Brand Building: The Case of Collaboration Between Javier Carvajal and Loewe

2019 ◽  
pp. 221-241
Author(s):  
Eugenia Josa ◽  
María Villanueva ◽  
Isabel Cantista
Keyword(s):  
Brand Building

Does Brand Awareness Impact Purchase Decision: A Case of Organic Grocery

2018 ◽  
Vol 6 (7) ◽  
pp. 45
Author(s):  
Gunjan Gumber ◽  
Jyoti Rana
Keyword(s):  
Organic Food ◽  
Brand Awareness ◽  
National Capital Region ◽  
Promising Alternative ◽  
Brand Recall ◽  
Brand Building ◽  
Brand Recognition ◽  
National Capital ◽  
High Level ◽  
Structured Questionnaire

In India, the concept of organic food is gaining widespread acceptability. Consumers are becoming more conscious about their health and are looking for food that serves as a promising alternative. Corporates, NGOs, Spiritual leaders and Government are also promoting this food, as it is free from irradiation, chemicals and artificial additives. A number of organic food brands are available in the market. The main objective of this study is to find out the level of brand awareness and its influence on purchase of organic grocery. The data was collected from 150 organic consumers in National Capital Region (Delhi, Gurgaon, Faridabad and Noida) through a structured questionnaire. Questions related to brand recall, brand recognition and purchase of organic grocery were asked. It was found that in general, there is a low level of brand awareness among consumers, and those who have high level of awareness; they consume organic grocery more often. The study will help corporates to make effective communication and brand-building strategies.

Effectiveness and Efficiency of TV’s Brand-Building Power: A Historical Review

2020 ◽  
Vol 60 (4) ◽  
pp. 361-369
Author(s):  
FRANK FINDLEY ◽  
KELLY JOHNSON ◽  
DOUGLAS CRANG ◽  
DAVID W. STEWART
Keyword(s):  
Historical Review ◽  
Brand Building ◽  
Effectiveness And Efficiency

Luxury in Emerging Markets: Towards Understanding New Prestige Brands in India

2020 ◽  
Author(s):  
Glyn Atwal ◽  
Douglas Bryson ◽  
J. P. Kuehlwein
Keyword(s):  
Emerging Markets ◽  
Consumer Behaviour ◽  
Luxury Brand ◽  
Brand Building ◽  
The Future ◽  
Sustainable Advantage ◽  
Brand Strategies ◽  
Luxury Market

The complexity of luxury- and prestige-brand consumer behaviour combined with the relevance of “new prestige” has created a novel paradigm for luxury-brand strategies in emerging markets. As the luxury market in many emerging markets continues to grow, and in some cases approaches maturity, executives will need to consider appropriate tactics in order to achieve a sustainable advantage with luxury and prestige brands. With a focus on India, this chapter consequently applies the following principles of prestige brand building: (1) mission incomparable, (2) longing versus belonging, (3) from myth to meaning, (4) the product as manifestation, (5) living the dream, (6) unselling, and (7) never-ending growth. Examples include local and international brands with varying degrees of “luxuriousness”. Insights will provide luxury executives the option of using the principles of modern prestige branding to build the future of their brand on a robust foundation.

scholarly journals Impact of strategic management, corporate social responsibility on firm performance in the post mandate period: evidence from India

2021 ◽  
Vol 6 (1) ◽  
Author(s):  
Nayan Mitra
Keyword(s):  
Corporate Social Responsibility ◽  
Firm Performance ◽  
Social Responsibility ◽  
Strategic Management ◽  
Emerging Economies ◽  
Brand Building ◽  
The Government ◽  
To Come ◽  
Key Aspects ◽  
Corporate Social

AbstractCorporate Social Responsibility (CSR) is like a chameleon, that changes its colour according to the context it is in. In the developed economy, it takes the form of sustainability and/ or philanthropy, whereas, in emerging economies, it speaks the language of religious, political and/ or mandated CSR. India, in recent times came into the limelight with its mandated CSR policy that was incorporated into its Companies Act 2013, which became operational from the financial year 2014 - 2015. Mandated CSR is thus a new area of study that is based on the philosophy that ‘CSR should contribute to the national agenda in emerging economies,’ under some statutory guidelines as laid down by the Government.But, business houses, do look for maximising its profit. Profit can be financial and/ or non-financial. If not money, then at least the effort must be compensated with reputation, image, that helps in brand building! And, to have this as an objective, their efforts should be strategic! But, does all strategies work? With these questions and conceptual thinking, this empirical research aims to identify the key aspects of Strategic Management, CSR and Firm Performance and establish relationship between them; apart from developing a valid and reliable scale to do so. This is indeed one of the first researches and documentations done among the large Indian firms in India immediately in the post mandate period and thus forms a base for understanding the CSR dynamics in the years to come.

An Aid in Selecting the Brand, Size and Other Strategic Choices for a Hotel

1997 ◽  
Vol 21 (1) ◽  
pp. 71-99 ◽  
Author(s):  
Richard C. Morey ◽  
David A. Dittman
Keyword(s):  
Best Practices ◽  
Operations Management ◽  
Final Decision ◽  
Facility Design ◽  
Strategic Choices ◽  
Suggested Approach ◽  
Brand Building ◽  
Explicit Consideration ◽  
The Many ◽  
The Right

The “go/no-go” decision for a candidate property, i.e., whether or not to actually acquire the site, choose the brand (flag), build and operate the hotel, requires the explicit consideration of the interconnectedness of the many myriad elements affecting the property's potential profits. The many facility design decisions (number and mix of rooms, capacity for F&B operations etc.) as well as other strategic choices (e.g., size of marketing program, level of service aimed for) must recognize the site's competitive features and interactions with the above. Also, the particular design and operational features for a given property will affect its different revenue streams, fixed and variable costs, efficiency and profits. The authors consider developers contemplating acquiring a given site, choosing a brand, building and operating a new hotel. They offer a normative approach for this type of decision which arrives endogenously at possibly attractive options for the brand, design and strategic choices for the site. The final decision as to which option to actually use, if any, should be based on subjecting the above identified scenarios, as well as others, to traditional feasibility analyses where judgment and expert opinion are applied. The authors' implementable approach integrates a “best practices” benchmarking methodology with regression analysis to yield a mathematical programming optimization model. A key advantage of this approach lies in its contrast to conventional approaches for site selection which often ignore the more detailed design and strategic choices. The approach deals explicitly with the complex interfaces between marketing and operations management as the endogenous site and competitive environmental factors interact with the endogenous brand and facility design choices. By identifying attractive options to be further explored (that might otherwise be overlooked), several types of errors are avoided: i) an incorrect “go/no go” decision could be recommended for the site in question; ii) even if the right decision to proceed is made, the forecasted level of annualized profits could be in error, leading to an incorrect priority for the activity; iii) the incorrect brand and facility design choices could be made for the site. Other key advantages of the suggested approach are that 1) various substitution possibilities (between more or less capital, labor, materials etc.) are considered; 2) not only is the best brand and configuration identified, but also a ranking of other brands is available if the “best” brand is not available; 3) the “best practices” at other specific sites (which serve as the basis for the recommendations) are identified, thereby enabling management (possibly through site visits) to isolate the actual cultures, processes and procedures to be transported and emulated at the candidate site. This paper illustrates the approach for two different sites.

“We are a family firm”

2018 ◽  
Vol 8 (1) ◽  
pp. 2-21 ◽  
Author(s):  
Claudia Binz Astrachan ◽  
Isabel C. Botero
Keyword(s):  
Family Business ◽  
Family Firms ◽  
Family Firm ◽  
Business Owners ◽  
Public Companies ◽  
Content Type ◽  
Brand Building ◽  
Depth Interview ◽  
The Family ◽  
Family Associations

Purpose Evidence suggests that some stakeholders perceive family firms as more trustworthy, responsible, and customer-oriented than public companies. To capitalize on these positive perceptions, owning families can use references about their family nature in their organizational branding and marketing efforts. However, not all family firms actively communicate their family business brand. With this in mind, the purpose of this paper is to investigate why family firms decide to promote their “family business brand” in their communication efforts toward different stakeholders. Design/methodology/approach Data for this study were collected using an in-depth interview approach from 11 Swiss and German family business owners. Interviews were transcribed and coded to identify different themes that help explain the different motives and constraints that drive their decisions to promote the “family business brand.” Findings The analyses indicate that promoting family associations in branding efforts is driven by both identity-related (i.e. pride, identification) and outcome-related (e.g. reputational advantages) motives. However, there are several constraints that may negatively affect the promotion of the family business brand in corporate communication efforts. Originality/value This paper is one of the first to explore why family businesses decide to communicate their “family business brand.” Building on the findings, the authors present a conceptual framework identifying the antecedents and possible consequences of promoting a family firm brand. This framework can help researchers and practitioners better understand how the family business nature of the brand can influence decisions about the company’s branding and marketing practices.

Modeling the implicit brand: capturing the hidden drivers

2017 ◽  
Vol 26 (6) ◽  
pp. 600-615 ◽  
Author(s):  
Marco Vriens ◽  
Alessandro Martins Alves
Keyword(s):  
Durable Goods ◽  
Implicit Attitudes ◽  
Response Style ◽  
Brand Attitudes ◽  
Content Type ◽  
Explicit Attitudes ◽  
Brand Building ◽  
Implicit Data ◽  
The Impact ◽  
Practical Implications

Purpose This paper aims to investigate modeling implicit attitudes as potential drivers of overall brand attitudes and stated behavior and investigate how the results are expected to be different from brand driver models that are based on explicit attitudes. Design/methodology/approach Data are collected via online surveys in five countries across 15 categories with sample sizes for each category/country combination in the range of about N = 1,000. Findings Implicit attitudes result in a higher number of significant effects than their explicit counterparts when used to explain behavioral intentions, brand closeness and brand usage in a multivariate situation with potential 12 brand attitude drivers. The authors also find fewer counter-intuitive effects in the implicit models. The results are consistent across 5 countries and across 15 categories (including CPG products, services and durable goods). They also show that implicit attitudes are less susceptible to response style effects (e.g. social desirability bias). Research limitations/implications The findings have implications for brand building and shopper activation. Further research should look into the impact of using implicit data on finding different brand segmentation and brand mapping results. Practical implications The findings have implications for brand building and shopper activation. Originality/value This paper contributes to the fast-growing field of implicit attitudes. The paper confirms and generalizes previous findings. This is the first paper to the authors’ knowledge that has investigated the impact of implicit attitudes on overall brand attitudes and stated behavior in a multivariate context.

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