Brand Management Process Research Articles

Innovation and Brands: The Managers’ Perspective in a Multiple Case Study in a Brazilian Region

This article aims to identify what an innovative brand is from the perspective of business managers in a region of Brazil, and describe how they manage innovative brands. A multiple case study was carried out with five innovative companies from four economic sectors: telecommunications, information technology, chemicals, and electricity. The interviews with these managers were processed with content analysis, being established sixteen categories which include: definition of innovation; innovative brand features; reasons for innovation; relationship between brands and innovation; area responsible for innovation; dissemination of innovation; organizational culture of new ideas; types of innovation; reduction of time, costs and risks to innovation; relationship between the company and the market; brand strategies; brand personality; integration of the end consumer into innovation; rewards for the consumer; and brand heritage. At the end, theoretical and managerial contributions are presented that can be applied or adapted to other organizations in their process of innovation and brand management. In this sense, it is important to highlight that, in the studied cases, incremental innovation is dominant; the stage at which successful innovations improve consumer brand awareness, attitude, and usage prevails; and the companies studied could be distributed in two of the innovation possibilities proposed by Brexendorf et al. (2015): follower brands and craft-designer led brands.

Organizational ambidexterity, brand management capability and brand performance

PurposeThe purpose of this study is to examine the extent to which an organization’s pursuit of radical and disruptive innovations and refinement of existing processes and incremental innovations influence the brand management capability, and subsequently, the brand performance in business-to-business firms.Design/methodology/approachThe key informant approach is used for data collection. Panel data are obtained using the services of a reputable research firm. Existing scales are used to measure all the focal constructs. Partial least squares based structural equation modeling is used to test the hypotheses.FindingsThe results of this study indicate positive associations of both exploitative and exploratory innovation types with brand management processes. These findings signify the need for organizations to balance both these innovation types to maximize their performance.Research limitations/implicationsThis study prescribes an insight into the complex relationship that exists between organizational ambidexterity, brand management processes and brand performance, providing a framework that reconciles the seemingly conflicting goals of relevance and consistency in the development of brand management capability.Practical implicationsGiven that very few firms can achieve ambidexterity, this study provides a means to maximize the potential of this organizational process.Originality/valueThis study borrows from the existing research on brand management to argue that organizations are required to balance both exploitative and exploratory innovation types to maximize their performance.

The Changing Process of Brand Images and Management:

本稿はユニクロのブランド・イメージとそのブランドマネジメントのプロセスを辿る事例研究である。同社は，創業当初からグローバル化を強く意識し，創業30周年目には，確たるグローバルブランドへと成長した。そして今衣服の概念を超え，LifeWearという新しい「服」市場をも創造しつづける。本事例は同ブランドの15年間の事業活動とCIやBIを軸とした情報発信，その結果がどのようにブランド・イメージを形成したのかを追跡し，ブランド価値を発展させるための要諦の導出を試みる。

Brand as a tool of globalization

The degree of research into the relationship between the concepts of «globalization» and «branding» has been traced. The correctness of the terminology used by domestic researchers in the concept of branding is analyzed. The list of features that determine the similarity of the analyzed processes is determined. It is substantiated that the impact of branding on economic development is a process that needs to be managed. Branding and globalization have been found to affect the socio-economic development of the country. The object of the research is theoretical and methodological principles of branding in the context of globalization, which expands the horizons of the concept of brand-oriented development of national economy. The subject of research is the nature of the mutual influence of globalization and branding processes. The study of globalization, the conditions and factors contributing to its development, the directions of its impact, and the results of this impact is interdisciplinary and requires a fundamental study. The purpose of this paper is to justify the existence of mutual influence of globalization and branding, to determine its characteristics. To achieve the goal, the following were used methods: system-parametric approach - to scientific knowledge of branding and globalization, which allowed to reveal certain perspectives of these processes; сomparative analysis on globalization and branding, which helped to identify the directions and nature of the counter impact; management approach to the brand management process. The practical implications of the results are the ability to use them to manage branding development in Ukraine, which will have positive consequences for the country's integration into the global economic and civilizational space. Conclusions. The formation of a brand-oriented global economy is an evolutionary process that requires management to increase its effectiveness. The impact of globalization on the development of branding and the promotion of the objects of its transformation is brought about by qualitative changes in the structure of world trade in goods and services, as well as by positive dynamics of the value of national brands, first of all, in the developed countries of the world, whose strategy is obviously brand-oriented. Branding, in turn, dramatically amplifies the scale and effects of globalization, both economic and political, cultural, social processes on the planet, as the development of brands of goods and services implies maximization of advancement in the global market for goods and services provided by technical, technological, the creative, marketing benefits of relevant producers. National brands of countries around the world have an undeniable influence on the process of globalization, contributing to investment in countries, innovations, highly qualified staff and a large number of tourists, which proves to be a brand – an effective tool for globalization. Globalization and branding are mutually influencing, interdependent and reinforcing each other.

Market orientation, brand management processes and brand performance

PurposeThe purpose of this study is to investigate the manner in which market orientation types facilitate the development of brand management processes (strategic brand management and internal branding), and brand performance.Design/methodology/approachThe research model is assessed using data collected from brand executives. Existing scales are used to measure all the focal constructs. Partial least squares-based structural equation modeling (PLS-SEM) using the Smart-PLS 3.0 software is used to check for the psychometric properties of the scales and to test the hypotheses.FindingsThe results of this study indicate that proactive and reactive market orientation influence the internal branding and strategic brand management. The mediating role of strategic brand management in the relationship between proactive market orientation (PMO) and brand performance is significant. Similarly, internal branding mediates the relationship between PMO and brand performance. Also, strategic brand management and internal branding mediate the relationship between responsive market orientation (RMO) and brand performance. Results also indicate that market turbulence negatively moderates the relationship between strategic brand management and brand performance.Research limitations/implicationsBuilding on literature from brand management, organizational capabilities and market orientation, this study explicates the role of PMO and RMO in influencing different strategic brand management and internal branding, and subsequently, brand performance. The perspective used in this study provides an insight into how organizations can develop and manage brands from a process perspective.Practical implicationsTo develop the brand management capability, organizations may benefit from cultivating processes that seek to meet the latent customer needs through explorative and proactive information seeking, and at the same time, pursing processes that focus on capturing the existing customer and competitor trends in the market.Social implicationsThis study hopefully helps marketers realize that brand management function needs to move toward being more dynamic in nature.Originality/valueThis study borrows from the existing research on market orientation, branding and brand management to argue that organizations are required to not only maximize the brand returns in the existing market but also to adapt to the changes in the future.

Роль бренду в сталому розвитку підприємства

In today's competitive environment, the brand is one of the main prerequisites for effective development of the enterprise, allows to ensure the fulfillment of social obligations to employees and society, identify products or enterprises, acts as a guarantor of product quality, forms a positive image of the business entity. This necessitates the study of theoretical and practical experience of the possibilities of using the brand to increase the competitiveness of the business entity. Another factor that determines the relevance of this study is the limited practical experience in brand management by domestic companies in the globalization of the economy. The goal of the research is to establish the role of branding in improving the efficiency of domestic enterprises. The key tasks include: outlining the characteristics of the enterprise sustainable development; determining the degree of the brand influence on the business entity effectiveness; consideration of the order of interrelation between branding and social responsibility in modern conditions of competition; proving the importance of brand identity, by detailed coordination of personalization. The research methods were: monographic, comparison, analysis and graphic. It is determined that the main prerequisite for sustainable development of domestic enterprises in the context of economic globalization, limited resources, technology development is the process of brand management. The brand will be one of the main competitive advantages of businesses in the future. Priority will be given to the demand, simplicity and "humanity" of the brand, rather than technology. It has been proven that in order to protect the reputation of its brand, a business must recognize that its success requires a holistic approach to promoting its product or service, including greater social responsibility. A company's reputation and corporate affiliation often affect an entity's ability to operate outside the country or to influence consumer behavior. Prospects for further research in this area are the application of a holistic approach to branding: from brand development to the implementation of marketing programs. It is advisable to study the impact of internal and external environment on the effectiveness of the brand.

Proses Rebranding MGo Shuttle Menjadi Lintas Shuttle

MGo Shuttle management decided to rebrand, they changed the overall MGo brand identity. One of them is by changing the name, namely Lintas Shuttle. The company's decision to conduct a rebranding began with the bankruptcy of the parent company, namely PT. Citra Maharlika Nusantara Corpora. finally the son of this holding company, PT. Citra Maharlika Lintas Wahana (CMLW) "Lintas Shuttle" decided to leave and from its parent company. The purpose of this study was to find out why companies rebranded, the process of developing new brands, the new brand management process, the process of evaluating rebranding activities. The method used in this study is descriptive qualitative. Based on the results of the study it can be concluded that the reason for the company rebranding because of the crisis that occurred in the parent company of PT. Citra Maharlika Lintas Wahana and finally decided to break away. The reason for rebranding was also due to misunderstandings regarding the perceptions of employees, and PT. Citra Maharlika Lintas Wahana requires legality after leaving the parent company. Furthermore, the process of developing a new brand is done by changing the company's identity, changes are made to be able to be thought and felt by the customer that the brand that was different from the current one. In the process of managing a new brand PT. Citra Maharlika Lintas Wahana performs management stages by planning (planning) before the activity, in addition to the strategy of delivering messages and promotions in the form of outdoor media, online, sms blast, email blast, and employees. Furthermore, the process of evaluating rebranding activities is carried out by monitoring and controlling activities, this is intended so that when the process takes place, it turns out that there is something that is not appropriate or that there is an addition from the supervisor, it can be directly conveyed.

Employers’ Requirements for Brand Managers: A Comparative Study in the US and Ukraine

Purpose of the article: The author’s interest focuses on brand managers as brands are among the factors strongly contributing to increasing intellectual capital of any organization. This paper provides a comparison of requirements for brand managers at the phase they are addressed by employers in both the US and Ukraine. The author finds it useful to focus on requirements for skills, knowledge and work experience, as the findings have potential to inspire applicants for vacancies in the product management departments and tertiary education providers. Methodology/methods: Using a re-applied Berelson’s method of content analysis makes it possible to analyse and discuss the requirements for job of brand managers in different countries. The hypothesis regarding the analysed variable’s independence on the sign representing the country where the job advertisements were posted was tested applying chi-square statistics. Scientific aim: The objective was to verify that the requirements for brand manager positions in Ukraine and the US do not differ. The hypothesis was formulated as follows: American and Ukrainian employers do not raise different recruitment requirements in terms of required practice and education, knowledge, technical and strategic competence for brand manager posts. Findings: The comparison of the frequency of requirements for the applicants in Ukraine and the US showed differences. When testing the set of requirements for work experience and required practice for brand manager positions in Ukraine and the US, the Pearson’s test confirmed the differences for & = 0.05, & = 0.01, and & = 0.001. The Person’s test also confirmed the difference in the group classified under the letter “Q” concerning education, specific knowledge, business management skills and transferable skills at all tested levels. Conclusions: The findings raise more questions, both about the knowledge and skills of brand managers, and the nature of their role in the brand management process.

Brand capabilities in English Premier League clubs

ABSTRACTResearch question: While brand management has attracted considerable academic attention over the past three decades, the brand capabilities within sport organisations, as well as their corresponding brand processes and brand managers’ perceptions, can be still considered unchartered territory, despite their key role in the wider brand management process. Differing to existing studies, this research focuses on English Premier League (EPL) clubs in an attempt to uncover the current brand capabilities landscape, by investigating practitioners’ views and brand guidance, training, updates and control processes in practice.Research methods: Qualitative data were generated from semi-structured interviews with marketing managers from 30 EPL football clubs, conducted in two phases with each club, in order for the progress in brand capabilities to be also studied.Results and findings: By capturing the brand processes and practitioners’ perceptions, the existence of diverse views and systems is outlined, indicating that the brand capabilities landscape of the EPL consists of three broad categories; the advanced, the antithetic and the atypical brand. Each is linked to different brand processes and perceptions. The perceptions and practices uncovered reveal the existence of brand misconceptions among the clubs, while highlighting the slow pace of, challenges and resistance to, change in the existing practices.Implications: Outlining the current brand capabilities landscape of the EPL clubs in this study allows for a non-pre-prescribed view of brand processes and perceptions in practice, while illustrating the potentially unanticipated forms that brand capabilities can take in the context of sport.

INTERATIVIDADE DIGITAL, GESTÃO DE MARCA E CONSTRUÇÃO DA REPUTAÇÃO: O Hotel Alpestre no Tripadvisor

O artigo tem como temas a interatividade digital e gestão de marca. Seu objetivo é analisar as interações digitais do Hotel Alpestre, localizado em Gramado, RS, com seus clientes, através do TripAdvisor, como parte de um processo de gestão de marca e de construção de reputação. O estudo utiliza pesquisa bibliográfica e documental, bem como entrevistas. Os dados levantados, juntamente com as informações obtidas através das entrevistas. A interatividade digital e a gestão de marca mostram-se conectadas por meio das ações realizadas pelo hotel e os colaboradores sentem-se inseridos e relevantes para os processos da organização, um dos princípios do endobranding, demonstrando consciência de seu papel para a gestão de marca e a construção da equidade de marca.

English

English

ATTEMPT AT ASSESSMENT OF THE EFFECTIVENESS OF ACTIVITIES UNDERTAKEN BY NATIONAL TOURISM ORGANISATIONS AIMED AT THE CREATION OF THE COUNTRY’S TOURISM BRAND

Purpose. Assessment of the effectiveness of activities undertaken as part of creating and managing the country’s tourism brand by National Tourism Organisations (NTO). Method. Empirical research concerned activities undertaken in relation to the creation and management of the country’s tourism brand by 81 NTOs that function in the area of five main world tourist regions (according to the World Tourism Organisation – UNWTO). The process of data collection and verification covers the years of 2013-2016. The used research methods include: the diagnostic survey method with the use of the questionnaire technique, direct interviews and statistical analyses. Results. Significant divergences were confirmed in the assessment concerning the effectiveness of individual activities undertaken by the NTOs examined in the area of creating and managing the country’s tourism brand. The initial hierarchy of the effectiveness of activities undertaken by the NTOs examined as part of the process of the management of the country’s tourism brand (conducted by the examined organisations) was not confirmed by the results of statistical analysis (correlations with the accepted measures of effectiveness). This is related to quasi-governmental and non-governmental organisations. Research and conclusions limitations. Empirical research solely concerned the functioning of those organisations which can be referred to as rightful NTOs, i.e. those entities which meet the basic criteria that are to be fulfilled by this type organisation (including the main task: promotion of a given country as an attractive tourist destination). Practical implications. Conclusions that follow from the study can be used by those organisations responsible for the brand management process related to a tourist reception area on different levels of administration (including local, regional and national entities). Originality. This type of analysis has not been conducted until now. Therefore, the present study offers a novel approach to the functioning of national tourism organisations by presenting the broadest ever spectrum of areas of interests related to this type organisation. Type of work. The article predominantly presents the results of empirical research.

Development of sectoral brands with emphasis on structure and processes

PurposeSectoral brand management processes have presented planning, development and implementation challenges. With the aim of reducing these managerial problems, the purpose of this paper is to revise the structure and the processes of the sectoral brands management.Design/methodology/approachThis is a qualitative exploratory study, with its unit of analysis being the process of managing the brand of the Brazilian fashion sector. Primary data collection was obtained through in-depth interviews with the seven industry associations and with the company responsible for the brand consulting. The secondary data used were reports about the branding process of the brand provided by respondents. Data analysis was provided by using the VSM to modeling sector structure and BPMN to processes modeling.FindingsThe results present a new sectoral brand structure and process to reduce existing barriers. Three sections were carried out: analysis and modeling of the current structure and processes of sectoral brand management; presentation of the current structure and processes problems; analysis and modeling of future structure and processes of sectoral brand management.Research limitations/implicationsA theoretical contribution is provided in the literature of systems, processes and sectoral brands, since there are no previous studies that elaborated a system structure and process for sectoral brands. In addition, other theoretical contribution is the presentation of a future process model that relates brand management process with its system structure, that is, it relates BPM analysis with VSM.Practical implicationsIt is also possible to indicate that VSM and BPM can contribute to the management of sectoral brands, through the structural and process problems identification and also by making possible to suggest future management improvements to reduce the barriers that were identified.Originality/valueThe present study originality is the approach of the first analysis of sector brand management with emphasis on its structure and processes that were experienced by the Brazilian fashion sector.

La marca en los clubes de La Liga

Este trabalho de investigação procura conhecer qual é a realidade de alguns clubes de futebol profissional em Espanha, que integraram La Liga na época de 2017/2018, atendendo à sua dimensão estratégica, por se terem constituído como marcas comerciais através de um processo integrado de gestão. Como marcas integrantes do setor do entretenimento, mais concretamente da indústria do desporto profissional, este tipo de organizações dependem da profissionalização das suas ações de branding, marketing, management e comunicação para conseguirem valor acrescentado, para além de aumentar as suas vendas, procurar novas vias de financiamento, melhorar a reputação, posicionar-se no mercado, diferenciar- -se da concorrência, gerar e potenciar engagement entre os seus públicos, e ampliar o seu mercado, chegando a internacionalizá- lo. Em definitiva, utilizar a sua marca para conseguir melhorar as receitas financeiras, fortalecendo a sua imagem de forma positiva, coerente, consistente e global. Igualmente importante é conhecer como os clubes valorizam a profissionalização dos seus processos de gestão estratégica da marca, bem como o tratamento dos resultados, a destreza na investigação e gestão de dados, e as ações de implementação estratégica com o objetivo de gerar, a longo prazo, uma ideia positiva da marca em todos os domínios.

BRAND MANAGEMENT IN THE SERVICE SECTOR

Consumers are the most valuable asset of any company and knowing their needs is a basic prerequisite for a successful company strategy, which directly affects the overall business result. The operations of the company today are all the more uncertain because of the changes that are ongoing and which should go to meet. What are characteristics of doing business today is that more and more companies are engaged in the provision of services and they are the most profitable organizations of the world. The brand of a company represents a strategic tool and a competitive advantage because the most valuable assets of each company are intangible assets. Each brand should offer consumers something unique, which would give them confidence. Consumers represent a benchmark of the value of a brand because it depends on which brands survive and which disappear from the market. Strong brands, when maintained properly, give companies longevity, as well as "potential for immortality," so the brand management process is aimed at increasing brand value over time, which can be measured. Brand management objectives should be aligned with the company's strategic goals. Thus, no company can allow long-term investment in the brand to show a measurable business result, which enables profitability and reliability. It influences consumers by increasing the total created and delivered the value they receive by buying and using products and services. Depending on the extent to which brands to increase the value of consumers, and consumer affect the growth of purchasing volume.

Brand management and internationalization: A case study in the sports equipment industry

Abstract Internationalization is a strategy increasingly used by companies. Firms in emerging markets are tardy regarding innovativeness and international orientation. Over the years, internationalization has proved to be a crucial strategy to increase sales and improve corporate performance in an increasingly globalized world. Global markets offer new business and innovation opportunities, and it is therefore likely that companies will shift their focus from domestic to international markets. The internationalization process has been intensively studied and can lead to the exploration of new markets, which often implies the creation of new brands. In this context, brand management is one of the aspects on which many researchers have dedicated attention. The study of the brand requires attention to several kinds of concepts, no less important (e.g., image, notoriety or identity). Recently, there have been new approaches and new contributions in this regard. Through an interdisciplinary perspective, the present study aims to analyse and to understand the process of internationalization and brand management in business contexts (i.e., sports contexts). Specifically, the study focuses on Berg Outdoor, a brand that has as core business articles for outdoor practices (i.e., textiles, footwear or equipment). In-depth semi-structured interviews were conducted with company directors (February 2018) in a qualitative perspective. This paper will attempt to present management development in a brand attachment perspective. Some limitations and the next steps of investigation will be discussed.

Application of semiotics in organizational communication

This article presents the brand management process based on the Peircean principles of Semiotics, for sign analysis. Based on the application of semiotics for brand management, it is argued that consumers are able to receive a brand that allows the appropriation of information that leads them to build knowledge and, therefore, make purchasing decisions. Bibliographical survey and theoretical discussion were employed as the research method. Results reveal that the application of semiotics theory reduces the differences between the brand identity communicated by the organization and the brand image perceived by customers or consumers. As this study is theoretical, neither direct description of empirical object nor an experimental process being offered may be a limitation.

A brand within a brand: an integrated understanding of internal brand management and brand architecture in the public sector

Branding in the public sector is emerging as an interesting area of research, as diverse organisations find themselves using branding principles to promote a consistent, clear brand. However, very little is known how public organisations could, or should, manage their brands. The purpose of this research, therefore, is to explore brand management processes in the public sector, and its implication for brand architecture, from an employee perspective. With a qualitative approach, the study argues that branding is important not only for the organisation, but also for individual departments. Further, unlike branding in the private sector, public organisations may be more concerned with supporting a positive perception and organisational attractiveness rather than a unique and differentiated brand. This may have implications for brand architecture. By allowing individual departments to manage their brand with support from organisational structures that provide alignment and focus, organisations can form a brand architecture that supports a strong organisational brand and employee brand commitment.

Determinants of brand performance: the role of internal branding

The importance of internal branding is growing in both academia and practice. However, little attention has been directed toward identifying the organizational antecedents and consequences of internal branding. Thus, the current study examines the relationships of internal branding with the three brand management factors that have been discussed in the literature: brand orientation, strategic brand management, and brand performance. Internal branding is viewed as a facilitator for brand orientation and strategic brand management process, which ultimately impacts the brand performance. Survey data collected from brand/marketing managers reveal that while brand orientation, strategic brand management, and internal branding are directly associated with brand performance, internal branding partially mediates the relationship between brand orientation, strategic brand management, and brand performance. From a research standpoint, the current study addresses the call for better understanding the role of employees in improving a brand’s performance. In addition, the importance of developing internal branding along with brand orientation and strategic brand management is highlighted for marketing practitioners.

Methodical Approach to the Implementation of Brand Management Procedure in Non-Commercial Sector Organizations

The article is devoted to the formation of a methodical approach to the implementation of the brand management process. The essence of the concept of «brand», «branding» and «brand management» was disclosed, the stages of brand management were mentioned. A distinction is made between brand management and branding. Branding as a brand building process is part of brand management – the entire brand management process. Also, the article reveals the differences in brand management of commercial and non-profit organizations, because the brand’s role for the organization determines the importance of components for the brand and for the brand management process. In view of the differences, the article proposes an author’s conceptual model of brand management stages, which is designed to systematize and deepen the methodology of brand management of non-profit organizations as a holistic brand management system. This model implies the consistent implementation of the steps in order for the organization to become a brand. The created concept has 5 blocks: unit of purpose formation, analysis of the current state, brand audit, branding procedures, management of the created brand. The article describes in detail the mentioned stages and gives recommendations on their implementation. The goal-setting unit is very important as it defines the organization’s mission, which should be taken into account at all stages of brand management. The analysis of the current state is carried out by the organization, which has already spent some time working in the market, and have a certain audience that should be investigated. The brand audit, according to the proposed structure, can be conducted from time to time by organizations to respond promptly to problems and to alert them in a timely manner. Only after all research the organization can begin the branding process and develop positioning. The branding procedure in the article reveals the management of the brand. It is important to monitor performance and make changes in the presence of identified problems.