology/approach – Findings are presented from a survey of Facebook users who engage with a brand by “liking” it. Findings – Brands “liked” are expressive of the inner or social self. The study identifies a positive relationship between the self-expressive nature of brands “liked” and brand love. Consumers who engage with inner self-expressive brands are more likely to offer WOM for that brand. By contrast, consumers who engage with socially self-expressive brands are more likely to accept wrongdoing from a brand. Research limitations/implications – The research is exploratory and is limited to consumers who are engaged with a brand through “liking” it on the Facebook social network. Practical implications – The study offers suggestions for managers seeking to enhance brand engagement through Facebook “liking”, and to encourage positive brand outcomes (such as WOM) among consumers already engaged with a brand on Facebook. Originality/value – This paper provides new insights into consumer brand engagement evidenced through Facebook “liking”. It charts the relationship between “liked” self-expressive brands and brand love. Distinctions are drawn between brand outcomes among consumers who “like” for socially self-expressive reasons, and consumers who are brand engaged by “liking” to express their inner selves.
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Mohan, Mayoor, Kevin E. Voss, Fernando R. Jiménez, and Bashar S. Gammoh. "Corporate brands as brand allies." Journal of Product & Brand Management 27, no. 1 (February 12, 2018): 41–56. http://dx.doi.org/10.1108/jpbm-01-2016-1080.
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Purpose The purpose of this paper is to examine the role of the corporate brand in a brand alliance that includes one of the corporation’s product brands. Design/methodology/approach Using a scenario-based study, 899 participants were randomly assigned to one of 84 unique brand alliance scenarios involving a corporate brand, a product brand ally and a focal product brand; a total of 33 corporate brands were represented. Results were estimated using a three-stage least squares model. Findings Consumers’ evaluations of a focal brand were enhanced when a corporate brand name associated with a product brand ally was included in the brand alliance. The effect was mediated by attitude toward the product brand ally. The indirect effect of the corporate brand was stronger when consumers had low product category knowledge (PCK). Research limitations/implications Consistent with competitive cue theory, the findings suggest that a corporate brand can provide superior, consistent and unique information in a brand alliance. Practical implications Practitioners should note that the effectiveness of adding a corporate brand name into a product brand alliance is contingent on the extent of consumers’ PCK. Originality/value This paper examines when and why corporate brands are effective endorsers in product brand alliances. This paper adds empirical support to previous assertions that, if managed effectively, corporate brands can be valuable assets that convey unique valuable information to consumers.
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Giertz, Johann N., Linda D. Hollebeek, Welf H. Weiger, and Maik Hammerschmidt. "The invisible leash: when human brands hijack corporate brands' consumer relationships." Journal of Service Management 33, no. 3 (March 2, 2022): 485–95. http://dx.doi.org/10.1108/josm-06-2021-0211.
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PurposeCorporate brands increasingly use influential, high reach human brands (e.g. influencers, celebrities), who have strong parasocial relationships with their followers and audiences, to promote their offerings. However, despite emerging understanding of the benefits arising from human brand-based campaigns, knowledge about their potentially negative effects on the corporate brand remains limited. Addressing this gap, this paper deepens insight into the potential risk human brands pose to corporate brands.Design/methodology/approachTo explore these issues, this conceptual paper reviews and integrates literature on consumer brand engagement, human brands, brand hijacking and parasocial relationships.FindingsThough consumers' favorable human brand associations can be used to improve corporate brand outcomes, they rely on consumers' relationship with the endorsing human brand. Given the dependency of these brands, human brand-based marketing bears the risk that the human brand (vs the firm) “owns” the consumer's corporate brand relationship, which the authors coin relationship hijacking. This phenomenon can severely impair consumers' engagement and relationship with the corporate brand.Originality/valueThis paper sheds light on the role of human brands in strategic brand management. Though prior research has highlighted the positive outcomes accruing to the use of human brands, the authors identify its potential dark sides, thus exposing pivotal insight.
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Lieven, Theo, and Christian Hildebrand. "The impact of brand gender on brand equity." International Marketing Review 33, no. 2 (April 11, 2016): 178–95. http://dx.doi.org/10.1108/imr-08-2014-0276.
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Purpose – The purpose of this paper is to examine the influence of brand gender on brand equity across countries and cultures in various product domains. Design/methodology/approach – Consumers from ten countries on four continents rated 20 global brands, leading to a total of 16,934 cross-clustered observations. Linear mixed effect models examined a series of nested models, testing three novel brand gender effects with respect to the impact of androgynous brands on brand equity and the moderating role of consumers’ biological sex as well as individualistic and collectivistic cultures. Additional robustness tests provide support on form, metric, and scalar invariance of the measurements and the robustness of the observed effects across countries and cultures. Findings – The current research reveals that androgynous brands generate higher brand equity relative to exclusively masculine, exclusively feminine, and undifferentiated brands. The authors also show a brand gender congruence effect such that male consumers value masculine brands higher than females while female consumers value more feminine brands higher than males. Finally, highly masculine brands generate higher brand equity in more individualistic countries whereas highly feminine brands generate higher brand equity in more collectivistic countries. Originality/value – This is the first research examining and demonstrating the positive influence of androgynous brand gender perceptions on brand equity. To the best of the authors’ knowledge, this is also the first paper examining brand gender effects across countries and cultures.
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Kostrova, Y. B., Y. O. Lyashchuk, L. V. Cherkashina, and O. Y. Shibarshina. "Comparative analysis of brand management strategies." Proceedings of the Voronezh State University of Engineering Technologies 83, no. 1 (June 3, 2021): 385–93. http://dx.doi.org/10.20914/2310-1202-2021-1-385-393.
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The article considers the process of branding as a means of self-promotion and personal expression. When conducting the study, the authors used the theory of consumer behavior of A. Maslow as a methodological basis, as well as the visual structures of the personality of Z. Freud, K. Jung. The aim of the study is to analyze the process of branding as a psycho-logical means of self-promotion and personality expression. During the study, general scientific methods of cognition were used within the framework of dialectical and systemic approaches, methods of logical and situational analysis. The main tasks of personal expression, solved with the help of brand products, have been identified. At the same time, the authors argue that the choice of brand products for self-promotion in all three cases is based on one psychological motive - self-realization and self-expression. It is shown that the brand brings additional income, since many consumers are ready to overpay, giving an additional amount of money for the opportunity to have a prestigious product even for a premium price. Brands have an emotional connection with consumers. Leading companies with famous brands have long noted for themselves that the connection of their goods with consumers lies through emotions. Brands help people fulfill their dreams, desires, open up more opportunities in life. The stronger and more significant the unique, rational and emotional characteristics of the brand for the consumer, the higher the price he is willing to pay for the product, the greater the opportunity for the company to profit. The increase in profits in turn leads to an increase in the value of shares and to an increase in the value of the company itself, since the brand is a kind of intangible asset. Brand ownership is a winning result of the history of the company, the fate of its founders and executives, skillful talented brand makers. Not every name of the company can be called a brand, not everyone is destined to become one, not everyone is given to maintain the level of the brand. Having a brand means that even with approximately equal consumer and other properties, the product will buy more, the idea will have more adherents.
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Eskiev, M. A. "The Meaning and Role of the Positioning Process in Brand Management." SHS Web of Conferences 172 (2023): 05008. http://dx.doi.org/10.1051/shsconf/202317205008.
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The article deals with positioning as an effective branding tool. The classification of positioning, approaches and types to the formation of the image and image of the brand are considered. The main stages of brand creation, the key and most used types of strategies in brand management are considered. Examples of positioning of world brands - leaders in their industries are given. The importance of developing a competent slogan as an important element in the development of a strong brand is considered separately. Brand positioning is a special marketing strategy, the main task of which is to distinguish the company from competitors and to build special trusting relationships with consumers. When developing a brand strategy, leading brands pay special attention to brand positioning, since a competent development and approach to positioning improves brand perception by consumers, directly affects the recognition of a product or product line, and provides feedback to consumers.
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Low, George S., and Ronald A. Fullerton. "Brands, Brand Management, and the Brand Manager System: A Critical-Historical Evaluation." Journal of Marketing Research 31, no. 2 (May 1994): 173. http://dx.doi.org/10.2307/3152192.
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Low, George S., and Ronald A. Fullerton. "Brands, Brand Management, and the Brand Manager System: A Critical-Historical Evaluation." Journal of Marketing Research 31, no. 2 (May 1994): 173–90. http://dx.doi.org/10.1177/002224379403100203.
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The authors examine the history of brand management by tracing its development in the context of the marketing environment from 1870 to the present. They develop six theses regarding the evolution of brand management and its implications and substantiate them utilizing a historical approach. They demonstrate that the brand manager system originated well after the leadership of branded products was established, it was adopted following a conventional adoption curve pattern, and it has proven quite adaptable to differing firm and marketing environments over the past several decades. They then evaluate its likely fate in today's rapidly changing environment.
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Kervyn, Nicolas, Michael Breazeale, and Iskra Herak. "Cara Pils, a brand despite itself." CASE Journal 14, no. 1 (January 2, 2018): 69–87. http://dx.doi.org/10.1108/tcj-06-2017-0056.
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SynopsisCara Pils is the private label beer brand of Colruyt, the biggest supermarket retailer in Belgium. As a true private label brand, Cara Pils has never been advertised. In 2015, Colruyt undertook an initiative to reposition its numerous private label brands under two larger private label brands. Unexpectedly, customers were incensed by this initiative, came out in droves and took the matter to social media hoping to lament the demise of their beloved brand. This case study investigates the roots of this strong brand attachment and the consequences for its brand management.Research methodologyThis case is built on primary (one in-depth interview and two focus group) as well as secondary data sources (previous research and web information).Relevant courses and levelsThis case is designed to be used in a marketing management or brand strategy course for students that already followed an introduction to marketing course or for students at a master level.Theoretical basesThis case should provide the basis of discussions on the topics of brand management, private-label brands, repositioning strategy, brand portfolio management, brand architecture, brand equity, brand elements, brand nostalgia, and consumers’ relationships with brands.
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Vogel, Areti T., and Kittichai Watchravesringkan. "Consumer evaluations of trend imitation: brand equity, consumer attitudes and preference." Journal of Product & Brand Management 26, no. 5 (August 21, 2017): 516–27. http://dx.doi.org/10.1108/jpbm-07-2016-1257.
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Purpose This paper aims to uncover consumer evaluations of high-priced traditional retail luxury brands and more affordable neo-mass luxury retail brands when they imitate the innovative designs of one another. Design/methodology/approach Using a scenario inspired by a lawsuit involving admitted copying practices, this study used a one-way (time of product introduction: the traditional luxury brand launches the product design before the neo-mass luxury brand vs the neo-mass luxury brand launches the product design before the traditional luxury brand) between-subjects experimental design to examine the effect of time of product introduction (such that consumers are aware of imitation practices) on brand attitude, brand equity (measured via the dimensions of brand associations, brand image, brand credibility and brand leadership) and brand preference. Findings Results reveal that consumer awareness of imitation practices is important in determining changes in brand equity, brand attitude and brand preference, regardless of luxury brand type. The research also indicates that consumers evaluate traditional luxury brands that engage in imitation practices more negatively than neo-mass luxury brands that do so. Research limitations/implications This research provides a deeper understanding of consumer response to imitation practices, along with managerial insight for luxury brands operating in that sphere. Limitations and future research directions are also offered. Originality/value This study appears to be one of the first to investigate imitation practices by using stimuli inspired by a copycat case, and one of few that assesses consumer evaluations of imitation by existing brands.
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Ruane, Lorna, and Elaine Wallace. "Brand tribalism and self-expressive brands: social influences and brand outcomes." Journal of Product & Brand Management 24, no. 4 (July 20, 2015): 333–48. http://dx.doi.org/10.1108/jpbm-07-2014-0656.
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Purpose – This study aims to examine the relationship between social influence and consumers’ self-expression through brands. It considers susceptibility to interpersonal influence and social network influence on self-expressive brands and brand tribalism. The study examines whether self-expressive brands and brand tribalism influence brand loyalty and word of mouth (WOM). Design/methodology/approach – A cross-sectional online survey was carried out with members of Generation Y in Ireland. Data from 675 complete responses were analysed using SPSS 20 and AMOS 20. A structural model tested nine hypothesised relationships. Findings – Findings indicate that both online social network influence and susceptibility to interpersonal influence are antecedents of tribalism and self-expressive brands. Consumers of self-expressive brands are loyal and offer positive WOM. By contrast, those who seek tribal membership have less brand loyalty and offer less WOM than other consumers. Findings suggest that consumers may be loyal to tribes, rather than to brands. This informs our understanding of the role of tribes for consumers and brand outcomes. Research limitations/implications – This study is limited to Generation Y consumers within Ireland. Originality/value – This is the first study to explore the effect of consumers’ perceptions about online social network influence on brand tribalism. In addition, their views about the influence of the social network on self-expressive brand consumption, and brand outcomes, are identified. This paper highlights consumers’ susceptibility to interpersonal influence on their brand choices and brand tribalism. In addition, it is shown that brand loyalty and WOM are not always a consequence of tribal membership. By contrast, self-expressive brand consumption enhances brand WOM and brand loyalty.
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Pourazad, Naser, Lara Stocchi, and Vipul Pare. "The power of brand passion in sports apparel brands." Journal of Product & Brand Management 29, no. 5 (October 23, 2019): 547–68. http://dx.doi.org/10.1108/jpbm-12-2018-2164.
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Purpose The purpose of this study is to determine if brand passion shapes attitudinal brand loyalty while driving a series of important brand-related outcomes (i.e. brand advocacy, social media following, sense of community, willingness to pay a premium price and alternative devaluation). These aspects are explored for sports apparel brands after considering the perceptions of Iranian consumers. Design/methodology/approach This study is based on the analysis of survey data gathered online and face-to-face from a sample of Iranian consumers of sports apparel brands that were analysed using partial least square path modelling. Findings The key empirical findings obtained confirm that brand passion underpins attitudinal brand loyalty and several important brand-related outcomes. Furthermore, the findings show that attitudinal brand loyalty explains the impact of brand passion on most of the outcomes considered, except for social media following. Research limitations/implications This study advances knowledge of brand passion by illustrating its “power” as a strong nuance of relationships between consumers and brands. In particular, this study highlights the importance of brand passion in shaping attitudinal brand loyalty, as well as a driver of several outcomes of theoretical and managerial relevance. Practical implications By establishing strategies aimed at enhancing brand passion, brand managers can increase attitudinal brand loyalty, attain important goals such as brand advocacy, premium price and social media following, as well as the devaluation of competing brands. Originality/value This study uses a unidimensional theorisation of brand passion to increase the understanding of its role as predictor of attitudinal brand loyalty and driver of relevant outcomes. It also examines the mediating effect of attitudinal brand loyalty, thus illustrating important conceptual links between brand passion and brand loyalty in the context of sports apparel brands in a growing economy (Iran).
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Drewniak, Rafał, and Robert Karaszewski. "Brand management in a situation of an economic crisis." Asia Pacific Journal of Marketing and Logistics 28, no. 4 (September 12, 2016): 743–58. http://dx.doi.org/10.1108/apjml-07-2015-0117.
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Purpose The purpose of this paper is to present modern marketing tools used by today’s businesses to maintain or strengthen the value of their brands in the conditions of deteriorating economic situation. The specific purpose is an analysis of activities that might be attempted by companies in emerging markets in order to increase the strength of their brands. Design/methodology/approach The paper presents the determinants of the development of brand value. An analysis has also been made of activities connected with the development of the brand based on the experience of the best brands in the world. Considerations are based on secondary sources, from national and international journals, books, magazines and specialist reports, as well as were supported by research results of the most valuable brands in the world. Findings The paper provides the insight of marketing activities, that may favor building brand value in the time of recession. It was suggested that recession may be a good time for some companies to invest in the brand. However, today’s competition conditions are forcing companies to used more modern marketing techniques in order to build a positive brand image. In addition, customers increasingly expect to be able to engage in brand and wish to influence its image. Practical implications The paper includes implications for companies in emerging markets, through which it is possible to effectively manage brand value in the time of crisis. These proposals are an important course of action for companies from emerging markets, which tend to increase the strength of its brand. Originality/value Due to the fact that the considerations in the paper relate to general proposals for action, the results can constitute a starting point for in-depth research in the future. An interesting issue would be to assess the effectiveness of the proposed activities in emerging markets.
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Schmidt, Holger J., and Pieter Steenkamp. "Beware, an underdog may bite: literature review and brand management framework in the context of underdog brands." Journal of Brand Management 29, no. 1 (October 23, 2021): 85–110. http://dx.doi.org/10.1057/s41262-021-00259-1.
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AbstractAn underdog brand is a brand with humble resources that competes with passion and determination against competitors that dominate a market. Numerous anecdotal examples and a few research articles of underdog brands exist, yet the understanding of what an underdog brand is and how brands can use the underdog effect is still limited. Considering the relevance of underdog brand management for practice, the purpose of our article is to distill the components of the concepts “underdog brand” and “the underdog effect” and to propose a conceptual framework to guide underdog brand management. To achieve this goal, we undertook a systematic review of the extant literature that resulted in (1) a clear and demarking definition of the term underdog brand, (2) an analysis of the usefulness of the underdog effect and (3) a reference frame we termed “the underdog brand management framework”. By doing so, we helped to overcome the research gap in the field of underdog brand management. To validate our findings, we tested the framework against a case study of a successful underdog brand. Our analysis resulted in a robust model that could inspire and guide practitioners who are in charge of underdog brands.
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Veg-Sala, Nathalie, and Elyette Roux. "A semiotic analysis of the extendibility of luxury brands." Journal of Product & Brand Management 23, no. 2 (April 14, 2014): 103–13. http://dx.doi.org/10.1108/jpbm-02-2014-0499.
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Purpose – Considering a long-term perspective and the discourse directly emitted by brands, the aim is to study how can brand extension potential be predicted through the analysis of brand contracts? Design/methodology/approach – Considering a long-term perspective and the discourse directly emitted by brands, the aim is to study how can brand extension potential be predicted through the analysis of brand contracts? Findings – Three groups of brands are identified: brands anchored in both determination and mastery contracts defined as open (high extendibility); brands anchored in a determination contract defined as open, as well as in a mastery contract defined as closed (low extendibility); brands anchored in a mastery contract defined as open as well as in a determination contract defined as not closed (high extendibility, but risks of diluting the brand value). Research limitations/implications – Compared with extensions actually developed by these brands, the results are discussed and strategies are proposed to maximize the long-term brand development when the brand extension potential is low. Only studied on products, it would be interesting to complete this analysis in services. Originality/value – The main contribution is the focus on brand narratives and contracts to predict the brand extensibility of luxury brands. Structural semiotics provides another original insight.
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Huaman-Ramirez, Richard, and Dwight Merunka. "Brand experience effects on brand attachment: the role of brand trust, age, and income." European Business Review 31, no. 5 (August 2, 2019): 610–45. http://dx.doi.org/10.1108/ebr-02-2017-0039.
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Purpose The purpose of this study is to examine how brand attachment is related to brand experience. The model tests the partial mediating role of brand trust and the moderating role of age and income. Design/methodology/approach A total of 334 participants consuming brands with an experiential offering completed an online questionnaire in a cross-sectional study. The data were analyzed through partial least squares structural equation modeling (PLS-SEM), and advanced methods such as the heterotrait–monotrait ratio and the Henseler’s multigroup analysis were used. Findings Brand experience is positively related to brand attachment, more so for younger consumers. This relationship holds for both hedonic and utilitarian brands. Results demonstrate the partial mediation of brand trust in this relationship, especially for utilitarian brands, and with a weaker indirect relationship for high-income consumers. Research limitations/implications The research was conducted in one country (Peru). Generalizability of results should be established by carrying out additional studies in other settings or countries. Practical implications Experiential marketing both as a positioning strategy and through marketing operations may help brands to increase consumer attachment. This may be managed both through the direct effect of favoring positive experiences and through the enhancement of brand trust. This is particularly the case for target markets composed of young and low-to-medium-income consumers. Originality/value Results confirm the impact of brand experience on brand attachment for both utilitarian and hedonic brands, and establish both the mediating role of brand trust and the moderating role of age and income. These are new insights on the process itself and on boundary conditions of an important established relationship.
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Alić, Adi, Merima Činjarević, and Emir Agić. "The role of brand image in consumer-brand relationships: similarities and differences between national and private label brands." Management & Marketing. Challenges for the Knowledge Society 15, no. 1 (March 1, 2020): 1–16. http://dx.doi.org/10.2478/mmcks-2020-0001.
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AbstractThe purpose of the present research is to explore the effect of brand image on brand loyalty and brand commitment to national and private label brands. Data was collected through a field survey via the store-intercept method. To test the research hypotheses, we used two samples, which implied the collection of usable 528 questionnaires. Confirmatory factor analysis was used to test the reliability, convergent, and discriminant validity of the constructs of interest. The structural equation modeling (SEM) technique was employed to analyze the effect of brand image on brand loyalty and brand commitment. Also, group comparisons were made between national brands and private label brands, using structural equation modeling. This study reveals that brand image has a significant positive effect on brand loyalty and brand commitment, both for national and private label brands. Moreover, it was found that the effect of brand image on brand commitment is stronger for national brands than for private label brands. The present study provides marketing managers of national brands and private label brands some insights into how to spur brand loyalty and commitment by establishing a favorable brand image.
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George, Jijo, and Victor Anandkumar. "Dimensions of Product Brand Personality." Vision: The Journal of Business Perspective 22, no. 4 (November 12, 2018): 377–86. http://dx.doi.org/10.1177/0972262918803496.
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The success of a brand relies on the extent to which it differentiates itself from the myriad of competitors. As brands seek to become distinctive, brand personality is viewed as a viable metaphor for understanding consumers’ perceptions of brands and for crafting a unique identity in their minds. Measurement and management of brand personality becomes significant in this regard. Most of the existing brand personality scales are either designed to measure the brand personality construct in general or to measure particular categories of brands. There is a lack of a scale which measures the personality of product brands as such. This research tries to fill this lacuna by creating a new product brand personality scale incorporating various advancements in the field of brand personality measurement. This study employs a mixed method approach and the important phases include construct definition, item generation, measure purification, assessment of reliability and validity, and development of a short version of the scale. Findings of this research reconfirm the consumers' tendency to attribute personality characteristics to brands. It also identifies seven dimensions of product brand personality with 26 items.
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Lu, Jinzhao, and Yingjiao Xu. "Chinese young consumers’ brand loyalty toward sportswear products: a perspective of self-congruity." Journal of Product & Brand Management 24, no. 4 (July 20, 2015): 365–76. http://dx.doi.org/10.1108/jpbm-05-2014-0593.
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Purpose – This study aims to investigate Chinese young consumers’ brand loyalty toward sportswear products from a self-congruity perspective. With different performance observed between global and domestic sportswear brands in the Chinese market, this study also aims to examine the impact of country of origin on Chinese young consumers’ behavior toward sportswear brands. Design/methodology/approach – A survey with street intercept method was conducted in Shanghai to collect data for this study. Multiple independent t-tests and structural equation modeling (SEM) with bootstrap method were used to test the hypotheses. Findings – The SEM results indicate a significant influence of brand self-congruity on consumers’ brand association and perceived quality, which, in turn, influenced consumers’ brand loyalty. The multiple t-test results suggest a significant difference between Chinese and global sportswear brands in terms of consumers’ brand association and attitudinal brand loyalty. No significant difference was found in terms of consumers’ behavioral brand loyalty. Research limitations/implications – The main limitation of this study comes from the convenience student sample. Practical implications – First, brands need to strategically design the brand image to represent the largest segment of the target market. Second, while global brands could focus on their pricing strategies, domestic brands need to focus more on maintaining a positive brand association in consumers’ mind. Originality/value – This study contributes to the growing research on the self-congruity perspective of brand loyalty by empirically confirming the indirect effect of brand self-congruity on brand loyalty via the mediation effects of brand association and perceived quality in the context of the ever-growing Chinese sportswear market.
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Richards, Ian, David Foster, and Ruth Morgan. "Brand Knowledge Management: Growing Brand Equity." Journal of Knowledge Management 2, no. 1 (June 1998): 47–54. http://dx.doi.org/10.1108/13673279810800762.
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