Journal articles on the topic 'Brand Management Capabilities'
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Lee, Wai Jin (Thomas), Aron O’Cass, and Phyra Sok. "Unpacking brand management superiority." European Journal of Marketing 51, no. 1 (February 13, 2017): 177–99. http://dx.doi.org/10.1108/ejm-09-2015-0698.
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Purpose A strong brand is one that consumers know and perceive as differentiated from competing brands. Building brands with high levels of awareness and uniqueness is critical to ensuring brand strength and sustained competitiveness. To this end, the roles of brand management capability and brand orientation are highlighted. However, given the significance of consistency in branding, firms’ brand management capability and brand orientation alone may not be sufficient, and a mechanism that facilitates branding consistency is required. In the integrating marketing control theory with the resource-based view (RBV) and dynamic capabilities (DC) theory, this study aims to examine how a firm’s brand orientation, when supported by formalisation, contributes to building brands with high levels of awareness and uniqueness through the intervening role of brand management capability. Design/methodology/approach In testing the hypotheses proposed in this study, survey data were drawn from a sample of firms operating in the consumer goods sector and examined through hierarchical regression analysis. Findings This study finds that firms are more likely to build brands with high levels of awareness and uniqueness in the market when their brand orientation is supported by formalisation, because this combination (brand orientation and formalisation) facilitates branding consistency and brand management capability development. Originality/value In weaving together the theoretical perspectives of marketing control, RBV and DC, this study extends current knowledge by showing that brand management capability and brand orientation alone are insufficient for building brands with high levels of awareness and uniqueness. Instead, maximising their performance effects requires the support of formalisation.
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Odoom, Raphael, and Priscilla Mensah. "Brand orientation and brand performance in SMEs." Management Research Review 42, no. 1 (January 21, 2019): 155–71. http://dx.doi.org/10.1108/mrr-12-2017-0441.
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Purpose This study aims to investigate the moderating effects of innovation capabilities and social media capabilities on the relationship between brand orientation and brand performance among small- and medium-sized enterprises (SMEs). Drawing on the size differential feature from the organizational ecology theory, the paper further tests variations in these conditions across disaggregated SME levels. Design/methodology/approach The empirical part of the study was carried out with a sample of 484 enterprises in an emerging market context via exploratory and confirmatory factor analyses, along with a moderated hierarchical regression. Findings Results from the moderated hierarchical regression analysis indicate that although the two capabilities generally offered positive moderating effects across all enterprises, these are conditional and not invariant when disaggregated based on enterprise sizes (small vs medium). Originality/value The study suggests the need for enterprise owners/managers to identify optimal combinations of enterprise capabilities, based on their sizes, for which their complementarities with brand orientation efforts are more potent.
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Lin, Chih-Pin, and Cheng-Min Chuang. "Corruption and brand value." International Marketing Review 33, no. 6 (November 14, 2016): 758–80. http://dx.doi.org/10.1108/imr-09-2015-0203.
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Purpose Although multinational enterprises (MNEs) based in emerging economies arose quickly during the past decade, most of these firms lack marketing capabilities and strong brands. Emerging-economy MNEs that have tried to build their own brands have been largely unsuccessful. The purpose of this paper is to argue that corruption in the MNEs’ home countries has been detrimental to their brand values. Corruption makes it more difficult for consumers to govern their transactions with local firms, thus decreasing firms’ trustworthiness and brand values. Design/methodology/approach Data of the global top 500 most valuable brands of 2008 and 2014 and the Poisson regression model are used. Findings This study finds that firms based in countries with lower levels of corruption establish more valuable brands than those based in countries with higher corruption, even when GDP and GDP per capita are controlled. Practical implications Policymakers who want to help local firms increase their marketing capabilities and establish strong brands should strive to increase the trustworthiness of local firms by undertaking anti-corruption reforms aimed at protecting consumers. Originality/value Few studies have address the research question that why emerging-market MNEs lack marketing capabilities and strong brands. This study finds that institutional factors such as corruption at country level prevent them from establishing strong brands.
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Pyper, Keith, Anne Marie Doherty, Spiros Gounaris, and Alan Wilson. "Investigating international strategic brand management and export performance outcomes in the B2B context." International Marketing Review 37, no. 1 (December 17, 2019): 98–129. http://dx.doi.org/10.1108/imr-02-2019-0087.
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Purpose Drawing on Resource-based Theory, the purpose of this paper is to empirically examine the effect of International Strategic Brand Management (SBM) on export performance within the Business-to-Business (B2B) context. To be able to purposely assess the relationship, this paper also sets out to discover what antecedent international resources, (financial resources) and international capabilities (market information, branding and marketing planning) contribute to the ability of B2B exporters to effectively manage their brands abroad. Design/methodology/approach A mixed method firm-level approach was employed. First, a qualitative study of 34 in-depth interviews explored the focal inter-relationships and constructs identified within the literature. A survey of 208 successful UK exporters was then conducted and the results were analysed using structured equation modelling. Findings The results confirm that certain marketing capabilities (branding and marketing planning) are advantageous antecedents to the employment of effective SBM in foreign markets which, in turn, leads to increased financial and market performance internationally. Practical implications This paper outlines practical brand management considerations managers need to account for to achieve effective exporting. Practitioners are advised to prioritise the development of robust international branding and marketing planning capabilities which can enable them to exploit their limited financial resources for optimal benefits. Furthermore, by developing these capabilities, firms can focus on the essence of their brand and communicate their brand image through the effective strategic management of their brand to business customers, evoking positive brand associations, enhanced perceived brand value and the achievement of increased export performance. Originality/value This paper is the first to focus on international SBM as the deterministic factor leading to improved B2B export performance. An innovative framework is offered which positions the pivotal role of International SBM as the central focus. The construct for international branding capabilities is extended specifically for use in the B2B domain.
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Manoli, Argyro Elisavet. "Brand capabilities in English Premier League clubs." European Sport Management Quarterly 20, no. 1 (November 26, 2019): 30–46. http://dx.doi.org/10.1080/16184742.2019.1693607.
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Cao, Guangming, and Na Tian. "Enhancing customer-linking marketing capabilities using marketing analytics." Journal of Business & Industrial Marketing 35, no. 7 (March 25, 2020): 1289–99. http://dx.doi.org/10.1108/jbim-09-2019-0407.
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Purpose Evidence in the literature has indicated that customer-linking marketing capabilities such as customer relationship management (CRM) and brand management are important drivers of marketing performance and that marketing analytics use (MAU) enables firms to gain valuable knowledge and insights for improving firm performance. However, there has been little focus on how firms improve their CRM and brand management via MAU. This study aims to draw on the absorptive capacity theory, research on marketing capabilities and marketing analytics to examine the capability-developing mechanisms that enable a firm to use marketing analytics to enhance its CRM and brand management capabilities, thereby improving its marketing performance. Design/methodology/approach A research model is developed and tested based on an analysis of 289 responses collected using an online survey from middle and senior managers of Chinese firms with sufficient knowledge and experience in using marketing analytics for survey participation. Findings The findings demonstrate that MAU is positively related to both CRM and brand management capabilities, which in turn are positively associated with marketing performance; and that both CRM and brand management capabilities mediate the relationship between MAU and marketing performance. Research limitations/implications The study’s outcomes were based on data collected from a survey, which was distributed using mass e-mails. Thus, the study is unable to provide a meaningful response rate. The research results are based on and limited to Chinese firms. Practical implications MAU is essential for enhancing customer-linking marketing capabilities such as CRM and brand management, but it alone is not sufficient to improve marketing performance. Firms wishing to improve marketing performance should leverage the knowledge and insights gained from MAU to enhance their critical customer-linking marketing capabilities. Originality/value This study explicates the capability-developing mechanisms through which a firm can use its market-sensing capability as manifested by MAU to enhance customer-linking marketing capabilities and to improve its marketing performance. In so doing, this study extends our understanding of the critical role of absorptive capacity in helping firms identify, assimilate, transform and apply valuable external knowledge.
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Sevel, Louise, Russell Abratt, and Nicola Kleyn. "Managing across a corporate and product brand portfolio: evidence from a large South African service organization." Journal of Product & Brand Management 27, no. 1 (February 12, 2018): 18–28. http://dx.doi.org/10.1108/jpbm-05-2016-1182.
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Purpose The purpose of this study is to understand how a large service organisation with a brand portfolio manages its corporate brand relative to its portfolio of product brands. Design/methodology/approach The authors use an interpretivist research paradigm to investigate four research questions concerning the relative roles of corporate and product brands, the role of the CEO, the structures and capabilities that support the development of brand equity (including the role of the marketing function) and the role of employees in building corporate brand equity. A case study design was used, and the Tsogo Sun, one of the largest hotel and casino organisations in Africa, was the focus of the investigation. Findings The findings highlight the important role of both the CEO and the marketing department in optimising brand equity and managing across corporate and product brands. Employees were found to play a critical role and the need to clarify their relative roles as both recipients and expressors of brand identity across corporate and product brands emerged as an important theme. Originality/value Although the corporate brand has received much attention in recent years, much of literature remains conceptual. In addition to responding to calls for empirical research, the paper also contributes to deepening understanding about how to manage a corporate brand alongside a number of product brands.
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Maarit Jalkala, Anne, and Joona Keränen. "Brand positioning strategies for industrial firms providing customer solutions." Journal of Business & Industrial Marketing 29, no. 3 (March 4, 2014): 253–64. http://dx.doi.org/10.1108/jbim-10-2011-0138.
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Purpose – Despite increasing interest in customer solutions, and the importance of brand management in the B2B context, prior research provides little understanding on brand positioning strategies adopted by solution providers. The present study aims to examine the possible brand positioning strategies for industrial firms providing customer solutions. Design/methodology/approach – The empirical part of the present study consists of a multiple case study, involving four industrial firms providing customer solutions. Primary data was gathered by semi-structured interviews from a total of 22 business managers from the case companies. Findings – The present study identifies four possible brand position strategies for industrial firms providing customer solutions: customer value diagnostic, global solution integrator, high quality sub-systems provider, and long-term service partner. The identified strategies highlight the tendency of solution suppliers to position their brands around different capabilities that are needed at different phases of the solution delivery process. Research limitations/implications – The present study was conducted from the industrial supplier's perspective and is context-bound to companies operating in solution-oriented process and information technology industries. Practical implications – Managers need to identify the capabilities that are central to delivering customer value and acquire and/or develop capability configurations that differentiate their brand positioning from competitors. Originality/value – Existing literature on branding lacks understanding about the specific characteristics of building brands in solution-oriented B2B contexts. The present study identifies four brand positioning strategies that illuminate the special characteristics of branding customer solutions.
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O'Cass, Aron, and Nima Heirati. "Mastering the complementarity between marketing mix and customer-focused capabilities to enhance new product performance." Journal of Business & Industrial Marketing 30, no. 1 (February 3, 2015): 60–71. http://dx.doi.org/10.1108/jbim-07-2012-0124.
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Purpose – This study aims to address the extent that the deployment of and complementarity between marketing mix and customer-focused (brand management, and customer relationship management) capabilities provide firms the capacity to transform their market knowledge into effective responsive actions that help to achieve new product success. Design/methodology/approach – A questionnaire was used as the primary means of data collection. Data from 160 large business-to-business firms across a variety of industries in Iran were analyzed using partial least squares regression to test the hypothesized paths. Findings – The results show that market-oriented firms are better at deploying marketing mix, brand management and customer relationship management capabilities, and these capabilities help to drive new product performance, and the complementarity between these marketing capabilities enhances the firm’s capacity to achieve new product success more than deploying each capability in isolation. Originality/value – In contrast to many existing studies, this study is the first to examine the role of marketing mix, brand management and customer relationship management capabilities and their complementarity as intervening mechanisms in the relationship between market orientation (MO) and new product performance. Further, this study extends the marketing literature by investigating the role of different forms of marketing capabilities in a complementary fashion in the context of a Middle Eastern economy.
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J. Daspit, Joshua, and Staci M. Zavattaro. "Integrating innovation and absorptive capacity into the place branding process." Journal of Place Management and Development 7, no. 3 (October 7, 2014): 206–24. http://dx.doi.org/10.1108/jpmd-02-2013-0003.
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Purpose – The purpose of this article is to integrate organizational capabilities into the place branding process to showcase how a lead destination marketing organization (DMO) can influence a customer-based brand equity outcome. Doing so highlights the strategic, relational nature of place branding. The authors focus specifically on first- and zero-order capabilities, integrating absorptive capacity (first-order) and an innovation capability (zero-order) into a place branding framework. We define an innovation capability within a place branding context and offer absorptive capacity as a mechanism through which DMO leaders can exploit external knowledge acquisition. Design/methodology/approach – The paper presents a theoretical framework of the place branding process that integrates firm capabilities. A framework based on analyzing existing place branding models and integrating organizational capabilities, which find root in strategic management literature, was developed. Findings – Findings indicate that existing frameworks address operational and customer capabilities in some manner yet largely ignore innovation capabilities. A definition of an innovation capability for place brand managers and scholars is offered, and offer absorptive capacity as means to integrate external knowledge into the DMO. Utilizing multiple levels of capabilities allows a firm to influence customer-based brand equity. Testable propositions based on the authors' framework are offered. Practical implications – Managerial implications of integrating stakeholder capabilities into place branding include appreciating a culture of innovation within DMOs, learning from external stakeholders meaningfully and regularly and encouraging creative thinking that can produce new processes, policies or services. Originality/value – By integrating organizational capabilities, attention is drawn to internal aspects of the place branding process the place can control directly. Capabilities dictate how an organization sees itself; learns from its stakeholders; and then integrates that knowledge into organizational, stakeholder and innovation capabilities. Therefore, capabilities are inherently internal mechanisms through which a DMO can influence place brand outcomes, which are understood here as brand equity elements.
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Apasrawirote, Darlin, Kritcha Yawised, Maneerut Chatrangsan, and Paisarn Muneesawang. "Short-form Video Content (SVC) Engagement and Marketing Capabilities." Asian Journal of Business and Accounting 15, no. 2 (December 31, 2022): 221–46. http://dx.doi.org/10.22452/ajba.vol15no2.8.
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Manuscript type: Research paper Research aims: This study aims to investigate the role of short-form video content (SVC) in the association between marketing capabilities, influencers, and business brand engagement performance. Design/Methodology/Approach: Data was collected from 146 business owners and managers of private businesses from the central business district areas of the lower northern province of Thailand. A partial least square structure equation modelling (PLS-SEM) analysis was performed to examine the proposed relationships. Research findings: The findings indicate that SVCs enabled brand engagement and resulted in increased satisfaction with the influencer experience. The study found a positive relationship between marketing capabilities, SVCs, influencers, and brand engagement performance. Theoretical contribution/Originality: This study also contributes by providing empirical evidence of the mediation of short-form video content in the relationship between marketing capabilities and brand performance, thus suggesting that, in terms of the resource-based view (RBV), SVCs integrated with marketing capabilities contribute to fostering influencers to promote brand perception values into competitive advantage, while influencers are reaffirmed as having a positive impact on brand performance. Practitioner/Policy implications: This research also provides a practical outlook for businesses to better understand the adoption of SVCs at an initial stage and important practical implications for business entrepreneurs, managers, and practitioners regarding the use of SVCs to improve brand engagement performance. Research limitation: First, this study was limited by its focus on primary data collected using a survey approach. Therefore, future research may need to emphasise more subjective rather than objective research. Second, as this study focuses on top executives and higher levels of marketing managers, it could introduce potential biases. Further research, through the use of multiple informants (i.e., IT managers, lower-level frontline staff, etc.) in each business with well-rounded perspectives, could provide a deeper insight into the issues regarding such initiatives. Finally, more constructs related to the proposed research framework can be investigated.
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Francois Koukpaki, Adebayo Serge, Kweku Adams, and Adegboyega Oyedijo. "The contribution of human resource development managers to organisational branding in the hotel industry in India and South East Asia (ISEA): a dynamic capabilities perspective." Employee Relations: The International Journal 43, no. 1 (August 18, 2020): 131–53. http://dx.doi.org/10.1108/er-09-2019-0375.
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PurposeThis research explores the significant contribution of human resource development (HRD) managers in building organisational brands in the hotel industry through the lenses of dynamic capabilities for sustaining competitiveness.Design/methodology/approachUsing a qualitative case study design, this study deployed a semi-structured interview research method. It used a purposive sample of 20 HRD managers across twenty different hotels in India and South East Asia (ISEA) to explore their contribution to organisational brands. The data was analysed using thematic analysis.FindingsThe findings show the significance of HRD in building organisational brands. From a dynamic capabilities perspective, it was found that HRD has an impact on fostering brand awareness culture; HRD functional branding enhances the creation and sustaining of quality service culture; functional branding of HRD helps differentiate the brand and quality service, for product development and innovation by linking talent development and growth of key competencies and capabilities; brand training and behavioural training directly influence the right behaviour knowledge and effective communication that is translated into the enhancement of guest experience; and finally, organisational branding through branding culture and employer branding creates organisational wealth.Originality/valueThe authors propose a new conceptual framework for the branding of the Heroes to reclaim the HRD's splendour in the realm of other functions in the hotel industry in ISEA contexts. While the authors do not claim an external generalisability, we believe that an analytical application of this framework could be relevant in similar environments. The study also claims that HRD practitioners could use parallel literature repertoires from brand management discourse to value their strategic contributions in building and maintaining their reputational position at the board level. Practical implications and further research are discussed.
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Bahadir, S. Cem, Sundar G. Bharadwaj, and Rajendra K. Srivastava. "Financial Value of Brands in Mergers and Acquisitions: Is Value in the Eye of the Beholder?" Journal of Marketing 72, no. 6 (November 2008): 49–64. http://dx.doi.org/10.1509/jmkg.72.6.049.
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In mergers and acquisitions (M&As), brands account for significant but heterogeneous proportions of overall transaction value. The marketing literature focuses on the drivers of financial value of brands when there is no change in the ownership of brands. However, in M&As, the value of brands also depends on how their new owners leverage them. This study identifies both the target and the acquirer firm characteristics that affect the value of a target firm's brands in M&As. The study uses audited measures of acquired brand value from Securities and Exchange Commission filings (made available as a result of recent statutory reporting requirements) along with data collected from diverse secondary sources. The empirical test of the model is based on 133 M&A transactions in which acquirers attribute value to target firms’ brands. The results indicate that acquirer and target marketing capabilities and brand portfolio diversity have positive effects on a target firm's brand value. The positive impact of acquirer brand portfolio diversity and target marketing capability is lower when the M&A is synergistic than when it is nonsynergistic. The findings are robust to various model specifications, measures, endogeneity, and sample selection.
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Lin, Chin‐Feng. "Segmenting customer brand preference: demographic or psychographic." Journal of Product & Brand Management 11, no. 4 (July 1, 2002): 249–68. http://dx.doi.org/10.1108/10610420210435443.
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A multi‐segmenting methodology is proposed for comparing the segmenting capabilities of segmentation variables and providing complete market segmentation information. Demographic and psychographic variables based on the differentiation of consumer brand preference were used to elicit the characteristics of market segments. In a comparative evaluation, the multi‐combination variables of demographic segmentation exhibited market‐segmenting capabilities equivalent to those of psychographic segmentation. The purpose of this research is utilizing multiple segmentation variables to identify smaller, better‐defined target sub‐markets for enhancing business competitive advantages.
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Xie, Yi, and Xiaoying Zheng. "How does corporate learning orientation enhance industrial brand equity? The roles of firm capabilities and size." Journal of Business & Industrial Marketing 35, no. 2 (October 5, 2019): 231–43. http://dx.doi.org/10.1108/jbim-10-2018-0320.
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Purpose This paper aims to examine the role of learning orientation in building brand equity for B2B firms. The present research proposes that learning orientation contributes to the development of innovation and marketing capabilities and, in turn, leads to enhanced industrial brand equity. Furthermore, the moderating effect of firm size in these processes is investigated. Design/methodology/approach The hypotheses are tested by administering a survey with a set of managers of manufacturing firms in China. Findings Innovation capability and marketing capability serve as the mediators between learning orientation and industrial brand equity. The mediating path through innovation capability is stronger for small firms than for large firms. Research limitations/implications Learning orientation provides a cultural base for B2B firms to cultivate brand equity. Measurement of industrial brand equity and contingency of its effect requires further investigation. Practical implications To transform learning-oriented culture into brand equity, firms need to develop and manage innovation and marketing capabilities. The learning orientation–innovation capability route is more beneficial for small firms. Originality/value While a majority of prior literature ignores the impact of organizational culture in driving industrial brand equity, the present research explores learning orientation as a key cultural antecedent of industrial brand equity. A more refined industrial-brand-equity-building mechanism from learning orientation to corporate capabilities and then to brand equity is proposed and tested. The mechanism varies with firm size.
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Velayudhan, Sanal Kumar. "Crane Supari." Asian Case Research Journal 09, no. 02 (December 2005): 237–61. http://dx.doi.org/10.1142/s0218927505000678.
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Crane Supari was a leading brand of betel nut pieces in South India. Crane Supari was perceived as a quality brand and was well accepted in urban areas, but this was not true in rural areas where the smaller brands dominated. The smaller brands had both effective and efficient distribution in rural markets. The servicing of the channel was superior in addition to the cost advantage for the small competitor. Betel nut pieces faced competition from other chewing products too. Faced with increasing category competition, the marketing manager of Crane Supari planned to tap the opportunity in the rural markets. This case explores the unique capabilities necessary to compete effectively in the rural market.
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Krzakiewicz, Kazimierz, and Szymon Cyfert. "Organizational reputation risk management as a component of the dynamic capabilities management process." Management 19, no. 1 (May 1, 2015): 6–18. http://dx.doi.org/10.1515/manment-2015-0001.
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Summary Intangible assets, such as reputation, brand value, strategic position, alliances, knowledge, human capital, play an increasingly important role in shaping the market value of an organization. At the same time, in the literature it is emphasized that the attribute of intangibility translates into an increased risk of destruction or impairment of assets. Thus, the research problem associated with the analysis of organizational reputation risk management as a component of the dynamic capabilities management process should be considered important from the point of view of management science. The study attempts to outline the concept of dynamic capabilities, define the concept of risk and subsequently discuss the relationship between dynamic capabilities and organizational reputation risk management.
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Clayton, Tony, and Graham Turner. "Brands, Innovation and Growth: A Pims Study of Brand Value." International Journal of Innovation Management 02, no. 04 (December 1998): 455–68. http://dx.doi.org/10.1142/s1363919698000201.
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New research on the behaviour and performance of over 200 fast-moving consumer businesses selling through multiple outlets show that: (i) the "economic case" for branding can be demonstrated — there is evidence that brands can help producers bring new products and services to market, and that they help consumers exercise effective choice of "value for money"; (ii) branded producers are more innovative than their non-branded counterparts; (iii) branded producers typically create significantly more value added from investment in innovation; and (iv) non-price competition is particularly strong in the branded sector, with the key drivers of growth for individual businesses being improving value position, innovation advantage and reputation. Branded product markets show these "rules" for business growth much more clearly than businesses in the economy as a whole. In branded businesses, we can identify the impact of investment in intangibles — communication and technology development — through the strengthening of capabilities, the building of intangible business assets in the form of reputation, innovative edge and value advantage. This comprises a model for innovation which is both statistically valid and endorsed by practising managers.
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Huynh, Hien Thi Ngoc, Hoa Doan Xuan Trieu, Phuong Van Nguyen, Tue Gia Tran, and Long Nguyen Hai Lam. "Explicating Brand Equity in the Information Technology Sector in Vietnam." Administrative Sciences 11, no. 4 (November 9, 2021): 128. http://dx.doi.org/10.3390/admsci11040128.
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Vietnamese IT businesses have expanded internationally and have reached a turning point with opportunities and challenges typical when establishing a global brand. To assist Vietnamese IT firms in the development of branding strategies, this study investigated the direct influences of various firm competencies, such as innovation, marketing, networking, and dynamic capabilities, on brand equity in the business-to-business (B2B) information technology (IT) industry. In addition, the study examined whether the enterprise’s capabilities indirectly affected B2B brand equity via value co-creation and customer value. By employing PLS-SEM to analyze a sample of 182 questionnaire responses from IT firms in Ho Chi Minh City, Vietnam, the study found that innovative, networking, and dynamic capabilities had a direct, positive effect on brand equity. The mediating effect of value co-creation and customer value on the association between marketing capability and brand equity was also reported. The research also recommended branding strategies for enterprises that seek to improve their internal competencies and abilities to innovate and respond swiftly to market dynamics. In a successful marketing strategy, all stakeholders must be involved in the value co-creation and brand equity building process, and this is particularly critical in a knowledge-intensive industry such as IT.
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Bjerke, Rune, and Erlend Kirkesaether. "How Should Sponsorship Activation Work? A Sports Event and Athlete-Based Brand Building Framework (SEA-BB) Capturing an Internal and External Route." Event Management 24, no. 6 (November 20, 2020): 711–33. http://dx.doi.org/10.3727/152599519x15506259856002.
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This article proposes a sponsorship activation framework that shows the way sponsors realize internal and external brand building objectives and how important sponsorship characteristics and capabilities can be used as tools in sponsors' brand building. The framework is a result of a conceptual and exploratory approach, a merger of theories from marketing and organization, and findings based on qualitative data. As well as reviewing relevant literature, we interviewed two marketing managers from institutions representing sports sponsorship objects and eight marketing managers with sponsorship responsibility working for eight different sponsors. Additionally, applying a case study methodology, we analyzed documents describing sponsorship strategies of three sports sponsors and interviewed their marketing managers. In the article we present a sponsorship activation framework (Sports Event and Athlete-Based Brand Building) (SEA-BB) and the Sports Event and Athlete Sponsorship Object Star (SEA-SOS) model. The framework serves as a specific guideline for sponsorship objects, such as sports events and sports athletes and suggests the important characteristics and capabilities they should develop to attract sponsors. For sponsors, the Sponsorship Object Star recommends what object characteristics and capabilities are important to facilitate sponsors' internal and external brand building. The proposed frameworks serve as effective guidelines for both sports sponsors and sports sponsorship objects like events, sports organizations, teams, and athletes.
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Ahn, Young Myung, and Hwi Kyung KIM. "A Study on Brand Image Application Characteristics in Spatial Expression of Side Dish Stores." Korea Institute of Design Research Society 7, no. 4 (December 31, 2022): 212–25. http://dx.doi.org/10.46248/kidrs.2022.4.212.
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Side dish stores are concentrating their marketing capabilities to increase brand awareness and are using it as a strategy to lock-in customers through differentiation from other stores by strengthening brand images such as product image, store image, and marketing image. Among them, the strategy using the space design of the side dish store is that can directly link the brand image. Therefore, the purpose of this paper is to establish the correlation between brand selection attributes and space design expression elements through the case analysis of design of side dish stores, and to analyze the characteristics and types as brand image elements. The criterion for case analysis was conducted through image analysis of brand image elements - interior design elements, and the targets were the store spaces of domestic franchise side dish stores. As a result of the study, it was concluded that the systematic and active reflection of the brand image in space design expression strengthened the brand image. By item, the facade, finish materials/colors, and objects were identified as the elements that best represent the brand image in spatial expression. According to the comparison between cases, in the case of brand side dish stores, brand design expression applicability was higher than a certain level, and as a result of attempting to categorize by a selection attribute for each case, 1 brand pursued economic feasibility, 2 brands pursued convenience, and 3 brands pursued aesthetics. This shows that continuous feedback from customers acts as a factor in setting and reinforcing the brand image during brand strategy planning and management, and shows the need to develop a more unique branding in the space design of side dish store, rather than a standardized and high-end design.
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Shams, S. M. Riad, Demetris Vrontis, Alkis Thrassou, Christos Themistocleous, and Michael Christofi. "Stakeholder dynamics of contextual ambidextrous capabilities and authenticity: A conceptual synchronisation for competitive advantage." Journal of General Management 46, no. 1 (October 2020): 26–35. http://dx.doi.org/10.1177/0306307020913688.
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The combined effect of strategic ambidextrous management (dynamic capabilities and contextual ambidexterity), marketing and brand communication management has been implicitly and explicitly identified as bearing critical implications for competitive advantage. However, the mutual influence of these knowledge streams on competitive advantage as well as its key component of contextual ambidexterity are much under-researched. This article follows an inductive constructivist method to develop a theoretically founded conceptualisation of the means through which the various stakeholder contextual ambidextrous dynamic capabilities can leverage the organisational authenticity learning process in cross-functional management to explore and exploit new competitive advantage scopes. Specifically, this research proposes a theoretically synchronised conceptual framework that focuses on identified key attributes of the knowledge streams, interlinking their individual and combined influences on brand positioning and corporate reputation for the creation of competitive advantage. Scholarly and empirical implications are also presented along with future research avenues.
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Lee, Wai Jin (Thomas), Aron O'Cass, and Phyra Sok. "How and when does the brand orientation-market orientation nexus matter?" Journal of Business & Industrial Marketing 35, no. 2 (November 23, 2019): 349–61. http://dx.doi.org/10.1108/jbim-12-2018-0388.
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Purpose While extant research highlights the importance of both market orientation and brand orientation in brand success, it is still unclear how they actually combine to contribute to brand performance. Grounded in the theoretical perspectives of the resource-based view and dynamic capabilities, this study unpacks how, and when, brand orientation and market orientation link systematically to influence brand performance. Design/methodology/approach In testing the research hypotheses involving mediation and moderation effects, survey data were gathered from a sample of business firms in the manufacturing sector and analyzed through regression analysis. Findings The results suggest brand orientation manifests through market orientation to influence brand performance via the intervening mechanism of brand management capability. The results also suggest at high levels of competitive intensity, the systematic combination of market orientation and brand orientation is critical in facilitating brand management capability enhancement and subsequent brand performance. Originality/value This study extends current literature by providing a more detailed account of how brand orientation and market orientation systematically combine to yield superior brand performance via the mediating role of brand management capability. This study also provides further insights into how, in response to different levels of competitive intensity, the systematic combination of brand orientation and market orientation is managed to facilitate brand management capability enhancement and subsequent brand performance.
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Al-Kwifi, Sam, Zafar U. Ahmed, and Dina Yammout. "Brand switching of high-technology capital products: how product features dictate the switching decision." Journal of Product & Brand Management 23, no. 4/5 (August 18, 2014): 322–32. http://dx.doi.org/10.1108/jpbm-12-2013-0473.
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Purpose – The purpose of this paper is to investigate the factors that underpin brand switching of medical imaging products by mass-market users. Most of the literature on brand switching is focused on competitive market products, for which switching costs are manageable. However, little consideration is given to brand switching of high-technology capital products. Design/methodology/approach – The conceptual model is developed based on the existing literature on B2B brand switching. An online survey was developed and distributed to decision makers involved in purchasing medical imaging technology. Findings – The results confirm the expectation that product features is the most influential factor underpinning brand switching. Product features are critical for medical organizations who want to maintain their competitive advantage. The findings suggest that the set of factors that influence the decision to switch is unique for users of different market segments in the same industry (e.g. lead users and mass-market users). This difference stems from technology utilization of each market segment. Research limitations/implications – In high-technology markets, managers should develop a reliable strategy to evaluate the antecedents behind brand switching that are specific to their industry. Knowledge of the major factors that cause users to switch is essential to allow firms to determine the strategy needed to prevent the erosion of their market share. Originality/value – Although the literature reports considerable research on brand switching, this study is a first-of-its-kind in that it demonstrates that the factors underpinning brand switching vary within the same industry, based on the characteristics of each market segment. This paper develops new knowledge on the factors that influence the decision of users of high-technology capital products to switch between brands to renew or improve their internal capabilities.
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Pathak, Abhishek, Carlos Velasco, and Gemma Anne Calvert. "Implicit and explicit identification of counterfeit brand logos based on logotype transposition." Journal of Product & Brand Management 28, no. 6 (September 16, 2019): 747–57. http://dx.doi.org/10.1108/jpbm-06-2018-1921.
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Purpose With trade amounting to more than US$400bn, counterfeiting is already affecting many successful brands. Often, consumers are deceived into buying fake products due to the visual similarity between fake and original brand logos. This paper aims to explore the varying forms of fraudulent imitation of original brand logotypes (operationalized at the level of logotype transposition), which can aid in the detection of a counterfeit brand. Design/methodology/approach Across two studies, this research tested how well consumers can differentiate counterfeit from original logos of well-known brands both explicitly and implicitly. Seven popular brand logos were altered to create different levels of visual dissimilarity and participants were required to discriminate the logos as fake or genuine. Findings Results demonstrate that although consumers can explicitly discriminate fake logos with a high degree of accuracy, the same is not true under conditions in which logos are presented very briefly (tapping participants’ implicit or automatic logo recognition capabilities), except when the first and last letters of the logotype are substituted. Originality/value A large body of research on counterfeit trade focuses on the individual or cross-cultural differences behind the prevalence of counterfeit trade. There is limited research exploring the ability of a consumer to correctly identify a fake logo, based on its varying similarity with the original logotype; this paper addresses this gap. Given that many of the purchase decisions are often made automatically, identifying key implicit differentiators that can help a consumer recognize a fake logo should be informative to both practitioners and academics.
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Fachrial, Peppy, and Lira Agusinta. "The Influence of Cross-Functional Marketing Capabilities on Marketing Ambidexterity." Syntax Literate ; Jurnal Ilmiah Indonesia 7, no. 2 (February 21, 2022): 923. http://dx.doi.org/10.36418/syntax-literate.v7i1.6101.
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Untuk menjalankan strategi marketing ambidexterity diperlukan adanya kerjasama dan koordinasi lintas fungsi pemasaran dan fungsi-fungsi lainnya di dalam perusahaan. Cross-functional marketing capabilities (C-FMCap) dapat membantu memaksimalkan marketing ambidexterity. Terdapat tiga dimensi yang memberikan kontribusi pada C-FMCap yang meliputi: brand management, new product development, dan customer relationship management. Berdasarkan hasil pengujian hipotesis didapatkan nilai koefisien jalur cross-functional marketing capabilities terhadap marketing ambidexterity sebesar 0,44 dengan T-Values sebesar 4,131 dan P Values 0,000 (< 0,05). Untuk itu dapat disimpulkan bahwa terdapat pengaruh positif dan signifikan Cross-Functional Marketing Capabilities (C-FMCap) terhadap marketing ambidexterity
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Li, Xianjun, and Nanxiang Xie. "Measurement of R&D capabilities in Chinese self-brand automotive firms." International Journal of Automotive Technology and Management 10, no. 4 (2010): 414. http://dx.doi.org/10.1504/ijatm.2010.035649.
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Chailan, Claude. "The influence of key capabilities on brand portfolio-based competitive advantage." International Journal of Trade and Global Markets 6, no. 2 (2013): 182. http://dx.doi.org/10.1504/ijtgm.2013.053005.
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Chung, Jae-Eun, Heesoon Yang, and Jong-Hyeon Won. "Relationships Between the Capabilities and Export Performance of Korean Clothing and Textiles SMEs and the Moderating Effects of Export Mode on These Relationships." Clothing and Textiles Research Journal 37, no. 1 (September 13, 2018): 3–19. http://dx.doi.org/10.1177/0887302x18797468.
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The authors proposed hierarchical (stepwise) regression models to test the hypothesized relationships between capabilities and the export performance of Korean clothing and textiles small- and medium-sized enterprises (SMEs), along with the moderating effects of export mode (exporting own-brand products versus exporting products under original equipment manufacturing [OEM] contracts) on these relationships. The authors show that both technological capability (TC) and the ability to leverage foreign-distributor capabilities (ALFDCs) are positively related to strategic export performance; marketing capability (MC) is positively related to financial export performance; TC and the ALFDCs are related more strongly to strategic export performance for SMEs exporting own-brand products than those exporting under OEM contracts; and MC is related more strongly to financial export performance for SMEs exporting own-brand products than those exporting under OEM contracts. In addition, strategic export performance is positively related to financial export performance. From these results, the authors offer implications for managers and future researchers.
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Gupta, Suraksha. "Motivating resellers of the international brand in competitive markets." Qualitative Market Research: An International Journal 23, no. 4 (August 10, 2020): 663–77. http://dx.doi.org/10.1108/qmr-11-2017-0150.
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Purpose The purpose of this paper is to explore how brand managers can motivate resellers who are not directly associated with the brand and know the brand through a local or a national level distributor. Findings of this study provide insights into factors that can lead a brand manager motivate resellers through a reseller motivation pyramid. Design/methodology/approach Using qualitative data collected from brand managers, different themes of reseller motivations were evaluated. Findings An overlap between organizational goals, resource-related needs and capabilities of resellers are indicative of modification required in reseller management strategy to keep resellers motivated. Research limitations/implications This research suffers from lack of quantitative data that could enable the researcher to establish the linkages discussed. Originality/value This research extends current understanding about intrinsic motivations of resellers to promote a brand in competitive markets.
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Brown, Dalila, Pantea Foroudi, and Khalid Hafeez. "Marketing management capability: the construct and its dimensions." Qualitative Market Research: An International Journal 22, no. 5 (November 11, 2019): 609–37. http://dx.doi.org/10.1108/qmr-10-2017-0131.
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Purpose This paper aims to explore the relationship between corporate cultural/intangible assets and marketing capabilities by examining managers’ and entrepreneurs’ perceptions in a retail setting. Design/methodology/approach Nineteen face-to-face interviews were conducted with UK small and medium sized enterprise (SMEs) managers and entrepreneurs to identify six sub-capabilities that form marketing capability. The authors further validated the relationship between marketing sub-capabilities and its antecedent tangible and intangible assets. The qualitative approach used provided a deeper insight into the motivations, perceptions and associations of the stakeholders behind these intangible concepts, and their relationships with their customers. Findings The research identified that there is a strong relationship between tangible and intangible assets, their components and the following capabilities: corporate/brand identity management, market sensing, customer relationship, social media/communication, design/innovation management and performance management. In addition, companies need to understand clearly what tangible and intangible assets comprise these capabilities. Where performance management is one of the key internal capabilities, companies must highlight the importance of strong cultural assets that substantially contribute to a company’s performance. Originality/value Previous work on dynamic capability analysis is too generic, predominantly relating to the manufacturing sector, and/or focussing on using a single case study example. This study extends the concept of marketing capability in a retail setting by identifying six sub-capabilities and describing the relationship of each with tangible and intangible assets. Through extensive qualitative analysis, the authors provide evidence that by fully exploiting their embedded culture and other intangible components, companies can more favourably engage with their customers to attain a sustainable competitive advantage.
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Muhtadin, Muhtadin, Dede Rosyada, Lukmanul Hakim, and Adi Fahrudin. "Concept of Education Management: Positioning-Differentiation-Brand (PDB) for the Advancement of Islamic Education (Study at SMK Muhammadiyah 7 Gondanglegi, Malang)." Technium Social Sciences Journal 27 (January 8, 2022): 106–16. http://dx.doi.org/10.47577/tssj.v27i1.5372.
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Educational progress is produced by a strategic and quality process. To produce educational progress, the concept of educational management is needed with the Positioning-Differentiation-Brand strategy. This study aims to formulate a theoretical model: 1) positioning strategy developed by SMK Muhammadiyah 7 Gondanglegi to improve school competitiveness 2) differentiation strategy by SMK Muhammadiyah 7 Gondanglegi so as to strengthen the attractiveness of new students 3) branding strategy at SMK Muhammadiyah 7 Gondanglegi to make it known easier and become the hope of society 4) management strategy and reconstruction of Positioning-Differentiation-Brand (PDB) SMK Muhammadiyah 7 Gondanglegi so as to achieve the success of graduates being accepted by the industry and achieving school progress.
This study uses a qualitative phenomenological approach in order to give birth to a phenomenological model formulation. Data collection techniques used: 1) direct observation, 2) documentation study, and 3) in-depth interviews. Data analysis using data reduction, data presentation, and drawing conclusions. The validity and reliability of the research results are measured by four criteria: 1) Credibility, 2) Transfermability, 3) Dependability, and 4) Confirmability.The results of this study indicate: 1) positioning strategy: on the customer (customer); on internal capabilities and strengths (company); over competitors (competitors); on changes (change); be a power of differentiation (clarity); compete for the products owned (consistency); have high credibility (credibility), and have superior products (competitiveness). 2) differentiation strategy: unique and different performance and design (product differentiation); friendly service with speed and convenience (service differentiation); capabilities in distribution channels (channel differentiation); Reliable Human Resources (HR) (people differentiation); courage to act (progressive differentiation); Iduka curriculum is always updated (content), industrial cooperation (context), and technology with other facilities (infrastructure: inabler) 3) branding strategy; innovative (core identity); open (extended identity); public trust (value proposition). 4) Positioning-Differentiation-Brand (PDB) management and reconstruction.Keywords: Education Management, Positioning-Differentiation-Brand (PDB), Educational Progress.
The findings of this study are the reconstruction of the education management concept model with the Positioning-Differentiation-Brand (PDB) strategy for the advancement of Islamic education.
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Tournois, Laurent, and Jean-Jacques Chanaron. "Car crisis and renewal: how Mercedes succeeded with the A-Class." Journal of Business Strategy 39, no. 1 (January 15, 2018): 3–14. http://dx.doi.org/10.1108/jbs-03-2017-0033.
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Purpose In mature industries, downward vertical (line) extension has become an increasingly popular strategy, particularly for automobile manufacturers aiming at expanding their consumer bases and/or avoiding competition in higher market segment. This paper aims to examine how Mercedes-Benz (MB) practiced a downward vertical line extension within the same product category. When commercialized as a product line innovation, the MB A-Class was the first and most symbolic move made by a premium brand in the automobile industry. Design/methodology/approach This paper investigates the microfoundations of a vertical downward extension strategy. To do so, the authors adopt a narrative style to analyze the story of the MB A-Class from its inception to its commercialization. Secondary data sources, such as company websites, annual reports, internal documents, books, public relations and press releases, were used. Qualitative as well as quantitative performance outcomes were assessed using market and product sales in Western Europe (1997-2016) and the results of an MB brand image survey conducted in 1998 following the accident faced by the A-Class. Findings The case illustrates that contrary to initial assumptions, lower-quality extensions may be relevant for prestige brands under certain conditions and identifies four strategy components that may drive a successful downward stretch: combine organizational, product, process and marketing innovation with the support of dynamic capabilities; manage paradoxes/contradictions in terms of product development; target the high-end of a lower consumer segment; and adopt a “brand humility talk scheme”. Research limitations/implications Existing studies primarily focus on consumers’ evaluations of vertical step-down extensions. Rare are the articles that adopt the company’s perspective. Moreover, additional research is needed to assess the short- and long-term impacts of vertical downward extension on performance outcomes. Practical implications The case of the MB A-Class encourages top executives to consider the trade-offs inherent to a down-market strategic move: keeping the (premium) brand’s standards high within a reduced cost/price envelope while learning the codes of the new/bottom of the market. In addition, the A-Class may serve as a fundamental school case for marketing managers and creative advertising agencies on what should and should not be done, whether at the product or at the advertising level. Originality/value This paper demonstrates that a premium brand that practiced a vertical downward line extension can expand its sales in a mass market, by targeting a small but growing segment with a high willingness to pay for more expensive products. This adds to the contention that it is not the downscale extension product price per se that negatively affects the parent brand but rather where it stands in the hierarchy of the market segment considered and the ability of the premium brand to integrate the downscale extension to its own history (i.e. combining its original values with tangible product benefits while backing the cause of the new market). Finally, the story of the A-Class strongly suggests that any company needs to upgrade its capabilities as part of the learning process of a new market to convert a business opportunity into a market success.
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Brun, Alessandro, Cecilia Castelli, and Hakan Karaosman. "A focused supply chain strategy for luxury fashion management." Journal of Fashion Marketing and Management: An International Journal 21, no. 4 (September 11, 2017): 544–63. http://dx.doi.org/10.1108/jfmm-03-2017-0026.
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Purpose Globalization and advanced manufacturing capabilities changed industrial dynamics. To this end, not only were new retail concepts developed to broaden the distribution toward larger consumer bases, but alternative ways were also sought to reorganize supply networks for a balance between local and global production. Yet, the choice of supply network configurations must be coherent with a fashion companies’ critical success factors. Hence, it is pivotal to understand how such large brand portfolios and global supply networks could be effectively managed in a united way. In this vein, the purpose of this paper is to explain how the triplet of product, brand, and retail channel could affect SC performance, and how the positioning of a luxury company could depend on managerial attitudes. Design/methodology/approach Subsequent to an extensive literature review, 30 most frequently quoted key performance indicators (KPIs) were derived. A Delphi study was then employed to reach a consensus and 17 key KPIs were derived considering the key SC performance areas and marketing dimensions. Survey technique was deployed to examine the impact of strategic combinations of product, brand, and retail channel on SC strategy. Survey results were analyzed through factor analysis where five principal components emerged to represent performance areas. ANOVA technique was then employed to explore the dependence between product-brand-retail channel and key performance areas. Findings Brand, retail channel, and product directly affect operational performance. The positioning of a fashion company would depend on its management attitude toward strategy segmentation and considered stage of the SC. The respondents’ profile analysis further showed a preference to segment the SC based on products. Interestingly, this finding is not aligned with earlier research (Brun and Castelli, 2008) suggesting that the brand was to become the most relevant driver for SC segmentation. Originality/value Academic development and empirical testing is rather rare in the luxury fashion context. Undeniably, SC strategies represent a very relevant issue for fashion companies, and the present study could be considered a first statistical step toward SC segmentation for luxury fashion companies.
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Adel Saleh M, Alharbi, and Wang Aimin. "Building Marketing Capabilities as a Way to Form a Better Global Marketing Strategy." Journal of International Business Research and Marketing 1, no. 4 (2015): 22–26. http://dx.doi.org/10.18775/jibrm.1849-8558.2015.14.3003.
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The aim of this paper is to provide conceptual framework that can be used by marketing scholars and business executives to formulate a global marketing strategies that can help them to pursue their international operation in foreign markets successfully. For this purpose, the paper utilizes marketing capabilities of the firm including market sensing, partner linking and customer engagement and analyse how each of these capabilities are important to pursue global strategy that will help the firm to achieve competitive advantage. After a careful consideration of previous literature in the same field, the importance of control variables, such as international experience and international entrepreneurship, has been discovered and they are included as having moderating impact between marketing capabilities and global strategy formulation. The study has following propositions: market sensing has a positive relationship with international performance, customer engagement has a positive relationship with international performance, partner linking has a positive relationship with global strategy formulation etc. The originality of this paper can be explained by the integration of three important variables such as market sensing, partner linking and customer engagement, and by moderating role of international experience and international entrepreneurship. This paper provides some important managerial implication for business executives, which can be found in discussion part. The future research in the same field should take into consideration the other important marketing capabilities such as brand management, marketing communications management and channel management.
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Tollin, Karin, and Marcus Schmidt. "Marketing’s contribution from the perspective of marketing executives." Marketing Intelligence & Planning 33, no. 7 (October 5, 2015): 1047–70. http://dx.doi.org/10.1108/mip-07-2014-0136.
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Purpose – The purpose of this paper is to determine the impact that chief marketing executives’ (CMEs) mindsets about important marketing capabilities have on company performance. Design/methodology/approach – The authors propose a structural model for analysing specialised, cross-functional and dynamic capabilities at the functional level of marketing. The model is tested by using a quantitative survey among CMEs. Additionally the authors conducted a cluster analysis with the purpose of identifying differences in CMEs’ mindsets about important marketing capabilities and the impact of these differences on company performance. Findings – The study identified four categories of mindset about important capabilities. An investigation into the company performance profile of each mindset shows that integration and rejuvenation are central qualities of CMEs’ mindsets and important drivers for company performance. Hence, companies that have a CME who prioritises both brand management, product development and customer relationship management as well as a set of specialised and dynamic marketing capabilities will outperform companies that have a CME who focuses on only one area of cross-functional marketing capabilities. Practical implications – Top managers, including CMEs, can use the typology of mindsets to analyse and critically reflect on their own ideas about important marketing processes and capabilities, but also as a tool for initialising change processes in their business unit or particular function (general management or marketing). Originality/value – The study provides an original assessment of sets of marketing capabilities at the functional level of marketing, and of the link between dynamic and two cross-functional marketing capabilities (product development and customer relationship management).
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Atanasova, Nina, and Emil Atanasov. "BRAND MANAGEMENT – THEORY AND PRACTICE IN THE FOOTBALL ACADEMIES IN BULGARIA." Journal of Applied Sports Sciences 1, no. 2021 (July 20, 2021): 106–15. http://dx.doi.org/10.37393/jass.2021.01.9.
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Football attracts the attention of a number of researchers who study the management of football clubs and academies in different countries. The focus is on the managerial philosophy, goal setting, organization of the sports training process and others. An important element in the business management of football clubs is the use of marketing techniques - active communication, targeted promotional activities, the choice of communication constants to impose corporate identity and reputation. The purpose of this research was to examine the experience and operational capabilities of some football academies in Bulgaria in creating a corporate identity and establishing a football brand. The research tasks were related to: researching literary and documentary sources on the problem under study, conducting expert research with heads of football academies (14 people) in connection with the application of brand management as a form of brand management and enforcement, researching and analyzing the experience of PFC “Levski” in the policy of imposing the brand among the fans. As part of our work we used different research methods, such us: content analysis, survey method, with a strong expert focus and case studies. During the research we analyzed the promotional tools used by football academies, their policy to create a club identity, the importance of quality in the creation and supplying the service of teaching and the professional training of young players. A study of similar nature is a novelty for sports management practice in football. The conclusions and final recommendations can be used as a starting point in order to upgrade and diversify the forms of promotional policy of football academies.
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West, Jason, Maiko Chu, Lincoln Crooks, and Matthew Bradley-Ho. "Strategy war games: how business can outperform the competition." Journal of Business Strategy 39, no. 6 (November 19, 2018): 3–12. http://dx.doi.org/10.1108/jbs-11-2017-0154.
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PurposeBusiness wargames represent an alternative approach to challenge organisations to uncover internal capabilities through competitive actions designed to counteract external threats and address strategic mismatches. Internal capabilities uncovered as a result of actions taken during a competitive wargame aims to replicate market conditions found in competitive industries. These outcomes are difficult to achieve using many popular strategy design methods. The purpose of this study is to examine the use of war game-style activities in formulating corporate strategy that incorporate the natural behaviors of the leadership team in creating strategic plans.Design/methodology/approachUsing a case study from the banc assurance industry, the authors review a wargame process composed of two competing teams; the banc assurance organisation and an unincorporated joint venture between a banking institution and an insurance company. The goal of each entity was to develop strategy to improve both customer satisfaction and market share at the expense of each other given a finite set of resources. Success was judged using a simple set of metrics defined by both a consumer team and an independent umpire.FindingsConsumers of financial services are price sensitive and highly brand loyal. Unwillingness to switch brands to a prevailing competitor or other emerging (Fintech) institution persists to a threshold of a price and/or value differential of 15 to 20 per cent. The results highlight potential deficiencies in the proposed banc assurance strategy through the observation of customer behaviours and inefficient resource use.Originality/valueThe wargame approach conducted in a realistic landscape revealed internal capabilities not otherwise evident. The impact of authentic human behaviours in setting business strategy was captured which is very difficult to replicate using more formal scenario analysis and planning.
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Rashidi, Esmaeil, Mas’oud Simkhah, and Hossein Babaei. "The Impact of Human Resource Management on Organizational Brand By the Mediating Role of Employee Competence, Commitment, and Satisfaction in the Insurance Industry." Management and Business Research Quarterly 14 (June 2020): 1–24. http://dx.doi.org/10.32038/mbrq.2020.14.01.
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Today, paying attention to employees and aligning their features and capabilities with the brand is of great importance for organizations in competitive environments. According to previous studies, factors such as competency, satisfaction, and commitment have been used as mediators between HRM and the brand of the organization. The statistical population of the study consisted of 270 employees of different branches of social security insurance in Alborz province. The sample size was determined based on Morgan's table and 220 questionnaires were distributed and 159 correct questionnaires returned. The validity of the questionnaire was confirmed by an interview with industry experts and its reliability was confirmed by Cronbach's alpha coefficient at 0.854. Confirmatory factor analysis, structural equation modeling (SEM), AMOS and SPSS software were used for data analysis. The results showed that the conceptual model of the research has good fitness. After examining 9 direct hypotheses and 3 hypotheses with mediating variables, it was concluded that the main research hypothesis about the relationship between HRM and brand and 6 other hypotheses was positive and significant. Also, the relationship between HRM with competence and competence with the brand was not significant and the variable mediating role of competence between HRM and brand is not confirmed, but two variables of commitment and satisfaction can play a mediating role in the relationship between HRM and brand. Therefore, organizations can enhance the brand of the organization by measuring, planning and continuously improving HRM indicators and adopting strategies to increase employee commitment and satisfaction, and increase customer satisfaction by increasing sales and profits.
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Erjansola, Ari-Matti, Jukka Lipponen, Kimmo Vehkalahti, Hanna-Mari Aula, and Anna-Maija Pirttilä-Backman. "From the brand logo to brand associations and the corporate identity: visual and identity-based logo associations in a university merger." Journal of Brand Management 28, no. 3 (January 12, 2021): 241–53. http://dx.doi.org/10.1057/s41262-020-00223-5.
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AbstractBrand logos are a fundamental part of the corporate visual identity, and their reception has been vigorously researched. The focus has been on the visual traits of the logo and their effect on the reception process, whereas little attention has been paid to how the logo becomes part of the brand. This article narrows this research gap in investigating how a new logo is evaluated, how the perception evolves, and what underlying dimensions emerge from the reception process. We adopted a longitudinal free-association approach and followed the qualitative and quantitative changes in logo associations among first-year students at Aalto University as it was going through a merger accompanied with a radical visual-identity redesign. We show how the new logo faced initial resistance before it became a source of positive brand associations, and how it became anchored in the university´s corporate identity. We argue that logo evaluations span three dimensions: they may be congruent or incongruent with the disposition of the individual toward the change: they may be congruent or incongruent with the visual preferences of the individual; and they may be based on the visuals of the logo or on its identity-expressing capabilities.
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Verezomska, Iryna, Liudmyla Bovsh, Kseniia Prykhod’ko, and Khrystyna Baklan. "Cyber Protection of Hotel Brands." Restaurant and hotel consulting. Innovations 5, no. 2 (December 27, 2022): 190–209. http://dx.doi.org/10.31866/2616-7468.5.2.2022.270089.
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Topicality. The hotel industry suffered significant financial shifts during pandemic, which have been exacerbated by the martial law in Ukraine. The problem of protecting intangible assets has become relevant, in particular, in conditions that some blighty hotels have Russian beneficiaries, and certain international brands have remained their activity in Russia, which unleashed a full-scale war in Ukraine. In addition to physical destruction, hotels have also become the subject of information war and cybercrimes. Therefore, the issue of brands cyber protection has become an important component of the development strategy, over and above, in digitalisation sphere. The topicality of this research lies in cyber threats identification, as well as determination of the main aspects of protection against them. All this mentioned above is based on scientific positions and practical reviews.
The aim of the study and its methods. The aim of the article is to research the essence of brands cyber protection, and found the mechanism of its provision. Interpreted for the research, the scientific topic has determined the use of general scientific and special methods, which made it possible to define operational definitions, and build a hypothetical study apparatus. Thus, the methods of analysis, synthesis and induction have beed used in order to formulate theoretical approaches. A horizon scanning method has been applied to assess cyber threats and the potential impact of digital innovations on cyber defence capabilities. In turn, modelling has been used for creating a hotel brand cyber defence referent model. In the process of forming a visual scenario of foresight of hotel brands cyber protection in the aspect of digital technologies development, the technological road map method has been applied. It is based on apriori plots and points of critical decisions.
Results. The definition of “cyber protection” has been worked out, its main elements have been determined. The emphasis has been placed on digital communications as key drivers of the sales system, which provoke risks for the hotel brand security. In dynamics, the parameters of hotel brands operating in Ukraine have been evaluated. The sources of support for hotel brands at formal and informal levels of communications, which ensure the hotel brand cyber security, have been characterised. The key problems of ensuring brands cyber protection in Ukraine have been considered. In particular, insufficient attention to risk management, which causes financial and reputational losses, as well as stoppages of hotel business processes, has been highlighted. Directions for increasing the level of cyber protection based on the use of cyber resilience tactics, oriented on brand carriers and cyber risk categories, have been offered, as well as measures in management of informal communication channels. Prospects for further research are the effectiveness evaluation of cyber protection management of hotel business entities on the background of the growth of cyber-attacks and cyber threats in Ukrainian digital space.
Conclusions and discussion. The conducted research demonstrates the relevance of scientific studies of the issue of hotel brand cyber protection, as it allows to study and scientifically substantiate the directions of creating strategic outposts, which is a necessary condition for maintaining consumer loyalty, and preventing financial and reputational losses for hotel business entities, additionally, avoiding bankruptcy. Used in this research, scientific works confirm the importance of brand protection in the digital space, which is an element of hotel economic security.
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Tharp, Marye, and Jaeseok Jeong. "Executive Insights: The Global Network Communications Agency." Journal of International Marketing 9, no. 4 (December 2001): 111–31. http://dx.doi.org/10.1509/jimk.9.4.111.19939.
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Cross-ownership of brand-name agencies, spin-offs of functional areas, and incorporation of nontraditional marketing communications services are the structural foundations of the global network communications agency. Global capabilities are the new criteria for managing agency–client partnerships. In response, agencies differentiate themselves, increase input, and assure clients of uniform decision-making processes across their network by using “branded” decision tools and agency–client intranets. The core competencies expected from the global network communications agency include brand-planning skills, understanding of relevant consumers, decision aids that facilitate decision processes, information systems that maximize experiences and communications, and an ability to bridge cultures. These changes highlight the need to improve human resources management and the competitive appeal of service portfolios, as well as institutionalized knowledge sharing within networks.
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Shanmugam, Sindhu, and S. Ramakrishna Velamuri. "ToeHold Artisans Collaborative: Building Entrepreneurial Capabilities to Tackle Poverty." Asian Case Research Journal 12, no. 02 (December 2008): 187–213. http://dx.doi.org/10.1142/s0218927508001114.
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Toehold Artisans Collaborative (TAC) is a project launched by the Asian Center for Entrepreneurship Initiatives (ASCENT), a non-profit organization based in Bangalore, to build entrepreneurial capacity in a community of footwear artisans of the small southern Indian town of Athani. Prior to ASCENT's involvement, which began in 1998, the artisans of Athani were making a subsistence wage, which did not even guarantee them two square meals a day. They could not send their children to school and were thus suffering from economic stagnation. TAC is an established Group Enterprise of 14 women Self Help Groups (SHG). Even though women's SHGs are the direct stakeholders, the men are not left out — they are treated as co-preneurs for all inputs, exposure to international fairs and production purposes. The front end of TAC is a customer-centric business enterprise that has taken the exquisite footwear brand 'ToeHold™' to challenging international mainstream markets. The backend is an artisan-centric social enterprise striving for improvement in the quality of life of about 400 artisans' families. The case documents how TAC was set up and evolved during the 1998–2006 period, the challenges it faced and continues to face, and the impact it has had on the artisan community. It is useful for examining the effective organization and running of social enterprises.
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Suzuki, Kazunori, Katsuyuki Tochimoto, and Kazuhito Isomura. "Park24’s market creation and game-changing strategy: leveraging its strategic resources and capabilities." Strategic Direction 33, no. 7 (July 10, 2017): 1–4. http://dx.doi.org/10.1108/sd-03-2017-0050.
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Purpose This paper aims to clarify how to start up and establish a new business by developing, combining and utilizing strategic resources and capabilities. Design/methodology/approach The paper studies the case of Park24 by examining how it created a market, changed the way to compete in the market and utilized its business model effectively to enter a new business. Findings The paper finds that Park24 has become a leading company in its core business by developing its new development staff, its parking sites nationwide, its brand and its IT system, and that it has built a profitable business model and successfully entered the car sharing business by making good use of that business model. Originality/value The case study suggests that Park24 started and developed its core business by accumulating strategic resources and capabilities and establishing a profitable business model, and that it utilized this business model effectively to dominate the market shortly after entering.
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Gumede, Thembinkosi, and Ikechukwu Ezeuduji. "Managing Heritage Tourism Brand in South Africa: A Synthesis of Literature." African Journal of Hospitality, Tourism and Leisure 10(4), no. 10(4) (August 31, 2021): 1302–20. http://dx.doi.org/10.46222/ajhtl.19770720.164.
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This paper aims to explore how branding essentials can foster or derail heritage tourism growth. Brand management capabilities support heritage tourism destinations such as South Africa to achieve competitive advantage in the global tourism marketplace. Heritage tourism destinations in Africa operate within a highly competitive environment as most of them offer identical products and services to their clientele. Unique historical and political backgrounds associated with particular geographical regions foster their heritage tourism growth. Subsequently, in South Africa, different forms of tourism that exist within the heritage tourism niche such as cultural tourism have gained immense popularity as they attract numerous domestic and international tourists to heritage tourism sites. Branding as a composite of numerous essentials including, but not confined to, brand essence, brand image and brand loyalty, is believed to be a key factor that can either stimulate or hinder heritage tourism growth in tourist destinations including South Africa. A conceptual model has been developed in this paper, based on the interlinkages between the key essentials of destination branding and how they influence heritage tourism growth. This paper posits that there is a strong relationship and interrelatedness between destination branding and heritage tourism growth.
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Kim, Hyojung, Jinju Lee, and Ki-Hwan Kwon. "Kolon FnC’s Global Expansion Strategy." Asian Case Research Journal 21, no. 02 (December 2017): 253–80. http://dx.doi.org/10.1142/s0218927517500092.
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Korean fashion firms face difficulties in sustaining their growth momentum because of market stagnation and the aggressive entry of global luxury and SPA brands. To find a breakthrough, local fashion firms are adopting diverse strategies, including direct entry, licensing, and acquisitions, to successfully tap into the global market. Kolon FnC, which is among the five affiliates of Kolon Industries, focuses its business in the production and sales of fashion goods and clothing lines. Focusing on its strength as a leading brand power in the sports and outdoor segment, Kolon FnC is making strategic moves, such as diversifying its fashion portfolio, creating new value by collaborating with artists, and enhancing its R&D capability for new garment materials, which is led by one of its sister affiliates, Kolon Fashion Material. Under the leadership of the newly appointed CEO Dong-Mun Park, Kolon FnC is aggressively seeking talented young designers in Korea to differentiate itself from its global competitors. CEO Park strongly believes that talented young Korean designers can be a viable source of competitive advantage against global competitors. Since 2010, Kolon FnC has acquired several small-sized designer shops and fashion accessory shops to diversify its fashion portfolio and to create a young and vibrant brand image. This approach marks a departure from the strategic paths of its major local competitors, as Korean fashion firms typically focus on licensing or acquiring foreign brands. This case aims to identify the practical implications of global expansion strategies by analyzing how the Korean fashion industry has evolved and how Kolon FnC and its competitors have deployed different global expansion strategies in developing their resources and/or capabilities for future growth.
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Cant, Michael Colin, Johannes Arnoldus Wiid, and Yu-Ting Hung. "The importance of branding for South African SMEs: an exploratory study." Corporate Ownership and Control 11, no. 1 (2013): 735–44. http://dx.doi.org/10.22495/cocv11i1c8art4.
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One of the most challenging micro-environmental variables that small and medium enterprises SMEs are faced with is marketing, and more particularly branding. The research study investigates the importance of branding to South African SMEs and determines whether SMEs comprehend the significance of branding in the business’ success. The objective of this paper is to determine how brand orientated SMEs are, their perceived brand distinctiveness and the barriers they are faced with. A questionnaire was conducted and judgement sampling was used to gather the responses of 43 SMEs. The research identified that SMEs are aware of the importance of branding; however some SMEs do not have to necessary resources available for it. The challenge now is to improve the skills and capabilities of SMEs to ensure effective branding, which ultimately influences their success, as they play a vital role in the South African economy
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Kang, Tae-Sun, Young-Hee Ko, and Dong-Sung Cho. "The New Silk Road of BLACKYAK." Asian Case Research Journal 22, no. 02 (December 2018): 325–55. http://dx.doi.org/10.1142/s0218927518500141.
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BLACKYAK, a native brand founded over 40 years ago, is considered to have driven the growth of Korean outdoors market, the secondlargest single-country outdoors market in the world. It has seen remarkable achievements in Korea, and is now aggressively expanding to overseas markets in an attempt to develop the BLACKYAK version of ‘Silk Road’. BLACKYAK is taking aggressive measures to establish development processes and core capabilities that meet the global standard by entering Europe, the home of the outdoors market. It is implementing collaborative strategies to promptly make up for its weak points compared to local demands, such as adopting a product development strategy of applying high functionality to BLACKYAK’s differentiated designs and recruiting local marketers. This case study will analyze the core capabilities that enabled BLACKYAK’s global expansion as well as the limitations it must overcome, and research effective global expansion strategies in-depth based on the above.
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Chinakidzwa, More, and Maxwell Phiri. "IMPACT OF DIGITAL MARKETING CAPABILITIES ON MARKET PERFORMANCE OF SMALL TO MEDIUM ENTERPRISE AGRO-PROCESSORS IN HARARE, ZIMBABWE." Business: Theory and Practice 21, no. 2 (November 3, 2020): 746–57. http://dx.doi.org/10.3846/btp.2020.12149.
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The importance of marketing capabilities continues to grow yet research remains concentrated in developed markets. Although several researchers provide evidence of the influence of marketing capabilities on market performance, very little of similar evidence exists in the digital marketing domain. Empirical evidence of the impact of digital marketing capabilities on market performance of small to medium enterprise (SME) agro-processors particularly from developing countries remains scarce. The purpose of this paper was to investigate the impact of digital marketing capabilities on SME agro-processors’ both intermediate and final market performance outcomes. To achieve this, we conducted a survey of 298 SME agro-processors’ managers and owners in Harare, Zimbabwe. A mixed sampling approach consisting of quota and stratified sampling approaches was adopted. We distributed a closed-ended questionnaire through the drop-off & pick-up and interviewer-based methods. The data was analysed statistically using STATA version 15. Multiple logistic regression was conducted to determine impact of digital marketing capabilities on market performance. Our findings indicate that digital strategy development & execution, digital market innovation, e-market sensing and leadership capabilities positively influence intermediate market outcomes of customer awareness, customer attitudes, availability, and brand associations. However only digital strategy development & execution capability was positively associated with final market performance outcomes of sales growth, market share and profitability. These results imply that agro-processors must develop digital marketing capabilities that enable them to move beyond intermediate market outcomes to attain the primary business objectives of profitability, sales growth and market share. Attaining intermediate market outcomes only is not enough for business sustainability. The study contributes to literature by extending the marketing capabilities discussion to the digital marketing environment in a developing country context. This was important because marketing knowledge is contextual, as such cannot easily be transferred from one market to the other.
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Cake, Dale A., Vikas Agrawal, George Gresham, Douglas Johansen, and Anthony Di Benedetto. "Strategic orientations, marketing capabilities and radical innovation launch success." Journal of Business & Industrial Marketing 35, no. 10 (February 26, 2020): 1527–37. http://dx.doi.org/10.1108/jbim-02-2019-0068.
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Purpose The purpose of this paper is to develop a radical innovation launch model that shows the relationship of the market, entrepreneurial and learning orientations with each other, with radical innovation launch marketing capabilities and the subsequent effect on radical innovation launch success. It will provide practitioners with best practices and add to current marketing theory. Design/methodology/approach An online survey was done, resulting in a usable sample of 176 radical innovation launch practitioners from a cross-section of US companies, namely, small to large, business-to-business and business-to-consumer firms offering a variety of products and services. A partial least squares structural equation modeling technique was used to test construct relationships and the effect on each other. Findings An organizational learning orientation has a direct effect on the market and entrepreneurial orientations. Learning and marketing orientations are critical links to having radical innovation launch marketing capabilities. While an entrepreneurial orientation has a direct effect on radical innovation launch success, proper, dynamic marketing capabilities are a significant driver. Over 40% of the variance in radical innovation launch success is directly or indirectly affected by the three studied strategic orientations and radical innovation launch marketing capabilities. Research limitations/implications This study was conducted only in the USA. A cross-cultural study could be undertaken. Type and size of firm, type of external environment, radical innovation department structure, transformational leadership strength and competitive intensity effect could be studied. New, up-to-date adaptable marketing capabilities should be researched and validated. Practical implications For radical innovation launch success, it is critical that a firm develop the market, entrepreneurial and learning orientations and have specific, dynamic marketing capabilities in place. Existing managers should be trained, or new talent hired, to give the firm the capability to develop unique, radical innovation launch strategic, brand identity and new target market plans, to select and manage new downstream partners, and to have quick, customer launch feedback mechanisms in place. Originality/value An empirical study of the effect of all three strategic orientations on radical innovation launch marketing capabilities and subsequent radical innovation launch success has not been previously addressed.