Search results

Despite the widespread interest in self-marketing, scant research has been published about students’ self-marketing skills. The purpose of this paper is to address this research gap and develop a framework for self-marketing brand skills specific to business students.

Aaker’s Brand Identity Planning Model (2002) was used to construct personal-brand-identity elements. Empirical data were gathered from interviews with 17 students from two business schools in Finland, who were selected using a snowballing sampling technique.

Branding-related elements, together with empirically grounded themes, emerged and were developed into a framework for developing self-marketing brand skills. Self-marketing brand core, self-marketing brand goals and self-marketing brand activities were suggested and further divided into sub-topics, becoming the content of the new framework.

The study provides a starting point for further research on self-marketing skills from a branding perspective.

The paper discusses several important practical implications for business students who wish to improve their job-seeking success.

Rather than adopting a knowledge or activity perspective on self-marketing skills in job searching, the study extends the current knowledge by taking a complementary view, i.e. a branding perspective, and highlights students’ mental preparedness and drive.

This paper aims to explore the relationship between brand functionality and consumer-based brand equity.

A mixed-methods approach was adopted including a qualitative study and multiple survey-based studies. Mediation and moderated-mediation paths were tested using PROCESS and three-stage least squares simultaneous estimation models.

Study 1 finds that consumers perceive highly functional brands can enhance their self-competence to perform a task. This phenomenon is labelled brand skill and defined as the extent to which consumers perceive their own performance as emanating from their use of a particular brand. Study 2 finds that brand skill mediates the relationship between brand functionality, brand connection and consumer-based brand equity, while a post hoc study showed that these relationships are robust among private meaning brands. Study 3 demonstrates that these mediated relationships are moderated by the type of dominant benefit the brand provides (i.e. hedonic-versus utilitarian-dominant benefits).

Based on self-determination theory, brand skill is posited as the link between brand functionality, brand connection and consumer-based brand equity.

Brand managers are urged to not overlook the role of brand functionality in favor of other non-functional brand dimensions. Brand functionality enhances consumers’ perceived self-competence and fosters brand connection, especially for brands that offer superior utilitarian benefits.

This is the first study that empirically examines the process by which brand functionality leads to consumer-based brand equity and the role brand skill plays in making that connection.

The purpose of this paper is to examine the hotel growth model including hotel brand, culture and life cycle phases of the Myrtle Beach, South Carolina, the fastest growing tourism destination in the United States.

Culture reflecting consuming behaviour of low-context innovators and high-context imitators is measured by the price elasticity of demand (PED). Hotel brand reflecting guests’ hotel class is measured by the income elasticity of demand. Autoregressive distributed lag has been conducted on the Smith Travel Research data in 33 years (1989–2022) to determine the relationship among hotel brand, culture and life cycles.

Skilled labour is the key to make hotels grow. Therefore, increase room rates when hotels possess skilled professionals and decrease room rates when hotels have no skilled professionals. During the rejuvenation in Myrtle Beach (1999–2003), hoteliers increased room rates for innovators due to skilled professionals to increase revenue. Otherwise, a decrease in room rates due to lack of skilled professionals would lead to increase revenue.

(1) Although Myrtle Beach is one of the fastest growing tourism destinations in the US, it has a relatively small geographic area relative to the country. (2) Data cover over one tourist life cycle, so the time span is relatively short. Hoteliers can forecast the number of guests in different culture by changing room rates.

To optimize revenue, hoteliers can select skilled labour in professional design hotel brands which could make an increase in demand for leisure transient guests no matter what room rates increase after COVID-19 pandemic.

The study has considered the applied ethical processes regarding revenue management that would maximize both revenue and customer satisfaction when it set up an increase in room rates to compensate for professional hotel room design or it decreases room rates for low-income imitators in exploration and development.

This research highlights that (1) skilled design in the luxury hotel brand is the key for the hotel growth and (2) there is a steady state of the growth model in the destination life cycle.

The global migration and movement of talent plays an important role in the economic growth and competitiveness of many nations. In coming decades, it is anticipated that there will be increased competition between countries to attract the best and brightest. The World Economic Forum (2011) has recommended using nation branding strategies to attract talent. In response to this recommendation, the purpose of this paper is to propose a strategic framework and terminology for branding nations to attract highly skilled workers. Based on a review of the literature, it recommends five strategic vision drivers that can help countries brand themselves in an appealing and compelling way to talented professionals. This paper also recommends the term “relocation branding” to describe the practice of branding nations, regions and cities to attract talent.

This paper examines the literature on nation branding and talent mobility to propose a conceptual framework of five vision drivers for branding destinations to attract talent. It also discusses how these vision drivers can be used in the context of an overall branding initiative and campaign.

This paper finds that the determinants of talent mobility are complex and overlapping. Highly skilled temporary and permanent migrants have a broad range of concerns and interests when they voluntarily choose a country to live and work in. This paper argues that, given these complexities, a more tailored and multidimensional understanding of talent mobility is necessary to effectively craft a branding strategy that will appeal to the highly skilled. A clear vision, demonstrating an understanding of the challenges of moving between countries, has to be integrated into the brand from the outset.

This paper is one of the only in-depth studies of nation branding for the purpose of attracting temporary and permanent skilled migrants. The value of this paper is significant as it provides a framework for strategically creating and positioning nation brands to attract highly skilled workers.

The purpose of this study is to analyze how product placement through social media influencers (SMIs) during “new normal” can generate user-generated content (UGC) and determine the manners of product placement by SMIs who have become “homefluencers” by their skills.

This research applies a qualitative approach of thematic content analysis of a total of 49 micro and nano-homefluencer's contents in beauty fashion, clothing, workout-yoga, food and lifestyle sectors on Instagram.

The findings of this study identify the main five themes of homefluencers by analyzing UGC in the new normal portraying both positive and negative comments incorporating four manners of product placement as a framework backed by two identified skills: relevance and relationship.

This research pioneers the study on how SMIs as “homefluencers” can adapt product placement skills in crises strengthening UGC by proposing a framework in the existing influencer marketing literature, where research is scarce.

The findings of this research represent a guideline for effective SMI marketing development in the new normal and post-COVID. Based on the findings, recommendations are provided for the brand managers and influencers uplifting UGC blending skill of relevancy and relationship in product placement.

The author has contributed to the body of research by qualitatively analyzing how “homefluencer's” product placement in a crisis period can manage consistency and humanitarian association amplifying UGC and the practical implications in post-COVID.

Personal branding becomes a new in-demand skill for all professionals today. To be well-known helps to achieve success in the networked business environment. Personal relationships and a good reputation in the reality of network economy help young artists and art designers move up the career ladder. This paper aims to discuss a problem of artists who often find it difficult to define their artistic and self-distinction identities. The concept of personal brand and branding seems quite irrelevant, especially in reference to their own selves. People usually associate branding with marketing, which in our minds is usually the same as “pushy” and aggressive sales practices. Their find problematic to promote themselves. The purpose of this paper is to highlight that, based on existing theories, artistic identity creation in connection with the skill of personal branding is crucial for personal success in the profession of today’s young artists and art designers.

The study was conducted based on the data originally collected among artists, designers, architecture professionals and students. The data have been analyzed with the equal structural equation modeling method.

This paper presents empirical evidence that if artists view themselves as personal brands, it affects their personal performance in a positive way.

Authors claim that a teaching curriculum for young adult artists should include a personal branding program, to help them find and support their artistic identity and express their personal values and self-brand distinction, and leverage them to build their professional career.

This is one of the first studies to quantify the self-brand performance of young art designers as a benefit of being self-brand oriented.

This paper aims to examine whether companies in business‐to‐business (B2B) markets can leverage their brands extended into business‐to‐consumer (B2C) markets and how consumers evaluate these extensions.

A model is developed by combining Aaker and Keller's brand extension model with theories from B2B branding as well as other consumer branding literature, and analyzed both qualitatively and quantitatively to have an insight about how consumers evaluate brand extensions.

In the context of B2B brand extensions into B2C markets, consumers use brand concept consistency, product‐level relatedness and transferability of skills and resources as major cues to evaluate extensions. Perceived quality, innovativeness and environmental concerns are also relevant cues.

As a consequence of these findings, branding strategies that stretch B2B brands into the domain of consumer markets can be successful in cases where consumers perceive a fit with respect to skills and resources, brand concept, and existing products, and when the parent brand is perceived as being high quality, innovative and environmentally responsible.

The main contribution of the study is to replicate the analysis of brand extension evaluation in a different context, namely B2B brand extension into the B2C market.

This article presents a study of the link between strategy competence and performance in the context of international market entry. The concept of strategy competence encompasses international market entry and business relatedness. It is assumed that efforts of a firm to establish a business in a market where the firm encounters limited entry barriers, and where the local business belongs to the corporate core, lead to high performance in the local business. The empirical findings are based on a study of 173 Swedish ventures in Germany and indicate that limited customer access problems lead to high performance. At the same time, high relatedness between the core business and the local business, in terms of similar requirements for management skills and similar brand recognition, leads to high performance of the local business. In light of the findings, management would be well advised to leverage key management skills such as brand management from the core to the local business and to continuously evaluate ways to achieve customer access.

The purpose of this study is to extend previous research by using a longitudinal design to examine the differential contribution of brand understanding (BU) drivers at various moments in the early tenure of service employees. Employee BU is a prerequisite of brand promise delivery among service employees. Previous studies, using cross-sectional samples, established that brand-oriented recruitment, training and leadership are significant BU drivers.

A three-wave survey was collected from a 105-member panel of recent hires at a restaurant chain that displayed a strong brand culture and adopted internal brand management (IBM) practices. Structural equation models with carryover effects were estimated to measure the impact of BU drivers on Day 1, as well as at four and seven months of tenure. In addition, a latent growth model of BU was estimated using random coefficients modeling.

Results show a significant positive effect of IBM practices on BU at each point in time; however, despite this, by the seven month milestone, BU is still not fully developed.

As with most organizational longitudinal studies, there was sample attrition because of the high turnover that characterizes the restaurant industry. This attrition is not believed to be correlated with the variables measured in the study.

Managers seeking a differentiated customer experience should not assume new hires attain a good understanding of the service brand even after the first seven months of tenure. Hence, brand training and leadership should extend well beyond this time frame.

This study is the first, as per the authors’ understanding, to use a longitudinal design to model BU as a dynamic variable because it befits the learning trajectories of new employees.

This paper aims to outline a corporate entrepreneurship growth strategy for large consumer packaged goods (CPG) firms that involves venturing with brand entrepreneurs to access innovative or disruptive new brands called “strategic brand venturing” (SBV).

An emerging development among large CPG firms known for their branding and marketing prowess has been to create dedicated brand/consumer venturing units (e.g. Coca‐Cola; P&G; Nestle; Clorox; General Mills; Unilever) as a means of enlarging their innovation boundaries. As president of an SBV unit for The Coca‐Cola Company, the author notes this recent development and opportunity. He provides a descriptive account of its nature, strategic value, and organizational considerations.

Researchers are encouraged to empirically examine this new option in further depth.

The capabilities and organizational considerations involved in establishing an SBV unit are briefly outlined.

External corporate venturing in technology‐intensive industries is an established and growing practice. However, equity investments by large CPG corporations in entrepreneurial brand firms represent a corporate entrepreneurship opportunity that has hitherto received scant/no attention in the literature. A revised typology of brand growth strategies is therefore proposed encompassing venturing.