Attractive Brand Research Articles

Exploring the link between human resource practices and turnover in multi-brand companies: The role of brand units’ images

Using exploratory qualitative research undertaken in a multi-brand fashion company, this article investigates the role that brand units’ images play in the link between human resources management (HRM) practices and employee internal and external turnover. Our results suggest that the existence of imbalanced and differently attractive brand units’ images might weaken or remove the effectiveness of corporate HRM practices in keeping internal and external turnover rates low. This because employees may be interested in transferring to the most appealing brand(s) or, if not possible to do so, leaving the company. This article contributes to the debate regarding the use of HRM practices in multi-brand companies, especially in industries where both the brand and the product have a highly-symbolic content. Based on our conclusions, we recommend that brand units with less prestigious images compensate for their lower attractiveness with specific brand unit HRM practices to attract and retain their employees. Theoretical and policy implications of the findings are discussed.

Brand Management Model in Sport Industry of Iran

The study aims to examine brand management model in Iran's professional Football League (2011-2012) with emphasis on brand image. The study was descriptive-survey one. A sample of Iranian professional football league fans (N=911) responded 4 items questionnaire. A structural equation model (SEM) test with maximum likelihood estimation was performed to test the relationships among the research variables. The analyses of data showed three dimensions of brand image influenced on fan’s brand loyalty of which the attitude was the most important. Benefits and attributes were placed in the second and third rank respectively. According to Results, brand image play a pivotal role between Iranian fans brand loyalty. Create an attractive and desirable brand image in the fans mind increases brand loyalty. And due to, revenue and profits increase through ticket sales and products of club and also attract more sponsors.

Clustering Tourism Data for Mapping Oman as Travel Destination

Oman the Travel Destination’ is a marketing promotion campaign to position Oman as a unique and attractive tourist place. It aims to strengthen Oman’s profile as tourist destination and increase the volume of tourist traffic. Tourism business today is both an important and growing industry. It is becoming increasingly sophisticated, as evidenced by the abundance of information available on the web. The travelers today use web technology to plan their travel destination. Improved search engines and the increase in website traffic play an important role in availing competitive advantage among the varied segments and products that comprise the tourism industry. The first step of e-marketing is audience engagement. Surfers frequently switch to different pages in search of complete information, but visual tree has been found to be more effective in audience engagement as it gives comprehensive information at a glance. The surfers will also have better preview and ease in understanding thereby giving them more flexibility in discovering, using and reusing the available information. The main objective of this work is to promote Oman as a travel destination by building strong and attractive Brand 'Destination Oman'. This paper adapts Cluster analysis technique to develop a visual tree structure which describes relationships between different tourism services available in Oman. The developed visual tree structure provides a new marketing approach. It will act as a model and thus events or specific idea selling can be well established and published. The allied agencies, tourism marketing and hospitality industry will be able to bring all ideas and information on one platform. For this purpose, a set of selected web pages describing tourism in Oman have been clustered to design the special visual tree. This work shall be of great importance not only for Oman’s small and mediumsized tourism industry, but for marketing in general. It shall also be equally important for e-Tourism, e-Governance, e-Marketing, researchers, students and academicians.

Leader-Driven Primacy: How Attribute Order Can Affect Consumer Choice

Leader-driven primacy in consumer choice uses initial product information to install a targeted brand as the early leader. Then the biased evaluation of subsequent attributes builds support for that brand. The end result is that the manipulation of information order impacts the proportion of consumers who prefer the installed (leading) brand. Study 1 finds leader-driven primacy in the choice between two equally attractive brands. Study 2 extends this result to a situation where one brand is slightly better and to a method where the leader is not explicitly identified. Study 3 installs a leading brand, but then eliminates leader-driven primacy by inhibiting attribute-based processing in favor of processing by brand.

A cross-sectional analysis of how young adults perceive tobacco brands: implications for FCTC signatories

BackgroundThe Framework Convention on Tobacco Control calls for the elimination of tobacco advertising, promotion and sponsorship. To test whether tobacco packaging functions as advertising by communicating attractive and distinctive brand attributes, we explored how young adult smokers and non-smokers interpreted familiar and unfamiliar tobacco brands.MethodsWe conducted an on-line survey of 1035 young adult smokers and non-smokers aged 18–30. Participants evaluated eight tobacco brands using ten attributes based on brand personality scales. We used factor analysis and ANOVA to examine patterns in brand-attribute associations.ResultsYoung adults distinguished between brands on the basis of their packaging alone, associated each brand with specific attributes, and were equally able to interpret familiar and unfamiliar brands. Contrary to our expectations, non-smokers made more favourable brand-attribute associations than smokers, but both groups described Basic, a near generic brand, as ‘plain’ or ‘budget’. There were no significant gender or ethnicity differences.ConclusionsTobacco packaging uses logos, colours and imagery to create desirable connotations that promote and reinforce smoking. By functioning in the same way as advertising, on-pack branding breaches Article 13 of the FCTC and refutes tobacco companies’ claims that pack livery serves only as an indentifying device that simplifies smokers’ decision-making. Given this evidence, signatories should see plain packaging policies as a priority consistent with their FCTC obligations to eliminate all tobacco advertising and promotion.

When you are what you own

Although desirable brands may positively affect impressions of its owner, brand ownership may also evoke negative reactions if a brand’s image is seen as incongruent with the brand owner. An experimental study tests the influence of physical attractiveness of a brand owner and observers’ level of materialism on the transference of brand sophistication onto a brand owner. Brand sophistication and physical attractiveness are manipulated and levels of materialism are measured. Results suggest that attractive brand owners are generally perceived as sophisticated, regardless of brand sophistication or observers’ materialism. for less attractive brand owners, owning a sophisticated brand may backfire, and decrease perceptions of sophistication, particularly when the observer is materialistic. Implications are that desirable brands are most likely to increase liking of brand owners when the brand fits the owner, and that owning desirable brands may backfire for lower levels of fit.

Leader‐Driven Primacy: Using Attribute Order to Affect Consumer Choice

Leader-driven primacy uses initial product information to install a targeted brand as the early leader in a choice between two brands. Biased evaluation of subsequent attributes builds support for the targeted brand, causing the choice itself to be biased. Study 1 finds evidence of this effect in choices between two equally attractive brands. Study 2 extends the finding to a situation where one brand is inferior and to conditions where participants do not explicitly identify their leader. Study 3 shows how leader-driven primacy can be reduced by encouraging brand-based processing.

Will the real Marks & Spencer's stand up?

PurposeReviews the latest management developments across the globe and pinpoints practical implications from cutting‐edge research and case studies.Design/methodology/approachThis briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.FindingsAn old saying warns us not to judge a book by its cover. When it comes to business organizations, however, that's precisely what many of us do. Consequently, brand image means almost everything and to a considerable extent influences what choices we make as consumers. It's hardly surprising, therefore, that companies routinely spend small fortunes on their marketing strategies. Cultivate an attractive brand image, target the right consumer groups and it's happy ever afters all round.Practical implicationsProvides strategic insights and practical thinking that have influenced some of the world's leading organizations.Originality/valueThe briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy‐to‐digest format.

Williams F1: The Reality of Branding a Leading Grand Prix Team

There remains an enduring snobbery that packaged goods constitute the high ground of branding. Food, drink and detergent markets understand branding better, do more of it and address more complex and interesting issues. Not so. As a consultancy we specialise in developing brands, and operate across a very broad spectrum. At one end we have branded the Freeplay wind-up (no batteries) radio: more conventionally, we create new brands in fast-moving consumer goods, across a variety of service sectors, and at the other extreme we are involved with national branding, recently Scotland and currently Wales. In our experience, the strategic will (as well as the budgets) to develop serious brands is declining in packaged goods, a trend reinforced by inexorable margin pressure from the retailers, and escalating media costs. In fact it is the fresher marketing pastures such as leisure, geographies and sport where the need and will for brands is growing. It is also the case that the issues are complex, the process equally challenging and the subject matter usually more interesting. Creating a brand for a Grand Prix team is a case in point. Consider the following: A frequent topic in blue chip marketing companies is the difficulty of developing long-term brands in the face of the annual or even biannual pressure to deliver stock market results. A Grand Prix team faces massive public scrutiny of its ability to deliver, every two to three weeks during the season. Every head or pound devoted to brand building is one not directed towards an improvement in lap time. That really is pressure. Next, there is the attitude of the sponsors, and indeed the team owners, towards the brand's prime communication medium: the cars. The sponsors have always assumed total rights to cover every square inch of the car's surface with their identity, effectively regarding it as a mobile billboard. This in turn suppresses the team brand, and the attendant values with which they wish to associate. How then to persuade sponsors differently or sacrifice revenue potential to gain exposure of the team's brand? A secondary problem here is the total change of visual identity that can come with a change of sponsor. For years McLaren could be recognised by their red and white colour scheme ... until the owners of that colour scheme, Marlboro, switched teams and McLaren became silver, black and red: the colour of their new sponsors. We all know consistency of presentation is critical to brand creation: transcending total livery changes is a touch tricky. This is obviously not a problem faced by your average packaged goods brand. Also, when Marketing meets Motor Racing there are some major cultural issues. Successful sporting enterprises tend to be run by enthusiasts with a tight and passionate focus on what it takes to win. In such environments marketing is but grudgingly accepted--essentially as the conduit for providing the necessary funding, not God forbid, as a strategic contributor to the growth and success of the business. A corollary of this is that while internal marketing functions are objects of suspicion, external marketing consultants are perceived with the initial trust and welcome that would be accorded to Jack the Ripper or Charles Manson. Heaven help you if you can't justify succinctly and persuasively why any marketing initiative might be desirable or necessary. Having said all that, why do Grand Prix teams need to develop brands anyway? There are four very good reasons. First, Formula 1 is becoming big business as evidenced by the recent plans for its flotation. To ensure effective participation in that business, a top team must have presence and prominence. Second, digital TV will soon mean viewers can choose which camera feed they follow, and which car (and sponsor) they watch: consequently, there's a need for a visible and attractive brand out there, so that we have real share of mind, and get a good share of viewing. …