Search results

Although brand equity (BE) is a widely accepted concept, its definition is still elusive, and researchers have not reached a consensus about which measures provide the best estimates of this complex and multi-faceted construct. Hence, the authors propose a BE chain that incorporates consumer-based BE (CBBE) and firm-based BE (FBBE) measurement approaches, advocating in favor of a holistic approach and encouraging theoretical and empirical studies that assess the BE chain.

The methodology entailed an extensive literature review on the subject. The authors included many different sources and the most accepted ones for measuring CBBE and FBBE.

The authors present 10 propositions to build the BE chain, encompassing the different approaches of BE and including its antecedents and consequences.

Conceptualizing BE is a complex problem given the different viewpoints describing several aspects of this intangible marketing asset. Thus, this study aims to foster discussions about such viewpoints and provide a framework to support the sedimentation of BE conceptualization.

Managers face the challenge of balancing resources needed to support value creation and value appropriation. In this study the authors analyze the impacts of innovation investments (i.e. value creation: VC) on advertising expenditures (i.e. value appropriation: VA), and vice versa, and verify the effects of these options on short- and long-term performance.

The effects of these two activities on short- and long-term performance were analyzed observing a panel of 4,090 companies of Standard and Poor's Compustat database from a 40-year period. The authors adopted the panel vector autoregressive (VAR) approach, using the generalized method of moments (GMM).

Although there is a trade-off between the strategic emphases on creating and appropriating value, there is also a synergy between them. The results from the impulse response functions support the argument for a virtuous business circle: companies that choose to intensify their investments in R&D tend to increase advertising expenditures, and vice versa.

Managers, rather than having to deal with a trade-off between allocating resources either on VC or VA activities, can capitalize on synergetic benefits resulting from the interaction among them.

The relationship between the VC and VA activities transcends the trade-off imposed by resource restrictions, since the interaction between them creates additional benefits afforded by the synergy of these activities.

Customer, product and brand (CPB) management constitute relevant and inextricably linked levels of decision-making that marketers should manage to drive business success. However, they are generally treated separately in extant research. It leads to a disconnected assessment and management of customers and products/brands, preventing marketers to take advantage of the positive implications of managing them simultaneously. This paper aims to propose a conceptual framework to unify these perspectives: the CPB bottom-up approach.

The paper draws on a range of extant literature on customer equity, brand equity and product performance to identify how financial performance is assessed in each of these perspectives and support the conceptual proposition to unify these different levels of decisions-making.

The proposed framework allows predicting and managing the expected values of these three intertwined perspectives together, providing a unified forward-looking metric to more effectively drive marketing efforts.

The proposed framework opens the path for future discussion concerning possible models that can be adopted to implement it.

The proposed framework allows managers to make decisions having a holistic assessment of CPB performance.

In practice, marketing managers have to deal with brand and product as well as customer levels of decision-making simultaneously. Besides this, adopting customer centricity does not decrease the importance of managing the performance of brands and products. Therefore, the proposition of a solution able to bridge the gap between these levels of decision-making enhances both the marketing practice and literature.

A gestão de clientes, produtos e marcas constituem níveis relevantes e interrelacionados de tomada de decisão que os profissionais de marketing devem gerenciar para impulsionar o sucesso dos negócios. No entanto, eles são geralmente tratados separadamente na literatura. Isso leva a uma avaliação e gestão desconectada de clientes e produtos/marcas, impedindo os profissionais de marketing de aproveitar as implicações positivas de gerenciá-los simultaneamente. Neste artigo, propomos uma estrutura conceitual para unificar essas perspectivas: a abordagem bottom-up de cliente, produto e marca.

O artigo sustenta-se em uma variedade de pesquisas passadas sobre valor do cliente, valor da marca e desempenho do produto para identificar como o desempenho financeiro é avaliado em cada uma dessas perspectivas e apoiar a proposta conceitual para unificar esses diferentes níveis de tomada de decisão.

A estrutura proposta permite prever e gerenciar os valores esperados dessas três perspectivas interligadas, fornecendo uma métrica preditiva unificada para impulsionar os esforços de marketing de forma mais eficaz.

A estrutura proposta abre caminho para futuras discussões sobre possíveis modelos que podem ser adotados para implementá-lo.

A estrutura proposta permite que os gerentes tomem decisões com uma avaliação holística do desempenho do cliente, do produto e da marca.

Na prática, os gerentes de marketing precisam lidar simultaneamente com os níveis de tomada de decisão de marca e de produto, bem como de clientes. Além disso, adotar foco no cliente não diminui a importância de gerenciar o desempenho de marcas e produtos. Portanto, a proposição de uma solução capaz de preencher a lacuna entre esses níveis de tomada de decisão aprimora tanto a prática de marketing quanto a literatura.

The relevance of regional security has increased in the wake of decolonization and the end of the Cold War. In a globalized and intertwined world, security can no longer be conceived as having the state as its sole object or subject. Regional clusters of security have become a new paradigm in international relations, and a new wave of regionalist scholarship has arisen in response. However, although this body of work has devoted considerable attention to defining the elements that constitute each regional cluster, less attention has been given ascertaining how such clusters are formed. This exploratory chapter provides an extensive review of the relevant literature and draws two conclusions. First, it suggests that, as postulated by a large portion of the regional security literature, regions of security are a natural consequence of proximity, as threats travel more easily over short distances than over longer ones. Second, it extends that argument by arguing that security also clusters at the regional level when regions are targets of extra-regional threats (regions as objects), and when they gain ‘actorness’ and operate as agents of peace and security (regions as subjects).