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This study aims to investigate the relationship between successful brand advertising campaigns in China and various factors such as message/creativity, media selection, market research, competition, market share, product uniqueness, and agency/client relationships.

The data for the study were collected by mailing a questionnaire to 283 advertising agencies executives who were selected from the All‐Asia Ad Agency Guide. A total of 1,086 questionnaires were sent out and 163 were returned for a response rate of 15 per cent. Factor analysis was first used to identify various success factors, and ANOVA was used to compare the means of each factor related to the degree of success of the campaign. Correlation analysis was then used to examine the relationship between successful brand advertising campaign and various success factors.

The results of the ANOVA indicate that there are significant relationships between some items in each factor and the degree of success of an advertising campaign. Correlation analysis further reveals that message/creativity, media selection, market research, market share, and product uniqueness are significantly related to the success of brand advertising in China. No significant relationship is found between brand success and competition or agency/client relationship.

The respondents may have been biased about the extent to which their advertising campaigns are successful or how creative an advertisement should be. Their perceptions of successful or creative advertising could be very different, especially in relation to those questions that asked respondents to critique their own work. All of these affect the rigor of the study. Another limitation of the study is the low response rate. If the sample size had been large enough, comparisons could have been made concerning the correlates of successful brand advertising across different regions in China.

In addition to providing researchers with further understanding of brand advertising in China, this study provides some insights about the ways in which multinational advertising managers contribute to successful brand advertising.

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.

Among the range of strategies available to a company, line extensions are an important way to keep a brand alive and to realize incremental financial growth. In order to be successful at introducing new extensions managers should understand line extensions’ key success factors. In this study three market‐related factors’ impact on line extension success were investigated, i.e. the level of competition in the market place; retailer power; and consumers’ variety seeking behavior. Data collected from 49 marketing and product managers in the fast‐moving consumer goods industry showed that line extensions have very little added value over existing products, and that cannibalization is very much related to a line extension’s success. Of all line extensions, those involving new flavors and new packaging/sizes were most successful. Extensions that improved product quality were found to be unsuccessful. The market‐variables: level of competition; retailer power; and variety seeking behavior all had a negative influence on line extension success. Dominant brands were hurt more by variety seeking behavior’s negative impact than less dominant brands.

Business‐to‐business (B2B) manufacturing firms increasingly integrate services into their product portfolios under the same brand umbrella. This article aims to develop a conceptual model of the drivers of success for such B2B product‐to‐service brand extensions.

The research considers the drivers of product‐to‐service brand extensions success from an organizational buying behavior, branding, and service‐dominant logic (SDL) perspective.

In their product‐to‐service brand extensions, B2B firms are more likely to attain success if they have well‐regarded brand reputations, relevant service competencies, and strong buyer‐seller relationships. In addition, shared innovativeness, an ability to enhance utility and/or create transaction efficiencies, and effective marketing support are proposed to positively affect brand extension success.

Future studies need to test the proposed model.

The propositions encourage managers to develop product‐to‐service brand extensions according to their ability to add customer value and reduce risk rather than on the basis of the perceived fit between the service extension and the existing brand name.

Relatively few existing studies consider brand extension success, and virtually none of them address product‐to‐service brand extension success in a B2B context.

The paper aims to refine existing customer‐based brand equity models for the team sport industry and examine the importance of brand equity in the professional German soccer league Bundesliga.

After assessing brand equity on the basis of actual consumer responses, we relate the brand equity measure on an aggregate level to objective means of economic success. Online sampling with a total database of 1,594 usable questionnaires is utilized for analysis. Exploratory and confirmatory factor analyses (including multi‐group analysis) as well as structural equation modeling and regression analysis are applied.

Results highlight the adequacy of a parsimonious brand equity model in team sport (BETS) model and the importance of the brand in team sport for economic success.

The main limitations of this research are sample constraints; test persons are highly involved in and knowledgeable about the product category under research. Future research should address a more diverse population.

Teams and their management have to realize the relevance of their brand in economic success. They have to recognize the significance of the stadium visit and the individual spectators in the stadium.

First, a parsimonious BETS model is presented. Second, it was found that special attention should be devoted to the brand equity‐component “brand awareness” when researching brand equity. Third, this is one of the few studies that uses actual economic data to show the impact of brand equity based on direct consumer responses on company success.

The purpose of this paper is to investigate the success of small and medium enterprises (SMEs) in Palestine, and thus to contribute to the existing knowledge on the critical success factors (CSFs) of SMEs in the Palestinian context, especially in the West Bank.

The study is comprised a survey of a convenience sample of 370 SMEs operating in the West Bank, Palestine. It uses a multiple regression analysis to examine the effect of a set of CSFs, namely, reputation of the brand, excellence of customer services, reliable delivery and product innovation on the success of SMEs.

The results show that brand reputation, excellence of customer of services and reliable delivery strongly influence SME success, while innovation is weakly associated with SME success. These results imply that success is tied to customers and competition more than to production, structures or finance. That is, reputable brands, excellent customer service and reliable delivery are means to success according to the results of this research.

The study emphasizes the need for Palestinian SMEs to maintain and develop their brand reputation, institutionalize customer service and develop its logistical systems and practices. Generally, the study suggests that there are specific investment areas for SMEs that can contribute to achieving success. Specifically, excellence in customer service was found to be the factor most linked to the success of SMEs, followed by reliable delivery and then by brand reputation and innovation.

While plenty of research has been done on what contributes to the failure or success of SMEs, research on CSFs for SMEs is limited. The study combines four CSFs not previously used in combination to model the successful performance of SMEs in general and in the Palestinian context in particular. Only some specific factors are critical to the success of SMEs and should be the focal point of SMEs’ efforts as long as they are consistent with their nature as small economic entities competing with big companies in small markets. Thus, instead of using general factors of SME success, the study explains how success becomes more possible through specifying areas for decision-making or activities for the entrepreneurs to undertake, keeping in mind that there is a mechanism by which these factors work together toward the success of the SME.

To investigate the factors characterising financial services brands in the UK which are succeeding rather than thriving.

From a grounded theory perspective, depth interviews were conducted with 42 respondents within four UK financial services organisations.

Brands which had not achieved “greatness” tend to be rooted the past, place emphasis on financial performance rather than brand success indicators have inadequate leadership support for the brand, be poorly differentiated, exhibit a lack of understanding and confusion about branding issues, have service quality concerns, demonstrate HR activities which could be more fully “on brand”, and have a culture and values which are not clearly and consistently reinforcing the brand.

The study was bound by the availability of respondents' time. The focus was to examine four organisations in considerable depth. Moving forward, it is intended that a quantitative study will be undertaken to better generalise and expand upon these findings within financial services.

A number of significant managerial implications are drawn from this work, which are of value to managers, consultants and academics.

While the extant literature is rich in suggestions about what might promote brand success, less attention has been paid to the opposite scenario. This paper seeks to bridge this knowledge gap by addressing the factors which may be linked to some financial services brands' relative lack of success.

It is difficult to ascertain the success factors and outcomes of deleting a brand, since these factors and outcomes differ by type of industries, firms, and brands, and vary based on contextual and organizational situations. Brand managers would benefit by having a guide explaining various factors that contribute to a successful brand deletion and providing measures of brand deletion success. Therefore, the purpose of this article is to present a list of success factors and outcomes of brand deletion, which brand managers can adapt to their specific brand deletion context and which academic researchers can use to further investigate the systemic aspects of brand deletion.

This article adopts a conceptual viewpoint methodology.

If brand deletion leads to improvements in business performance represented by better customer relationship management, superior competitive position, and boosts in financial performance without degrading stakeholder relationships, it can be called a success. Various factors contribute to this success such as a proactive approach to brand deletion with the involvement of top management and cross-functional teams, timely implementation of the decision, considering the strategic role and importance of the brand to be deleted in the overall brand portfolio, and managing interests of all key stakeholders affected by and influencing brand deletion.

Marketing practitioners can use the guidelines provided in this article and adapt it to their individual idiosyncratic contexts during brand deletion decision-making and implementation. Researchers are encouraged to further investigate the phenomenon of brand deletion strategy and focus more research attention on developing strong empirical knowledge in this important yet under-researched field.

A framework is presented to audit the five factors influencing brand success. The factors reviewed include the manufacturer, distributor, consumer, competitor and the wider marketing environment. To adopt an offensive brand distribution strategy this audit forms an input to evaluating how well matched are each of the firms′ brands with each distributor. By considering a matrix of brand strengths versus distributor attractiveness, brand investment programmes can be prioritised. It is concluded that by adopting a strategic perspective to branding, rather than the more naïve views of branding as design, naming or promotion, strategies to sustain the differential advantage valued by consumers should enhance the potential for brand success.