Improving business performance through brand management practice

The aims of this study are to determine which variables are common as brand management practices, how these variables affect a company?s business performance, and whether there are statistically significant differences between companies in the sample in terms of individual elements of the Brand Management Practice (BMP) model. The research took place in Serbia, and comprised 118 managers and specialists involved in marketing and brand management. After validating the proposed BMP model, we found a link between certain variables of the model and companies? business performance. There are statistically significant differences between companies in terms of individual elements of brand management practice, and we identify three clusters: brand-guided companies, emerging brand companies, and brand-agnostic companies. They differ from each other in terms of: brand-oriented approach, innovativeness, brand support activities, unique marketing offers, marketing channel relationships, brand performance measurement, brand barriers, company size, and specific business area of a key-brand. They also differ according to estimated and actual business and financial performance. The results are valuable for explaining the main drivers of good brand management practice and their effects on business performance in different industry sectors. The implications for managers of domestic companies are also discussed.

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Justice perceptions of performance management practices in a company in the chemical industry

South African Journal of Economic and Management Sciences ◽

10.4102/sajems.v18i4.1344 ◽

2015 ◽

Vol 18 (4) ◽

pp. 567-585

Author(s):

Thanasagree Govender ◽

Anton Grobler ◽

Yvonne Trintje Joubert

Keyword(s):

Performance Management ◽

Chemical Industry ◽

Business Performance ◽

Management Practices ◽

Positive Impact ◽

Management Practice ◽

Measuring Instrument ◽

Organisational Justice ◽

Justice Perceptions ◽

A Company

The sustainability of corporations globally is becoming increasingly problematic. Combined with the unique challenges of an operating entity, this could potentially expose the profitability of sustainable businesses on a daily basis. The purpose of this study is to evaluate employees’ justice perceptions of performance management practices in a company in the chemical industry. The population includes all the employees in the chemical industry that was used in this study. A total of 140 questionnaires were issued to all the employees in an organisation which had undergone a performance appraisal and 102 respondents completed the surveys, giving a response rate of 72 per cent. A cross-sectional survey design was used in this study. The justice perceptions were measured according to an existing framework developed by Thurston and McNall (2010). The framework is founded on a hypothesised four-factor model constructed according to theories on organisational justice. The employees of the organisation in the chemical sector were involved in this study. Descriptive statistical analyses were used to measure perceptions of justice based on theories on organisational justice. The measuring instrument used was based on recognised models and theories. The study supports the construct validity of the measuring instrument and the reliability of the scales used. The justice constructs were used to identify specific items in the performance management practice that required improvement. The implications of the results are that continual interventions are required if employee commitment and productivity levels are to improve, resulting in a positive impact on business performance. Significant differences in perceptions by demographic groups were reported and discussed. This study explored the importance of understanding justice perceptions of performance management practices as an enabler for sustained business performance. Further, the study confirmed that justice perceptions have a direct impact on both the organisational climate and employee morale.

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The impact of the brand management system on performance across service and product-oriented activities

Journal of Product & Brand Management ◽

10.1108/jpbm-09-2015-0995 ◽

2017 ◽

Vol 26 (3) ◽

pp. 294-311 ◽

Cited By ~ 3

Author(s):

Mathieu Dunes ◽

Bernard Pras

Keyword(s):

Financial Performance ◽

Management System ◽

Management Practices ◽

Brand Management ◽

Brand Performance ◽

Content Type ◽

Objective Performance ◽

The Impact ◽

The Relationship

Purpose This paper aims to analyze the impact of brand management system (BMS) practices on subjective and objective performance in both service- and product-oriented sectors. Design/methodology/approach Based on a “grounded-in-practice” approach to BMS, a comprehensive formative BMS scale is developed and its validity is assessed. The impact of BMS on subjective brand performance (i.e. predictive validity) and on objective financial performance is assessed. Data are collected from a sample of 298 brand managers and marketing directors in five business sectors (cosmetics, convenience goods, industry, bank/insurance and media) and from a financial database. Path analysis and multigroup analysis are performed to test mediating and moderating effects. Findings The results reveal that subjective brand performance (perceived brand performance) mediates the relationship between the BMS and objective financial performance of the firm and on each of the three BMS dimensions; and product-oriented (vs service-oriented) sector positively moderates the relationship between the BMS and subjective brand performance. Research limitations/implications The paper offers insights into adapting brand management practices along all BMS dimensions to achieve better business performance and improve objective financial performance in product-oriented activities. It highlights the role of brand management implementation, as well as the role of brand management in hierarchical relationships, in improving performance in service activities. Practical implications The formative BMS scale offers a tool which can be used to improve strategic decisions and give practical guidance on product vs service sector specificities. The indirect impact of a BMS on financial objective performance reinforces the legitimacy of brand managers and marketing managers. Originality/value This paper shows the impact of the BMS on objective financial performance by using a “grounded-in-practice” BMS scale. It also affords explanation on sectoral effects of brand management practices and their consequences on subjective and objective performance.

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Contemporary research in brand management

10.32890/9789672064749 ◽

2018 ◽

Author(s):

Hasnizam Shaari ◽

Salniza Md. Salleh

Keyword(s):

Brand Loyalty ◽

Purchase Intention ◽

Business Performance ◽

Brand Management ◽

Marketing Strategies ◽

Brand Performance ◽

Factors Influencing ◽

Service Brand ◽

Consumer Purchase Intention ◽

Research Findings

This book is about research in brand management and contemporary issues in marketing. It is designed to bring today�s professionals, managers, academicians and students the current research findings relating to issues in branding and marketing across the globe. Generally, branding has been accepted as an important strategy in managing business and marketing activities.This is because effective branding and marketing strategies can help improve business performance and bring up companies to a better position.Hence, this book is a good reference to those who wanted to understand factors influencing product and service brand performance, issues on brand loyalty, consumer purchase intention and Islamic retailing.

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The Way That Companies Should Manage Their Human Resources As Their Most Important Asset: Empirical Investigation

Journal of Business & Economics Research (JBER) ◽

10.19030/jber.v1i1.2962 ◽

2011 ◽

Vol 1 (1) ◽

Cited By ~ 1

Author(s):

Abdalla Hagen ◽

Igwe Udeh ◽

Macil Wilkie

Keyword(s):

Organizational Performance ◽

Management Practices ◽

Management Practice ◽

Business Case ◽

Practical Experience ◽

Performance Reduction ◽

Ranking Order ◽

A Company ◽

Status Differences ◽

The Way

Although research reveals a direct relationship between a company’s success and its commitment to management practices that treat its people as assets, trends in management practice are moving away from these principles. This study provides a sound business case confirming that the way a company manages its people is a real and enduring source of competitive advantage. Drawing on their practical experience, the surveyed CEOs agree that the seven management practices (selective hiring, extensive training, employment security, self-management teams and decentralization, comparatively high compensation contingent on organizational performance, reduction of status differences, and sharing information) suggested in this study are the way that companies should manage their people as their most important asset. However, there are differences in the ranking order of management practices between CEOs and Pffer and Veiga  (1999).

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Integrating knowledge and employer brand management: A conceptual model

Online Journal of Applied Knowledge Management ◽

10.36965/ojakm.2020.8(1)63-84 ◽

2020 ◽

Vol 8 (1) ◽

pp. 63-84

Author(s):

Joanna Santiago

Keyword(s):

Knowledge Management ◽

Organizational Learning ◽

Management Practices ◽

Brand Management ◽

Interdisciplinary Studies ◽

Brand Performance ◽

Proposed Model ◽

Knowledge Circulation ◽

Employer Brand ◽

Narrative Literature Review

The purpose of this paper is to propose an integrated framework of the deep-rooted knowledge management and the steadily growing field of employer brand management. Additionally, this paper intends to examine the connections between knowledge management, organizational learning and branding and identifies the factors that affect the employees’ perceptions and commitment towards their organizational brands. Finally, it reviews the mechanisms that guide the processes and outcomes of knowledge and brand performance. The proposed model is based on the synthesis of knowledge and marketing literature. The method used in this study is a narrative literature review based upon 114 articles collected and analyzed for this revision. The proposed model makes an original contribution to knowledge and marketing management by encompassing the conceptual and practical limitations and by interconnecting the two fields creating an opening for new interdisciplinary studies. Consequently, this study brings several practical implications into existing literature: 1) it enhances the application of knowledge and brand management practices; 2) it provides a comprehensive conceptual framework; 3) it increases organizational understanding of how to motivate sought employee brand-related actions through the process of organizational learning and knowledge circulation.

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Use of business analysis in beef businesses to direct management practice change for climate adaptation outcomes

The Rangeland Journal ◽

10.1071/rj15103 ◽

2016 ◽

Vol 38 (3) ◽

pp. 273 ◽

Cited By ~ 1

Author(s):

Kiri C. Broad ◽

Roger J. Sneath ◽

Timothy M. J. Emery

Keyword(s):

Financial Literacy ◽

Business Performance ◽

Management Practices ◽

Climate Adaptation ◽

Management Practice ◽

Practice Change ◽

Current Management ◽

Business Analysis ◽

On Farm ◽

Current Business

Beef businesses in northern Australia are facing increased pressure to be productive and profitable with challenges such as climate variability and poor financial performance over the past decade. Declining terms of trade, limited recent gains in on-farm productivity, low profit margins under current management systems and current climatic conditions will leave little capacity for businesses to absorb climate change-induced losses. In order to generate a whole-of-business focus towards management change, the Climate Clever Beef project in the Maranoa-Balonne region of Queensland trialled the use of business analysis with beef producers to improve financial literacy, provide a greater understanding of current business performance and initiate changes to current management practices. Demonstration properties were engaged and a systematic approach was used to assess current business performance, evaluate impacts of management changes on the business and to trial practices and promote successful outcomes to the wider industry. Focus was concentrated on improving financial literacy skills, understanding the business’ key performance indicators and modifying practices to improve both business productivity and profitability. To best achieve the desired outcomes, several extension models were employed: the ‘group facilitation/empowerment model’, the ‘individual consultant/mentor model’ and the ‘technology development model’. Providing producers with a whole-of-business approach and using business analysis in conjunction with on-farm trials and various extension methods proved to be a successful way to encourage producers in the region to adopt new practices into their business, in the areas of greatest impact. The areas targeted for development within businesses generally led to improvements in animal performance and grazing land management further improving the prospects for climate resilience.

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The Effect of Quality Management Practice on Business Performance of SMEs in Merhabete/ Alem Ketema/, North Shoa, Ethiopia

Journal of Economics Management and Trade ◽

10.9734/jemt/2021/v27i1030368 ◽

2021 ◽

pp. 1-12

Author(s):

Meron Bekele

Keyword(s):

Quality Management ◽

Business Performance ◽

Management Practices ◽

Management Practice ◽

Primary Data ◽

Measurement Instruments ◽

Independent Variables ◽

Quality Management Practices ◽

Supplier Quality Management ◽

Key Dimensions

The study investigated the quality management practices and business performances of SMEs in Merhabete/Alem Ketema, Ethiopia. Four key dimensions of quality management practices including customer focus, human resource focus, supplier quality management, and continuous improvements were used as independent variables accompanied by different measurement instruments under each variable, while a non-financial performance variable was used to measure the business performance. Primary data was collected using a self-administered questionnaire from a sample of 245 employees. Data were analyzed using descriptive and econometrics analysis. The findings indicate that the four key independent variables had a positive and significant effect on the performance of SMEs. The study recommended that SMEs should ensure that the objectives of the organization are linked to customer needs and expectations to improve performance, and they should allow participative consultation and engagement of employees in making decisions on quality issues and provide freedom to act with responsibility and accountability.

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Management Practice in Small and Medium-Sized Enterprises: Problems and Solutions from the Perspective of Open Innovation

Journal of Open Innovation Technology Market and Complexity ◽

10.3390/joitmc7040214 ◽

2021 ◽

Vol 7 (4) ◽

pp. 214

Author(s):

Maris Millers ◽

Elina Gaile-Sarkane

Keyword(s):

Statistical Analysis ◽

Management Practices ◽

Visual Analysis ◽

Management Practice ◽

Self Assessment ◽

Governance Model ◽

Analysis Technique ◽

Problems And Solutions ◽

Cluster Analysis Technique ◽

A Company

A large proportion of small and medium-sized enterprises are managed by their owners and founders. The goal of this research was to describe the diversity of management practices in owner-managed SMEs. Understanding this diversity will raise awareness of the challenges SMEs are facing and suggest possible solutions that will help improve their management and sustainability. In this study, 205 owner-managed SMEs with more than nine people employed were analyzed using a company self-assessment based on a tailor-made governance model. Data were analyzed using statistical analysis software in combination with a visual analysis. To group similar companies, the cluster analysis technique was used. The results showed a high diversity in how companies were managed and their performances. This research indicated that statistical analysis itself is not sufficient for exploring this diversity, and other approaches, such as visual analysis, must be used as well.

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Talented Employees in Russian and Foreign Companies

Voprosy Ekonomiki ◽

10.32609/0042-8736-2013-1-147-156 ◽

2013 ◽

pp. 147-156 ◽

Cited By ~ 1

Author(s):

M. Latukha ◽

T. Tsukanova

Keyword(s):

Management Practices ◽

Management Practice ◽

Talent Management ◽

Foreign Companies ◽

Study Results ◽

Practice Development

The study investigates talent management practices in Russian and foreign companies. The inquiry of Russian and foreign companies (working in Russia) showed that perceived and dedicated talent management practices contribute to better companies performance. The study results can be used in talent management practice development.

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Impression management and legitimacy strategies: The BP case

FINANCIAL REPORTING ◽

10.3280/fr2012-004004 ◽

2013 ◽

pp. 35-64 ◽

Cited By ~ 2

Author(s):

Giovanna Michelon

Keyword(s):

Impression Management ◽

Management Practices ◽

Legitimacy Theory ◽

British Petroleum ◽

Wide Range ◽

Management Techniques ◽

Disclosure Tone ◽

The Empirical Analysis ◽

A Company ◽

Texas City

The aim of this paper is to study if and how impression management varies during different phases of the legitimation process, in particular during the legitimacy building and legitimacy repairing phases (Suchman, 1995). We aim at understanding whether and how the disclosure tone adopted by a company in the two different moments is diverse and thus functional to the intrinsic objective of the each phase. The empirical analysis focuses on the case of British Petroleum Plc. We investigated the impression management practices undertaken by the company both during the preparation of the rebranding operation, i.e. a situation in which the company is trying to build legitimacy; and during the happenings of two legitimacy crises, like the explosion of the refinery in Texas City and the oil spill in the Gulf of Mexico. The evidence appears in line with the theoretical prediction of legitimacy theory. Results show that while the company tends to privilege image enhancement techniques during the legitimacy-building phase, it uses more obfuscation techniques when managing a legitimacy-repairing process. Moreover, the analysis suggests that the company makes more extensive use of impression management techniques in the disclosures addressed to shareholders, investors and other market operators than in the disclosures addressed to the wide range of other stakeholders.

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