Search results

Managing the corporate reputation of hybrid firms (organizations that act commercially to pursue social agendas) involves particular challenges because of competing stakeholder interests. With reference to the Trappist beer market, the paper seeks to identify the value of message ambiguity in reducing stakeholder tension, while simultaneously achieving a clear market positioning.

In total, 25 in‐depth interviews were conducted with brand marketers, owners, channel buyers, industry representatives and consumers.

The findings demonstrate how ambiguous communications minimize tension between stakeholders. One form of ambiguous message strategy is identified – i.e. the deliberate use of “authenticity” as a positioning device. This positioning allows stakeholders to ascribe conflicting meanings to the Trappist brand, resulting in increased reputation and decreased stakeholder tension.

The use of authenticity and message ambiguity represents one means of balancing stakeholder interests, while achieving a clear market position. The paper believes the findings are particularly relevant for social marketers and managers of highly symbolic brands.

Marketers can reduce stakeholder conflict through the use of brand images that emphasize normative as opposed to performance‐based commitments. Such commitments need to be broad enough to allow different stakeholders to ascribe their own meaning to the brand without diminishing the strength of the firm's market position.

This paper aims to examine the role and limitations of relationships between buyers and sellers of grape wine in China. Although networks are believed to be critical for market entry in Confucian societies, they may also dampen the entrepreneurialism necessary to build a sustainable niche, suggesting that under certain market conditions relationships may have limitations.

In‐depth interviews with 26 marketing managers of Australian and New Zealand wineries exporting to China were completed. This information was supplemented with published comments from importers and agents in China.

The nature and limits of relationship‐specific investments in China were examined. Four boundary conditions to business relationships were found that suggest that, with certain product categories and early stage market conditions, close business relationships may undermine brand equity and growth strategies.

The four boundary conditions identified can be examined across other product categories and markets. Also, they can inform further longitudinal work on the interaction between relationship effectiveness and market structure.

Managers should be careful about operating on stereotypical views of Chinese business buyers. Also, they should assess the viability of buyer‐seller relationships under market conditions of high uncertainty, and instead consider whether competitor relationships that assist with market creation would be more useful as an entry strategy.

The findings identify the limitations of the relationship metaphor under certain market conditions.

Many industry commentators in New Zealand are predicting a rationalisation in the industry. The New Zealand wine industry consists of 297 wineries, of which, 285 are competing for just 10% of the domestic market. Using a survey derived from a set of interviews with key industry players this research analyses whether small wineries are prepared to meet the challenges facing them in the domestic and world wine markets. The results point to the likelihood of some rationalisation among wineries without a market focus.

Agricultural products are generally characterised by their commodity status. After years of poor returns, the New Zealand kiwi fruit industry developed the ZESPRI^TM branding program in an attempt to position New Zealand kiwi fruit as an upmarket fruit category that appealed to today’s consumers. The brand has recently been released in New Zealand. This research assesses the effectiveness of ZESPRI’s strategy and explores the implications for branded fruit produce in general. The level of brand awareness of ZESPRI was found to be low among consumers, however brand awareness could be increased through a relationship marketing program involving targeted marketing and supply‐chain management.

Viral marketing draws heavily on the success of a few mythic campaigns. However, the viral metaphor limits previous perspectives as to why consumers engage with content and importantly, why they pass it on. The paper aims to discuss this issue.

The authors explore why consumers engaged with Kraft’s “How do you love your Vegemite?” campaign using multiple sources of evidence including interviews, blog post comments, and firm market research.

The choice to engage with content is driven by consumers’ desire for self-authentication, in particular the desire to express one’s identity through an authenticating act, and express membership of a collective via an authoritative performance. In so doing, the authors identify the limits of adopting an epidemiological metaphor for campaigns reliant on consumer agency.

This study is unique because it proposes an alternative focus to a fundamental metaphor and has both conceptual and practical value.

With brands being an important source of competitive advantage, knowledge of branding is needed to inform their management. After reviewing the literature, the article aims to report the findings of a case study that investigated the role of branding in the industrial purchase of agricultural tractors in the UK. The study's overall conclusion is that branding can play an important role in industrial purchase decisions.

Various attributes, together with levels of these attributes, were identified from the literature and a series of semi‐structured interviews with three farmers and farm contractors. Subsequently, conjoint analysis was employed to reveal how purchasers made their purchase decision. A total of 428 farmers and farm contractors (a 28.7 per cent response rate) ranked 25 cards that had been constructed to profile various hypothetical tractor designs.

Five attributes appeared from the literature review and interviews – brand name, price, dealer proximity, quality of dealer's service, and buyer's experience of the dealer. The conjoint analysis revealed that brand accounts for 38.95 per cent of the purchase decision, ahead of price (25.98 per cent) and service (14.90 per cent). The importance of brand varies according to the tractor brand. Also, the overall utility varies, with John Deere and New Holland brand names appearing as marketing assets and Valtra, Massey Ferguson, and Case IH as marketing liabilities. Among the study's other findings are that UK tractor buyers are brand loyal.

The study focuses on tractors in the UK, so while it provides an insight into the role of branding in an industrial purchase situation, further research is required in other product categories before the findings can be generalised.

Manufacturers and distributors need to maintain a strong image. Also, they may charge higher prices for tractors, using the extra revenue to reinforce their brand image. On‐farm demonstration of new tractors is suggested as an experiential marketing strategy. Special attention should be given to the location of dealers and the service they provide.

Research concerning branding in an industrial purchase context is limited, dated, or contradictory. This article contributes with empirical findings on industrial brand management in an important and relevant context.

Purpose – Stemming from extant literature on consumer brand narratives and the rising quest for consumption authenticity, the chapter aims at merging these two streams of knowledge. How can brand authenticity be defined and narrated? To what extent do companies and consumers interact? What are the consequences for branding?

Methodology – The chapter is case-based, and illustrates the branding strategy of l’Occitane en Provence, a company producing toiletries with a strong Mediterranean rooting. Data were collected through multisited ethnographic fieldwork in Paris and Manosque, Haute Provence. Depth and short interviews with customers and managers of l’Occitane were complemented by extensive observation and secondary data. The comprehensive dataset was analyzed consistently with interpretive research tenets.

Findings – Data document (i) five dimensions of brand authenticity contextualized to l’Occitane Mediterranean brand; (ii) the different branding strategies made possible to companies by the varied combination of these five dimensions; and (iii) the distinct profiles of brand consumers according to the specific authentic narrative each of them is more receptive to.

Practical implications – Implications for authentic brand narratives are drawn. I argue that when companies adopt a narrative approach to branding they can establish a stronger dialogue with customers and defend their competitive advantage more effectively. Actually, each brand narrative cannot be easily imitated by competitors since its imitation would turn out as a fake, unauthentic tale for the market.

Originality of the chapter – The chapter contributes to the fields of branding and authenticity, by extending the notion and understanding of consumption authenticity to brands.

Despite the public profile of many luxury brands, little is known about the positioning and marketing of these products, or the consumer interpretations of each brand. This article reports on a two‐part study in an attempt to understand the dynamics of this market. The first study reports on the results of interviews with fine wine consumers, distributors, and retailers in Australia. Results reveal that the interpretation of these brands is a complex process, and that their positioning revolves around a number of product and marketing related features. The second study involves interviews with a number of leading producers of luxury wine brands. Results from these interviews examine the positioning of these brands, the evolution of each firm's strategy, and the challenges and benefits from operating in this market.

The aim of the paper is to develop a conceptual framework that explores the sources of manufacturer brand benefits for resellers.

The paper reports a qualitative investigation where packaged goods resellers were interviewed about the benefits of manufacturer brands for their businesses. The qualitative data is analysed to develop several research propositions about the role of brands in reseller B2B relationships.

A conceptual framework is developed that shows that manufacturers' brands provide financial, customer and managerial benefits for resellers. These benefits have an impact on reseller relationship outcomes with the manufacturer's brand, which include satisfaction, dependence, cooperation, commitment and trust.

The conceptual framework provides a model that manufacturers of both major and minor brands can use to understand and manage these brand benefits in order to enhance the relationship outcomes with resellers.

The paper responds to a need for empirical research to understand the role that brands play in channel relationships. It presents a conceptual framework that links manufacturer brand benefits to reseller relationship outcomes. The framework also includes major and minor brands as moderating variables and thus provides a basis for further quantitative research.