Tim Oliver Brexendorf and Kevin Lane Keller
Most research on branding highlights the role of associations for a single brand. Many firms, however, have multiple brands and/or different versions of one brand. The latter is…
Abstract
Purpose
Most research on branding highlights the role of associations for a single brand. Many firms, however, have multiple brands and/or different versions of one brand. The latter is largely the case for many corporate brands. This paper aims to broaden the understanding of corporate brand associations and their transfer within the firm’s brand and product portfolio. In particular, this paper also examines the concept of corporate brand innovativeness and the influence of brand architecture as supportive and restrictive boundary conditions for its transfer.
Design/methodology/approach
This conceptual paper explains the nature, benefits and challenges of corporate brand innovativeness within the context of a firm’s brand architecture. On the basis of a literature review, the authors provide an overview of the domain and derive avenues for future research.
Findings
Research and practice have not fully realised the importance of corporate brand images for supporting a firms’ product portfolio. In particular, (corporate) marketing managers need to consider the potential value of favourable perceptions of corporate brand innovativeness across products and the moderating role of brand architecture.
Research limitations/implications
More empirical research is needed to understand the reciprocal relationship and transfer between corporate and product brand associations and equity.
Practical implications
A corporate marketing perspective allows firms to use corporate brand associations to support products and services for that brand. This paper discusses perceived corporate brand innovativeness as one particularly important corporate brand association.
Originality/value
The authors discuss the use of corporate brand associations under the consideration of brand architectures and boundaries and draw on several research streams in the brand management literature. Much of the branding and innovation literature centres on the product level; research on corporate brand innovativeness has been relatively neglected.
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The purpose of this note is to provide some brand strategy perspectives to Sheth and Koschmann’s Do brands compete or coexist? How persistence of brand loyalty segments the market.
Abstract
Purpose
The purpose of this note is to provide some brand strategy perspectives to Sheth and Koschmann’s Do brands compete or coexist? How persistence of brand loyalty segments the market.
Design/methodology/approach
This paper is a comment piece written in response to Sheth and Koschmann’s “Do brands compete or coexist? How persistence of brand loyalty segments the market”.
Findings
In their article, Jagdish Sheth and Anthony Koschmann provide a very useful empirically grounded example of how categories can evolve to be dominated by two or three key players and some of the implications which result from that. In doing so, they offer a number of useful insights. At the same time, however, it should be recognized that a number of competitive forces have emerged in recent years that have disrupted long-established equilibria and threatened long-term leadership in numerous categories. This note describes the nature of those forces and outlines three strategic approaches to improve the odds of long-term brand leadership and success.
Originality/value
This response to Sheth and Koschmann’s paper provides a scholarly dialogue centered upon the premise of brand loyalty within the context of market competition.
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This study explores the relationship between brand image and brand equity in the context of sports sponsorship. Keller's (1993, 2003) customer-based brand equity models are the…
Abstract
This study explores the relationship between brand image and brand equity in the context of sports sponsorship. Keller's (1993, 2003) customer-based brand equity models are the conceptual inspiration for the research, with Faircloth, Capella, and Alford's (2001) conceptual model – adapted from the work of Aaker (1991) and Keller (1993) – the primary conceptual model. The study focuses on the sponsorship relationship between the New Zealand All Blacks and their major sponsor and co-branding partner, adidas. The sporting context for the study was the 2003 Rugby World Cup held in Australia. Data were collected from two independent samples of 200 respondents, utilizing simple random sampling procedures. A bivariate correlation analysis was undertaken to test whether there was any correlation between changes in adidas' brand image and adidas' brand equity as a result of the All Blacks' performance in the 2003 Rugby World Cup. Results support the view that Keller (1993, 2003) proposes that brand image is antecedent to the brand equity construct. Results are also consistent with the findings of Faircloth et al. (2001) that brand image directly impacts brand equity.
Woon Bong Na, Roger Marshall and Kevin Lane Keller
Rather than taking the more traditional approach of measuring brand equity for accounting or strategic reasons, the approach taken here is concerned with optimizing brand equity…
Abstract
Rather than taking the more traditional approach of measuring brand equity for accounting or strategic reasons, the approach taken here is concerned with optimizing brand equity through parsimonious manipulation of the marketing mix. To this end a macro‐model is first developed; this model is then operationalized and tested (in terms of predicted versus actual brand share) in three Korean markets. The contribution of the paper lies in the development of a methodology through which management can efficiently build brand power in their markets. The statistical methods (factor analysis and preference regression) are commonly used in commercial research and the research requirements to build such a model are quite modest – the proposed model makes a theoretical contribution but can also be used as a practical managerial tool.
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Michael A. Merz, Dana L. Alden, Wayne D. Hoyer and Kalpesh Kaushik Desai
In part because of the complexity and large risks involved, branding plays an important role in business-to-business (B2B) markets. Although marketers of B2B brands must do many…
Abstract
In part because of the complexity and large risks involved, branding plays an important role in business-to-business (B2B) markets. Although marketers of B2B brands must do many of the things that marketers of any kind of product or service must do, six guidelines that are more unique to B2B settings can be defined.
First, the entire organization should understand and support branding and brand management. Employees at all levels and in all departments must have a complete, up-to-date understanding of the vision for the brand and their role. A brand mantra – a short three- to five-word summary of the essence of a brand – can help with this vertical and horizontal alignment.
Second, a corporate branding strategy should be adopted if possible with a well-defined brand hierarchy. Ideally, sub-brands would be created that combined a well-known and highly credible corporate brand name with descriptive product modifiers.
Third, to avoid falling into a commoditization trap, sufficient differentiation must be established to justify price premiums. To sustain that premium, it may be necessary to “frame” value perceptions to ensure that customers appreciate a brand's differences. Fourth, one often overlooked means of differentiation is to link brands to relevant non-product-related brand associations related to customer service, well-respected customers, or clients, etc.
Fifth, emotional associations related to a sense of security, social or peer approval, and self respect can also be linked to the brand and serve as sources of brand equity. Finally, customers must be carefully segmented both within and across companies and tailored marketing programs developed for these different segments.
Adopting these six guidelines will increase the likelihood of creating a strong B2B brand, reaping all the benefits that such an achievement entails.
Stephen F. Thode and James M. Maskulka
Despite nearly universal agreement that ultra‐premium California wines have reached a quality level which is on a par with the world's best, these wines have not captured the…
Abstract
Despite nearly universal agreement that ultra‐premium California wines have reached a quality level which is on a par with the world's best, these wines have not captured the hearts and minds of many traditional buyers of the best wines in the international marketplace. These California wines face several competitive disadvantages — the lack of a sustained track record over a long period of time; comparatively small production levels; the lack of an established pecking order; and, a less‐than‐optimal distribution system, among other factors. As a result, brand equity of California ultra‐premium wines has suffered. This paper modifies and extends the paradigms of both Aaker and Keller by specifying a brand equity model that captures the dimensions of brand equity for ultra‐premium California wine producers. Evaluating current marketing practice against the derived model, the authors suggest marketing strategies and tactics that may permit ultra‐premium California wines to overcome many of their competitive disadvantages with the objective of enhancing brand equity.
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The ability to predict future demand is a need that businesses work towards irrespective of their size. Creating a favourable competitive stance for firm’s output is also a…
Abstract
The ability to predict future demand is a need that businesses work towards irrespective of their size. Creating a favourable competitive stance for firm’s output is also a crucial goal of businesses. These two goals are of particular importance for enterprises operating in an environment characterised by rapid changes, shortened lead‐times, and exponential innovative activities. This study aims to elaborate on branding as a marketing principle relevant to the entrepreneurial quest for stimulating demand and creating competitive advantage. It also aims to highlight the appropriateness of branding to SME practices and to identify relevant guidelines that SMEs could follow in building a successful brand.