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The past is important for various known and unknown reasons. This paper aims to reveal and justify unacknowledged reasons why, when and how managers should consider leveraging the pasts of previously successful but currently declining brands to restore their more desirable historical market positions.

This conceptual paper combines marketing and branding theory with historical branding examples, anecdotes and inductive inferences to develop and justify brand-pastness as a theoretically-grounded and managerially-actionable repositioning concept that could be applied to resurrect declining brands.

The emergent historically-grounded brand-pastness framework generates innovative insights that could be applied in the future. These insights explain when, why and how brand managers could apply brand-pastness to resurrect declining brands. The framework also facilitates the development of a brand-pastness-based research agenda. The agenda is driven by questions structured to address the nature, scope and potential applications of brand-pastness as a new concept and useful repositioning tool.

This paper’s recommendations are limited by their conceptual and inductive origins. However, a research agenda is developed to guide and structure future empirical investigations of the branding antecedents to and consequences of a prospective brand-pastness construct.

This paper introduces, conceptualizes and justifies the potential value of a historically-grounded concept called brand-pastness. The concept may prove beneficial when marketing managers use brand-pastness to reposition and resurrect declining brands by re-instilling targeted consumers’ historical perceptions of brands’ past superiority.

A case study is given of International Distillers & Vintners (UK) Limited (IDV (UK)) and an assessment made of the viability of translating theory into practice in the real world – the importance of having a strategy, of strategic planning, and having a success factor as a key component of an organisation′s competitive advantage. Following the appointment of a new managing director at IDV (UK) in 1982, three goals were established: (1) to more than double profits within five years; (2) to increase return on capital employed by almost 50 per cent within five years; and (3) to be the outstanding wine and spirit company in the UK. A sound strategy was required to achieve these goals. The historic background of the organisation is given and the strategic position of IDV (UK) in relation to its competitors and market share is described. A review of the state of the market is given and possible areas for expansion discussed. The quality and pedigree of certain brands and the quality and strength of leadership are proposed as the success factors upon which IDV (UK) could build. Details are given of how the organisation built upon these factors to achieve strategic success; the lessons learned; and the level of achievement and success in the marketplace.

The purpose of this paper is to explore the association between local entrepreneurs’ perception of the city’s decline and their place attachment (measured in terms of commitment to the declining city and sense of how the declining city compares to other cities).

The authors surveyed entrepreneurs in a relatively small sample (N = 105) from a declining city of about 78,000 residents in the USA.

The authors found significant inverse correlations and found that, after controlling for length of residency, the entrepreneur’s perception of the city’s decline predicted lower place attachment. The authors also tested a moderation hypothesis and observed that, whereas professional-service entrepreneurs with both stronger and weaker perceptions of the city’s decline showed similar place attachment, non-professional entrepreneurs showed significantly more variation, displaying both the highest place attachment when weak in perceptions of the city’s decline and the lowest place attachment when strong in perceptions of the city’s decline.

The authors discuss implications for place attachment, place image and place branding research, as well as for the study of place context’s effects on entrepreneurship.

Results hold implications for place branding’s participative development and for reasons to expect some difficulty in place branding when the context is a declining city.

Relative to prior research in place management, the research features a neglected segment of the city’s population, business owners, to study place attachment. Relative to prior entrepreneurship research, the authors advance the study of context’s effects on entrepreneurship by extending it to the place context of declining cities, which are not usually featured in entrepreneurship studies.

This paper aims to investigate whether or not ongoing sales promotion contributed to the declines in “no brand preference” (NBP). Part of an ongoing series investigating the growth of US consumer’s responses of NBP for more than 1,500 frequently purchased consumer product brands. Data were drawn from responses to a very large (1.1 million) online longitudinal consumer questionnaire during 2002-2012.

Additional research, combining this data set with two other major US longitudinal studies, confirmed results. This study focused on determining reasons for NBP increase. Initial data set included use of and influence of 23 in-store promotional tools. These were investigated to determine impact and effect.

Four leading sales promotional tools, based on consumer influence, were coupons, home samples, in-store samples and retail shopper cards. Shopper cards had most influence on purchase of secondary, not primary brands in categories. Shopper cards are a clearly underused promotional tool in building brand preference and sales.

Limited to US consumer products only. No attempt made to connect media advertising and in-store media impact or effect.

Future investigation should focus on other geographies, synergy between media advertising and promotional techniques. Also, the study is all aggregated data; individual brand investigations should be made. Shopper cards appear to be a major opportunity for secondary brands. More focus on cooperative activities between brands and retailers would benefit both.

Paucity of longitudinal customer-view research on shopper cards identifies both manufacturer and retailer opportunities, particularly secondary brands.

This paper aims to focus on brand oldness associations and their measurement. Research on brand age points to a variety of interpretations concerning perceived brand oldness and establishes the existence of multiple positive consequences such as brand credibility, trust or attachment. However, the complexity and measurement of brand oldness associations are not yet well-established. This paper proposes a reliable and valid measurement scale of the concept.

The research follows a rigorous scale-development procedure based on eight empirical studies, with a total of 2,065 respondents. The data were analyzed through covariance-based structural equation modeling.

The scale consists of 18 items and six dimensions, namely, decline, expertise, maintenance, reminiscence, timelessness and tradition. Results demonstrate an effect of brand oldness associations on both brand attachment and brand equity.

The research was conducted in one country (France). Additional studies in other settings or countries should be carried out to establish generalizability of results and strengthen causality inferences.

This is the first research to study the notion of brand oldness associations. This study identifies its dimensions, develops a measurement scale and demonstrates its reliability and validity.

Nowadays, many weak brands have acquired strong international brands to accelerate their internationalization. However, “the weakers acquire the strongers” model of M&A leads to many consumers’ loss. The purpose of this paper is to explore the relationships between the brand strategy after the M&A, brand authenticity and consumer purchase intention through two experiments.

Building on an extensive literature review, the authors identify four hypotheses. Hypotheses were tested on data collected across 190 Chinese consumers.

The results show that the decline of consumer purchase intention was mainly caused by the falling consumer assesses on brand authenticity; the different post-merger brand strategies have significant difference on brand authenticity and consumer purchase intention, and self-brand connection played a moderate role between brand authenticity and consumer purchase intention.

The research reveals the reasons for consumer loss after mergers and acquisitions and provides empirical insights into how post-merger brand strategies can be manifested to convey brand authenticity as well as to build consumers’ purchase intention. In addition, the findings confirm the role of self-brand connection.

The learning outcomes of this case are in understanding core concepts of brand management and brand dilution. Assessment of macro-economic risks and proper positioning strategies are the key take-away from this case. The case gives an understanding of how brands are built and positioned, and the pitfalls of poor brand planning and assessment that could lead to brand dilution. The case is useful for highlighting the importance of brand management and the challenges of re-positioning. The discussions would shed light on why it is important to plan and manage spending on marketing for brand building activities, and why brands would suffer when spending is reduced. This case is a teaching case and not a research case. It will help participants assimilate available information in combination with existing academic theories and publications to help develop an accurate assessment and prognosis of the events leading until the point of slicing the case.

Reid & Taylor in 2015 had been reduced to a discounter brand offering extended end-of-season sales when most other competitors have ended their promotions. In the 17 years since its big-budget launch in the Indian market in one of the most memorable brand introductions, Reid & Taylor changed its ambassador twice and repositioned itself thrice. The case would allow participants to delve deeper into aspects of marketing spending, brand management, positioning and advertising effectiveness. The case brings to the fore discussions on marketing, specifically on branding, positioning and its related advertising in the textile sector for a brand that has not been studied in academic literature until the present time. The discussion allows for novelty, involving both forward- and backward-looking assessments and evaluations to help participants better imbibe learnings in brand management and positioning.

The case is suitable for a graduate-level (Master’s level) course in marketing and brand management. This case is suitable for elective courses that discuss positioning and brands.

Teaching notes are available for educators only.

CSS 8: Marketing

The purpose of this paper is to explore the changing perceptions of an iconic American product, namely Levi Jeans, in a rapidly developing country, namely Costa Rica, over a 20‐year period from 1988 to 2008.

Changing perceptions were measured with regard to product attributes (e.g. relative advantage, compatibility, trialability, observability, and risk), and experience‐related attributes (e.g. product durability, fit, comfort, and price). Further, the changing influence of these variables on repurchase intentions was measured. Data collected in 1988 and again in 2008 at a large Costa Rican university were compared.

The results suggest that globalization, increased competition, and cultural individualization have reduced Levis' attribute advantages and thus brand equity. Implications for branding in other developing countries, especially India, are provided.

Modern Indian consumers are more picky, and are more concerned with lifestyle fit and observability issues. This combined with the growing affluent youth market in India leads to specific suggestions on how Levi can approach marketing strategy in the Indian market.

The paper is unique in that it is a longitudinal study of changing perceptions with data collected over a 20‐year time period. Further, it provides specific recommendations for apparel manufacturers aiming to enter the Indian and other rapidly developing markets.

Review of books recently published on the topics of the brand concept and consumer behaviour. The review directly refers to the value of the books for marketing students. Highlights three US texts that have been specifically adapted to the Australian market. Asserts that the most extensively discussed brand‐related topic is brand loyalty, but the quality of the discussion varies across the texts. Criticises certain practices, such as the tendency to use terms “brand” and “product” interchangeably and the oversimplication of the brand concept.

Marketers devote great efforts to maintaining brand value. However, brand value can come under attack in the absence of sufficient product performance and image differentiation in a process called unbranding. This paper aims to provide insights and guidelines that will give marketing managers tools to deal with variables that impact consumer decisions on whether to buy a national brand or a store brand product.

A consumer research study was based on a random, mall intercept with 188 respondents consisting of seven questions scored on a ten‐point scale. The results are presented on a set of graphs accompanied with some analysis of means (ANOM) applications.

Results indicated that a significant portion of consumers (from over 40 percent to a high of 85 percent) feel that the quality differences between branded and generic products have diminished and the price premiums charged by branded products are often no longer justifiable.

The findings of this study imply that in branded product premium image must be maintained and enhanced, otherwise it will be lost. In addition, the trend of brand value loss referred to as unbranding will vary significantly by and within a product category.

Branded products must maintain their superior consumer perception and product performance. Store or generic brand marketers should exploit the favorable price‐value relationship gained because of the loss of brand value through a process of store branding.

The new concept of unbranding is introduced together with research‐based recommendations for brand value protection strategies.