scholarly journals BRAND MANAGEMENT AS A FACTOR OF INCREASING THE COMPETITIVENESS OF THE CONFECTIONERY ENTERPRISES

2019 ◽  
pp. 4-15
Author(s):  
T.M. Lytvynenko ◽  
O.S. Danylchenko
Keyword(s):  
Employee Engagement ◽  
Consumer Goods ◽  
Management System ◽  
Brand Management ◽  
Team Building ◽  
Corporate Image ◽  
Brand Development ◽  
Western Market ◽  
Limited Edition ◽  
Marketing Team

Problem’s setting. Many experts are increasingly inclined to conclude that the main factor for the success of most enterprises is the commitment and loyalty of consumers. A higher degree of consumer loyalty is an almost fanatical appreciation of the brand. Any product while entering the market creates some impression - positive or negative. These associations and consumer perception of the product are called the brand. This is some impression of a product in the minds of consumers or a label that is thoughtfully attached to the product. However, branding is not always a sure guarantee of success for the company . Analysis of recent studies. The issues of brand formation were explored by authors such as D. Aaker, T. Ambler, B. Bruns, J. Burnett, A. Bontour, F. Kotler, E. Rice, J. Rossiter, V. Domnin, K. Bazherin, L. Buk , O. Zozuliov, V. Pustotin, E. Romat and others. Researchers expose the essence of a brand, offer methodological approaches to its formation, analyse the essence of branding and brand management. Objective of the research is to analyse the modern scientific understanding of the brand management system as a factor of increasing the competitiveness of enterprises, to consider the process of forming and using brand management system by the enterprises of the confectionery industry, as well as to diagnose the socio-economic efficiency of brand management of one of the most successful companies in Ukraine and to develop a strategy for its improvement. The main part. A brand management system is a complex of interconnected elements: goals, principles, functions, methods, organizational structure that embodies the management relationships that together allow to fulfil the main mission of the enterprise - meeting the needs of consumers. It is worth noting that the brand management model has a strategic orientation, which includes a block of goal-setting, analytical block and formation of strategic alternatives of brand development, which is a crucial part for today's changing conditions of the environment . Therefore, the main stages of the process of brand formation and using are comprehensive market research, brand creation, alignment of the brand concept with other components of the marketing complex, the formation of a marketing communications system, implementation of branding proposals, evaluation of brand efficiency, rebranding. Market analysis of consumer goods in Ukraine over the past 5 years has shown a significant decline in production and consumption of virtually all categories of consumer goods. Cheap products are the exception: instead of chocolate, consumers buy cookies and gingerbread, instead of wine from Italy and Chile - domestic wine. In addition, the Ukrainian confectionery sector is one of the most highly competitive areas in our country. It is quite multi-vector, as it develops differently in each segment. Consider the structure of the Ukrainian confectionery market by manufacturers. The biggest players during 2016-2019 are Roshen Confectionery Corporation, Malbi Foods LLC, Ferrero SpA, Mars, Inc., Nestlé S.A. and Mondelēz International, Inc. They occupy 19.3%, 8.3%, 8.0%, 7.6%, 7.0% and 6.2% respectively. In addition, the share of Private Label goods sales has increased significantly - up to 13% as of 2018. Confectionery is an area that needs creativity and ingenuity. The Western market requires simple and bright packaging, which stands out on the shelves and is as interesting to the audience as possible. Often, manufacturers add a game element that attracts not only the infant audience but also adult consumers. High value of the Nestlé brand management system in Ukraine is the high corporate image as well as the image of individual brands. The analysis of the brand management system of Lviv-based Ukrainian confectionery manufacturer Svitoch made it possible to identify the key elements of the strategy for improving the brand management of confectionery enterprises: · event marketing; · team building (carrying out various activities for employees); · professional development of employees; · production of limited edition products with updated design and taste; · issue of seasonal novelties, gifts and holiday sets; · new packaging design; · high availability of goods at the outlets; · placing products only on branded shelves; · using of various positioning methods; · creating a digital strategy and publishing online announcements. In addition, these elements of brand management strategy will help coordinate employee engagement for achieving a common goal. Conclusions. In general, it can be argued that the Ukrainian confectionery sector is one of the most highly competitive areas in our country. Therefore, by adhering to the above strategy of improving the brand management of confectionery enterprises, it is possible to increase the competitiveness of the company. In our opinion, the findings and suggestions will help increase the efficiency of the brand management system at domestic enterprises.

scholarly journals Brand Management: Defining the Essence and Place in the System of Related Categories

2021 ◽  
Vol 7 (522) ◽  
pp. 242-247
Author(s):  
V. O. Pidhurska ◽  
Keyword(s):  
Strategic Management ◽  
Development Strategy ◽  
Corporate Culture ◽  
Management System ◽  
Brand Management ◽  
Theoretical Base ◽  
Brand Positioning ◽  
Logical Scheme ◽  
Effective Implementation ◽  
Brand Development

This article is aimed at analyzing and systematizing the existing approaches to determining the essence of brand management, as well as its place in the system of related categories of marketing. At that, within the terms of the set goal, the task is to reduce the «conceptual» load on the theoretical base in the marketing sphere by analyzing and structuring current categories, and not creating new ones. During the research, two tangent categories with brand management – «management of brand» and «branding» – were distinguished and their relationship with brand management was determined. Analyzing the theoretical positions of leading specialists in the sphere of marketing, opinions of foreign and domestic scientists, the presence of identifiable concepts of «brand of management» and «management of brand» was specified, which is not true. Management of brand is a component of brand management, which consists in systematic activity using existing and searching for new resources and brand positioning tools. A concise and logical scheme is proposed that reveals the essence of brand management and the main stages of its implementation in the context of this issue. The scheme also reveals the place of branding in the brand management system, namely: at the stages of brand creation and its development /modification. It is determined that brand management directly correlates with the strategy of the enterprise and affects its implementation. The brand development strategy should correspond to the philosophy of the enterprise, its mission and organizational and corporate culture. It is emphasized that brand management is one of the main directions in the strategic management of the enterprise, as it allows to capitalize the value of branded assets and increase its competitiveness. Prospects for further research in this direction are to study the features of modern brand management and tools for its effective implementation.

scholarly journals IMPLEMENTATION OF BRAND MANAGEMENT IN ENTERPRISE MANAGEMENT: UKRAINIAN REALITIES

2021 ◽  
Vol 5 (40) ◽  
pp. 546-555
Author(s):  
O. Vdovichena ◽  
A. Vdovichen ◽  
O. Losheniuk ◽  
I. Losheniuk ◽  
V. Chychun
Keyword(s):  
Management System ◽  
Brand Management ◽  
Methodological Approach ◽  
Jel Classification ◽  
Enterprise Management ◽  
Management Activity ◽  
Factors Influencing ◽  
Brand Development ◽  
Marketing Tool ◽  
The Impact

Abstract. The article analyzes the modern definitions of “brand management”. Critical analysis of existing definitions allowed to combine existing interpretations into approaches: brand management as a management system; brand management as a management activity; brand management as a marketing tool; brand management as an element (direction) of management. It is proposed to understand brand management as an element of the management system aimed at the formation, support and development of individual brands (corporate brand) of the enterprise in order to obtain competitive advantages. Reasonable interpretation differs from the existing ones by emphasizing the subordination of brand management to the management system of the enterprise and highlighting the tasks, object and purpose of brand management in modern Ukrainian realities. The views of scientists on the identification of factors influencing the effectiveness of the implementation of brand management in the management of the enterprise are systematized. The outlined factors are analyzed and supplemented. It is proposed to use the economic and mathematical method of Kendall to assess the factors influencing the effectiveness of brand management in the management of the enterprise, which allowed to place the influence of selected factors in importance: the presence of innovation, taking into account the impact of globalization, availability and use of all marketing elements; formed brand, taking into account the prospects of brand development in international markets; the appropriate level of brand identity, activity of brand managers; the presence of a brand manager assigned to each brand, consistency of brand management with marketing subsystems in the enterprise, taking into account territoria; cultural and economic factors at the enterprise. Taking into account the results of the study, a scientific and methodological approach to the effective implementation of brand management in the management of the enterprise taking into account the Ukrainian realities of modern enterprises is proposed and substantiated.  Keywords: brand, brand management, brand management, management system, brand management efficiency. JEL Classification: Formulas: 4; fig .: 1, tabl .: 5, bibl .: 15

scholarly journals Lessons from nearly a century of the brand management system

2018 ◽  
Vol 10 (4) ◽  
pp. 420-450 ◽  
Author(s):  
Isabelle Aimé ◽  
Fabienne Berger-Remy ◽  
Marie-Eve Laporte
Keyword(s):  
Management System ◽  
Brand Management ◽  
Historical Analysis ◽  
Digital Age ◽  
Western World ◽  
Past Century ◽  
Research Papers ◽  
Broad Perspective ◽  
Content Type ◽  
Digital Era

PurposeThe purpose of this study is to perform a historical analysis of the brand management system (BMS) to understand why and how, over the past century, the BMS has become the dominant marketing organizational model across Western countries and sectors and what the lessons can be learned from history to enlighten its current changes in today’s digitized environment.Design/methodology/approachBuilding on Low and Fullerton’s work (1994), the paper traces the evolution of the BMS from its creation in the 1930s to the recent digital era. Data from various sources – research papers, historical business books, case studies, newspaper articles and internal documents – are analyzed to inform an intellectual historical analysis of the BMS’s development.FindingsThe paper uses the prism of institutional isomorphism to highlight four distinct periods that show that the BMS has gradually imposed itself on the Western world and managed to adapt to an ever-changing environment. Moreover, it shows that in the current digital age, the BMS is now torn between two opposing directions: the brand manager should act as both absolute expert and galvanic facilitator and the BMS needs to reinvent itself once again.Originality/valueThis paper provides a broad perspective on the BMS function to help marketing scholars, historians and practitioners gain a better understanding of the issues currently facing the BMS and its relevance in the digital age.

scholarly journals Organizational innovations of the integrated management system for hospitality and tourism companies

2020 ◽  
pp. 21-25
Author(s):  
Kseniia KOVTUNENKO ◽  
Yuliia BAILIUK
Keyword(s):  
Sustainable Development ◽  
Management System ◽  
Service Sector ◽  
Organizational Innovation ◽  
Integrated Management ◽  
Corporate Image ◽  
Work Processes ◽  
Integrated Management System ◽  
Hospitality And Tourism ◽  
Organizational Innovations

Organizational innovations of the integrated management system for hospitality and tourism companies is now an essential factor in the economic competitiveness of firms. The study of innovations in the service sector is still in its infancy, as the first studies did not appear until the late 1990s, and it is difficult to find a reliable theoretical basis for studying innovations in this sector. It becomes even harder to find when applied to firms working in the hospitality and tourism sectors. Tourism is currently one of the most promising industries in the world, and there is an urgent need for a better understanding of innovation in this sector. This study addresses a common question: how to explain innovations in the tourism sector. In seeking an answer to this question, the work has two objectives: 1) to discuss what innovation in services is, taking into account a study of innovation in hospitality and travel firms, along with a literature review; 2) to develop a case study for an international group on hospitality. The results support the hypotheses that the implementation of an Integrated Hotel Management System is an important innovation in the sense that it mainly promotes organizational innovation, while firms use sustainable development policies as strategies of innovation and differentiation from competition. At this time, tourism firms are to be managed in three ways: economic, social and environmental. The advantages defined by the hotel are: optimization of work processes, with an impact on productivity, sustainable development of the company, strengthening of its corporate image, creation of an organized structure, reduction of environmental impact and risks inherent in the activity, and increase in customer satisfaction. Finally, we present a number of conclusions that allow a better understanding of innovation in tourism and are aimed at expanding the theoretical debate as well as knowledge on this topic.

Does Cultural Brand Sponsorship Pay Off?

2021 ◽  
Vol 12 (2) ◽  
pp. 1-16
Author(s):  
Eun-Mi Lee ◽  
Sungjoon Yoon
Keyword(s):  
Brand Management ◽  
Corporate Image ◽  
Consumer Attitude ◽  
Self Monitoring ◽  
Do So

This study aims to find out whether a company's cultural sponsorship activities contribute to improving the consumers' attitude toward the company's product ads. To do so, the researchers adopted three intermediate factors such as corporate image, self-brand congruity, and self-monitoring. This study found that consumer attitude toward cultural sponsorship significantly affects corporate image. Self-brand congruity significantly mediates between attitude toward cultural sponsorship and the company's product ad attitude measured for two types of ads: image-based ad and product-based ad. This study also found that self-monitoring with cultural sponsorship activities significantly moderate between self-brand congruity and ad attitude. The finding that not only the corporate image but the attitude toward cultural sponsorship contributed to a positive ad attitude through brand congruity sheds significant strategic insights for brand management.

scholarly journals Employee engagement and improvement as important principles of TQM in public health institutes

2020 ◽  
Vol 8 (1) ◽  
pp. 189-201
Author(s):  
Ana-Marija Vrtodušić Hrgović ◽  
Kristina Črnjar ◽  
Ivana Škarica
Keyword(s):  
Public Health ◽  
Quality Assurance ◽  
Quality Management ◽  
Employee Engagement ◽  
Management System ◽  
Quality Management System ◽  
Customer Focus ◽  
Internal Customer ◽  
The Relationship

Quality assurance in public health presents one of the key factors in the quality of health service. Accordingly, there is increasing awareness of the need to integrate quality systems and their principles into the healthcare system. Their role is important in the context of quality assurance in accordance with patient requirements as well as in the process of improving the quality of health care service. They are essential for the successful implementation of a quality management system and refer to customer focus, leadership, engagement of people, process approach, improvement, evidence–based decision making, and relationship management. This paper presents the results of a study among Croatian Institutes of Public Health with regard to the level of implementation of quality principles related to employee engagement, improvement and internal customer focus. Analysis focused on the relationship between focus on internal customer (employees) and improvements as well as the employee engagement and improvement respectively. Results show there is a strong positive relationship between employee engagement and improvements, while between internal customer focus and improvement the relationship has not been verified. In the context of standardization of quality of public health services, the paper aims to expand theoretical knowledge about TQM principles, with the emphasis on the employee engagement, internal customer focus (employees) and process improvement. The results can serve as a basis for improving the existing practice of quality management system implementation in the public health sector, with emphasis on employees.

scholarly journals Country Brand Equity: The Decision Making of Corporate Brand Architecture in Cross-Border Mergers and Acquisitions

2020 ◽  
Vol 12 (18) ◽  
pp. 7373
Author(s):  
Arup Barua ◽  
Alexandra Ioanid
Keyword(s):  
Brand Equity ◽  
Corporate Reputation ◽  
Management System ◽  
Brand Management ◽  
Corporate Brand ◽  
Brand Architecture ◽  
Cross Border ◽  
Corporate Brand Management ◽  
Country Brand ◽  
High Degree

Cross-border merger and acquisition (CBM&A) is a dominant and sustainable antagonistic strategy, but a relevant concern like a country has inadequately been emphasized over the five decades of acquisition studies. Therefore, this article attempts to examine the impact of country brand equity (CBE) on corporate brand architecture (CBA) in post-CBM&A. It first originates a hypothetical model esteeming Resource-Based View (RBV) and Industrial Organization (IO) theory following the Structure-Conduct-Performance (SCP) paradigm. Then, it tests the model conducting a web survey on 124 acquiring corporates from 29 countries that accomplished CBM&A transactions between 1990 and 2014. The empirical findings clarify that the market aspect, such as the acquirer’s more substantial country brand equity, indirectly leads to the high degree of CBA standardization in the host market through prioritized intangible and strategic resources—corporate reputation and corporate brand management system. Individually, the acquirer’s corporate reputation cumulatively yields a high degree of CBA standardization with corporate brand power, which has only a direct effect. On the other hand, the corporate brand management system leads to a high degree of CBA standardization cumulatively with corporate reputation. It is deemed that the research findings as a whole reveal a framework for the application of country brand equity and corporate brand architecture in post-CBM&A.

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