Make or buy the brand: strategic direction of brand management

2014 ◽  
Vol 30 (3) ◽  
pp. 1-3 ◽  
Author(s):  
Henrik Uggla
Keyword(s):  
Business Strategy ◽  
Design Methodology ◽  
Brand Management ◽  
Brand Strategy ◽  
Content Type ◽  
Strategic Direction ◽  
Management Paradigms ◽  
Alternative Approaches ◽  
Traditional Approaches ◽  
Practical Implications

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 this paper emerge from the juxtaposition of different approaches to brand management, unfolding alternative approaches to the integration of brand and business strategy.

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.

Towards greater understanding of a supply chain strategy

2018 ◽  
Vol 34 (12) ◽  
pp. 6-8
Keyword(s):  
Supply Chain ◽  
Tacit Knowledge ◽  
Business Strategy ◽  
Design Methodology ◽  
Reading Time ◽  
Strategy Use ◽  
Content Type ◽  
Supply Chain Strategy ◽  
Pertinent Information ◽  
Practical Implications

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 Greater understanding of a business unit’s actual rather than desired supply chain strategy can help identify where changes are needed and ensure it remain closely linked to the wider business strategy. Use of a relevant framework enables the tacit knowledge surrounding the supply chain function to become conceptualized and thus make the supply chain strategy more explicit. 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.

Increasing the flow of Guinness: the role of strategic investment decision-making in organizations

2017 ◽  
Vol 33 (3) ◽  
pp. 19-21
Keyword(s):  
Decision Making ◽  
Design Methodology ◽  
Investment Decision ◽  
Strategic Investment ◽  
Content Type ◽  
Strategic Direction ◽  
Investment Decision Making ◽  
Pertinent Information ◽  
Practical Implications

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 decision by Guinness in 1965 to expand into Ghana was based on a robust and experienced strategic investment decision-making process (SIDM). It required the knowledge of past failures and successes to implement those lessons onto a new project. As such, the SIDM process can be seen to be one of the most important in terms of an organizations ability to expand and take advantage of situations. What Alkaraan (2016) demonstrates is the factors that govern the SIDM process, why they are important and how they function within an organization. In doing so, organizations that are struggling to succeed may be able to highlight areas that have previously been ignored, to implement a new strategic direction. 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.

E­commerce structures for retail and service franchises

2019 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Zhanna Kremez ◽  
Lorelle Frazer ◽  
Scott Weaven ◽  
Sara Quach
Keyword(s):  
Business Strategy ◽  
Design Methodology ◽  
Case Study Method ◽  
Content Type ◽  
Preliminary Model ◽  
Multiple Case ◽  
Order Fulfilment ◽  
Franchise Networks ◽  
Practical Implications

PurposeThe purpose of this paper is to provide an in-depth investigation of e-commerce strategy implementation in mature franchise organisations from both franchisor and franchisee perspectives.Design/methodology/approachThis research employed a multiple case study method where the e-commerce strategies of two mature franchise organisations were investigated in depth. Franchising experts were interviewed to provide an additional dimension to this study.FindingsThis research found that e-commerce must be integrated with the overall business strategy for optimal franchise performance. Since all parties to the franchising relationship are affected by the introduction of e-commerce, both the franchisees’ and the franchisor’s interests must be considered when the strategy is being developed. In addition, the consumer’s perspective is central to how e-commerce is structured, and franchisees are best placed to know their customers’ needs because they are directly involved in operating their business and interfacing with customers.Practical implicationsA preliminary model for e-commerce structures in service and retail franchising has been developed that depends on the nature of the business, the distribution arrangements and the order fulfilment arrangements. The two main avenues in e-commerce structuring were centralisation and decentralisation.Originality/valueThis study contributes to knowledge through an in-depth investigation of the internal process of e-commerce implementation in franchise networks from both franchisor and franchisee perspectives.

Designing future enterprises: aligning enterprise design with business strategy

2016 ◽  
Vol 32 (10) ◽  
pp. 33-34 ◽  
Author(s):  
Tajinder Toor
Keyword(s):  
Business Strategy ◽  
Design Methodology ◽  
Reading Time ◽  
Content Type ◽  
Enterprise Design ◽  
Leading Enterprises ◽  
Practical Implications

Purpose This paper aims to review the misalignment between enterprise design and its business strategy and suggests three principles to eliminate the misalignment. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings Three principles – Common Identification and Consolidation, Collaboration and Standardization – are suggested to align enterprise design with its business strategy. Practical implications This paper provides strategic insights that can have influence some of the world’s leading enterprises. Irrespective of the technology, the suggested three principles can be applied to any enterprise to gain interconnectedness, resiliency and efficiency. Originality/value The paper provides valuable information in a very concise and easy-to-understand format thus saving executives hours of browsing and reading time.

LMVH and brand management

2015 ◽  
Vol 31 (3) ◽  
pp. 27-29
Keyword(s):  
Design Methodology ◽  
Reading Time ◽  
Brand Management ◽  
Economic Conditions ◽  
Business World ◽  
Luxury Goods ◽  
Content Type ◽  
Political Events ◽  
Pertinent Information ◽  
Practical Implications

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 – Tough economic conditions in recent times certainly left their mark on the business world. Major social and political events have likewise had an inevitable impact. It is hardly surprisingly that most industries have had to bear some unpleasant consequences. The luxury goods sector is a notable exception to all this. Strong growth has been the norm for the last couple of decades or so and the aforementioned problems have done little to dent this momentum. 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.

Slowing the decline of Japanese apparel

2017 ◽  
Vol 33 (4) ◽  
pp. 7-9
Keyword(s):  
Business Model ◽  
Vertical Integration ◽  
Design Methodology ◽  
Private Label ◽  
Brand Strategy ◽  
Content Type ◽  
Specialty Store ◽  
Pertinent Information ◽  
Apparel Manufacturers ◽  
Practical Implications

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 With the Japanese apparel market in decline, there is a pressing need to understand how, if at all, apparel manufacturers can survive. The vertical integration of the SPA business model is providing benefits to apparel manufacturers, with those adopting the model showing resilience to the overall downturn of the market. The author-reviewed article has investigated whether the use of an own brand strategy is influenced by four key concepts, and how they function within apparel manufacturers. Particular attention is paid to the practices used by those that have adopted the specialty store retailer of private label apparel (SPA) business model. 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.

Leveraging two forms of innovation with organizational ambidexterity

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Keyword(s):  
Design Methodology ◽  
Reading Time ◽  
Brand Management ◽  
Innovation Activity ◽  
Organizational Ambidexterity ◽  
Brand Performance ◽  
Content Type ◽  
Pertinent Information ◽  
Management Capabilities ◽  
Practical Implications

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 This research paper's authors were correct in their predictions that both exploratory and exploitative innovation activity positively affects brand management capabilities in B2B companies, and consequently impact brand performance. Based on the results, combining exploitation and exploration strategies is a risk-balanced way of achieving brand management success. Managers are therefore encouraged to pursue both avenues rather than choosing between the two strategies. Originality/value The briefing saves busy executives, strategists 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.

Employee champions an inside job

2015 ◽  
Vol 31 (6) ◽  
pp. 33-35
Keyword(s):  
Financial Services ◽  
Design Methodology ◽  
Brand Management ◽  
Brand Identity ◽  
Brand Communication ◽  
Content Type ◽  
Internal Brand Management ◽  
Service Staff ◽  
Pertinent Information ◽  
Practical Implications

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 – Internal brand management was a major contributor to job satisfaction, brand commitment and intention to stay for service staff at a Southern African financial services company. While brand identity and external brand communication play important roles in creating sound internal brand management, internal brand communication is the most important contributor. 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.

scholarly journals A study of the activities and impact of the Asian Productivity Organisation (APO)

2019 ◽  
Vol 68 (2) ◽  
pp. 262-275
Author(s):  
Dotun Adebanjo ◽  
Robin Mann ◽  
Musli Mohammad ◽  
Salleh Ahmad Bareduan
Keyword(s):  
Design Methodology ◽  
Operational Performance ◽  
Asian Countries ◽  
Content Type ◽  
General Satisfaction ◽  
Strategic Direction ◽  
National Competitiveness ◽  
National Productivity ◽  
Future Direction ◽  
Practical Implications

PurposeThe purpose of this paper is to investigate the activities of the Asian Productivity Organisation (APO). The study identifies the various roles and activities of the APO and evaluates how well it performs in these roles. The study also investigates the impacts of the APO on the productivity initiatives of National Productivity Organisations (NPOs) in 16 Asian countries. These productivity initiatives are important in enhancing productivity performance and national competitiveness in the countries of interest.Design/methodology/approachThe study collects data from stakeholders in the NPOs in 16 countries. A Likert-scale questionnaire was used to collect data from two types of respondents – NPO CEOs and NPO professional/technical staff. Data were analysed by comparing the responses across the participating countries.FindingsThe result shows that there was general satisfaction with the mission, vision and strategic direction of the APO. With respect to the operational performance of the organisation, the study showed that there were some differences in perception of the performance of the APO although the overall perception was positive.Practical implicationsThe study provides insights into the top management of the APO with regards to deciding on the future direction of the organisation and, in particular, the ways in which it understands and supports the varied requirements of the different NPOs.Originality/valueOrganisations such as the APO dedicate significant resources into supporting NPOs, and by extension productivity-related commercial operations, in several countries. It is important to understand how these services are perceived and experienced in these countries, and a definitive study to examine this has not previously been carried out.

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