Andrew Pierce and Hanna Moukanas
Brand portfolio management is not just a marketing issue, in which a sub‐optimal portfolio dilutes marketing messages and confuses customers. It also directly affects corporate…
Abstract
Brand portfolio management is not just a marketing issue, in which a sub‐optimal portfolio dilutes marketing messages and confuses customers. It also directly affects corporate profitability. Ill‐defined and overlapping brands in a portfolio lead to erosion in price premiums, weaker manufacturing economies, and sub‐scale distribution. In a slower economy, the problems of an under performing portfolio are even more acute: While adding brands is easy, it becomes difficult to harvest the value in a brand or to divest it. Effective brand portfolio management starts by creating a fact base about the equity in each brand and the brand’s economic contribution. The application of analytical tools can inform decisions about individual and collective brand strategies from targeting and positioning to investments, partnerships, and extension opportunities. Linking the intangibles of brands to hard financial metrics allows companies to exploit the full potential of their brands and thereby gain a competitive advantage.
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Richard Wise and Andrew Pierce
Looks at which brands are best positioned for growth and why it is important to actively manage brands as a cohesive portfolio.
Abstract
Purpose
Looks at which brands are best positioned for growth and why it is important to actively manage brands as a cohesive portfolio.
Design/methodology/approach
Lists four key principles that the best practitioners of brand portfolio management should follow.
Findings
The best practitioners of brand portfolio management follow four key principles: push sleeper brands to their full potential; launch new brands or acquire strategically; rationalize overlapping brands; shut down the weakest brands.
Practical implications
Provides managers with guidelines for managing brand portfolios.
Originality/value
Of particular benefit to strategic planners, CEOs, senior executives, brand managers and marketing managers.
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They waited until lunch was being served before they told him. Like that, they thought he would not make so much of a fuss. It left a mark that may well be permanent, for the run…
Abstract
They waited until lunch was being served before they told him. Like that, they thought he would not make so much of a fuss. It left a mark that may well be permanent, for the run from King's Cross to Harrogate is one he does fairly often, and now he finds piercing memories coming back as the familiar landscape rushes past the carriage window.
Lynn Deeken, Meggan Press, Angie Thorpe Pusnik, Laura Birkenhauer, Nate Floyd, Lindsay Miller, Andrew Revelle, Jaclyn Spraetz, Christina Riehman-Murphy, Christie Flynn, Caitlin Gerrity, Stephanie J. Graves, Sarah LeMire, Anne Pemberton, Vonzell DeRico Yeager and Magen Bednar
This paper aims to demonstrate the variety of ways institutions and their libraries approach student success both conceptionally and operationally.
Abstract
Purpose
This paper aims to demonstrate the variety of ways institutions and their libraries approach student success both conceptionally and operationally.
Design/methodology/approach
Librarians from nine different institutions of higher education were given a series of questions about student success on their campuses and in their libraries. They responded with written essays describing their experiences and perspectives.
Findings
The contributed pieces are collected together and display a shared interest in defining “student success,” aligning strategic planning with student success initiatives and establishing (and assessing) strong infrastructure to support student success.
Originality/value
These examples help us observe what is happening throughout higher education and see potential paths forward at our own institutions engaged in this work.
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Jana Kolesnikova and Farhad Analoui
The purpose of this paper is to consider various managerial approaches hitherto adopted to address “workplace romance” and to determine a realistic and constructive approach to…
Abstract
Purpose
The purpose of this paper is to consider various managerial approaches hitherto adopted to address “workplace romance” and to determine a realistic and constructive approach to explain and manage this least known organisational phenomenon.
Design/methodology/approach
Consideration of the “taboo” nature of the subject and related ethical issues led to the development of three case studies, based on the qualitative data collected for analysis. The evaluation of the above cases led to the emergence of the third approach, namely, “considerate” which reflects the merits of strategic management of human resource management in the context of business strategy of the organisations.
Findings
It is concluded that the “considerate” is the most appropriate approach to manage workplace romance because it is perceived by employees as fair and well‐justified. It accounts for potential risks and rewards, thus recognising the need for a realistic policy which takes into account the organisation, its environment and its strategic business objective.
Research limitations/implications
Whilst reliability of the present study is based on the analysis of multiple real‐life case studies, future studies ought to adopt “realism” as a means to bridge perception and business context in which these acts are considered.
Practical implications
The adoption of the proposed “considerate” approach may help HR practitioners to develop a strategy for managing workplace romance that is the most suitable for their organisation and its business strategy.
Originality/value
This first‐time study explores managing workplace romance in the context of strategic HR. Moreover, the developed conceptual framework enables practitioners to manage romance at work.
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Kuok Kei Law, Andrew Chan and Muammer Ozer
This paper aims to develop an integrated framework to demonstrate the individual and combined effects of intrinsic and extrinsic motivators on two forms of knowledge sharing…
Abstract
Purpose
This paper aims to develop an integrated framework to demonstrate the individual and combined effects of intrinsic and extrinsic motivators on two forms of knowledge sharing behaviors – in-depth knowledge sharing and routinized knowledge sharing.
Design/methodology/approach
A range of work on the use of intrinsic and extrinsic motivators and the differential degrees of costs and risks involved in the two forms of knowledge sharing is being reviewed with the aim to locate gaps and problems arising from propositions of different scholars. An integrated framework is then proposed to connect different schools of thoughts into a single, unifying framework.
Findings
Knowledge sharing behaviors among employees are subject to both attractive and distractive forces. Intrinsic and extrinsic motivators might interact positively or negatively depending on the type of extrinsic motivator and the form of knowledge sharing. While enhancing the intrinsic enjoyment of employees along with outcome-based extrinsic motivators can promote in-depth knowledge sharing, the use of behavior-based extrinsic motivators is more appropriate for fostering routinized knowledge sharing.
Research limitations/implications
This paper mainly focuses on the sharing of knowledge without examining the receiver side in knowledge sharing. Also, the use of punitive means by superiors in encouraging knowledge sharing is not discussed in the framework. Future research can also add into the authors’ integrated framework the effects of personal traits in knowledge sharing.
Originality/value
This paper narrows the gap between existing theories on the use of extrinsic and intrinsic motivators and offers an integrated theoretical framework for those interested in examining the inter-relationship among intrinsic motivators, extrinsic motivators and knowledge sharing behaviors.