Strong brands and corporate brandsMark J. Kay
doi: 10.1108/03090560610669973pmid: N/A
Purpose – This paper aims to review the development of branding theory, particularly from the organizational context of building an effective corporate brand. Design/methodology/approach – This paper examines the literature on “strong brands” and the experience of several established brands. Findings – The study finds that no coherent theory defines brand management tasks. Instead, paradigmatic cases of successful brands have come to define branding processes – the logic of the “strong brand” has shaped management branding practices. “Difference” and “consistency” are identified as the primary means of bringing about strong brands, yet these can be difficult to apply, particularly to corporate brands. Originality/value – A new perspective of the social co‐production of brands as meaningful representations, each with its own logic, is proposed as a managerially useful framework to research and frame brand development tasks. Given the development of anti‐branding attacks, managers need to pay close attention to the new risks of managing corporate brands, and how they tie brands to their corporate social responsibility practices.
Internal brand building and structuration: the role of leadershipChristine Vallaster; Leslie de Chernatony
doi: 10.1108/03090560610669982pmid: N/A
Purpose – The paper aims to clarify the relationship between organisational structures and individual brand supporting behaviour. It proposes modelling the social transformation process and outlining why and how leadership is important throughout the internal brand building process. The study aims to expand the domain of corporate branding by including a broader range of human resource and leadership‐related aspects than is normally found in the branding literature. Design/methodology/approach – The paper opted for an exploratory study using the open‐ended approach of grounded theory, including 30 depth interviews and one expert group discussion with employees representing middle and senior management having mainly a marketing and corporate communications background. The data were complemented by documentary analysis, including brand documents, descriptions of internal processes, and copies of employee magazine articles. Findings – The paper provides empirical insights about how change is brought about during internal brand building. It suggests that successful leaders act as “integrating forces” on two levels: integrating the elements of corporate identity structures, and mediating between the corporate branding structures and the individual. Research limitations/implications – Because of the chosen research approach, the research results may lack generalisability. Therefore, researchers are encouraged to test the proposed propositions further. Practical implications – The paper includes implications for the development of a powerful brand image, the development of “brand ambassadors” and for managing the balance between stability and change. Originality/value – This paper fulfils an identified need to study how brand‐supportive behaviour can be enabled.
The corporate brand association base A conceptual model for the creation of inclusive brand architectureHenrik Uggla
doi: 10.1108/03090560610669991pmid: N/A
Purpose – The purpose of this paper is to analyze and discuss the strategic positioning of associations that can be established between a corporate brand and entities in its surrounding network such as brands, product categories, persons, places and institutions. Design/methodology/approach – A semiotic approach is used to describe image transfer processes between the corporate brand and other entities. The paper provides a structure to leverage the corporate brand in different product market contexts. Findings – The paper offers the “corporate brand association base model” as a conceptual framework for brand‐to‐brand collaboration. The model structures how a corporate brand can develop more expansive brand architecture through transfer of image from sources of brand equity in the internal brand hierarchy and surrounding brand network. Practical implications – A useful source for brand managers in the process of co‐positioning corporate brands and assessing risks, in relation to brands, product categories, persons and institutions. The framework will make it easier for brand managers to design strategic brand alliances. Originality/value – The value of this study is that it has presented a model that adds depth and texture to the current academic discussion of corporate brand capitalization, by introducing a balance between in‐house leverage and external leverage of the corporate brand.
Corporate rebranding: destroying, transferring or creating brand equity?Laurent Muzellec; Mary Lambkin
doi: 10.1108/03090560610670007pmid: N/A
Purpose – Companies changing their brand names are frequently reported in the business press but this phenomenon has as yet received little academic attention. This paper sets out to understand the drivers of the corporate rebranding phenomenon and to analyse the impact of such strategies on corporate brand equity. Design/methodology/ approach – A cross‐sectional sample of 166 rebranded companies provides descriptive data on the context in which rebranding occurs. Two case studies provide further detail on how the process of rebranding is managed. Findings – The data show that a decision to rebrand is most often provoked by structural changes, particularly mergers and acquisitions, which have a fundamental effect on the corporation's identity and core strategy. They also suggest that a change in marketing aesthetics affects brand equity less than other factors such as employees' behaviour. Research linitations/implications – The paper proposes a conceptual model to integrate various dimensions of corporate rebranding. Analysing the rebranding phenomenon by assessing the leverage of brand equity from one level of the brand hierarchy to the other constitutes an interesting route for further research. Practical implications – Managers are reminded that corporate rebranding needs to be managed holistically and supported by all stakeholders, with particular attention given to employees' reactions. Originality/value – This paper is of value to anybody seeking to understand the rebranding phenomenon, including academics and business managers.
The effect of corporate branding dimensions on consumers' product evaluation A cross‐cultural analysisNizar Souiden; Norizan M. Kassim; Heung‐Ja Hong
doi: 10.1108/03090560610670016pmid: N/A
Purpose – The paper aims to investigate both Western and Eastern corporate branding thoughts and examine the interrelation among four corporate branding dimensions (i.e. corporate name, image, reputation and loyalty) and their joint impact on consumers' product evaluation. Design/methodology/approach – Building on extensive literature, a model of consumers' product evaluation that includes the major determinants of corporate branding is proposed. Based on a sample of 218 Japanese and American consumers, structural equation modeling and general linear model analyses are used to test hypotheses. Findings – The research reveals that Japanese and American consumers have different perceptions with respect to the effect of corporate image and corporate loyalty. The corporate name was found to have a significant impact on corporate image and corporate reputation was found to have a significant affect on corporate loyalty. The corporate reputation is also found to be a mediator of the corporate image's effect on consumers' product evaluation. Practical implications – The paper suggests that marketers should carefully consider the corporate name when designing their branding strategies. Marketers are also called on to adapt their corporate branding approaches to fit each marketing environment and enhance corporate loyalty to reduce the switching behavior of consumers. Originality/value – The paper clarifies the interrelation among the four corporate branding dimensions and shows that consumers of different cultures do not perceive in the same way the impact of corporate branding determinants.
Seven dimensions of corporate identity A categorisation from the practitioners' perspectivesT.C. Melewar; Elif Karaosmanoglu
doi: 10.1108/03090560610670025pmid: N/A
Purpose – This paper investigates what organisations perceive as the essential components of corporate identity concept and their contents. It proposes an operational definition of corporate identity on the basis of the practitioners' views. Design/methodology/approach – The information was gathered through 32 in‐depth interviews with managers from different organisations (mainly multinational companies) and an analysis of corporate literature and web sites. The initial analysis is based on a multidisciplinary categorisation developed by the first author, which facilitated the systematic analysis of a wide range of components (e.g. corporate communication, corporate design, corporate culture etc.) associated with corporate identity. Findings – The study shows that there is a considerable divergence in opinions concerning the fundamental components of corporate identity among practitioners. Most interviewees heavily associated identity with the areas of corporate design, communication, behaviour and strategy whereas there was no unanimous agreement as to whether or not corporate culture was a product or determinant of corporate identity. Research limitations/implications – Developing sub‐items and their measures for each dimension presented in the proposed definition and examining the possible relationships between them might be the further step. Also additional empirical research which considers consequences of corporate identity management in relation to company performance indicators could enhance overall understanding of the concept. Practical implications – Senior company management can use the categorisation discussed in this paper as a starting point for development of corporate identity management strategies. Originality/value – Recategorisation of Melewar's corporate identity dimensions, which help define corporate identity concept in measurable terms.
The impact of organisational characteristics on corporate visual identityAnnette L.M. van den Bosch; Wim J.L. Elving; Menno D.T. de Jong
doi: 10.1108/03090560610670034pmid: N/A
Purpose – The purpose of this paper is to develop a research model to investigate corporate visual identity (CVI) management from an organisational perspective. It is assumed that characteristics of the organisation and of the way a CVI is managed will affect consistency of CVI. Design/methodology/approach – The model was tested in a survey carried out among employees in 20 Dutch organisations. Structural equation modelling with AMOS was conducted to get insight into the various influences and relationships. Findings – CVI management characteristics – socialisation processes related to CVI, knowledge of CVI strategy, and CVI tools and support – have a strong impact on the consistency of CVI, and organisational characteristics affect the way CVI is managed. With the exception of the openness and dynamics of an organisation, no supporting evidence was found for a direct relationship between organisational characteristics and CVI consistency. Research limitations/implications – CVI has been measured by the judgement of the respondents, all employees of the organisation concerned. Therefore the measure was the perceived consistency of CVI. Further research could include a visual audit and the perception of external stakeholders towards the visual identity. There was no distinction examined among the main corporate visual identity and sub‐ or product brands. The study was conducted in the Netherlands, where the Dutch term huisstijl is unambiguous and clearly related to the corporate brand or identity. Future research can take different brands into account or can broaden the concept of CVI (including cultural aspects, language, rituals, myths, etc.). Practical implications – The results indicate that CVI management matters, that CVI management is related to more general organisational characteristics, but that communication managers nevertheless have a considerable amount of freedom in determining the way they manage their CVI. Originality/value – Corporate visual identity has received little attention in research and hardly been studied at all from the perspective of this paper. This paper has value to both researchers in the fields of corporate identity and organisational identity, as well as professionals involved in managing the corporate identity.
A reflective approach to uncovering actual identityPeggy Simcic Brønn; Andreas Engell; Håvard Martinsen
doi: 10.1108/03090560610670043pmid: N/A
Purpose – This paper aims to present a case study of a unique identity‐building process employed in a Scandinavian service firm. As noted by many authors, the concept of corporate identity is probably one of today's most explored areas by both academics and practitioners. Most agree that there is neither one way to define it nor one way to measure it. Some authors suggesting it is a multiple concept further complicates it. One thing is clear; uncovering identity starts internally with individuals and the organization. This article discusses the technique used in a Norwegian collection agency, Conecto, to develop an understanding of their actual identity. Design/methodology/approach – The objective of the case study was to find the core values of the firm defined from an employee perspective, which would then provide an anchor for the firm's future work on its identity. The methodology employed is an existential psychotherapeutic framework, combining Socratic dialogue techniques refined by previous researchers, along with the concepts of personal identity and thought experiments. The project involved the entire organization in a year‐long process to uncover past personal values that could provide a present anchor for the firm's future work on their identity, as defined from an employee perspective. Findings – Consistency in communication is a critical factor for a successful branding strategy. Employees are critical in this process, particularly in service firms. This case study demonstrates that by engaging employees deeply in the identity process, a more solid and consistent branding platform can be built. The project initially started with internal research from a corporate branding perspective. The point was to identify the fundamental values of the organization and to make them more explicit in the firm's marketing communication, with the intent to help Conecto create a solid position in its sector. However, the project quickly developed into a much deeper process where each member of the organization participated in answering the existential question “who are we?” It evolved from a simple corporate communication task to an effort embracing different disciplines: existential philosophy, organizational psychology and culture. Summarily, the firm has identified what we refer to as a “super value” – responsibility. Another result of the process has been a redefinition of the firm's role in its business sector. By anchoring their business activities in the concept of responsibility, the firm sees itself as a mediator between its customers and the debtors. Therefore responsibility provides the foundation for “branding” strategies with all stakeholders. Originality/value – The case study can be useful for organizations undergoing an identity process. It gives insight into the human side of the process and also the rewards that the process can provide.
The monarchy as a corporate brand Some corporate communications dimensionsStephen A. Greyser; John M.T. Balmer; Mats Urde
doi: 10.1108/03090560610670052pmid: N/A
Purpose – The purpose of this paper is to examine the role of corporate communications on behalf of the monarchy as a corporate brand. Design/methodology/approach – Draws on the preliminary findings of a major study on monarchies. Findings – Argues that corporate communications is an important aspect of corporate brand management (especially in relation to constitutional monarchies). Research implications – That monarchies are analogous to organisational brands and are amenable to being managed as such. Originality/value – Draws on a unique study relating to monarchies as corporate brands.