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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 paper is to provide insights into the relationship between quality and accessibility, as selective influencing parameters of new product acceptance for Greek, fast moving, and consumer products.

The data for this study come from a mail questionnaire sent to 680 executives operating in Greek enterprises, by using a combination of sampling criteria (advertising budget, turnover). Non‐parametric tests (Wilcoxon, Spearman, Kruskal‐Wallis and Pearson χ²) were used, together with descriptive measures to test the hypotheses.

The results indicate that quality (usage/support) is a more important factor than Accessibility (economic/physical) in the formation of a “new product acceptance function”. Furthermore, usage quality is more important than support quality, while economic accessibility is more important than physical accessibility.

The research limitations refer to the fact that the justification of the hypotheses in connection with the executive‐based approach followed has not been found to have any precedents. In addition, a multi, rather than single, source identification process was used for the new product acceptance factors.

For marketers, research of the conceptualization of the “acceptance function” acts as a basis for building a new products' marketing plan focused on the consumer, in a way which reflects the company characteristics, as well as the particular market conditions.

This paper is exploring new ground in that it isolates and examines the substitution between quality and accessibility as selective influencing parameters of acceptance for new fast moving consumer goods in Greece.

Using the product classification proposed by the Commodity School as it was originally expressed and later developed, this research aims to focus on defining pricing strategies for specific corporate objectives, that is, profit increase, market share increase, and prevention of new competitors from entering the market.

In order to investigate the relationship between four consumer product categories and alternative pricing strategies in light of various corporate objectives, a set of research questions and propositions was formed and tested on the basis of data reflecting opinions expressed by marketing executives through a mailed survey in Greece.

For convenience and preference products, the low‐price strategy is used more often, irrespective of corporate objectives, whereas the high‐price strategy is used more often, irrespective of corporate objectives, for specialty products. For shopping products, the low‐price strategy is used more often when the main corporate objectives are increased market share and the prevention of new competitors from entering the market, but when the main corporate objective is increased profits, the high‐price strategy tends to prevail.

The current research could be further expanded to cover other related topics such as the pricing policies and specific pricing methods that are used in the four product categories in combination with the pricing strategies they relate to and serve.

For marketers, the development of the proposed framework can serve as a basis for pricing decisions, provided, of course, that they use research‐based information about the extent to which their products have the attributes of a certain product category.

As the literature review revealed, no conceptual links have been made between the three important parameters examined, that is, product categories, corporate objectives, and pricing strategies, that can form a pricing framework for consumer products. This research serves as a starting point for developing such a three‐point framework.

This paper aims to set out to add to extant knowledge by delineating the content of employer of choice (EOC) regardless of sector and shedding light on the role of gender in the EOC profile. Becoming an employer of choice (EOC) is a strategy that can help organizations manage current and prospective employee expectations of their employment relationship.

Responses were gathered from 896 working adults. The questionnaire was developed by the researchers to reflect the employment experience. Parallel analysis and factor analysis were used to analyze the content of the EOC, and t-tests compares EOC factors between male and female individuals.

The results verify the multi-dimensionality of EOC and enrich its content. The most important facets of EOC for employees are the quality of workplace relationships, work prerequisites and satisfying work setting as the most important. With regards to how male and female employees perceive the EOC, both differences and similarities were found.

Key limitations pertain to its cross-sectional design, the fact that gender is examined in isolation of other forms of identity that may interact with gender, and the fact that all respondents were Greek and white-collar.

The findings can support HR and marketing managers in their effort to attract talented individuals and retain and activate talented employees.

Existing evidence identifies the profile of EOCs within specific sectors, while we construct an EOC profile that crosses sector boundaries. Moreover, it is the first time that research into EOC takes gender into consideration in a structured way to offer a clearer understanding of what is valued by individuals.

The purpose of this paper is to contribute to the empirical body of knowledge regarding the role of universities today. In addition, it aims to investigate the topic of personal development planning (PDP) programs, under a different perspective borrowed from marketing theory, namely, the “self‐brand orientation” approach.

The study focused on investigating the core research topics and parameters perceived to be important to students. The theoretical perspectives of PDPs and brand orientation served as conceptual bases, and both have been operationalised through the empirical study conducted.

The study findings reveal a “gap” between today's student needs and what the universities offer. “self‐brand oriented” management, seems to support the development of PDPs in a promising way, since the majority of the students claim that they are willing to participate in such a program.

Because of sample limitations, the findings of the study are not generally applicable. Besides, the topics of PDPs remain unknown to the particular students, since they never had the opportunity to participate in such a program in the past.

This paper can be seen as a guiding work to new means of delivery of PDPs. It contributes to the dialogue under progress regarding the role of the Universities today and the ways by which PDPs will increase their future possibilities.

The contribution of the paper is twofold: it meets students' needs as well as society's requests and allows marketing to make an ethical contribution to higher education.

Reviews the latest management developments across the globe and pinpoints practical implications from cutting‐edge research and case studies.

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

Businesses have to react positively to big ideas and to new technology. They must also make up for lost time should they, initially, prove a bit slow off the mark in seeing the potential of technological breakthroughs.

Provides strategic insights and practical thinking that have influenced some of the world's leading organizations.

The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy‐to‐digest format.