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The purpose of this paper is to examine whether communicating a corporate parent brand's heritage in the form of the name, slogan or other reference helps a corporate spin‐off increase its post‐divestiture stock market value.

The authors collected stock market valuation data on spin‐offs in the USA during the period 1992‐2004 both on the spin‐off date and a year from that date and compared the change in the spin‐off's stock market valuation to a change in a broad stock market index, the S&P 500.

It was found that a spin‐off did not outperform a broad market index over the one year after divestiture. Second, spin‐offs that relied on parent brand heritage did not outperform those that did so. Third, using a parent brand's name, a more direct reference to parent brand heritage, did not result in higher spin‐off valuation than using other parent identifiers such as tag lines or slogans.

A major implication of the findings is that shareholders and investors may not be considering a corporate parent's brand equity in evaluating the investment value of a spin‐off, in stark contrast to repeated findings of the importance of a parent brand's equity in a consumer's evaluation of a brand extension.

The results suggest that corporate managers need not be concerned with communicating parent brand associations to investors at the time of a spin‐off, at least for the purpose of boosting its future stock valuation.

This paper analyses the importance of corporate brand equity in investors' evaluation of spin‐offs, the first extension of traditional branding research into the domain of investors and the use of effects like stock valuation.

This paper aims to study the corporate heritage brand traits and corporate heritage brand identity by concentrating on developing key dimensions for the corporate heritage brand dimensions in the retailing industry in the UK. This study advances the corporate brand heritage theory and introduces the theory of corporate heritage brand identity, which is developed from the case study of John Lewis – one of the most respected and oldest retails in the UK established in 1864.

This empirical study has adopted a theory-building case study using qualitative data. It uses semi-structured interviews that were organised and managed by John Lewis Heritage Centre in Cookham. A total of 14 participants were involved in this study. We have used Nvivo.11 software to set the main themes and codes for this study framework.

This study identifies Balmer’s (2013) corporate heritage brand traits that are essential to be considered for the corporate heritage brands in the retailing industry to sustain their innovativeness and competitiveness. The findings of the case study informed the four dimensions of corporate heritage brand identity, which include price, quality, symbol and design. The findings are incorporated into a theoretical framework of corporate heritage brand identity traits.

The discussed traits of this study can help brand senior management to enhance their corporate heritage reputation and sustainability through maintaining these (four) traits over their brand, and inform their brand stakeholders about their brand heritage success.

This is one of the few attempts to develop a research framework of corporate heritage brand identity. This framework suggests four dimensions of corporate heritage brand identity traits including brand price, quality, design and symbol. This is one of the first attempts to study corporate heritage branding management traits in the retailing industry sector.

This study aims to investigate how marketing communication (MC) and nascent corporate communication (CC) strategies are juxtaposed in the small- and medium-sized enterprise (SME) setting.

A qualitative research method based on a multiple case study approach is elaborated in a South-East Asian emerging economy.

The key findings show that MC and nascent CC strategies coexist in SMEs, and are frequently closely interwoven, enabling the introduction of an integrated hybrid communication (IHC) theoretical perspective in this context. Four requisites inform IHC management: communicate the identity/roots; establish and communicate the relationship with multiple stakeholders; communicate the product/service to customers; and communicate other activities of the firm (e.g. corporate social responsibility and brand identity). SME managers were predisposed to use at least three communication channels among the following: advertising, sales promotion, public relations, direct marketing and/or personal selling. Furthermore, managers generally preferred internet-enabled communication.

This study provides fresh insights into how SMEs could integrate their communication strategies to increase their survival chances and business growth. However, the need to develop SMEs is required in every economy. Thus, the present findings could be seen as relevant to various audiences (academic, practitioners and/or policy-makers) such as for managers from Western and/or European settings who are interested in operating in the Malaysian economy.

By using the four requisites that inform IHC, owners/managers of SMEs can adopt a more holistic approach, by strategically planning communication activities using both communication typologies (i.e. product and firm level). Thus, SMEs will be able to enhance clarity and consistency in their communication strategy and achieve brand equity across relevant stakeholders in the long run.

This study introduces the IHC theoretical perspective and reveals the communication tools used by SMEs to communicate product and brand-related messages to multiple stakeholders. These messages tend to stem from and are shaped by the identity/roots of the firm embedded in managerial personality/values.

The purpose of this study is to show that a corporate brand with a long history coupled with relevance to the present obtains heritage-based value in society and the second aim is to examine a boundary condition in which the heritage-based value of a corporate brand increases the firm’s financial value.

A survey was conducted to investigate when and how a corporate brand obtains its heritage-based value in society and archival analysis was conducted to analyze the relationship between the heritage-based value of a corporate brand and the firm’s financial value.

The longevity of a corporate brand increased its heritage-based value, particularly when the brand was perceived to be temporally continuous, through the enhancement of authenticity perception and the heritage-based value had a positive effect on the firm’s financial value for younger firms.

This study extends the benefits of the heritage association of a corporate brand to the firm level but has a limitation in its cross-sectional method.

The study results justify monetary costs incurred in the course of developing and cultivating a brand’s heritage association.

It is believed that this study is the first quantitative research examining the relationship between the heritage-based value of corporate brands and firms’ financial value.

The aim of this paper is to discuss how corporate brand images evolve in consumers' everyday life and its implications for the company's branding strategies.

A conceptual discussion and a framework are presented that maps four alternative views on corporate brand images and market dynamics in relation to corporate branding.

Corporate brand evolution is suggested as a way of including consumers' everyday brand image constructions and re‐constructions in a company's branding strategy. Corporate brand evolution is based on two new concepts: image heritage and image‐in‐use. A model for understanding evolving strategic corporate branding is proposed.

The proposed view on evolving corporate brands is deliberately developed for understanding open source brand dynamics in ever‐changing markets. This paper is limited to make a conceptual contribution. Therefore, research implications are to develop empirically the understanding of image‐in‐use and image heritage in various business contexts.

An understanding on how brands evolve over time has two major practical implications for companies. First, companies need to develop new approaches and methods to understanding how brands evolve over time. For example, by investigating the consumer' image heritage of the company. This may enhance considerably possibilities for open branding strategies that meet consumer reality to be developed.

The two new concepts, image heritage and image‐in‐use, and the novel approach of evolving corporate brand images are important as they are based on a new consumer understanding, recognizing that consumers' corporate image constructions are dynamic ever‐changing processes and not static end‐states.

The paper aims to explore how companies communicate their heritage by drawing on heritage marketing and corporate communications literature and mapping the corporate heritage communication strategies of iconic Italian brands.

The study adopts an inductive multiple case study approach, analysing the communication of corporate heritage by nine iconic Italian brands (Pastificio Lucio Garofalo, Barovier & Toso, Pasta Farina, Ducati, Amaro Montenegro, Fiat, Bonomelli, Olivetti and Illy).

In communicating corporate heritage, companies adopt different strategies that vary along two main dimensions – the subject of the story and the tone of voice of the content. The strategies are: (1) heritage for authenticity; (2) heritage for market leadership; and (3) heritage for continuity.

From a theoretical point of view, the study highlights that heritage marketing strategies vary according to underlying strategic themes and narrative approaches. From a managerial point of view, it offers a preliminary guide for the development of corporate heritage communications, also providing indications for their implementation.

This study is amongst the firsts to investigate the strategic antecedents that can shape corporate heritage communication strategies. It represents an integration of the existing literature, which is limited to the descriptive presentation of heritage marketing principles and tools.

This paper aims to discuss how over the past 180 years, a succession of largely unrelated entrepreneurs of differing capabilities have either created or recognised and exploited opportunities offered by this enduring company, their heritage and brand.

Primary data was provided from discussions with Fabergé experts and the new owners of the brand. Extensive secondary data was also used and analysed.

The original Fabergé creations numbered some 200,000, but their creator is remembered best for 65 unique Imperial (and other) Eggs. Many pieces have survived, although the business disappeared in 1917. Since then, dealers and collectors have intervened symbiotically to protect the brand equity – supported by serendipitous popular cultural interventions – although a series of parallel entrepreneurial but parasitic interventions meant the brand and the original products became separated. This changed in 2007 with new owners acquiring the brand and resurrecting high-end jewellery production with a new business model. Their contemporary journey is both informed and shaped by Fabergé’s tumultuous past.

Reinforces that while a universal theory of entrepreneurship eludes us that these three key elements – opportunity, uncertainty and resources – help explain the related behaviour of a series of different intervening entrepreneurs. This framework is offered for wider use and testing.

Advances the understanding of how entrepreneurs spot and enact opportunity.

Develops a model embracing parasitic and symbiotic interventions in the history of a brand, and a conceptual entrepreneurial model capturing three key elements that explain entrepreneurial behaviour. These being: opportunity seeking and exploitation, addressing uncertainty and deploying appropriate resources.

This study aims to examine salespeople’s perspectives on the value of corporate heritage to relationship selling and the issue of trust in personal selling situations in the context of emerging markets.

An interpretive approach was adopted, and 16 semi-structured interviews were conducted with senior salespeople in heritage institutions operating in Jordan.

This study reveals that corporate heritage is a valuable organizational resource for relationship selling. Reflecting the values of “trust” and “affinity,” corporate heritage confers trust to salespeople and their products in personal selling situations. Sales managers are advised to use corporate heritage to strengthen sales activities and empower salespeople.

While previous research has explained the significance of corporate heritage to relationship marketing, the significance of corporate heritage to relationship selling and the issue of trust in personal selling situations remain unexplored. Jordan represents a context that has been largely neglected despite being typical of the corporate heritage phenomenon.

The purpose of this paper is to advance the general understanding of the corporate heritage domain. The paper seeks to specify the requisites of corporate heritage and to introduce and explicate the corporate heritage marketing and total corporate heritage communications notions.

As befits an opening article of the first special edition specifically devoted to corporate heritage, this article is largely conceptual in character and draws on the extant literature on corporate heritage brands and identities. In illuminating key points, it also makes reference to extant corporate heritage entities/brands.

A provisional theory of corporate heritage sustainability is articulated, as is the enumeration of key corporate heritage traits. The notions of corporate heritage marketing and total corporate heritage communications are introduced and articulated. Key corporate heritage traits requisites encompass omni‐temporality; institution trait constancy; external/internal tri‐generational hereditary; augmented role identities; ceaseless multigenerational stakeholder utility and unremitting management tenacity. Corporate heritage marketing consists of eight dimensions: corporate heritage character/communications/covenant/conceptualisations/culture/constituencies/custodianship/context. Total corporate heritage communicates consists of primary/secondary/tertiary and legacy communications.

The paper notes the need for assiduous management attention to be accorded to organisations with a bona‐fide corporate heritage. Managers are custodians – as are organisational members guardians – of a corporate heritage. Corporate heritage institutions because they are sui generis require distinct approaches vis‐à‐vis their preservation and management.

Corporate heritage identities and corporate heritage brands confer not only corporate but also temporal, territorial, social, cultural and ancestral identities to multi‐generational groups of customers and other stakeholders. As such, they are of importance not only as corporate entities but also as perennial social identities as well. This is of importance to policy makers, managers and owners of corporate heritage identities and corporate heritage brands.

The unveiling of corporate heritage marketing and of total corporate heritage communications perspective and the articulation of key corporate heritage entity traits is original and is of value to corporate communications/corporate marketing scholars and practitioners alike.

The purpose of this paper is to investigate the influence of inputs from consumers' past experiences of a company on their current image‐construction processes, in the context of non‐food retailing.

Research data were collected by a multi‐method combination of several different qualitative research methods from individuals selected by the theoretical sampling procedure. Analysis and interpretation conformed to a classic grounded theory approach.

It was found that consumer images generated by relevant past experience are a direct and influential input into real‐time corporate image formation. Two new theoretical concepts were identified, “image heritage” and “image‐in‐use”, respectively, distinguishing consumers' past‐based images from those they construct in real time. Image heritage is moderated by three principal variables: timespan of awareness, content of earlier experiences, and key temporal focus.

This study focused on the corporate image of non‐food retailers. Future research should broaden the context, to enhance understanding of image heritage and image‐in‐use, and yield useful conceptual generalisations.

Given that the consumer's view of the company's past plays an important role in their interpretation of its present corporate brand, branding strategy should be informed by a systematic effort to identify the probable components of that historical perception.

This study is the first to focus on the influence of the past on consumers' current corporate images. The constructs identified and the terminology novel, offering a radically new dimension to corporate image research.