The brand core and its management over time

2016 ◽  
Vol 25 (1) ◽  
pp. 26-42 ◽  
Author(s):  
Mats Urde
Keyword(s):  
Brand Management ◽  
Longitudinal Case Study ◽  
Content Type ◽  
Continuity And Change ◽  
Product Service ◽  
Corporate Brands ◽  
Over Time ◽  
New Framework ◽  
Core Framework

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 guidance regarding managing a brand’s core over time. The Volvo brand has evolved by adding and shifting mindsets, which has kept its core surprisingly stable. Research limitations/implications – The new framework mitigates a paradox and, by defining the brand core as a point of reference, allows for brand management to address both continuity and change and consider a range of stakeholders while doing so. The integration ofs rhetoric into the framework makes it applicable to product, service and corporate brands, or indeed anything that can be considered a “brand”. The brand core is defined as “an entity of core values and a promise”. Practical implications – By shifting perspectives on a brand’s core over time, change and development are stimulated while preserving its inner values and promise. Originality/value – The brand core framework integrating rhetoric theory was supported by a longitudinal case study to resolve a strategic brand management paradox.

Understanding the influence of technological capability and exogenous pressure on business model dynamics: insights from a longitudinal case study

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Jingqin Su ◽  
Shuai Zhang ◽  
Huanhuan Ma
Keyword(s):  
Business Model ◽  
New Technology ◽  
Innovation Process ◽  
Technological Capability ◽  
Future Research ◽  
Longitudinal Case Study ◽  
Content Type ◽  
Research Stream ◽  
Over Time

PurposeThe purpose of the study is to explore how technological capability and exogenous pressure interactively influence business model (BM) dynamics over time in new technology-based ventures.Design/methodology/approachThe study adopts a longitudinal case study of the BM innovations of a Chinese financial technology venture. The structural approach and temporal bracket are used to analyze and theorize the data.FindingsThe findings indicate that distinct contextual changes impel a firm to refine or abandon existing BMs over time. In different stages, the antecedents interactively influence BM dynamics with three successive patterns, namely pressure dominance, parallel influence and hybrid influence. While both antecedents trigger changes during the initiation and implementation of new BMs, they also serve as the filter and the enabler, respectively, during the ideation and integration of BMs.Research limitations/implicationsThe study inductively develops three propositions regarding the relationship between BM dynamics and its antecedents, which is based on the data collected from one single firm. Future research should test the propositions in other domains and take more cross-level antecedents into consideration.Originality/valueThe study contributes to the nascent research stream of BM dynamics by offering in-depth insights into the interaction of internal and external antecedents and by linking the differentiated roles of antecedents to the BM innovation process. The research offers some practical implications for new technology-based ventures seeking to develop BMs in a fast-changing environment.

Intellectual Capital dynamics: seeing them “in practice” through a temporal lens

VINE ◽  
2015 ◽  
Vol 45 (1) ◽  
pp. 46-66 ◽  
Author(s):  
Marco Giuliani
Keyword(s):  
Intellectual Capital ◽  
Value Creation ◽  
Design Methodology ◽  
Participant Observation ◽  
Longitudinal Case Study ◽  
Content Type ◽  
Changes Over Time ◽  
Over Time

Purpose – The purpose of this study is to observe Intellectual Capital (IC) dynamics “in practice” through a temporal lens by considering IC as an on-going process, and thus taking into consideration its life cycle and how it changes over time. Design/methodology/approach – A longitudinal case study has been investigated by adopting a participant observation approach to understand how the dynamics of IC are understood in practice. Findings – This study spotlights three main conceptions of IC dynamics (value creation, IC activities and organizational change) which, although generally proposed in literature as separable concepts, do co-exist and interact, in practice as is reflected in the related managerial tools. Research limitations/implications – The main limitations of this study are twofold. The first is related to the methodology adopted and in particular, to the participant observation approach. The second is related to the specifics of the case study undertaken. This paper contributes to the literature on “Intellectual Capital in action” and “Intellectual Capital in practice” by enriching the understanding of IC dynamics. Originality/value – By comparison to the extant literature in which the IC dynamics concepts are considered separately, this study combines the three different concepts and examines them in vivo, adopting a longitudinal perspective.

scholarly journals Total risk evaluation framework

2020 ◽  
Vol 37 (4) ◽  
pp. 575-608 ◽  
Author(s):  
Zsolt Tibor Kosztyán ◽  
Tibor Csizmadia ◽  
Zoltán Kovács ◽  
István Mihálcz
Keyword(s):  
Risk Evaluation ◽  
Evaluation Framework ◽  
Total Risk ◽  
Effect Analysis ◽  
Content Type ◽  
Product Service ◽  
Organizational Demands ◽  
Evaluation Approaches ◽  
New Framework

PurposeThe purpose of this paper is to generalize the traditional risk evaluation methods and to specify a multi-level risk evaluation framework, in order to prepare customized risk evaluation and to enable effectively integrating the elements of risk evaluation.Design/methodology/approachA real case study of an electric motor manufacturing company is presented to illustrate the advantages of this new framework compared to the traditional and fuzzy failure mode and effect analysis (FMEA) approaches.FindingsThe essence of the proposed total risk evaluation framework (TREF) is its flexible approach that enables the effective integration of firms’ individual requirements by developing tailor-made organizational risk evaluation.Originality/valueIncreasing product/service complexity has led to increasingly complex yet unique organizational operations; as a result, their risk evaluation is a very challenging task. Distinct structures, characteristics and processes within and between organizations require a flexible yet robust approach of evaluating risks efficiently. Most recent risk evaluation approaches are considered to be inadequate due to the lack of flexibility and an inappropriate structure for addressing the unique organizational demands and contextual factors. To address this challenge effectively, taking a crucial step toward customization of risk evaluation.

Trust building process for new market entrants: a case study of a Japanese cosmetics company’s business expansion in China

2017 ◽  
Vol 32 (6) ◽  
pp. 801-812 ◽  
Author(s):  
Hajime Kobayashi ◽  
Yoritoshi Hara ◽  
Tetsuya Usui
Keyword(s):  
Single Case ◽  
Empirical Studies ◽  
Longitudinal Case Study ◽  
Structured Interviews ◽  
Content Type ◽  
Building Process ◽  
Business In China ◽  
Common Variable ◽  
Over Time

Purpose This study adopts a three-component view of trust bases (cognition, affection and institution) and examines how these trust components function and interact during a business expansion in an unfamiliar foreign context. Design/methodology/approach A longitudinal case study of a Japanese cosmetics company was conducted trying to collaborating with its Chinese partners to develop business in China. The data sources consist of semi-structured interviews and archival data, including industry reports, newspaper articles and internal documents. Findings Findings show that a trustee’s actions to activate the three trust bases created stable business relationship with trustors. Additionally, the business expansion was driven over time through the order of manifestation of these trust bases. Institution-based trust develops first, followed by a combination of institution- and cognition-based trust, before the final combination of institution-, cognition- and affection-based trust. Research limitations/implications Based on an in-depth single case study, this study provides a process-based explanation of the configuration pattern of three trust components over time. A generalized process-based explanation and the interaction effects of each trust component require further qualitative empirical studies in varied contexts. Practical implications The study provides managers with insights into how to activate trust based on the importance of configuring the three trust bases covered in this paper. Originality/value This paper adds to the scant literature attempting to explain the dynamic processes by which the trust structure forms compared to the more common variable-based statistical analyses.

scholarly journals Stakeholder engagement in intra- and inter-organizational innovation

2018 ◽  
Vol 29 (3) ◽  
pp. 399-421 ◽  
Author(s):  
Julia M. Jonas ◽  
Julian Boha ◽  
David Sörhammar ◽  
Kathrin M. Moeslein
Keyword(s):  
Stakeholder Engagement ◽  
Organizational Innovation ◽  
Longitudinal Case Study ◽  
Content Type ◽  
Innovation Activities ◽  
Service Ecosystems ◽  
Key Issues ◽  
Service Ecosystem ◽  
Over Time

Purpose To further extend the understanding of multidimensional engagement of stakeholders embedded in service systems, the purpose of this paper is to explore the antecedents that constitute stakeholder engagement in inter-organizational service ecosystems where stakeholders co-create innovations over time. Design/methodology/approach An explorative, longitudinal case study design is employed to analyze stakeholders’ engagement in co-innovation in an inter-organizational service system in an engineering context. Findings The study identifies eight antecedents for stakeholder engagement in innovation in the context of a B2B environment. Building on related engagement research, the empirical data show how stakeholder engagement is influenced at both individual and organizational levels by the antecedents friendship, common experiences, self-representation, trust, a common goal, resource dependency, level in the hierarchy, institutional arrangements, and local proximity. Originality/value The paper extends current understanding of engagement and illuminates stakeholder engagement on a micro level, addressing four key issues for stakeholder engagement in a service ecosystem. How can stakeholder engagement be maintained over time? Does stakeholder engagement at specific hierarchical levels enhance or hinder inter-organizational co-innovation? Is strong engagement necessary for innovation activities? Are the different engagement antecedents linked?

Getting to the heart of Volvo’s brand

2016 ◽  
Vol 32 (7) ◽  
pp. 8-10
Keyword(s):  
Case Studies ◽  
Design Methodology ◽  
Reading Time ◽  
Brand Management ◽  
Content Type ◽  
Continuity And Change ◽  
Management Literature ◽  
Pertinent Information ◽  
Practical Implications ◽  
Over Time

Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings The management of the brand core for both continuity and change is an unsolved paradox in strategic brand management literature and practice. Existing conceptualizations offer little or no guidance regarding managing a brand’s core over time. The Volvo brand has evolved by adding and shifting mind-sets, which has kept its core surprisingly stable. Practical implications The paper provides strategic insights and practical thinking that have influenced some of the world’s leading organizations. Originality/value The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

Is culture change a fad? Driving business results at Penna, ten years on

2014 ◽  
Vol 13 (3) ◽  
pp. 123-126
Author(s):  
Bev White ◽  
Gary Browning ◽  
Javier Bajer
Keyword(s):  
Culture Change ◽  
Design Methodology ◽  
Organizational Context ◽  
Longitudinal Case Study ◽  
Content Type ◽  
Business Results ◽  
Sustainable Culture ◽  
Systemic Interventions ◽  
Successful Business

Purpose – Ten years ago Penna, the global HR services group, needed a radical business and culture re-invention if it was to survive. This article aims to tell the story behind Penna's journey and describe how a sustainable culture change intervention became the cornerstone of a successful business. Design/methodology/approach – This case study is the result of an initial ethnographical research followed by concrete and systemic interventions. Findings – The case study identifies four elements that sustained the business impact of a culture change program over a significant period of time. Originality/value – This longitudinal case study follows a culture change program in an organizational context over a period of ten years.

Cooperative behaviour and place branding: a longitudinal case study in Italy

2016 ◽  
Vol 19 (2) ◽  
pp. 156-172 ◽  
Author(s):  
Chiara Rinaldi ◽  
Alessio Cavicchi
Keyword(s):  
Geographical Area ◽  
Place Branding ◽  
Cooperative Behaviour ◽  
Longitudinal Case Study ◽  
Case Study Methodology ◽  
Content Type ◽  
Study Methodology ◽  
As Relationship

Purpose This paper aims to understand the motivations driving cooperative behaviour between heterogeneous stakeholders in place-branding activities, focusing on contract-based and relation-based cooperation constructs. Design/methodology/approach The longitudinal case study method is used to help understanding how the investigated network has evolved over four years from an attempt to build a regional umbrella-brand to a network contract between 13 enterprises. Findings The findings suggest that the relationships of trust and shared values among stakeholders are essential to foster cooperation, but also that contract-based governance complements a relation-based governance, enhancing the performance of the alliance. Research limitations/implications The main limitation is related to the case study methodology, as results are strongly dependent on the specific characteristics of the stakeholders and the geographical area analysed. Social implications The role of stakeholders in building a place brand is increasingly important. When analysing cooperative behaviour drivers, more attention should be paid to such intangible assets as social, human, relational and organisational capital. Originality/value This longitudinal case study emphasises that for success in place-branding activities, contract-based cooperation can be particularly useful at the beginning of a network alliance, while relation-based cooperation ensures the strength and continuity of the partnership but it takes time to develop. Responsible leaders, working as relationship facilitators/enablers, are important to keep network members engaged, by creating trust and favouring mutual beneficial relationships between stakeholders.

Consumers’ identification with corporate brands: Brand prestige, anthropomorphism and engagement in social media

2018 ◽  
Vol 27 (1) ◽  
pp. 3-17 ◽  
Author(s):  
Urška Tuškej ◽  
Klement Podnar
Keyword(s):  
Social Media ◽  
Online Survey ◽  
Identity Management ◽  
Brand Management ◽  
Active Engagement ◽  
Brand Identification ◽  
Corporate Brand ◽  
Content Type ◽  
Corporate Brands ◽  
Brand Prestige

Purpose This paper aims to examine relationships between consumer-brand identification (CBI), brand prestige (BP), brand anthropomorphism (BA) and consumers’ active engagement in brand activities on social media in corporate brand settings. Design/methodology/approach Data collected with an online survey on a sample randomly drawn from an online panel of consumers were used to test the proposed theoretical model. Findings Anthropomorphism and prestige of corporate brands were found to positively influence consumer-brand identification. Also, CBI positively affects consumers’ active engagement and fully mediates the effect of BP and BA on consumers-brand engagement (CBE) with corporate brands. Research limitations/implications Further research in other markets and on a broader set of corporate brands would additionally validate results and enable comparisons of impacts among different brand categories. The data were gathered in one country, so further research in other markets would additionally validate results of this study. Practical implications Chief executives responsible for corporate brand management are provided with some insights on how appropriate corporate brand identity management can strengthen CBI and stimulate CBE on social media. Originality/value This paper provides some novel insights into the research on consumer-brand identification. It is the first study (to the authors’ knowledge) that empirically supports the positive influence of brand anthropomorphism on CBI in corporate brand settings. It also contributes to the clarification of previously inconsistent results of the influence of BP on CBI. By showing that consumers’ identification with a corporate brand plays a vital role in increasing consumers’ active engagement on social media, the study contributes to the relatively sparse body of research on CBE.

Learning during developing and implementing new bank offerings

2005 ◽  
Vol 23 (1) ◽  
pp. 54-72 ◽  
Author(s):  
Eric Stevens ◽  
Sergios Dimitriadis
Keyword(s):  
Learning Strategies ◽  
Qualitative Methodology ◽  
Development Process ◽  
Development Project ◽  
Longitudinal Case Study ◽  
Learning Mechanisms ◽  
Content Type ◽  
Development Processes ◽  
Informal Development

PurposeKnowledge of the management issues for developing new bank offerings efficiently is limited. Furthermore, recent research suggests that organisational learning can contribute greatly to the success of innovation projects. The aims of this paper are to provide a detailed description of the development process of a new financial product and to identify learning actions that may contribute to its effectiveness.Design/methodology/approachReports findings from a qualitative, longitudinal case study of a well‐known French bank.FindingsThe results revealed an informal development process consisting of a sequence of issues to solve and decisions to make.Research limitations/implicationsThough observations fit with the theoretical model, the findings cannot be generalized due to the use of a qualitative methodology. Thus, selecting a development project that brings variance to the scope and degree of innovativeness could enrich the observed learning mechanisms. Second, as services are very heterogeneous, further research should be done on the development processes of different new services, for example standardised versus customised. Third, mechanisms of adoption or avoidance of learning procedures remain to be explored extensively. Understanding the reasons of choice and adoption of learning strategies according to the environment and nature of the project could lead to further managerial recommendations.Practical implicationsImplications for banks to encourage learning during innovation are discussed and several opportunities for further research are suggested.Originality/valueAn informal development process is revealed, consisting of a sequence of issues to solve and decisions to make. Multiple learning actions and strategies are identified that enhance process effectiveness and efficiency.

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