Search results

The case is about the selecting the agency to take up the brand building challenge of SRF Limited, a well established, large business in India having diverse lines of “industrial products”. The business decision problem of SRF stemmed from the fact that the corporate leadership team, which had to take a decision on the topic had considerable reservation about the appropriateness of each of short–listed agencies for the job at hand. There were also differences of opinion on what would be the criteria for selecting the brand consultant. The Managing Director had to ensure that the team arrived at a consensus, rather than being foisted with a decision from top.

This case can be taken up in executive education programs as well as the basic marketing management program at the postgraduate level or in a specialist advertising courses. The case can be taught in the core marketing course at the postgraduate level while discussing the selection on advertising agency.

The decision–making focus of the case is about selecting an advertising agency among a set of three, which was most suited to help SRF achieve the repositioning, branding and the awareness creation challenge. The agencies, however, were mostly experienced in building brands for consumer product which was distinct from industrial intermediaries company like SRF. As an organization, SRF had no experience of dealing with an advertising agency, thus the selection was quite a challenge. It brings to focus the decision–making dilemma faced by a large number of companies in emerging markets which are making the transition to brand building.

The following insights could be elucidated by the case:

Help the students understand the corporate branding concept as distinct from product branding. Decision–making dilemmas associated with corporate brand building for a company with long legacy of product branding. Criteria for evaluating the proposals by advertising agency from the perspective of a client organization.

Teaching notes.

Presents two distinct categories of braned merchandise in consumer purchasing goods, for today's market: proprietary or manufacturer‐owned; or the retailer‐owned or ‘own label’. Shows that own labels provide low levels of profit owing to competing manufacturers' willingness to supply the products. Whereas manufacturers marketing their own proprietary brands to consumers can directly influence the consumer's purchasing bent, and therefore promote long‐term franchise for their products. Goes on to discuss the methodology and the three separate processes involved: desk research; literature; and field research. Concludes that retailers and manufacturers need to heighten their highly interdependent social process but that the opportunity, challenge and solution are there to be grasped.

Own brands are now emerging in the cookware market, and retailers are thus implementing strategies which influence manufacturers, traditional shopping outlets and consumer shopping style. This new trend is examined, seeking correlation with other market sectors which have already absorbed the own‐brand factor, relating what is current practice in the cookware market, identifying retailers' own and mixed brand policies and considering consumer choice factors. Cookware brand developments are not expected to differ from those of other sectors. Retailers will try to lead the market through product advancement, while manufacturers must seek to protect their brands by developing added value and using strong marketing strategies to promulgate anti‐own brand products.

The purpose of this paper is to investigate how an adequate mix of technological, organisational and managerial tools might support Open Innovation (OI) processes achieved by contests in the food sector.

The methodology of this paper is exploratory in nature. Data have been gathered about the 140 innovation contests launched by the best global food brands (2013 BusinessWeek/Interbrand Best Global Brands) over the last decade.

The research highlights the main changes that have occurred over the last decade, showing that the choice of platform type for contest launches is often neglected or considered as an ancillary element. Indeed, it is a choice that embeds another set of technological, organisational and managerial tools that strongly influence the collaborative behaviour (and the participation itself) of partners throughout the innovation process.

Companies investigated in this paper consist exclusively of top brands in the sector. Future research should strive to obtain larger samples, develop a set of fine-grained hypotheses, and test them by using appropriate statistical techniques.

This paper fills an inexplicable gap in academic literature due to the fact that food companies are those that mainly use contests in order to implement OI but they are scarcely researched regarding this issue.

Wine tourism is a major public relations medium and for many wineries a major source of revenue. This article uses theories of brand equity to develop cellar door strategies. These theories are supported by previous research into product involvement with wine, which shows that high and low involvement wine buyers behave differently. The two segments must be catered for differently if a winery is to build its overall reputation and brand equity. Wineries can enhance their long‐term market‐based assets through building customer relationships at cellar door. Strategies and examples are provided.

The study tests a model that considers online brand trust in different nonbrand-owned touchpoints as a multifactorial construct constituted by: social network influencers, bloggers, online retail platforms and brand-related user generated content. Furthermore, it examines the influences that offline and online brand trust exert on consumer buying intention.

A convenience sample of 3,335 total individuals participated in the survey. Structural equation modelling was used to test the hypotheses.

Online brand trust is significantly influenced by trust in all investigated nonbrand-owned touchpoints. Both offline and online brand trust positively influence buying intention.

Whereas brand trust is considered a multidimensional construct that includes both cognitive and affective aspects, in addition to individuals' personality traits, the present study only investigated the rational dimension of the brand trust paradigm. Moreover, this study examined the influence of brand trust on consumers' buying intention and not overt behavior. In addition, even though the extant literature suggests that the relation between trust and behavioral outcomes may vary across cultures, no test of the possible influences that culture exerted on brand trust and BInt was run. Finally, given the convenience sampling method used in this research, statistically significant surveys would provide a more solid basis for the investigated phenomenon, and they would enable an appropriate generalization of the findings.

To build brand trust and favour buying intention, marketers should monitor and influence the online touchpoints that are partially under or totally out of their control, and reconceive and manage physical stores.

This paper contributes to the stream of literature on online brand trust by proving that it is a multifactorial construct resulting from trust in different non-proprietary online entities and pointing out the prevalent role that physical stores play in shaping consumer buying intention. It also indicates that a trust transfer effect takes place between different online information sources and offline outlets.

This research attempts to empirically expand the Aaker's consumer based brand equity model in hybrid business firms by incorporating after sales service as a new dimension. Exploring and understanding the drivers of consumer based brand equity in a hybrid business context will help in building industry specific competitive barriers and generating brand wealth.

The data were collected from Pakistani adults using a structured questionnaire based on established scales. Convenience sampling was used to gather data from 205 respondents across the major cities of Pakistan. To test the proposed research model the data were analyzed using confirmatory factor analysis.

The results support the proposed five‐factor model of consumer based brand equity for the automotive industry. The results support the notion that after sales service is related but is a separate dimension of consumer based brand equity in the automotive sector.

This proposed CBBE model was tested in the automotive sector of Pakistan. However, the automotive industry is special in the sense that it builds brands at dual level. This study only investigates consumer based brand equity at marque level. Future studies can expand on this work by investigating consumer based brand equity both at marque and model levels.

The establishment of after sale services as a separate but independent dimension of consumer based brand equity for the hybrid business organizations provides a fresh reminder regarding the possibilities of new sources for building brand equity. Managers can focus on delivering excellent after sale services to build and enhance the equity of their brands in hybrid business organizations.

This study expands Aaker's brand equity model by empirically establishing after sales service as a fifth dimension for the firms operating on hybrid business model.

This paper aims to investigate the structural relationships between the brand equity (BE) dimensions, when the fifth dimension of cultural brand assets is incorporated. The paper seeks to establish and validate a five-dimensional BE measure for cultural urban destination, by comparing findings in two destinations.

The structural model was tested from the perspective of 399 international tourists visiting Athens. Confirmatory factor analysis and structural equation modeling analysis are used to test and validate an integrated BE model for cultural destinations. Findings are compared with respective ones in the case of Rome.

Findings reveal the significance of cultural brand assets for the BE of cultural urban destinations. Further, the study provides useful insight into the theory of reasoned action by investigating the structural relationships developed between BE dimensions and their impact on loyalty.

The study argues that the summative valence of associations, as described in the theory of reasoned action, can be applied in the case of a cultural destination as well. Research directions, including additional place brand dimensions, additional destinations, stakeholders groups or multi-group analysis, are advised to verify and generalise the application of the five-dimensional BE model.

Findings reveal those cultural brand assets which can help practitioners build up coherent and successful proprietary brand assets. Quality is a necessary pre-requisite to enhance loyalty. In the case of Athens, associations influence only indirect loyalty through their impact on quality.

This study offers to the limited literature concerning structural relationships developed among all five BE dimensions and consumer decision-making models in a tourism context. Moreover, the study contributes to the under-researched dimension of cultural brand assets.

The purpose of this study is to investigate the impact of parallel importation on brand equity in high and low product involvement arrangements.

A 2 × 2 (authorized goods/gray‐marketed goods)×(high involvement/low involvement) between‐subjects experimental design is utilized; consumer electronics and ballpoint pens are examined.

The results of this empirical study show that source channel (authorized goods versus gray goods) has a significant impact on brand equity; among the five brand equity dimensions, consumers are most concerned about the difference in “perceived quality” between gray goods and authorized goods; given the levels of stimuli, sourcing channel stimuli are found to have more powerful effects than product involvement on consumer evaluations of brand equity.

Marketing implications of the study are as follows. For authorized agents: they could emphasize the “perceived quality” of their products in order to prevent market “squatting” from gray marketers. For manufacturers: authorized goods have a stronger effect on brand equity than gray goods; therefore, manufacturers could adapt the contents and packaging of their products to match consumption behavior in each different country to achieve the purpose of market segmentation and to prevent the products from being diverted. For gray marketers: they should not only emphasize the lower prices of their products, but also highlight their brand knowledge and the brand recognition and provide a valid and sensitive reflection of the brand's standing to their customers.

The most notable finding from this study may be that given the levels of stimuli, sourcing channel stimuli were found to have more powerful effects than product involvement on consumer evaluations of brand equity.