Integrating risk literacy into brand management

2016 ◽  
Vol 26 (2) ◽  
pp. 204-218
Author(s):  
Dorian-Laurentiu Florea ◽  
Claudiu-Catalin Munteanu ◽  
Alexandra-Elena Postoaca
Keyword(s):  
Risk Management ◽  
Brand Equity ◽  
Brand Management ◽  
Evaluation Methodology ◽  
Brand Value ◽  
Brand Strength ◽  
Content Type ◽  
Implementation Model ◽  
Mathematical Formulas ◽  
Risk Literacy

Purpose The purpose of this paper is to integrate brand equity into companies’ overall risk assessment by suggesting a methodology of evaluating the relevant aspects of brand risk. Design/methodology/approach Based on a theoretical framework which discriminates between brand assets, brand strength and brand value, this paper set two alternative directions that can be followed to assess brand risk: a financial direction, which accounts on brand value, and a marketing direction, which stresses on brand assets and brand strength. Following the latter one, this paper provides mathematical formulas which contain specific factors of volatility that can be integrated in a future scoring system. Findings This paper proposes four major risks that need to be considered when evaluating brand assets risk: reputational risk, presence risk, loyalty risk and halo effect risk. This paper provides an evaluation methodology for each one. In addition, a 12-step implementation model is proposed as a managerial guideline for integrating brand risk in the companies’ risk management. Originality/value This paper emphasizes the importance of considering brand equity as a potential source of risk and thus integrating it into risk management. Also, we continue Abrahams’ pioneer work on adding risk literacy into brand management.

Exploring lack of closure as a brand transgression

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Jacqueline Burgess ◽  
Christian Jones
Keyword(s):  
Brand Equity ◽  
Thematic Analysis ◽  
Design Methodology ◽  
Word Of Mouth ◽  
Brand Management ◽  
Negative Word ◽  
Television Series ◽  
Content Type ◽  
Brand Transgression ◽  
Practical Implications

Purpose This study aims to contribute to research into narrative brands by investigating if the lack of closure in the ambiguous season two’s ending of the Australian television series, Wanted, constituted a brand transgression. Design/methodology/approach Comments on posts about Wanted from social media accounts associated with the series were downloaded and analysed using thematic analysis informed by non-participatory netnography. Findings Audiences found the ambiguous ending of Wanted season two disappointing and it did not fulfil implied promises and their expectations, which fits the description of a brand transgression, and so they engaged in behaviours indicative of a brand transgression such as spreading negative word of mouth online. The ambiguous ending could have been a cliff-hanger to lead into a third season that was not guaranteed when the final episode aired, or the ending for the entire series. Although a third season was eventually made and positively received by audiences, viewer numbers declined by nearly a third, illustrating the importance of brand management for narrative brands. Practical implications This research has implications for the creators of television series, particularly if they do not know if it will be renewed. Not providing audiences with their expected closure can constitute a brand transgression and damage the narrative brand’s residual brand equity and potential earnings from streaming or a revival at a later date. Originality/value Prior research has focused on audiences’ responses to definitive endings, rather than ambiguous endings, which is the focus of this research. Furthermore, narrative brands are still an under-researched context.

Managing omni-customer brand experience via augmented reality

2020 ◽  
Vol 23 (3) ◽  
pp. 427-445 ◽  
Author(s):  
Maria Teresa Cuomo ◽  
Debora Tortora ◽  
Giuseppe Festa ◽  
Francesca Ceruti ◽  
Gerardino Metallo
Keyword(s):  
Augmented Reality ◽  
Brand Management ◽  
Research Question ◽  
Customer Behavior ◽  
Brand Value ◽  
Brand Experience ◽  
Store Brand ◽  
Chain Store ◽  
Content Type ◽  
Customer Segment

Purpose The adoption of augmented reality (AR) settings represents an extraordinary opportunity to enrich the value of the omni-customer brand experience, especially in fashion retail. AR enhances the brand of extra-contents, both informational and sensorial, amplifies its significance toward consumers and inflects its commercial and emotional charm through new dimensions in the store. In this light, the purpose of this paper is to verify whether AR affects customer behavior toward brands in the retailing system. Design/methodology/approach By means of a qualitative approach, a preliminary research question linking technological settings of the store/brand and customer informational eagerness has been analyzed in a fashion retailing chain store. To frame the research question, the omni-customer segment perspective has been assumed, taking into consideration two main dimensions as follows: implementation of in-store AR settings; and affective/cognitive/functional structure of the experiential brand value. Findings Preliminary findings suggest that AR can create extra brand value by simplifying the decision-making process and engaging customers. In the sum four “realms” in terms of augmented brand experience can emerge and be managed by retailers. Originality/value Even though the contribution of AR is easily understood in selling activities from a marketing perspective, very few retail applied studies can be found to-date. The present analysis aims to narrow this gap. It also contributes to brand management, stimulating the integration of the AR dimension as an additional facet of a brand tool kit in the “project” for value co-creation.

Unveiling the corporate brand: the role of portfolio composition

2020 ◽  
Vol 37 (3) ◽  
pp. 279-290
Author(s):  
Veronica Gabrielli ◽  
Ilaria Baghi
Keyword(s):  
Internal Consistency ◽  
Brand Equity ◽  
Brand Management ◽  
Product Category ◽  
Mediation Effect ◽  
Brand Strategy ◽  
Corporate Brand ◽  
Content Type ◽  
Moderated Mediation Model ◽  
Brand Portfolio

Purpose This paper aims to investigate the effects on corporate brand equity when a company moves from a house of brand strategy to a branded house. In fact, recently, most of large companies (Procter & Gamble, Unilever) are managing this swift in order to simplify and optimize their efforts. Design/methodology/approach A total of 433 consumers participated in a between-subject experimental design completing a questionnaire. Each respondent was exposed to one of eight hypothetical scenarios with real-existing brands. A moderated-mediation model was tested. Findings The number of individual brands interacts with the variety of product categories within the portfolio to define its internal consistency which, in turn, exerts a significant mediation effect on corporate brand equity. Research limitations/implications The study supports the mental accounting process (subtyping vs bookkeeping), demonstrating how this psychological framework is applicable within brand management. Practical implications The study unveils a strong dichotomy: consumers award very small portfolios focused on a single product category or, conversely, they appreciate a wide and highly diversified brand portfolio. No chances for intermediate and hybrid solutions. Findings demonstrate that a brand architecture shift might be a flexible opportunity to manage an on-going diversification strategy. Originality/value The study is the first to analyse the importance of internal consistency within a brand portfolio in case of a shift in the portfolio strategy. Moreover, it investigates the effects since the first announcement of a linkage between the individual brands and the corporate one.

Drivers of consumer-based brand equity: a two-country analysis of perceived brand origin and identity expressiveness

2020 ◽  
Vol 37 (2) ◽  
pp. 241-259 ◽  
Author(s):  
Eunjoo Cho ◽  
Jiyoung Hwang
Keyword(s):  
Brand Equity ◽  
Online Survey ◽  
Brand Management ◽  
Equation Modeling ◽  
Brand Associations ◽  
Chinese Consumers ◽  
Brand Love ◽  
Content Type ◽  
The Us ◽  
Affective Associations

PurposeThe purpose of this study is to investigate whether and how the effects of cognitive, sensory and affective brand associations on brand love (a core driver of brand loyalty) differ by perceived brand origin (domestic vs imported) and identity expressiveness (low vs high) in two different national contexts.Design/methodology/approachThe data for this study were collected through an online survey in the US and China. A total of 711 responses (n = 362 for the US, n = 349 for China) were used for data analysis. A multiple-group structural equation modeling was used to test the hypotheses.FindingsCognitive and sensory associations are significant drivers of US consumers' brand love while affective associations are important for Chinese consumers' brand love. Also, perceived brand origin and identity expressiveness moderate the three brand associations–brand love relationship. For US consumers, cognitive associations significantly influence brand love for both domestic and imported brands, but sensory associations are important for domestic brand love. For Chinese consumers, affective associations significantly influence brand love for both domestic and imported brands, but cognitive associations are important for imported brand love. The impacts of the three brand associations on brand love differ by the degree of identity expressiveness.Research limitations/implicationsThis empirical study offers important insights into the differing effects of perceived brand origin and identity expressiveness in enhancing brand love across cultures in order to establish strong international brand equity.Originality/valueThis study contributes to the scarce cross-cultural research on brand equity by testing the extended brand equity model. The findings provide more specific, meaningful insights into the role of perceived brand origin and identity expressiveness, leading to more effective international brand management.

Brand management in the era of fake news: narrative response as a strategy to insulate brand value

2019 ◽  
Vol 29 (2) ◽  
pp. 159-167 ◽  
Author(s):  
Adam J. Mills ◽  
Karen Robson
Keyword(s):  
Brand Management ◽  
Management Strategies ◽  
Emotional Engagement ◽  
Brand Value ◽  
Fake News ◽  
Content Type ◽  
News Stories ◽  
Narrative Response ◽  
Conceptual Paper ◽  
Insight Into

Purpose Brand value is increasingly threatened by fake news stories; the purpose of this paper is to explain how narrative response can be used to mitigate this threat, especially in situations where the crisis is severe and consumers are highly involved. Design/methods This conceptual paper derives recommendations and guidance for the use of narrative response based on storytelling and brand management literature. Findings This paper highlights authenticity and emotional engagement as keys to effective storytelling. Practical implications Current managerial approaches to dealing with misinformation are insufficient, as they presuppose an audience that can be convinced based on facts; this paper can be used to help brand managers respond to fake news stories when rational appeals fail. Originality/value This paper provides insight into brand management strategies in the era of fake news.

Brand-specific transactional leadership: the effects of brand-building behaviors on employee-based brand equity in the insurance industry

Kybernetes ◽  
2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Morteza Maleki Minbashrazgah ◽  
Hooshmand Bagheri Garbollagh ◽  
Maryam Varmaghani
Keyword(s):  
Transactional Leadership ◽  
Brand Equity ◽  
Brand Management ◽  
Leadership Role ◽  
Equation Modeling ◽  
Statistical Population ◽  
New Approach ◽  
Content Type ◽  
Brand Building ◽  
The Impact

PurposeThe concept of employee-based brand equity (EBBE) has been the center of scholars' attention in the field of marketing and brand management. The brand is one of the most valuable intangible assets of any organization. This research is a novel step in examining the brand-specific transactional leadership role in implementing the new approach of brand-building behaviors (BBBs) and EBBE.Design/methodology/approachThe statistical population of the current study is employees of five major insurance companies in Semnan city of Iran. Using the classified random sampling method, 136 employees of these insurance firms were chosen. Likert-based questionnaires were used to collect data. Structural equation modeling (SEM) was used to analyze research data.FindingsFindings show that brand-specific transactional leadership affects participation and retention positively and significantly. Also, the variables of participation, in-role brand-building behavior (IRBBB) and retention, have a positive and significant effect on the EBBE. However, no significant relationship has been found between brand-specific transactional leadership and the IRBBB.Research limitations/implicationsThe study was bound by access to firms and managers' availability. On the other hand, this research is a cross-sectional study, and its data have been collected in a certain period of time, while longitudinal research can provide a richer result. Future research can benefit from the impact of brand-specific transactional leadership and brand evangelism.Practical implicationsWhen selecting brand leaders, manager training programs need to evaluate whether a candidate has brand-specific transactional leadership traits that will enhance the successful internalization of brand values and improve EBBE.Originality/valueBrand-specific transactional leadership increases employee responsibility and a greater desire to engage in citizenship behaviors. In addition, using partnerships to influence customer supportive behaviors creates a good image of the company and its services in the minds of customers. Also, this research is a novel step in examining the brand-specific transactional leadership role in implementing the new approach of BBBs and EBBE.

An assessment of place brand potential: familiarity, favourability and uniqueness

2016 ◽  
Vol 9 (3) ◽  
pp. 269-288 ◽  
Author(s):  
Chung-Shing Chan ◽  
Mike Peters ◽  
Lawal M. Marafa
Keyword(s):  
Brand Equity ◽  
Public Diplomacy ◽  
Brand Management ◽  
Place Branding ◽  
Three Dimensions ◽  
Research Directions ◽  
Content Type ◽  
Place Brand Equity ◽  
Management And Development ◽  
Place Brand

Purpose This paper aims to present an approach by which to assess the potential of branding a particular type of place resource or feature. Design/methodology/approach A review was conducted to analyse three key periodicals (Journal of Brand Management, Place Branding and Public Diplomacy and Journal of Place Management and Development) in the field of branding and place branding between 2000 and 2011. These three periodicals are recognized as the three leading periodicals of place branding, and they followed the clear establishment and development of the field of place branding. Findings Familiarity, favourability and uniqueness are the three dimensions that give a quick indication of the level of place brand equity, and in turn they represent the level of place brand potential. Research limitations/implications In the literature, brand potential is not well conceptualized. This paper identifies this knowledge gap through a review of place branding studies, and it closes the gap by connecting brand potential with place brand equity. Originality/value This paper suggests practical and research directions by which to study these three dimensions to generate valuable brands for places.

Brand management in a situation of an economic crisis

2016 ◽  
Vol 28 (4) ◽  
pp. 743-758 ◽  
Author(s):  
Rafał Drewniak ◽  
Robert Karaszewski
Keyword(s):  
Emerging Markets ◽  
Brand Management ◽  
Good Time ◽  
Brand Value ◽  
Content Type ◽  
Secondary Sources ◽  
Course Of Action ◽  
Starting Point ◽  
The World ◽  
Marketing Activities

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.

The impact of corporate social responsibility on brand equity: consumer responses to two types of fit

2017 ◽  
Vol 26 (5) ◽  
pp. 435-446 ◽  
Author(s):  
Francisco Guzmán ◽  
Donna Davis
Keyword(s):  
Corporate Social Responsibility ◽  
Social Responsibility ◽  
Brand Equity ◽  
Equation Modeling ◽  
Brand Value ◽  
Content Type ◽  
Differential Effects ◽  
Social Cause ◽  
Corporate Social ◽  
The Impact

Purpose A significant stream of research investigates the influence of corporate social responsibility (CSR) initiatives on firm performance and consumer response to CSR programs. However, how CSR initiatives help build brand equity remains relatively unexamined. This study aims to demonstrate how CSR influences brand equity in response to perceptions of two types of brand–cause fit. Design/methodology/approach The authors analyze two types of fit between a brand and a social cause (disaster relief): brand value–cause fit and brand function–cause fit. Structural equation modeling is used to estimate the fit of the data with the proposed model. Findings Survey evidence from 370 millennial undergraduate students in the USA suggests that the two types of brand–cause fit have differential effects on attitude toward the brand and ad, which in turn influence brand equity. Research implications/limitations The research operationalizes brand–cause fit as a construct with two components: brand value–cause fit and brand function–cause fit. It tests these two types of fit and finds evidence for differential effects on consumer attitudes. Practical implications The findings offer practical considerations for managers about the importance of considering two types of brand–cause fit in selecting social causes and crafting effective corporate communications about the firm’s CSR initiatives. Originality/value Results suggest that it is possible for firms to craft desirable win–win–win strategies that build brand equity by investing in a strategic approach to CSR initiatives.

Patanjali’s marketing mix: the monk’s new Ferrari

2017 ◽  
Vol 7 (4) ◽  
pp. 1-30
Author(s):  
Varun Agarwal ◽  
Sweta Agrawalla
Keyword(s):  
Brand Equity ◽  
Distribution System ◽  
Brand Management ◽  
Care Home ◽  
Subject Area ◽  
Marketing Mix ◽  
Product Line ◽  
Marketing Management ◽  
Content Type ◽  
Brand Resonance

Subject area Marketing Management, Product & Brand Management, Entrepreneurship. Study level/applicability This case can be taught effectively to MBA/BBA students as part of Marketing Management, Product & Brand Management, Entrepreneurship. Case overview The case talks about the marketing mix strategy of India’s fastest growing fast moving consumer goods (FMCGs) brand Patanjali, with a tremendous revenue growth rate of 100 per cent for the past five years, leaving major FMCG companies insomniac. Patanjali Ayurved Limited riding on Baba Ramdev’s brand equity positioned itself as an authentic Ayurved brand with ancient Indian roots. Patanjali’s product line ranges from healthcare, personal care, home care, to food and more. Patanjali’s products were priced 10-40 per cent lower than that of its competitors. Run by franchisees, Patanjali had a three-tier distribution system. These included Patanjali Chikitsalayas which were franchise dispensaries and clinics along with doctors, Patanjali Arogya Kendra which were health and wellness centres and Swadeshi Kendra, non-medicine outlets. The company has 15,000 exclusive outlets across India and plans to grow to 1,00,000 exclusive outlets by 2020. Patanjali amazed the world by achieving phenomenal success without spending much on advertising in its nascent stage. Recently Patanjali adopted the multinational corporation (MNC) style of advertising by hiring two top advertising agencies McCann and DDB Mudra to prepare the company for the next phase of growth. Patanjali diversified into various segments of the market, ranging from FMCG products, Ayurvedic medicines, Ayurvedic hospitals and a medical college. Patanjali plans to enter various categories of products including the beauty products segment to compete with major MNCs, the baby care segment to compete with Johnson & Johnson, and the sports segment to compete with Nike and Adidas. Patanjali as a brand has a strong positioning in the minds of consumers as a natural and Ayurvedic brand. Will Patanjali’s foray into so many diversified segments lead to a brand extension trap and confused positioning? Because Patanjali as a brand, solely rides on Baba Ramdev’s image, if Baba Ramdev ever finds himself at the centre of a controversy, will Patanjali’s brand equity take a hit? Will it affect the brand Patanjali? Even if Baba Ramdev does not get into any controversy, what will happen to the brand Patanjali when Baba Ramdev is no more? Who should be the next face of Patanjali? Can the brand survive without a face? Expected learning outcomes The case is designed to enable students to understand the following key learning points: The concept of marketing mix. Product mix, Promotion mix branding (especially “Person as a Brand”), customer-based brand equity (CBBE) model or brand resonance pyramid. Supplementary materials Teaching Notes are available for educators only. Please contact your library to gain login details or email [email protected] to request teaching notes. Subject code CSS 8: Marketing.

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