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Journal articles on the topic 'Strategic Brand Management'

Author: Grafiati

Published: 4 June 2021

Last updated: 25 July 2025

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1

Macrae, Chris. "‘Strategic brand management’." Journal of Brand Management 5, no. 6 (1998): 457–59. http://dx.doi.org/10.1057/bm.1998.36.

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Xia, Xinyi. "An Analysis of Chanel’s Strategic Brand Management." Journal of Education, Humanities and Social Sciences 35 (July 4, 2024): 546–51. http://dx.doi.org/10.54097/cr6qmc06.

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This study is analyzing the strategic brand management of Chanel as a luxury and fashion brand. As one of the world's leading luxury brands, Chanel has successfully established a strong brand image in the global market by virtue of its unique design concept and excellent product quality. Chanel's successful brand management is revealed through an in-depth discussion of its brand positioning, target market strategy, product line and innovation, communication and promotion, and channel management. The study finds that Chanel stands out in the highly competitive luxury market by virtue of its cle

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Medvid, Viktoriia, and Yu Zhijiang. "RESEARCH ON THE DEVELOPMENT STRATEGY OF SPORTS BRANDS." Actual Problems of Economics 1, no. 255 (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 st

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Наталія Шматько, Михайло Пантелєєв, Марина Кармінська-Бєлоброва, and Тетяна Мирошник. "BRAND MANAGEMENT IN STRATEGIC ENTERPRISE MANAGEMENT." Bulletin of the National Technical University "Kharkiv Polytechnic Institute" (economic sciences), no. 1 (December 28, 2021): 110–15. http://dx.doi.org/10.20998/2519-4461.2020.1.110.

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Branding is an integral part of an enterprise's marketing activities and can be analyzed in various aspects. Brand management – is the process of creating and managing a brand that is based primarily on the sale of goods. The main components in this process are brand ideas, market analysis, strategy development, organization of an advertising company. In addition, to date, branding policy is one of the elements of marketing, it determines the positions of other types of policy, because today the role of brand for the enterprise is a determining factor of competitiveness and survival of the ent

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Akhiiezer, Olena, Halyna Holotaistrova, Yevgen Gomozov, Vladyslav Mats, and Anton Rogovyi. "STRATEGIC BRAND PORTFOLIO MANAGEMENT." Bulletin of NTU "KhPI". Series: Strategic management, portfolio, program and project management, no. 2(6) (August 3, 2022): 3–6. http://dx.doi.org/10.20998/2413-3000.2022.6.1.

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In the past twenty years or so, three approaches to brand portfolio management strategies have emerged. The first approach is marketing. This approach is associated with building a corporate brand portfolio. The goal is to increase diversified cash flows by entering new market segments. The second approach is related to the competitive strategy of the enterprise. A false portfolio of intellectual property applications is being created. Competitors are expected to spend resources in retaliation. The third approach is the formation of a dynamic strategy for investment portfolio management. Due t

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Mosmans, Andy, and Roland van der Vorst. "Brand based strategic management." Journal of Brand Management 6, no. 2 (1998): 99–110. http://dx.doi.org/10.1057/bm.1998.51.

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Baporikar, Neeta, and Rosalia Fotolela. "Strategic Brand Management in SMEs for Competitive Advantage." International Journal of Applied Management Theory and Research 2, no. 1 (2020): 16–34. http://dx.doi.org/10.4018/ijamtr.2020010102.

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This study aimed to explore how SME owner-managers perceive their roles in marketing and brand management as a strategic approach to enhance their competitiveness to ensure profits, growth, and sustainability. For any organization to grow and thrive it is essential to become customers first choice and for that it is critical to communicate their brand content through effective and strategic brand management. Hence, adopting a qualitative, exploratory approach, 10 owner-managers of SMEs and entrepreneurs in Windhoek, Namibia, were interviewed using semi-structured in-depth interview protocol. F

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Park, C. Whan, Bernard J. Jaworski, and Deborah J. MacInnis. "Strategic Brand Concept-Image Management." Journal of Marketing 50, no. 4 (1986): 135–45. http://dx.doi.org/10.1177/002224298605000401.

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Conveying a brand image to a target market is a fundamental marketing activity. The authors present a normative framework, termed brand concept management (BCM), for selecting, implementing, and controlling a brand image over time. The framework consists of a sequential process of selecting, introducing, elaborating, and fortifying a brand concept. The concept guides positioning strategies, and hence the brand image, at each of these stages. The method for maintaining this concept-image linkage depends on whether the brand concept is functional, symbolic, or experiential. Maintaining this link

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Lembrych-Furtak, Robert. "Strategic aspects of brand management." Annales Universitatis Mariae Curie-Skłodowska, sectio H, Oeconomia 49, no. 1 (2015): 63. http://dx.doi.org/10.17951/h.2015.49.1.63.

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Park, C. Whan, Bernard J. Jaworski, and Deborah J. Maclnnis. "Strategic Brand Concept-Image Management." Journal of Marketing 50, no. 4 (1986): 135. http://dx.doi.org/10.2307/1251291.

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Berthon, Jean-Paul, Robert A. Opoku, Leyland F. Pitt, and Deon Nel. "Brand Management and Strategic Performance." Journal of African Business 8, no. 2 (2007): 27–40. http://dx.doi.org/10.1300/j156v08n02_03.

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Chukurna, Olena, Natalia Solidor, and Viktoria Kofman. "STRATEGIC PRINCIPLES OF BRAND MANAGEMENT IN THE DIGITAL ECONOMY." Ukrainian Journal of Applied Economics and Technology 8, no. 1 (2023): 99–105. http://dx.doi.org/10.36887/2415-8453-2023-1-14.

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The article substantiates the strategic principles of brand management in the digital economy. Possibilities of digital brand management tools were considered and analyzed. The analysis of scientific approaches to defining the concept of “brand” was carried out. It is concluded that the branding strategy is based on long-term relations with the consumer, but the brand is considered as a certain idea that connects all directions of the business, creating its uniqueness. The conclusion is made regarding the influence of digitalization on the formation of individualization of relations with consu

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Högström, Claes, Anders Gustafsson, and Bård Tronvoll. "Strategic brand management: Archetypes for managing brands through paradoxes." Journal of Business Research 68, no. 2 (2015): 391–404. http://dx.doi.org/10.1016/j.jbusres.2014.06.009.

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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 (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 conte

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Zhang, Ke. "The Problems and Solutions of Strategic Brand Management." Applied Mechanics and Materials 644-650 (September 2014): 5872–75. http://dx.doi.org/10.4028/www.scientific.net/amm.644-650.5872.

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In recent years, with the rapid development of China's economy, more and more standardized of all aspects, the tourism industry is also increasingly tending to mature, the number of tourists who have demand for public services is increasing, strengthening travel agencies’ strategic brand management is the inevitable choice to the construction of China's tourism power, but also a positive role in the construction of local tourism services, which has important significance. Facing wide disparity of the Chinese and foreign travel, as well as the reality background of the large-scale foreign capit

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Trunina, Iryna, Kateryna Pryakhina, and Maryna Bilyk. "Strategic Management of a Company’s Employer Brand: Experience of International Companies." Marketing and Management of Innovations 15, no. 3 (2024): 71–85. http://dx.doi.org/10.21272/mmi.2024.3-06.

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This article examines the strategic management of employer branding in multinational companies and its significantly positive impact on talent acquisition and retention. In today’s competitive global marketplace, a robust employer brand is essential for organisations aiming to distinguish themselves and retain top talent. The concepts of employer brand development, talent acquisition, and employee loyalty assessment are challenging to monitor in the current domestic business environment. This raises the question of how companies with successful employer brands have developed their strategies a

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17

Rao, Akshay R. "Strategic brand alliances." Journal of Brand Management 5, no. 2 (1997): 111–19. http://dx.doi.org/10.1057/bm.1997.37.

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ZUBKO, Daria. "THE ROLE OF BRAND MANAGEMENT IN THE STRATEGIC DEVELOPMENT OF TRADE ENTERPRISES." Ukrainian Journal of Applied Economics 5, no. 2 (2020): 260–66. http://dx.doi.org/10.36887/2415-8453-2020-2-31.

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Introduction. Changes in business conditions necessitate the use of new approaches to strategic management to ensure the development of a commercial enterprise. This is necessary for making rational decisions, increasing the coordination of management processes, increasing the efficiency of the trading company in conditions of increased competition. An important element of the strategic development of a commercial enterprise is the use of brand management. The purpose of the research is to substantiate the role of brand management in the strategic development of commercial enterprises. Results

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Dooley, Gregory, and David Bowie. "Place brand architecture: Strategic management of the brand portfolio." Place Branding 1, no. 4 (2005): 402–19. http://dx.doi.org/10.1057/palgrave.pb.5990037.

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Balachander, Subramanian, and Sanjoy Ghose. "Reciprocal Spillover Effects: A Strategic Benefit of Brand Extensions." Journal of Marketing 67, no. 1 (2003): 4–13. http://dx.doi.org/10.1509/jmkg.67.1.4.18594.

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A commonly advanced rationale for the proliferation of brand extensions is companies’ motivation to leverage the equity in established brands, thereby developing profitable products relatively easily. A more interesting strategic argument for brand extensions that has been advanced is that extensions would favorably affect the image of the parent brand and thereby influence its choice. In this research, the authors investigate the existence of such reciprocal spillover effects emanating from the advertising of a brand extension. The authors use scanner panel data and study spillover effects of

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Stojanović, Suzana, Marko Janković, and Dejan Dimitrijević. "BRAND MANAGEMENT IN THE SERVICE SECTOR." KNOWLEDGE INTERNATIONAL JOURNAL 31, no. 6 (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 v

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Ahmad, Muhamad Fazil Bin, and Tuan Sharifah Azura Tuan Zaki. "Strategic Communication for Place Brand Management." Malaysian Journal of Social Sciences and Humanities (MJSSH) 6, no. 2 (2021): 282–92. http://dx.doi.org/10.47405/mjssh.v6i2.669.

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To clarify how the communicational objectives such as message efficiency, creating learning networks and sharing knowledge represent guidelines for any strategy that looks at developing a current distribution of information. Place branding management is one of the segments in destination branding, is a complex process of branding an entire country or a part of it. The Strategic Place Brand-Management model (SPBM-model by Hanna and Rowley, 2011) comprises of nine (9) dimensions which are argued to be important parts in the place branding process and research. This chapter aim to understand how

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23

de Chernatony, Leslie. "Strategic brand management or tactical branding?" Journal of Brand Management 3, no. 2 (1995): 76–77. http://dx.doi.org/10.1057/bm.1995.32.

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Pitsaki, Irini. "Strategic Brand Management Tools in Publishing." International Journal of the Book 8, no. 3 (2011): 103–12. http://dx.doi.org/10.18848/1447-9516/cgp/v08i03/36886.

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MG., Puranikamath. "STRATEGIC BRAND MANAGEMENT IN GLOBAL ENVIRONMENT." Shanlax International Journal of Arts, Science and Humanities 6, S2 (2019): 139–42. https://doi.org/10.5281/zenodo.2566153.

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<em>In modern business conditions, the brand is essentially important for business strategy success. Customers increasingly purchase products on the basis of brand, reputation, and other immaterial attributes and less on the basis of their physical characteristics. A strong brand increases the level of customer satisfaction and loyalty, and efficiency of business strategy. Brand with great value in the market is an important asset of firm. This </em><em>system</em><em> </em><em>is </em><em>advantageous</em><em> </em><em>for the company because all products within the compan

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Qian, Jiayu. "Exploring Sustainable Fashion: Market Dynamics, Future Trends, And Strategic Imperatives." Journal of Education, Humanities and Social Sciences 35 (July 4, 2024): 366–72. http://dx.doi.org/10.54097/54kgx750.

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Sustainable fashion has emerged as a pivotal trend within the global fashion industry. This research delves into the current landscape, future trajectories, and associated opportunities and challenges for brand development within the paradigm of sustainable fashion. Examining the current market scenario, it highlights the escalating consumer demand for sustainable fashion and the competitive dynamics among brands. The Future Trends section of the study anticipates the trajectory of sustainable fashion, presenting strategies for brands to adopt. It assesses both the advantages and challenges wi

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Jelinek, Julia-Sophie. "Art as strategic branding tool for luxury fashion brands." Journal of Product & Brand Management 27, no. 3 (2018): 294–307. http://dx.doi.org/10.1108/jpbm-01-2017-1408.

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Purpose This study aims to understand the lasting relationship between luxury fashion and art. The purpose of the paper is to explore whether the application of art, the cooperation with artists, the implementation of experiential strategies focusing on retail spaces and shows embedded in the strategic concept of a luxury brand lead to a competitive advantage and to a sustained value creation for luxury brands. Design/methodology/approach Based on the literature, the strategic role of art and the importance of experiential marketing for the value creation of European luxury fashion brands was

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Wang, Hui-Ju. "A brand-based perspective on differentiation of green brand positioning." Management Decision 55, no. 7 (2017): 1460–75. http://dx.doi.org/10.1108/md-04-2016-0251.

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Purpose The purpose of this paper is to offer a perspective of brand-based analysis on green brand positioning differentiation through a network analysis approach. Design/methodology/approach This study employs centrality and distinctiveness as bases to develop a matrix framework of green brand positioning differentiation. The two dimensions are measured from the techniques of network analysis, including analysis of the core-periphery structure and adjacency matrix. Findings The results yield four clusters with different positions in a 2×2 matrix, including 23 core brands with high-positioning

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DJAKELI, Kakhaber, and Sheb TRUE. "What is Brand Archetype Portrait (BAPOR) and How to Calculate Brand Archetype Power (BAPOW)." Journal of Business 6, no. 1 (2018): 27–32. http://dx.doi.org/10.31578/.v6i1.119.

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Why to establish Brand Archetype Portrait (BAPOR) and calculate Brand Archetype Power (BAPOW)? What is the advantage of the portrait? The answer is simple - The portrait of a person shows more character than picture. When we speak about personality, it is logical to try to understand the character of a person throughportrait building than photography. We intend to extent the same principle for strategic brand management and offer a totally new method of brand portrait creation. Therefore, it is interesting to find out how the brand portrait is created. To establish portraits of brands we need

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Chigora, Farai, and Promise Zvavahera. "Strategic Management and Branding Panacea for Surviving in Volatile Environments: Case of Zimbabwe Tourism Industry." Business and Management Horizons 3, no. 2 (2015): 24. http://dx.doi.org/10.5296/bmh.v3i2.8543.

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The Zimbabwe tourism destination has been rebranded three times between the years 1980 and 2011. It started with the brand name “Discover Zimbabwe” after independence in 1980, to “Africa Paradise” in 1996, then “Zimbabwe a World of Wonders” in 2011. The change was done as an effort to strategically position the country’s tourism destination through an attractive brand. The first two brands failed to change the perceptions of tourists towards Zimbabwe. This study sought to explore strategic factors that might have affected the tourism destination. The research applied both quantitative and qual

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Сергій Федорович Легенчук, Тетяна Петрівна Остапчук, and Ігор Віталійович Орлов. "Information provision of value-based management of enterprise brands: strategic landmarks." Problems of Theory and Methodology of Accounting, Control and Analysis, no. 3(47) (January 20, 2021): 33–39. http://dx.doi.org/10.26642/pbo-2020-3(47)-33-39.

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The necessity of solving the problem of information support of brand value-based management of enterprise has been grounded. The existence of accounting dysfunction as a means of information support of value-based brand management has been stated. Peculiarities of normative regulation of accounting of brands and trade marks according to the international and national legislation have been analyzed. The reasons for the prohibition of capitalization of internally generated brands in the accounting legislation have been analyzed. The concept of the moribund effect in terms of accounting and evalu

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Kulikov, Daniil, Irina Kuzmina-Merlino, and Guillaume Bodet. "Digital Tools in Strategic Global Sports Brand Management." Economics and Culture 21, no. 2 (2024): 225–37. https://doi.org/10.2478/jec-2024-0029.

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Abstract Research Purpose. The purpose of this research is to examine the strategic use of digital tools in global sports brand management, with a focus on how these tools, including the Strategic Colour-Coded System (SCCS), can enhance global fan engagement. Research Methodology. This study employs a mixed-methods approach, combining qualitative analyses of sports marketing strategies with quantitative data on fan engagement and market penetration. It specifically investigates the implementation and impact of the SCCS in translating and distributing content to international audiences, evaluat

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Urde, Mats. "The brand core and its management over time." Journal of Product & Brand Management 25, no. 1 (2016): 26–42. http://dx.doi.org/10.1108/jpbm-05-2015-0875.

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Purpose – The purpose of this paper is to explore the brand core and its management over time. The aim is to develop a framework for managing the core of a brand for continuity and change. Design/methodology/approach – A longitudinal case study of the Volvo brand’s core and its management serves as the empirical basis for a qualitative analysis of the “brand core” using rhetorical perspectives. Findings – The management of the brand core for both continuity and change is an unsolved paradox in strategic brand management literature and practice. Existing conceptualisations offer little or no gu

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Uggla, Henrik. "Make or buy the brand: strategic direction of brand management." Strategic Direction 30, no. 3 (2014): 1–3. http://dx.doi.org/10.1108/sd-01-2014-0001.

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Purpose – The purpose of this paper is to unfold the strategic direction of different brand management paradigms. Design/methodology/approach – The paper is based on comparison between diverse brand management paradigms. Findings – A make or buy approach to brand management eventually allows for an improved integration of brand strategy with business strategy, compared to more traditional approaches. Practical implications – The perspectives and ideas discussed may potentially encourage a more entrepreneurial and business oriented approach to brand management. Originality/value – The value of

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Banerjee, Saikat. "Strategic Brand-Culture Fit: A conceptual framework for brand management." Journal of Brand Management 15, no. 5 (2007): 312–21. http://dx.doi.org/10.1057/palgrave.bm.2550098.

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Pollach, Irene. "The logo change at Gap North America." CASE Journal 12, no. 2 (2016): 214–20. http://dx.doi.org/10.1108/tcj-11-2014-0065.

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Synopsis The case study outlines the strategic, marketing, and branding challenges faced by Gap, a brand within the Gap Inc. house of brands. The case contains a summary of Gap's history, which illustrates the driving forces behind Gap's previous growth, its status as an American iconic brand, and its struggle to stay relevant. This sets the stage for Gap's rebranding exercise, which included an attempt at changing their iconic logo. This case provides students with the opportunity to learn about brand life cycles and the implications of a logo change for brand equity, brand associations, and

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Geuens, Maggie. "Editorial: strategic brand communications." Journal of Marketing Communications 10, no. 2 (2004): 69–71. http://dx.doi.org/10.1080/13527260410001693776.

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Kervyn, Nicolas, Judith Cavazos Arroyo, Fernando Rey Castillo Villar, and Rosa Andrea Gomez Zuñiga. "What to do when your brand gets kidnapped by Narcos: the case of Buchanan’s whisky." Emerald Emerging Markets Case Studies 9, no. 3 (2019): 1–18. http://dx.doi.org/10.1108/eemcs-07-2019-0198.

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Learning outcomes Learning outcomes are as follows: understanding the difference between brand identity and brand image; applying various segmentation tools; understanding the appeal of the aspirational brand and its consequence on private and public consumption; exploring the strategic options available to a brand facing a brand appropriation; exploring the pros and cons of opposing a brand appropriation; and developing a plan for the implementation of this strategy. Case overview/synopsis This case will help students understand the difference between the brand identity that the brand owners

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Agus Harjoto, Maretno, and Jim Salas. "Strategic and institutional sustainability: corporate social responsibility, brand value, and Interbrand listing." Journal of Product & Brand Management 26, no. 6 (2017): 545–58. http://dx.doi.org/10.1108/jpbm-07-2016-1277.

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Purpose This study aims to investigate the impact of strategic and institutional (normative) corporate social responsibility (CSR) on brand value and brand reputation, based on the strategic and legitimacy theory of CSR. It argues that because CSR strengths represent firms’ proactive approach to satisfy their stakeholders’ interests, the authors expect that this proactive approach is likely to generate an accumulated level of reservoir of goodwill that is positively related to the level of brand value. In contrast, the authors would expect that social irresponsibility (CSR concerns), as a meas

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T.R, Kanchana. "EMPLOYER BRANDING IN STRATEGIC MARKET." Shanlax International Journal of Arts, Science and Humanities 6, S2 (2019): 29–39. https://doi.org/10.5281/zenodo.2572944.

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<em>The paper deals with the concept of employer branding, which is very important to follow, as an employer brand represents the core values of an organization. Organizations considered good employers have a strong identity and a positive image in the marketplace. To be successful, organizations need to attract the employee market. Marketing tools associated with Brand Management have been applied by the HR (Human Resources) in order to attract, engage and retain employees in the same way as marketing applies such tools to attract and retain customers. Employer branding is central to the conc

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M. Goradiya, Adv Hardik, Ms Nilam Hardik Goradiya, Ms Yashahshree Datar, et al. "Managing Brand Equity In The Digital Era: A Strategic Approach." International Journal of Environmental Sciences 11, no. 9s (2025): 1053–61. https://doi.org/10.64252/rmwz8842.

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In today's digital world, managing brand equity has become a key strategic goal for businesses that want to stay relevant in the market and keep customers loyal over time. This article examines the complex aspects of brand equity management in the digital age, highlighting the amalgamation of conventional branding strategies with innovative digital tools and platforms. It looks at how social media, content marketing, working with influencers, and real-time data affect how people see brands and their worth. The research examines the difficulties of ensuring brand consistency across digital touc

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Cui, Liwen. "Strategic Management of Luxury Brands: A Case Study of Louis Vuitton’s Market Performance and Consumer Loyalty." Highlights in Business, Economics and Management 41 (October 15, 2024): 506–12. http://dx.doi.org/10.54097/8fr8av96.

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This study explores the critical role of brand strategy management in the luxury goods industry, focusing on Louis Vuitton (LV) as a case study. With the continuous development of the global economy and heightened consumer expectations, competition in the luxury market has intensified. Brand strategy management, encompassing positioning, communication, maintenance, and extension, emerges as a vital competitive tool that influences market performance and consumer loyalty. This research aims to uncover the unique aspects of LV's brand strategy, its impact on market performance and consumer loyal

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USKOKOVI, LUKA B. "STRATEGIC BRAND MANAGEMENT OF THE MONTENEGRIN TOURISM." International Journal of Management Cases 14, no. 1 (2012): 256–65. http://dx.doi.org/10.5848/apbj.2012.00025.

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Fayvishenko, D. S. "Modeling of the strategic system brand management." Вісник Херсонського національного технічного університету, no. 2(73) (2020): 107–11. http://dx.doi.org/10.35546/kntu2078-4481.2020.2.14.

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Hanna, Sonya, and Jennifer Rowley. "Towards a strategic place brand-management model." Journal of Marketing Management 27, no. 5-6 (2011): 458–76. http://dx.doi.org/10.1080/02672571003683797.

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Tsai, Shu‐pei. "Strategic relationship management and service brand marketing." European Journal of Marketing 45, no. 7/8 (2011): 1194–213. http://dx.doi.org/10.1108/03090561111137679.

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Becker, Christian. "From brand vision to brand evaluation: The strategic process of growing and strengthening brands." Journal of Brand Management 18, no. 4-5 (2011): 367–69. http://dx.doi.org/10.1057/bm.2010.51.

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Kononenko, Oksana. "THEORETICAL ASPECTS OF THE ORGANIZATION BRAND MANAGEMENT." Innovative Technologies and Scientific Solutions for Industries, no. 1 (15) (March 31, 2021): 76–82. http://dx.doi.org/10.30837/itssi.2021.15.076.

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The subject matter of research in the article is the development of the concept of "brand", as well as modern approaches to the process of brand formation of the organization. Recent decades the concept of "brand" has become widespread. It is applied to the individual, to the enterprise, and also to government initiatives. However, in the literature there is no single point of view on the definition of this concept. The goal of the article is to analyze the existing definitions of the concept of "brand" and modern approaches to the process of brand formation of the organization. To achieve thi

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CHOI, Minji, Moonseo PARK, Hyun-Soo LEE, and Sungjoo HWANG. "DYNAMIC MODELING FOR APARTMENT BRAND MANAGEMENT IN THE HOUSING MARKET." International Journal of Strategic Property Management 21, no. 4 (2017): 357–70. http://dx.doi.org/10.3846/1648715x.2017.1315347.

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A company’s brand can be considered its most valuable asset. The known impact of branding has inspired a number of Korean construction companies to initiate a new marketing strategy, apartment branding, in the competitive market since the 1990s. As a result, the market-leading brands had stronger sales performances over non-branded apartments in the same residential district. However, major companies with well-known apartment brands still face challenges in managing brand equity constructs, particularly brand loyalty, due to the distinctive characteristics of constructed products (i.e., durabi

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Grove, Hugh, and Maclyn Clouse. "An activist investor’s successful corporate governance and strategic management impacts: An updated L Brands case study." Corporate Board role duties and composition 17, no. 3 (2021): 61–71. http://dx.doi.org/10.22495/cbv17i3art5.

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The key research aim of this paper is to analyze whether an activist investor’s recommendations for financial, corporate governance, and strategic management performances were successful or not. This paper updates the initial case study of the activist investor, Barington Capital Group, in analyzing the performance of a public company, L Brands, which had lost $20 billion in market capitalization in the last three years prior to the public letter from Barington to the L Brands CEO in March 2019. This updated case study analyzes whether Barington’s initial recommendations worked as operational

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