Personal Brand Equity Scale

2021 ◽  
Author(s):  
Sergey Gorbatov ◽  
Svetlana N. Khapova ◽  
Janneke K. Oostrom ◽  
Evgenia I. Lysova
Keyword(s):  
2021 ◽  
Vol 12 (2) ◽  
pp. 499-523
Author(s):  
Anna Górska ◽  
Grzegorz Mazurek

Research background: Despite increased attention in the literature to the importance of the CEO?s brand for companies, understanding of the effect of the CEO brand on the corporate brand remains limited. To contribute to this discussion, this paper investigates different facets of the impact of the CEO brand, and particularly its media coverage, on corporate brand equity. Purpose of the article: This study investigates the relationship between the different aspects of the CEO brand?s media coverage and corporate brand equity. Methods: Comprehensive media monitoring in the press and online sourcing of CEOs from the strongest Polish brands were conducted. For three years (2014?2017), media monitoring covered 81 CEOs, resulting in over 44,000 data points for this study. Regression analysis was conducted to determine whether a relationship exists between different facets of the CEO?s personal brand and company brand equity. Findings & value added: This study provides a new perspective on the relationship between the CEO and corporate brands and showcases empirical evidence of the CEO brand?s relationship with corporate brand equity. It introduces two relevant and novel variables (CEO brand reach and CEO brand advertising value equivalent [AVE]) to the literature, which have been limited to the number of mentions and its sentiment. Accordingly, this study contributes to the emerging literature of CEO branding within the branding field. Contrary to expectation, the intensity of media coverage alone was not significant. Results indicate that reach and AVE of CEO media exposure are reflected in the corporate brand equity. The study also finds that negative sentiment toward a CEO?s brand negatively affects corporate brand equity. The study adds to the growing stream of literature on the role of CEO brand.


2021 ◽  
Author(s):  
Antoni Ludfi Arifin

Sebagian leluhur kita—tokoh-tokoh pemimpin seperti kepala adat, kepala suku, ataupun penghulu (kepala/lurah kampung)—memiliki tradisi menanam pohon pinang di halaman depan rumah. Pohon itu kemudian tumbuh tegak lurus semampai. Pohon itu, selain memperindah halaman, juga melambangkan kelurusan budi, kesederhanaan watak, dan kejujuran si empunya rumah. —Daoed JOESOEF. Karakter diri yang baik—lurus budi, sederhana watak, dan jujur diri—selalu diajarkan oleh orangtua kita. Selanjutnya, kitalah yang memupuknya setiap hari dengan nilainilai penguat jenama (merek) diri. Dengan demikian, kelak karakter diri akan mengharumkan nama, meninggalkan jejak-jejak “kebaikan”. Nilai-nilai penguat jenama diri ini kami bagi dalam empat kelompok kapital, yaitu: 1. Modal intelektual (intellectual capital), meliputi kualitas personal dan keunikan; 2. Modal emosional (emotional capital), yaitu kemampuan melayani (serviceability); 3. Modal spiritual (spiritual capital), yaitu menepati janji, kejujuran, dan kepercayaan serta kredibilitas; 4. Modal keuangan (financial capital), yaitu harga diri/kebanggaan diri. Buku Building Personal Brand Equity: Berguru dari Falsafah Lokal untuk Meningkatkan Ekuitas Jenama Diri Anda ini mengajak Anda untuk memupuk kualitas diri agar menjadi insan yang memiliki kompetensi berbeda (distinctive competencies). Tidak hanya berbeda, tetapi kompetensi yang dimiliki juga harus mampu menjadikan Anda mau membantu orang lain yang membutuhkan. —Prof. Dr. Mahmuddin Yasin, MBA (Mantan Wamen BUMN


2019 ◽  
Vol 2 (4) ◽  
pp. 166-178
Author(s):  
Seyed Yahya Ghorashi ◽  
Bahram Kheiri ◽  
Mirahmad Amirshahi ◽  
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2020 ◽  
Author(s):  
Sergey Gorbatov ◽  
Svetlana N. Khapova ◽  
Janneke K. Oostrom ◽  
Evgenia I. Lysova

2015 ◽  
Vol 8 (3) ◽  
pp. 371-388 ◽  
Author(s):  
Elsa Kristiansen ◽  
Antonio S. Williams

This article explored how a renowned LPGA golfer, Suzann Pettersen, has built and leveraged her personal brand. Using the athlete brand-equity model as the theoretical framework, a qualitative case study was built by means of interviews and document analyses. Specifically, this case detailed how Pettersen and her management team endeavored to build and manage her personal brand equity through organization-produced and -controlled brand-communications strategies. The findings of this case shed light on the challenges and opportunities that athletes and their constituents face when managing human brands. Moreover, the findings of this case support the use of previously proposed sport-branding conceptualizations in a real-world setting.


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