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Article
Publication date: 1 October 1995

Joseph Arthur Rooney

Branding is an effective marketing strategy tool that has been usedwith frequent success in the past. Today, branding is experiencing a newpopularity resulting from new…

31433

Abstract

Branding is an effective marketing strategy tool that has been used with frequent success in the past. Today, branding is experiencing a new popularity resulting from new, innovative applications. Although there have been instances where branding has been less than successful, marketers are beginning to find the appropriate applications in a given setting. Issues and problems concerning branding strategy today include the selection of a brand name. This fundamental issue will impact on the success of a branding strategy. Once a name is selected, marketers have to choose the advertising strategy to support and communicate the name. Finally, keeping the brand in a strong position is a critical concern. New areas of branding include corporate, industrial, and service branding. These nontraditional branding environments are becoming the future for marketers using branding strategy. To add to the new branding areas, there are new branding techniques. These techniques include brand extensions and ingredient branding. New strategies, techniques, and arenas for branding have to be managed. The organization must support and identify with the strategy. The goals, objectives, and mission of any organization should be in line with the branding strategy employed.

Details

Journal of Product & Brand Management, vol. 4 no. 4
Type: Research Article
ISSN: 1061-0421

Keywords

Article
Publication date: 5 March 2019

Jae-Eun Chung, Byoungho Jin, So Won Jeong and Heesoon Yang

The purpose of this study is to examine the branding strategies of SMEs from NIEs, juxtaposing the different strategies used to specifically target developed and developing…

1074

Abstract

Purpose

The purpose of this study is to examine the branding strategies of SMEs from NIEs, juxtaposing the different strategies used to specifically target developed and developing countries with regard to brand-building approach, type and number of brands and degree of standardization.

Design/methodology/approach

A case-study approach is used. In-depth interviews are conducted with 10 Korean consumer-goods SMEs exporting their own in-house brands.

Findings

Clear differences emerge between the strategies of SMEs entering developed countries and those entering developing countries, particularly regarding brand identity development, use of foreign sales subsidiaries and number and types of brands used. The authors find an interaction effect between product characteristics and host market levels of economic development, both of which influenced the degree of product standardization.

Originality/value

This study is the first attempt to uncover the branding strategies of NIE consumer-goods SMEs. The findings contribute to the field by extending our understanding of branding strategies used by consumer-goods SMEs from NIEs, thereby providing useful insight for other NIE enterprises when establishing branding strategies aimed at foreign markets.

Details

Journal of Product & Brand Management, vol. 28 no. 1
Type: Research Article
ISSN: 1061-0421

Keywords

Article
Publication date: 11 May 2015

Aihwa Chang and Timmy H. Tseng

This study aims to investigate the interaction between branding strategies, levels of perceived fit and consumer innovativeness on the evaluation of new products from the…

2500

Abstract

Purpose

This study aims to investigate the interaction between branding strategies, levels of perceived fit and consumer innovativeness on the evaluation of new products from the perspective of situational strength.

Design/methodology/approach

Two experiments were conducted to empirically test the hypotheses.

Findings

A significant three-way interaction of branding strategy, perceived fit and consumer innovativeness on the evaluation of the new products was found. A significant two-way interaction of branding strategy and perceived fit was also found. Situational clarity fully mediates the relationship between branding strategy and consumer product evaluations at various fit levels.

Practical implications

The theory of situational strength may shed light on the selection of target market when managers launch new products. Innovative consumers are the target market for the new products under new branding or low fit sub-branding; under brand extension or high fit sub-branding, consumers are the target for the new products regardless of their degree of innovativeness.

Originality/value

This is the first work to apply situational strength theory to a new product evaluation context. The theory provides a unified framework for explaining the cognitive processes involved when consumers use and combine marketing cues (i.e. branding strategies and fit levels) to evaluate new products; it also facilitates evaluating how the effects of consumer innovativeness are accentuated or attenuated based on various combinations of marketing cues. Most research on the evaluation of new products has examined the influence of consumer innovativeness, perceived fit or branding strategies as distinct entities. This study simultaneously examined the three.

Details

European Journal of Marketing, vol. 49 no. 5/6
Type: Research Article
ISSN: 0309-0566

Keywords

Article
Publication date: 22 February 2013

Bikram Jit Singh Mann and Mandeep Kaur

The paper aims to analyze and compare the branding strategies used in the three sectors namely FMCG, services and durables.

14026

Abstract

Purpose

The paper aims to analyze and compare the branding strategies used in the three sectors namely FMCG, services and durables.

Design/methodology/approach

Based on the literature review, a more comprehensive list of branding strategies is proposed. A content analysis of 600 randomly selected brands, 200 from each sector, is performed. The branding strategies used in the three sectors are explained and MANOVA is conducted to test the hypotheses about differences in the branding strategies across the three sectors.

Findings

The results reveal that the branding strategies vary across the three sectors. Single corporate brand strategy is predominantly used for durables and credence services. On the other hand, in case of FMCG and experience services, individual brand type endorsed by the corporate brand type is the most frequently used branding strategy. Thus, there is a trend towards corporate branding as corporate brand type is popular in all the sectors. Also, other than the single corporate brand strategy, as in case of durables and credence services, single brand type strategy is rarely used. For FMCG brands and experience services brands, companies are trying to leverage brand equity of two or more brand types.

Practical implications

The paper offers insights for designing branding strategies when branding a product/service. Brand managers may rely on corporate brand type when risk associated with a purchase is high, as in case of durables and credence services. However, when the risk associated is low, as in case of FMCG and experience services, individual brand type may be preferred, but at the same time, it should be endorsed by corporate brand type.

Originality/value

This study adds value to the growing body of literature on branding strategies by identifying a more comprehensive and simplistic list of branding strategies which is a major contribution of the paper. Further, this is one of a very few empirical studies on branding strategies and is a pioneering attempt to evaluate the branding strategies in the FMCG vis‐à‐vis services vis‐à‐vis durables sectors. It empirically substantiates that the three sectors are heterogeneous among themselves and homogeneous within themselves with respect to their branding strategies.

Details

Journal of Product & Brand Management, vol. 22 no. 1
Type: Research Article
ISSN: 1061-0421

Keywords

Article
Publication date: 5 April 2013

Yung‐Chang Hsiao and Chung‐Jen Chen

This study attempts to investigate the relationships among organizational capabilities, strategic choice, and firm performance and examine three questions: What are the…

2520

Abstract

Purpose

This study attempts to investigate the relationships among organizational capabilities, strategic choice, and firm performance and examine three questions: What are the relationships between organizational capabilities and the firm's strategic choice – contract manufacturing and branding? Do branding firms perform better than contract manufacturing firms after controlling for endogeneity bias? Do firms usually choose their strategy (contract manufacturing/branding) appropriately to achieve a better performance under the conditions they encounter?

Design/methodology/approach

The empirical study employs a questionnaire approach to collect data from the population of the top 5,000 Taiwanese firms listed in the yearbook published by the China Credit Information Service Incorporation for testing the validity of the model and research hypotheses. This study uses a Heckman two‐step estimation procedure and follows the procedure proposed by Shaver to examine the economic implications of strategic choice on firm performance.

Findings

Firms are more likely to adopt the branding strategy when they have better marketing and R&D capabilities while they are more likely to choose the contract manufacturing strategy when they possess superior manufacturing and process capabilities; in general branding firms perform better than contract manufacturing firms after controlling for endogeneity bias; and firms achieve a better performance if their strategic choice (contract manufacturing/branding) fits the conditions they encounter.

Research limitations/implications

This study contributes to the marketing literature by exploring an important issue of strategic choice (contract manufacturing or branding) and contributes to the strategy literature by proposing the endogenous role of strategic choice in the relationship between organizational capabilities and firm performance.

Practical implications

Firms should take into account organizational capabilities when choosing a contract manufacturing strategy or branding strategy. Further, managers should not ignore matching their strategic choice (contract manufacturing/branding) with the conditions they encounter in order to optimize firm performance.

Originality/value

The strategic choice of branding or contract manufacturing is a prevalent phenomenon that has received little attention in the strategy and marketing literature. Based on the competence‐based perspective, this study examines the relationships among organizational capabilities, strategic choice, and firm performance.

Article
Publication date: 2 September 2014

Andreas Strebinger

This study aims to compare academic prescriptive models on how to choose a branding strategy on the continuum from a “branded house” to a “house of brands” with real-life branding

9011

Abstract

Purpose

This study aims to compare academic prescriptive models on how to choose a branding strategy on the continuum from a “branded house” to a “house of brands” with real-life branding strategies of leading companies.

Design/methodology/approach

Data from an executive survey, observations and desk research on 75 leading companies in Austria are analysed with multilevel weighted least squares (WLS) regression.

Findings

Branding strategies for products are determined by industry (23 per cent of variance), the overall strategy of the company (28 per cent), the remaining variance being product-level decisions deviating from both. Service and consumer durables companies lean more towards corporate branding than consumer nondurables. On the company level, synergies in advertising, e-commerce and e-CRM (customer-relationship management) increase the usage of shared brands. A higher company age leads to brand proliferation. On the product level, quality differences between products, the emphasis on and differences in experiential product positioning and, marginally, the symbolic differences between products favour individual brands.

Research limitations/implications

Future research should investigate additional markets, additional drivers, small and medium-sized entreprises (SMEs) and employ additional measures.

Practical implications

The study informs brand-architecture audits with benchmarks from leading companies, calls for a view of brand architecture more flexible than ideal-type categories proposed in literature and cautions against management inertia, industry standards and trends in designing branding strategies.

Originality/value

This study is the first quantitative cross-industry multi-level study on real-life branding strategies. It also applies a new conceptualisation and measurement of branding strategy.

Article
Publication date: 19 June 2019

Fabio Cassia and Francesca Magno

In the past decades, a growing body of studies has assessed the importance of brands in business-to-business (B2B) markets. However, until date, a comprehensive understanding of…

1900

Abstract

Purpose

In the past decades, a growing body of studies has assessed the importance of brands in business-to-business (B2B) markets. However, until date, a comprehensive understanding of B2B branding strategies is lacking. Hence, the purpose of this paper is to develop a framework to select and manage B2B branding strategies.

Design/methodology/approach

This study’s arguments are developed in line with MacInnis’s (2011) guidelines on conceptual contributions in marketing.

Findings

As a result of the arguments of this study, a framework is developed to identify the relationships between the types of B2B contexts and effective B2B branding strategies.

Research limitations/implications

Despite deriving from an extensive analysis of the literature, the framework requires future empirical validation. Moreover, the relationship linking a supplier to its customer is unique, and hence, each supplier should carefully select a branding strategy depending on the specific situation.

Practical implications

The suggested framework provides actionable insights to inform managers’ decisions about the most effective B2B strategy for their firm, based on the relational complexity (number of customers, intensity of co-production and co-creation, and dyadic vs multiple-actor view).

Originality/value

This is the first study to provide a comprehensive model of B2B branding strategies. Therefore, it contributes to both advance theoretical knowledge and managerial practice.

Details

EuroMed Journal of Business, vol. 14 no. 2
Type: Research Article
ISSN: 1450-2194

Keywords

Article
Publication date: 1 March 1992

Donald G. Norris

Analyses the strategy of ingredient branding and its implicationson the distribution channel members, in addition to its potential foraiding product introduction and adoption…

3025

Abstract

Analyses the strategy of ingredient branding and its implications on the distribution channel members, in addition to its potential for aiding product introduction and adoption. Considers the benefits and the drawbacks for the supplier, manufacturer, retailer and consumer. Concludes that the appropriateness of ingredient branding depends on manufacturer‐supplier relationship, the need to differentiate the brand, and the ability to implement the new branding strategy.

Details

Journal of Consumer Marketing, vol. 9 no. 3
Type: Research Article
ISSN: 0736-3761

Keywords

Article
Publication date: 17 August 2015

Anna Maria Colavitti and Alessia Usai

Literature on cultural districts has repeatedly pointed out the role of place branding as a tool to upgrade the image of urban environment as an indicator of meaning and…

Abstract

Purpose

Literature on cultural districts has repeatedly pointed out the role of place branding as a tool to upgrade the image of urban environment as an indicator of meaning and significance. Throughout the case of UNESCO’s mining heritage district in Sardinia (Italy), the purpose of this paper is to investigate on the role that Place Branding Organizations (PBOs) has and/or may have in the construction of coherent images for landscape and cultural heritage in the design of “sustainable” cultural districts in connection with local authorities’ agenda. At this purpose, the authors propose an operative definition of “partnership building strategy” and a new analytic framework to evaluate PBO’s activity within place branding theory.

Design/methodology/approach

Considering what recently expressed by UNESCO about the integration between spatial and cultural planning, the authors focus the research on cultural heritage districts protected by this organization. Starting from the definition of strategy proposed by Anholt (2011) and the participation-based approach outlined by Hankinson (2010), the authors propose a new analytic framework to evaluate PBO’s activity and the authors try to apply it to the experience of mining heritage in Sardinia (Italy), comparing the activity of local PBOs (the Consortium for the UNESCO’s Sardinian Geo-mining Park and the Local Tourism System) with the Development Plan of the Carbonia-Iglesias Province. In the final part of the work, the authors discuss the outcomes of the comparative analysis in terms of partnership building strategy and its influence on cultural heritage district design.

Findings

The experience of the Sardinia district proves that partnership building strategy has a relevant role both in place branding and cultural heritage district design but it is not sufficient to make this letter really functioning. It confirms also that a place brand can survive to political regime changes on a periodic basis only if the PBO establishes an appropriate institutional framework for the creation of a cooperative network that can take the branding process forward. The research finding about place branding of UNESCO’s mining heritage sites, outline the demand for a new and more integrated approach in the district design, inspired to the geographic studies on “cultural basin.”

Research limitations/implications

The analytical framework which the authors provide on the basis of a new operative definition of partnership strategy building, has proved to be a useful tool to assess PBO’s activity but, despite this, it represents only a partial result because the theoretical model of the relationships between PBOs, local and supra-local actors requires further developments to describe the effective type and nature of this links.

Practical implications

The research finding about place branding of UNESCO’s mining heritage sites, outline the demand for a new and more integrated approach in the district design, inspired to the geographic studies on “cultural basin.” To achieve a real sustainable development and a shared enhancement of identity and landscape, the authors propose as a possible solution the abandonment of administrative boundaries in cultural planning through a correspondence between cultural district and historic region, this latter defined according to the methods and tools developed by the geographical sciences for the “cultural basin.” At this scope the authors propose a new methodological framework which takes the participation-based place branding into the “cultural heritage chain” for the district design, setting a future research agenda.

Originality/value

The authors propose an operative definition of “partnership building strategy” for the participation-based approach outlined by Hankinson (2010) and, on this base, the authors test a new analytic framework to evaluate PBOs’ activity which combines the traditional activities of promotion and marketing with PBOs’ partnership strategies. Finally, the authors propose a methodological frame which brings the participation-based place branding into the “cultural heritage chain” setting a future research agenda in cultural heritage district’s design.

Details

Journal of Cultural Heritage Management and Sustainable Development, vol. 5 no. 2
Type: Research Article
ISSN: 2044-1266

Keywords

Article
Publication date: 13 July 2015

Janne Lindstedt

The paper aims to address a neglected issue in the literature on place brand co-creation, namely, the strategic planning of the branding process. Furthermore, the paper…

1299

Abstract

Purpose

The paper aims to address a neglected issue in the literature on place brand co-creation, namely, the strategic planning of the branding process. Furthermore, the paper demonstrates the benefits of a deliberately emergent strategy.

Design/methodology/approach

A qualitative case study focusing on Turku, Finland, supports the development of the argument. In this study, branding of Turku is examined both during the European Capital of Culture 2011 (ECoC) project and after it.

Findings

The contribution of the ECoC 2011 project – which was widely perceived as a success – to Turku’s brand was based on a deliberately emergent strategy. Afterwards, the local government has, however, chosen a different approach to branding.

Research limitations/implications

Given the increasing popularity of brand thinking among practitioners all over the world, it would be meaningful for scholars to pay more attention to the application of brand co-creation in place branding strategies.

Practical implications

The deliberately emergent branding strategy could be considered an approach to applying the idea of brand co-creation in practice. It enables local stakeholders to make their voices heard and results in increased credibility of a branding process.

Originality/value

Place brand co-creation has not yet been examined from strategic planning’s point of view. The need for this kind of examination is apparent, because branding strategies have traditionally been based on the idea of static place identity. The Turku case helps to propose a solution in terms of the notion of deliberately emergent branding.

Details

Journal of Place Management and Development, vol. 8 no. 2
Type: Research Article
ISSN: 1753-8335

Keywords

1 – 10 of over 67000