Emerald Group Publishing Limited
Copyright © 2008, Emerald Group Publishing Limited
Article Type: Editorial From: Journal of Product & Brand Management, Volume 17, Issue 4
It is a universal proposition that if a brand is to succeed in the marketplace, it must be accepted by those consumers who perceive that there is value in the purchase and usage of this product. This seems like a rather straightforward challenge. However, when we are dealing with the global marketplace, attempting to understand a consumer’s perceptions and factors that may affect their purchase decision becomes more difficult. Both internal and external environmental factors must be examined, and thoroughly understood, when attempting to gain a competitive advantage. In the long run, these efforts may pay off in terms of brand dominance, or an increased positive awareness of a particular brand.
Papadimitriou, Apostolopoulou and Dounis examine whether a strategic approach was employed in the acquisition and management of corporations sponsorships for the 2004 summer Olympics, which were held in Athens, Greece. The authors found that most firms reported no clear or measurable objectives and limited considerations to strategic or brand-related initiatives in their decisions to invest in the Olympic sponsorship program. This research did show relatively poor recognition of the role of sponsorship in creating value and building corporate brand.
Abbott, Shackleton and Holland explore the cognitive processing mechanisms of concepts and categories by examining the methodologies behind how branded-product concepts behave in the second of two co-incident alternative constructs: as a member of a product category, and in some cases, as a category by itself. The results of their research provide evidence that some brands do act as categories, with clearly identifiable exemplar positions within the brand-category “semantic-space”. The authors provide some alternative to established brand and product development activities concerned with the provision of product features and consumer benefits.
Xie examines the relationship between consumer innovativeness and consumers’ acceptance of brand extensions. The author posits that this occurs when extension distance and types of extensions are examined. In addition, product information availability and interpersonal communication/influence (informative and normative) moderate the relationship between consumer innovativeness and consumers’ acceptance of brand extensions.
Olson examines the potential dilution and enhancement of brands that share product platforms with other brands. Platform sharing is an increasingly popular product development strategy that offers great cost savings in product design, manufacturing and servicing. The findings suggest that marketing managers also need to carefully consider the potential cost to a brand’s equity when calculating the financial implications of platform sharing.
Chailan focused on two questions as they relate to brand portfolio management:
What reasons lead companies to develop, or not, a brands portfolio strategy?
How can brands portfolio management create a higher and stronger level of competitive advantage which may be harder to grasp and imitate?
Using a case study approach, Chailan examines four global cosmetics manufacturers. The author then proposes a model to assist marketing managers in better understanding and controlling brand regrouping strategies.
Included in this issue you will find our Pricing Strategy & Practice section, a case study that has implications for promoting new product innovations in a variety of industries, and a Beyond Product’s Brand Management section, as well our Book Review section.
Richard C. Leventhal