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The aim of this paper is to investigate the impact of brands on small to medium-sized enterprise (SME) performance in the fashion industry, trying also to shed light on the different effect that corporate and product brands may produce.

The approach uses cross-sectional time series regression to investigate the relationship between trademarks and sales, controlling for firm size. A purposive sampling technique is adopted, focusing on a sample of Italian SMEs in the fashion industry.

Results indicate that trademarks do have a positive impact on SMEs' performance in the fashion industry, and in particular corporate trademarks seem to be effective in producing a sales increase, while product trademarks do not.

The main limit of this research is that no variable mediating the relationship between trademarks and performance was considered. Furthermore, the number of trademarks may not capture all the dimensions of brand.

The most important aspect is that SME managers in the fashion industry could benefit from a trademarking strategy; in particular, investments in building a strong corporate brand, thus concentrating SMEs' effort, instead of having many different product brands, seems to create greater effect in the minds of consumers, and thus result in sales increases.

This paper is one of first attempts to shed light on the issue regarding the association between SMEs' branding strategy and performance. Moreover, the distinction between corporate and product brands represents an innovative element in this type of study.

Brand orientation means that the formulation of company strategy is based on brands. By focussing the company′s commitment and resources on building, developing and nurturing brands, a platform for a sustainable competitive strategy is achieved. Presents a model of a brand‐oriented company using the concepts of product, trademark, corporate name, corporate identity, positioning, target group and brand vision. It is management′s task and challenge to synchronize these concepts with a view to generating added value and brand loyalty. The case of the Pharmacia Nicorette provides an illustration of the transition from product focus to brand orientation. The importance of brand orientation for industry and commerce is enhanced by three drivers: decreasing product divergence, increasing media costs and continuing market integration. A corporate management capable of exploiting the potential of brands may obtain long term competitive advantages – a strategy for survival in a growing number of companies.

With many years’ economic transformation from “Made in China” to “Created in China,” the State Council has set May 10th as annual “China’s Brand Day” from 2017. This action indicates the implementation of brand strategy and the new national policy of promoting China’s brands. The purpose of this paper is to examine the influence of marketing background of top management team (TMT) on trademark and brand output.

Using the trademark application data of Chinese-listed companies, this paper constructs a multiple linear regression model and uses the OLS method. This research also uses two-stage regression to examine the effect of endogeneity on the results.

Our results show that the higher the proportion of executives with marketing background in TMT, the more the number of trademark applications. Furthermore, we document that the positive impact of TMT marketing background on the number of trademark applications is more pronounced in non-state-owned enterprises, companies with more patent output and companies whose CEO has marketing background, indicating that when TMT can play a bigger role, companies have better innovation ability and team collaboration is more efficient, the promoting role of TMT marketing background on the number of corporate trademark applications will be stronger.

This research focuses on the world’s largest emerging economy – China, which is different from the existing literature that is mainly based on western developed countries. With China’s economy stepping into a new normal and consumption upgrading, it is important and worthy of a deep discussion about which factors affect the company’s trademark and brand management.

Discusses ICANN (Internet Corporation for Assigned Names and Numbers), which is a new private corporation for managing Internet domain names and IP addresses, which was created in the USA and produces a historical and conceptual assessment of the policy involved.

Capital increasingly takes the form of intangible assets, especially trademarked corporate brands. Further, contemporary capitalism increasingly accumulates through commodification of iconic cultural images and legendary narratives constituting a “second enclosure movement” (Boyle, 2008). This paper develops a critical theory of brands, branding, and brand management within economies of spectacle.

A case study of the consumer culture surrounding large displacement motorcycling is used to critique the central premise of consumer culture theory (marketing professionals create brands that become valuable icons) and develop an alternative view using concepts from critical theory, especially spectacle (Debord, 1967) and culture industry (Adorno, 1991).

After initial enclosure, legends were managed by Crossmarketing Licensing Networks (CMLN), coalitions of corporate and state actors, each possessing a piece of the legendary pie. The Sturgis CMLN was organized into two political divisions, rally profiteers and civic leaders, with overlapping but differentiated interests and approaches to the management of the Sturgis legend. The CMLN intervened in the cultural commons to overcome legendary degradations (banality, incoherence, undesirability) surrounding the Sturgis Motorcycle Rally.

Brands are capitalized culture created by enclosures, a form of primitive accumulation. Under current conditions of immaterial production, CMLN’s engage in ongoing cultural production to maintain the capitalized value of their brands. Brands are not only hunted in the wilds of culture, but also increasingly domesticated and fattened when herded through legendary commons.

The purpose of this paper is to identify inherent deficiencies of the geographical indications (GIs) as protective brands adding to the premium value of the products as compared to the protection guaranteed to brands under the trademark route. Whereas the former protects the attributes of the goods, the latter adds to the brand equity of the goods. The paper attempts to find means to assign a strong visible identity that creates a premium visibility for GIs to help them emerge as strong brands just like the brands envisaged for the trademarks.

This is a qualitative research based on primary and secondary source of information. Secondary sources comprise statutory provisions of two main acts on GIs and trademarks, articles/news items available in academic/trade journals and information generated from Government of India websites. Primary research involved face-to-face interactions with practicing advocates and select holders of GIs. Information was collected on parameters related to efficacy, applicability, enforceability, monitoring, marketability and legal issues of GIs and trademarks.

Though the GI Act was enacted to improve the commercial prospects of manufactured/grown outputs by entities based in a particular geographical limit, it has not delivered to the extent it was expected. The GI product still faces the challenges of poor awareness, fratricidal competition and threat of ingenuine products. The same concept under the trademarks is adequately promoted and protected by ensuring visibility through the logos. And hence, the same can be made mandatorily under the grant of GIs.

Most of the research done so far on GIs is from a legal perspective. It is perhaps the first work on the theme that takes up the cross-functional approach and explores adding a marketing dimension to a concept that was considered only under the domain of law. The article tries to assimilate best of both the worlds in terms of legal protection and marketing appeal for the geographical indicators.

The purpose of this paper is to identify convergent elements between corporate reputation and financial resources. The paper seeks to draw parallels between corporate reputation management and corporate financial management in order to define common management principles.

In this paper, the analogy‐based approach is used to identify similarities in the functions and risks between corporate reputation and financial resources. This approach is the prerequisite for defining common management principles.

The paper proposes some arguments in favour of common functions and risks thesis of corporate reputation and financial resources. The finding of common functions and risks opens the way for an analysis of common principles in corporate reputation management and corporate finance management.

Cross‐fertilization between corporate communication and reputation and corporate finance can encourage effective evolution over time of the common management principles. The limitation of the research is the parallelism between two types of resources which traditionally belong to different subjects/disciplines. Cultural barriers may oppose the acceptance of this unusual juxtaposition of resources.

The use of these common principles allows for the development of an appropriate cultural background of managers. It could create advantages both for large companies and small businesses. The shared cultural background and language should serve to improve interaction and dialogue among managers on an intra‐ and inter‐organizational levels.

The parallels between corporate reputation and financial resources; the common management principles of these different resources; and their theoretical‐conceptual and practical implications, are entirely new topics in literature.

The purpose of this paper is to illustrate the importance of corporate reputation to the management of contemporary organisations.

The approach takes the form of survey research and case studies. The paper is informed by corporate image and reputation research undertaken for major international corporations, governments and NGOs in the UK and in countries throughout the world dating back to the late 1960s.

The paper finds that corporate image is an important factor in the success or failure of virtually all major organisations; corporate reputation is the synthesis of many factors: the brand(s) image, the products (and/or services) class image(s), the brand user(s) image, the image of the country of perceived ownership of a corporation, and the corporate culture/personality; corporate reputations can be measured, and changes in corporate reputations can be tracked; and corporate responsibility is replacing corporate social responsibility as an increasingly important factor in how people regard the corporate reputation of organisations.

Policy makers should actively research and manage their corporate reputation. Familiarity breeds favourability, not contempt. All too often senior managers and their advisers (brand and corporate consultants, design consultants, advertising and public relations advisers, etc.), who have responsibility for the organisation's corporate reputation, muddle the distinctions between corporate reputation, corporate image, corporate identity, corporate personality, corporate culture, and other ways by which the elements of the corporate reputation are defined, and therefore used and measured.

The paper shares some of the lessons learned from 40 years' experience of MORI. The paper also marshals insights from the published output, lectures, and image‐modelling work.