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The most successful companies today are said to have strong brands. But what is a strong brand? What makes a brand strong? How do we build a strong brand? This paper develops a customer‐based brand equity model to help address these important questions. The developed model is a cause‐and‐effect model linking customer‐brand relationships to rational and emotional brand associations, as well as rational and emotional brand evaluations. The customer‐brand relationships are characterized by loyalty, based on both behaviour and attitude. As branding is a very complex concept, it is important to determine which of the many branding elements should be included in the model. This paper discusses why a given aspect is important for a brand’s equity and which relations exist between the included variables from a theoretical perspective. The model provides insight into the creation of a brand’s equity and can thus be used in the brand management process to achieve brand excellence.

The chapter aims to consider current approaches to brand management and brand value assessment with substantive analysis of the positions of Russian and foreign scientists.

Considering the numerous definitions outlined in scientific and educational literature, the author's definition of the term ‘brand’ is given; the history of development and current approaches to the definition and identification of the role and importance of branding in large international and domestic companies are analysed; attention is focused on the features and stages of branding in companies. Particular attention is paid to the essence and relationship of strategic company management and brand valuation.

The authors reveal proactive branding as a transition from unbranded goods to consumer loyalty. A matrix of brand strategies is drawn up. Professional marketing standards for entrepreneurs are systematised. The management of the brand's life cycle in the matrix ‘profitability – the cost of the brand’ is proposed.

The authors define prospects and provide recommendations for improving the practice of brand management and brand value assessment, making it possible to increase the effectiveness of strategic marketing business management.

Clothing companies face intense competition and are under pressure to constantly upgrade differentiation factors, while striving to increase productivity and operational efficiency. Companies use branding strategy as a powerful tool for differentiation, leveraging marketing communication to establish connections and foster relationships with their customers. A brand is a combination of a name and logo, carefully chosen with the aim to achieve a distinctive and recognisable meaning. To establish a strong relationship with targeted customers, it is crucial to gain a deep understanding of their habits and behaviour. Brands are increasingly leveraging communication through digital channels and social networks to connect with their audience. The aim of this research was to gain valuable insights into the purchasing behaviour of youth customers when it comes to branded clothes. Quantitative research was conducted using an online survey to gather data specifically from youth participants. This chapter presents the findings of the research, highlighting both the results obtained and the limitations encountered. Additionally, recommendations for future studies are provided. The results indicate that digital media and social networks play a significant role in the purchase decisions of youths. However, it is noteworthy that they still prefer to make their actual purchases in physical stores. The findings of this research can serve as valuable indicators for clothing companies in Croatia, providing insights into the buying behaviour and habits of youths.

This research examines and analyzes the impact of employee branding and employer branding in multinationals that exceeded the national boundaries in globalization. The motive of the research is to identify the significance of employer and employee branding for the success of the multinationals. The emergence of a MNC culture in India is widespread, and it promotes an employee-oriented philosophy by making all the amenities available to the employees. Multinational organizations focus on employee and employer branding to achieve the desired goals. Employee branding is a new term in the service industry that emphasizes the internal marketing of the organization Infront towards the external image of a company. India has a significant presence of service sectors as in the top 10 around the world. Employment rate in the service sector in India is more that 32.33% as per the collected data by the World Bank in 2020, wherein the large number of employees contributing their services in the different fields becomes a matter of concern for a company’s policies. This research was conducted on a population sample size of 204 respondents working in multinational organizations of Gurugram, India, using convenience sampling through a structured questionnaire. Data analysis of the survey was coded in Ms-excel 2015 and SPSS-21. Primary and secondary data are used in this study. Primary data are collected through questionnaire method, and secondary data are collected through journals, books, websites etc. This study will help human resource managers to improve HR policies and organization culture and to increase employee branding to gain desired success in organizations.

This chapter integrates brand identity and equity as a two-dimensional approach to destination branding. By incorporating the supply- and demand-side perspectives, the approach enables different destination stakeholders to be included in this process. Drawing on general branding and marketing literature, the study presents a three-part framework for building and implementing a destination brand. It illustrates consumer-based equity as consisting of the four dimensions: awareness, image, perceived quality, and loyalty. The chapter also offers a critical synthesis of destination image studies and recognizes the important research advancement from image to branding.

This final chapter of the book provides an up-to-date overview of research on B2B branding. The chapter discusses the current academic endeavors and propositions from researchers in the field, while focusing on the discipline of B2B marketing. It furthermore elaborates on the importance of brands and branding for decision-making processes by discussing the role of B2B buyers and sellers. Additionally, branding as part of marketing has been reviewed from its historical background and the first attempts to develop its conceptual background. The chapter then focuses on business buyers and their main characteristics with regard to brand relevance. Finally, the key challenges of developing a strong B2B brand are presented and discussed, after which future research avenues and upcoming trends within the B2B branding context are considered. Digitalization and the digital context are identified as important areas to know in the future, as they are increasingly becoming important stages for marketing activities within the B2B domain. The digital context is a specific platform to explore further. In addition, the intangible aspects of B2B branding that are still unknown to many managers and academics, such as emotions in situations of interaction and sales are explored. From a thematic point of view, sustainability issues will become increasingly important to handle in organizations, which will put pressure on B2B marketers, as sustainability can be communicated through the corporate brand and related branding efforts.

Despite the recent academic attention to branding, there seems to be no clear path for authorities to follow in establishing their destinations as distinctive and strategic brands. The purpose of this chapter is to provide a practical framework for destination authorities. Review of relevant literature reveals that branding in a destination context involves development and maintenance of positive image and identity using several elements such as names, logos, slogans, and color. These elements need to be distilled from destination characteristics and they can lead to strong brand equity. A comprehensive research framework with both qualitative and quantitative methods is suggested to assess these brand elements, meanings, and assets for both supply and demand sides of the market.

This study aims to investigate the nature of relationships between consumers and green brands and notably their role in shaping green brand evangelism. More particularly, the study first focuses on the influence of green relational benefits (confidence, self-expression, socialisation and altruistism) on green brand loyalty and subsequently the direct effect of green brand loyalty on green brand evangelism.

Data were collected using an online survey administered to a sample of 101 graduated female consumers of green personal care and beauty brands. Partial least square structural equation modelling was used to test the hypothesized relationships of the proposed conceptual model.

The study results demonstrate the existence of a positive and direct impact of confidence, socialization and self-expression benefits on green brand loyalty, with a stronger influence of confidence compared to the other benefits. Green brand loyalty generates a positive green brand evangelism from consumers.

To promote green brand evangelism, managers should invest in actions that enhance consumer loyalty towards green brands through a combination of confidence, socialization and self-expression benefits.

Although previous studies have discussed how relational benefits contribute to the development of brand loyalty, the issue has not been examined from a green brand perspective. In addition, this paper explores the antecedents of green brand evangelism, which have not been sufficiently addressed in the existing literature.

The current paper describes various co‐branding methods that are available to franchisors and franchisees. The paper also presents an exploratory study that provides some insight into the activities in which franchisors in the food service industry may be willing to engage, in collaboration with other firms, when entering and maintaining co‐branding relationships. A sample of International Franchise Association (IFA) members was selected for the survey.