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This paper aims to provide conceptual clarity on the different approaches of place branding in the literature. It discusses three main approaches and provides a new definition of place brands that acknowledges the full multi-sensory experience of place brands. This paper also elaborates brand management within the three approaches.

Conceptual paper

This study identifies three co-existing approaches of place branding and provides a definition of place brands for each of them. The first approach conceptualises place brands as symbolic constructs that identify and differentiate places from others. Brand symbols such as logos and slogans are central, assuming that brand meaning resides in them. The second approach views place brands as images and associations in the minds of target groups, whereby brands reside in individuals’ minds (the cognitive). This paper aligns with a third approach that views place brands as experiential, multi-sensory constructs. Brands invite not only mental representations in people’s minds but especially also multi-sensory embodied experiences. The authors thus define place brands as marketing systems that consist of dynamic performative assemblages of symbolic, discursive, institutional and material elements that selectively invite certain multi-sensory and embodied experiences of place by stakeholders and target groups.

This paper contributes to conceptual clarity by providing an analytical framework identifying three main approaches to place branding. The authors further reflect on the implications of each approach for brand management. This paper also builds on recent literatures to provide a new and contemporary definition of place brands as multi-sensory experiences that encompasses embodiment.

The purpose of this paper is to (1) characterize representational and nonrepresentational images; (2) review the literature on representational and nonrepresentational images; (3) introduce the theory of consumption values (TCV) framework vis-à-vis representational and nonrepresentational images; and (4) generate propositions and questions for future research based on that intersection.

Conceptual/literature review with propositions and future research directions.

The authors offer nine propositions and several associated example research questions to explore and document the important ways in which representational and nonrepresentational images can affect the five dimensions of value as outlined in the TCV.

It is the hope that this work serves as a theoretical starting point – surely, there are other theories and frameworks beyond the TCV that may share ties with types of images, which scholars should be encouraged to explore, but if the authors had attempted to document every possible theory, the result would be a limitless document. As such, the authors have honed the efforts on a broad-reaching framework, the TCV, in the attempt to balance theoretical insights with parsimony. Through exploration of these and other avenues, the authors hope that scholars and practitioners alike will benefit from elucidation of theories and effects around representational and nonrepresentational images.

Several practical implications flow from the dimensions and propositions within this work.

Representational and nonrepresentational images have featured prominently throughout visual content and communications for centuries, yet the current body of literature remains scant and underdeveloped in its relationship to marketing. The present work addresses this gap by using the TCV as an overarching framework to generate propositions and future research questions.

Neurostrategy is an abductive decision-making process developed from the knowledge generated within the network of decision-makers. It links cognitive style with the team's decisional adaptability in relation to the organization's purpose. Neurostrategy differs from traditional methods, in which it addresses negative utility or decisional trauma, highlighting the variety of interests that are the main cause of team misalignment and allowing for the development of strategies to address them. Neurostrategy enables the classification of strategy deficiencies based on cohesion, coordination, communication and conduction (Co4).

This paper introduces a novel approach called relational neurostrategy (RNS) to elucidate the knowledge processes influencing decision-making. RNS aims to “capture” the intricate processes guiding decisions, enabling the network's decisional plasticity in both forms and contents. This adaptability is crucial for effectively addressing posed challenges, while simultaneously mitigating the impact of diverse interests. The methodology also ensures transparency in the decision-making process and generates an effective solution strategy.

The RNS addresses two critical aspects of the decision-making process. Firstly, it reduces unnecessary variety stemming from multiple interpretations and secondly, it minimizes the adverse impact of diverse interests within the decision-making network. This approach results in strong and credible decisions that reflect the collective intelligence, cooperation and collaborative efforts of the network, rather than being imposed as absolute truths.

The RNS stands out as a distinctive decision-making method, setting itself apart from existing approaches. Its uniqueness becomes evident in its ability to address the question “what prevents the authors from … ?” from this inquiry, RNS successfully integrates unrequired variety and negative utility. By doing so, it strategically narrows down the search field to the universe of distinctions that truly constitute the problem. This innovative process not only enhances efficiency but also fosters a high level of participation in the strategic design of potential solutions. In essence, RNS brings unprecedented value by effectively navigating the intricacies of decision-making and maximizing the relevance of the identified problem space.