Eunju Ko and Seulgi Lee
In “the century of culture,” a current drift is toward utilizing cultural heritage branding. Cultural heritage brand referred to in this study means a brand with value proposition…
Abstract
In “the century of culture,” a current drift is toward utilizing cultural heritage branding. Cultural heritage brand referred to in this study means a brand with value proposition based on cultural heritage. As Asian cultures are gathering global focus amid ongoing trend of exoticism and the growth of Asian economies, there is more opportunity especially for Asian brands to benefit from cultural heritage branding. Also, the advantages of cultural heritage branding can benefit fashion brands, considering that designs of great importance in fashion brand's competitiveness can earn creativity and originality from cultural heritage.
Therefore, this study (1) profiles cultural heritage fashion brands based on Asia: Japan, China, and Korea, (2) identifies components of cultural heritage fashion branding by comparative analysis, and (3) identifies characteristics in brand management strategy from the brands, and offer managerial implications for upcoming cultural heritage fashion brands.
This study adopts a case study approach that focuses on Asian fashion brands; Issey Miyake (Japan), Shanghai Tang (China), and Damyeon designed by Lee Hye Soon (Korea). The analytical contents of this research include general profiles (i.e., brand history, brand philosophy and concept, and BI and visual representation), cultural heritage perspectives and brand management perspective (i.e., product, price, place, promotion, and brand extension). Most of the information was retrieved from multiple sources including books, academic papers, brand's annual report, brand official website, news articles, etc.
Overall, this study shows cultural heritage fashion branding can be useful in distinctiveness in positioning and delivering brand value in depth, authenticity, and credibility for customers (Urde, 2007). The findings suggest some managerial as well as cultural heritage-related indications for upcoming cultural heritage fashion brands.
Although common components of cultural heritage fashion branding (i.e., utilization of traditional prototype, emphasis on traditional fabric, and preservation of traditional craftsmanship) were drawn out, achieving optimal balance between tradition and modernity was found critical as well. Managerial guidelines include foreign brand naming, premium pricing, art-related promotions, and extension for a total lifestyle brand. In further research, the type of industry and different country-of-origins can be applied in order to extensively study about the issue of cultural heritage branding.
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Mats Urde and Stephen A Greyser
– The purpose of this study is to understand the identity of the Nobel Prize as a corporate heritage brand and its management challenges.
Abstract
Purpose
The purpose of this study is to understand the identity of the Nobel Prize as a corporate heritage brand and its management challenges.
Design/methodology/approach
An in-depth case study analysed within a heritage brand model and a corporate brand identity framework.
Findings
The Nobel Prize is a corporate heritage brand – one whose value proposition is based on heritage – in this case “achievements for the benefit of mankind” (derived directly from Alfred Nobel’s will). It is also defined as a “networked brand”, one where four independent collaborating organisations around the (Nobel) hub create and sustain the Nobel Prize’s identity and reputation, acting as a “federated republic”.
Research limitations/implications
The new and combined application of the Heritage Quotient framework and the Corporate Brand Identity Matrix in the Heritage Brand Identity Process (HBIP) offers a structured approach to integrate the identity of a corporate heritage brand. In a networked situation, understanding the role of stewardship in collaborating organisations is essential: The network entities maintain their own identities and goals, but share common values of the network hub.
Practical implications
The integrated frameworks (HBIP) provides a platform for managing a corporate heritage brand.
Originality/value
This is the first field-based study of the Nobel Prize from a strategic brand management perspective.
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The purpose of this paper is to explore the brand core and its management over time. The aim is to develop a framework for managing the core of a brand for continuity and change…
Abstract
Purpose
The purpose of this paper is to explore the brand core and its management over time. The aim is to develop a framework for managing the core of a brand for continuity and change.
Design/methodology/approach
A longitudinal case study of the Volvo brand’s core and its management serves as the empirical basis for a qualitative analysis of the “brand core” using rhetorical perspectives.
Findings
The management of the brand core for both continuity and change is an unsolved paradox in strategic brand management literature and practice. Existing conceptualisations offer little or no guidance regarding managing a brand’s core over time. The Volvo brand has evolved by adding and shifting mindsets, which has kept its core surprisingly stable.
Research limitations/implications
The new framework mitigates a paradox and, by defining the brand core as a point of reference, allows for brand management to address both continuity and change and consider a range of stakeholders while doing so. The integration ofs rhetoric into the framework makes it applicable to product, service and corporate brands, or indeed anything that can be considered a “brand”. The brand core is defined as “an entity of core values and a promise”.
Practical implications
By shifting perspectives on a brand’s core over time, change and development are stimulated while preserving its inner values and promise.
Originality/value
The brand core framework integrating rhetoric theory was supported by a longitudinal case study to resolve a strategic brand management paradox.
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– The purpose of this paper is to revise the concept of positioning to differentiate between fundamental approaches to it and chart a scheme of schools of positioning.
Abstract
Purpose
The purpose of this paper is to revise the concept of positioning to differentiate between fundamental approaches to it and chart a scheme of schools of positioning.
Design/methodology/approach
An extensive literature review traces the roots and evolution of the concept. Two approaches to positioning are explored and related to the paradigms of market and brand orientation. Based on current theory and practice, different schools of positioning are identified and categorized along a market- and brand-orientation spectrum. Metaphors differentiate schools of positioning, illustrated by case examples.
Findings
Positioning is a key concept in marketing, branding and strategy. However, its theoretical and practical usefulness is in peril due to its many meanings, applications and overall vagueness. There is a need for a theoretical overview of positioning, which the literature currently lacks. Two approaches to define a brand’s position are identified and introduced: market- and brand-oriented positioning. Five principal schools of positioning show how these are different and why differentiating between them matters. The choice of school implies the market- and/or brand-oriented approach to positioning.
Research limitations/implications
Further empirical case-based research might investigate when, what and how different positioning schools are applied in practice. The brief cases in this paper indicate a dynamic over time regarding the applications of the brand- and market-oriented school of positioning. An in-depth theoretical and practical investigation of the dynamics of positions would be of value for the research field.
Practical implications
The distinction among different schools of thought helps bridge the gap between the theory and practice of positioning. A specific positioning objective can guide management in the selection of a particular school of positioning, which enables management to make more insightful conscious choices regarding its opportunities, limitations and consequences.
Social implications
Position and positioning is of relevance in society in broad terms, e.g. in sports, politics and culture. Positioning strategy is discussed and implemented in different industries (business-to-business and consumer), for all kinds of brands (including, for instance, corporate brands) and for “brands” in the very widest sense (such as places or people).
Originality/value
This paper relates positioning to the fundamental discussion of brand and market orientation. It integrates positioning research and provides a structured overview of the concept.
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This paper aims to describe the uncovering of a corporate brand's core values and implications for strategic management of its track record.
Abstract
Purpose
This paper aims to describe the uncovering of a corporate brand's core values and implications for strategic management of its track record.
Design/methodology/approach
The paper examines the specific track records of Volvo, IKEA, IBM, and Scanpump, focusing on core values and how they evolve. Based on multiple sources of evidence, the track records of the case companies emerge as patterns of values that are: perceived externally by customers and non‐customer stakeholders; and rooted internally within an organisation.
Findings
Four categories of core values emerge, termed true, aspirational, potential, and hollow.
Originality/value
The Core Value Grid is proposed as a managerially useful model on “how to build true values and avoid hollow values”. In principle, a corporate brand cannot be stronger externally than it is internally. Rooted core values with track records supporting a brand promise represent the essence of a corporate brand, guiding internal and external corporate brand building and management. The foundation of a corporate brand risks being undermined by hollow core values and empty promises.
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The aim of this article is to introduce a conceptual framework for a corporate brand building process based on core values. The nature, role, and function of core values are…
Abstract
The aim of this article is to introduce a conceptual framework for a corporate brand building process based on core values. The nature, role, and function of core values are considered a central part of the value foundation of a corporate brand. In line with this reasoning, a distinction is also made between three groups of values: organisational values, core values, and added values. This article is based on research into the brand building efforts of more than 50 major companies over a period of ten years. The Volvo case is used as an illustration and places special emphasis on internal processes. The role of the core values in the ten steps of the framework is explored and illustrated. The work is based on first‐hand experiences, interviews, and unique internal strategy documents from Volvo. The discussion defines core values as overarching concepts that summarise the identity of the corporate brand and as guiding lights for the brand building process. Another conclusion drawn from the article is that core values are vital for continuity, consistency and credibility in a value‐creating process. The theoretical and practical implications of using core values as a unifying common thread are discussed in relation to the paradigm of brand orientation.
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Brand heritage is an emerging concept within the marketing discipline, which suggests that the historical status of older companies is often explicitly linked to their brand…
Abstract
Purpose
Brand heritage is an emerging concept within the marketing discipline, which suggests that the historical status of older companies is often explicitly linked to their brand identity and consumer appeal. The aim of this paper is to illustrate and validate this concept.
Design/methodology/approach
This paper provides a profile of the Cunard Line, which offers limited evidence to support prior conceptual work by other scholars. The paper uses historical research methods to illustrate the principles of brand heritage within a specific circumstance.
Findings
Heritage is central to the brand identity of Cunard and was a significant factor in the recent turnaround of the company. This paper demonstrates the nature and power of the brand heritage concept, even within a future‐oriented repositioning effort.
Research limitations/implications
Although the example of Cunard validates the brand heritage concept in a specific instance, it does not offer evidence that brand heritage is a universal phenomenon.
Practical implications
Brand heritage should be included within the repertoires of marketing strategists and brand managers. Executives of older companies should be aware of this approach and should consider the potential to exploit heritage for competitive advantage.
Originality/value
This paper offers original research to support prior conceptual scholarship on the emerging topic of brand heritage.
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Stephen A. Greyser, John M.T. Balmer and Mats Urde
The purpose of this paper is to examine the role of corporate communications on behalf of the monarchy as a corporate brand.
Abstract
Purpose
The purpose of this paper is to examine the role of corporate communications on behalf of the monarchy as a corporate brand.
Design/methodology/approach
Draws on the preliminary findings of a major study on monarchies.
Findings
Argues that corporate communications is an important aspect of corporate brand management (especially in relation to constitutional monarchies).
Research implications
That monarchies are analogous to organisational brands and are amenable to being managed as such.
Originality/value
Draws on a unique study relating to monarchies as corporate brands.
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Brand orientation means that the formulation of company strategy isbased on brands. By focussing the company′s commitment and resources onbuilding, developing and nurturing…
Abstract
Brand orientation means that the formulation of company strategy is based on brands. By focussing the company′s commitment and resources on building, developing and nurturing brands, a platform for a sustainable competitive strategy is achieved. Presents a model of a brand‐oriented company using the concepts of product, trademark, corporate name, corporate identity, positioning, target group and brand vision. It is management′s task and challenge to synchronize these concepts with a view to generating added value and brand loyalty. The case of the Pharmacia Nicorette provides an illustration of the transition from product focus to brand orientation. The importance of brand orientation for industry and commerce is enhanced by three drivers: decreasing product divergence, increasing media costs and continuing market integration. A corporate management capable of exploiting the potential of brands may obtain long term competitive advantages – a strategy for survival in a growing number of companies.
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The principal purposes of this paper are to provide normative advice in terms of managing the British Monarchy as a Corporate Heritage Brand and to reveal the efficacy of…
Abstract
Purpose
The principal purposes of this paper are to provide normative advice in terms of managing the British Monarchy as a Corporate Heritage Brand and to reveal the efficacy of examining a brand's history for corporate heritage brands generally.
Design/methodology/approach
Taking a case history approach, the paper examines critical events in the Crown's history. It is also informed by the diverse literatures on the British Monarchy and also marshals the identity literatures and the nascent literature relating to corporate brands. Six critical incidents that have shaped the monarchy over the last millennium provide the principal data source.
Findings
In scrutinising key events from the institution's historiography it was found that the management and maintenance of the Crown as a corporate brand entail concern with issues relating to: continuity (maintaining heritage and symbolism); visibility (having a meaningful and prominent public profile); strategy (anticipating and enacting change); sensitivity (rapid response to crises); respectability (retaining public favour); and empathy (acknowledging that brand ownership resides with the public). Taking an integrationist perspective, the efficacy of adopting a corporate marketing approach/philosophy is also highlighted.
Practical implications
A framework for managing Corporate Heritage is outlined and is called “Chronicling the Corporate Brand”. In addition to Bagehot's dictum that the British Monarch had a constitutional obligation to encourage, advise and warn the government of the day, the author concludes that the Sovereign has a critical societal role and must be dutiful, devoted and dedicated to Her (His) subjects.
Originality/value
This is one of the first papers to examine the British Monarchy through a corporate branding lens. It confirms that the Crown is analogous to a corporate brand and, therefore, ought to be managed as such.