Abstract
In many well developed economies the number of brands as well as their perceived homogeneity is increasing for more than two decades. As a result, more and more brands appear interchangeable to their customers. To cope with this challenge it is necessary to develop a unique brand identity and to assure that this is being consistently delivered at all brand touch points. The latter requires that everyone who acts as a brand representative behaves according to the brand identity. Common understanding of and commitment to the brand are necessary prerequisites. A first model for internal identity-based brand management intended to fulfil these prerequisites was recently developed at the chair for innovative brand management. The model is explicitly targeted at employees. This paper draws attention to yet another group of stakeholders which influences the brand image substantially: the brands distributors. Empirical research has shown that particularly those internal reference groups1 that have intensive interaction with the customers are able to influence the brand image. The purpose of this article is to assess whether the internal brand management model developed for employees applies to distributors and to extend the existing model for the distributor context if necessary.
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