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This paper aims to offer fresh insight into attitudes towards casually used brands and the role of tie strength in the building of online non-brand-related network relationships amongst young consumers.

Thirteen consumers aged between 18 and 24 years took part in in-depth interviews. The interviewees were matched on gender, age, occupation, residency and social media usage.

Tie strength effects are evident in changes to brand attitudes, choice of social media platforms and in the casual use of brands to further consumer relationship building and identity creation goals.

This paper answers calls for greater understanding of the way in which network structure influences consumers’ online motivations and attitudes towards the brand.

This paper explores the importance of managers viewing brands as embedded in broader social contexts and tailoring social media communications to those broader contexts.

This paper is the first to combine tie strength with casual brand use to examine non-brand-related network effects on brand attitudes, growing and maintaining consumer relationships and building online identity.

The purpose of this paper is to contribute to the entrepreneurial marketing (EM) and small- and medium-sized enterprise (SME) brand management knowledge. It explores the brand management practices of four entrepreneurially driven market innovators. The authors add theoretical and practical insight by distinguishing the brand management approaches of small- and medium-sized firms.

The authors use purposive sampling to select 15 producers of high or medium value-add from the food and beverage industry. Data include secondary sources and two rounds of in-depth interviews, first, between the project leader and CEO/founder of each company and, second, between members of the project team and functional managers of the organisations. Data were coded, analysed and agreement reached between the co-authors.

Four firms were characterised as having integrated brand orientation (Wong and Merrilees, 2005) and as using market innovation as an EM practise. All four use brand management practices for the purpose of positioning, differentiation and communicating brand identities, values and associations to customers. The smaller companies concentrate their practices on building and communicating identities. The medium-sized firms exhibit greater management of risk by building positive brand associations, controlling brand identities, leveraging alliances and creating separate brand identities for new products.

This paper offers three original insights. First, that market innovation can be considered EM and is used by entrepreneurial SMEs. Second, smaller SMEs have a reductive and pragmatic focus on developing and communicating brand identities. Finally, medium-sized entrepreneurial organisations use risk management in their branding strategies by utilising strategic alliances and creating separate brand identities for new products.

The introduction of genetically modified foods (GMF) in consumer markets worldwide is currently a hot topic for debate. Media hype and the strong position against GMF by activist groups have contributed to the negative image of GMF, often labelled as “Frankenstein” foods. Given this negative image, the purpose of this study is to find out if consumers display more positive perceptions about GMF if positive trade‐offs are made more salient in the purchase decision process. This study examined the impact of additional product benefits on consumer attitudes towards GMF. A sample of 120 consumers was randomly assigned to a (2*2) factorial design manipulating two levels of genetic modification and two levels of additional product benefits. Results indicate that genetic modification in food products has a negative impact on attitudes. More importantly, the presence of additional product benefits resulting from GMF was not enough to offset this negative view. Reasons for such results are discussed, conclusions for the industry and regulatory bodies drawn and implications for future research given.