Title: Brand Management
Author: Tejas Suryawanshi
- Internal Branding: Cultivating a Consistent Organizational Identity
AGRAWAL , et al (2022) States that the internal branding is about embedding a consistent brand identity within an organization, involving all employees. The goal is to create a purpose-driven brand culture led by top management, with key elements such as HR initiatives, communication, and leadership. Successful internal branding can lead to a more robust organizational culture, quicker decision-making, and business success. The ultimate aim is for employees to actively contribute to a strong brand culture, enhancing brand performance and overall success.
- Dynamic Brand Valuation Model: Assessing Future Cash Flows
BORKOVSKY, et al (2017) States that they created a model to assess the value of a brand to a company. They considered competition, brand equity, and advertising in their model. Brand value was measured as the expected future cash flows due to the brand. Using data from the U.S. stacked chips category, they found that changes in brand equity don’t always proportionally affect brand value. Their dynamic model helps understand how industry conditions and a firm’s ability to build and sustain brand equity impact brand value. They believe their approach can be applied to different industries for brand valuation and management.
- Shifting Focus: Employees as Key Brand Builders
DE CHERNATONY, (1999) States that the paper argues that employees play a crucial role in building and sustaining a brand, emphasizing the need to involve them in the process. It suggests aligning recruitment, training, and internal communication with the brand’s values. The focus is on brand reputation rather than image, considering perceptions across stakeholders. While the proposed model has not been empirically tested, ongoing research aims to validate its effectiveness.
- Testing and Confirming Theoretical Models in Place Branding: Practitioner Experiences
HANNA, et al (2013) States that the study focuses on understanding and improving the process of place branding, which involves creating a positive image and identity for towns, cities, and regions. While there has been theoretical progress in identifying key components of place branding, there’s a lack of practical research. The study tests a theoretical model and confirms its relevance through interviews with practitioners in various locations. The findings provide a practical model for destination marketing organizations (DMOs) to develop effective strategies. The study emphasizes the importance of balancing resources across different components, such as stakeholder engagement and brand identity. Overall, it contributes new insights into the place-branding process, offering a structured understanding of its key components.
- Evolution of Brand Management in the 21st Century
HERSTEIN, et al (2008) States that the brand management in the 21st century requires advanced managerial skills like project management and entrepreneurship. Communication and risk management, including innovativeness, are crucial. While traditional marketing courses are important, there’s a growing emphasis on creativity in marketing and new product development. Integrating these aspects into marketing curricula is suggested, but challenges exist. Future studies should explore expectations from faculty, students, and professionals to enhance brand management education.
- Brand Management Unveiled: Summary of Key Paradigms
JO, et al(2001) States that the article explores four different ways companies manage their brands: product, projective, adaptive, and relational. Each approach has its own beliefs and methods regarding brands’ roles, management, and performance measurement. While the article focuses on theory rather than practical testing, it suggests the need for more research to understand how companies actually manage their brands. The relational paradigm, especially, holds promise for future investigation. Overall, the article provides valuable insights for academics and managers aiming to enhance brand management practices.
- Brand Loyalty and Quality Perception: A Simplified Overview
LOW, et al (1994) States that the despite challenges like decreased trust in advertising, American consumers still see manufacturer brands as symbols of quality and helpful for decision-making. While modern consumers aren’t as loyal to one brand, they still value brands overall. Many brands important in 1923 remain leaders today, showing the effectiveness of brand management over time. Brand management has evolved but will likely continue even if the current system changes.
- Brand Management Strategies for Natural Spaces: A Focus on Authenticity
MATTHEWS, et al (2023) States that the study looks at how people see authenticity in natural places like parks, and how it affects them. It suggests that parks can be managed like brands, with things like credibility and symbolism being important. The research shows that when people feel a park is authentic, they’re more likely to want to come back and tell others about it. It also found that these authentic parks can help reduce stress and make people feel healthier. So, by understanding what makes a park feel authentic, park managers can make better decisions to make parks more enjoyable and beneficial for visitors.
- Emotional Aspects and Brand Management for Loyalty Improvement
MORETTA TARTAGLIONE, et al (2019) States that the customer loyalty is influenced by attitudes (like attachment and price tolerance) and behaviors (such as repurchasing). Satisfaction, commitment, trust, and engagement play crucial roles. Emotional aspects are important, and effective brand management is key. Online brand communities, especially on social media, enhance customer interactions and co-creation. Future research should explore how these factors interact and focus on customers as active contributors to value creation.
- Territorial Branding: Insights from Automotive Brands and Consumer Behaviour
RODRIGUES, et al (2023) States that the study examined how attachment and satisfaction with German car brands contribute to brand love, loyalty, and positive recommendations. It found a positive correlation, emphasizing the need for broader research with diverse brands and participants. The study’s implications extend beyond the automotive sector, showcasing the impact of brand love on consumer behavior and territory management, especially in tourism.
Conclusion
In conclusion , Aligning employees with a consistent brand identity enhances organizational culture, decision-making, and overall success. A model assessing brand value based on competition, equity, and advertising, helping understand how industry conditions impact brand value. Employees are crucial for building and sustaining a brand; aligning recruitment, training, and communication with brand values is essential. Testing a theoretical model for place branding, providing practical insights for effective strategies in destination marketing. 21st-century brand management requires advanced skills like project management and entrepreneurship, with a growing emphasis on creativity. Explores different ways companies manage brands and suggests a need for more research to understand actual brand management practices. Despite challenges, American consumers still value brands for quality and decision-making, showcasing the effectiveness of brand management over time. Parks can be managed like brands; authenticity is crucial, impacting visitor experience and well-being. Emotional aspects, customer interactions, and online brand communities play key roles in building customer loyalty. Attachment and satisfaction with German car brands positively correlate with brand love, loyalty, and positive recommendations, with implications beyond the automotive sector.
Reference
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