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The purpose of the present study is to propose identifying similar characteristics and managerial actions of the sector brand identity elements among the associations that compound the Brasil Fashion System (BFS) brand.

An exploratory qualitative research was developed through in-depth interviews conducted with associations of the Brazilian fashion sector.

The results indicate that there are characteristics of the elements of brand identity that are similar between the associations that compound the BFS brand. However, there are also several distinct characteristics among them, which makes it difficult, in large part, to consolidate the brand identity of the Brazilian fashion industry abroad.

Moreover, it was indicated that for sectorial brand cases with a great divergence among brand partners, the creation of sub-sectorial brand specific for each partner could bring better results, as in this way, brands could be created with more suitable attributes for each partner, which will better suit their target audiences.

A practical contribution is also obtained, as the study can help in elaborating upon improvements for the sectorial brands that represent a large partners group.

An empirical evidence of how to identify common attributes between sectorial brand partners was presented to have a consolidated brand image in the external market.

This paper aims to illustrate the mechanisms for the economic regulation of quantity and quality in the Chianti Classico appellation of origin, focusing on the role of the sectorial organization in regulating the intermediary market, reinforcing the product's identity and the reliability of the quality signal.

Starting from some background elements (literature review and legislation framework) and given the supply chain organization and the main market mechanisms, the quantity and quality regulatory tools are illustrated and it is suggested how to improve the role of the sectorial organization in achieving the effectiveness of the system.

Reinforcing the quantity constraint established by the production code, controlling and certifying the compliance process to the minimum quality standard from upstream grape production to downstream commercialization, reinforcing the link with the terroir and improving the promotional activity are some of the main strategies identified to improve the effectiveness of the system. In addition, a more operational role should be recognized to the sectorial organization, in order to stabilize and regulate the transactions on the intermediary market and attract a more market‐oriented approach.

Using a case study and not a quantitative approach represents the limit of this paper.

The paper provides an original contribution in the sense that some empirical evidences are highlighted, which both support the theoretical arguments for an economic regulation of supply by the sectorial organizations and provide some suggestions, which might be useful outside the Chianti Classico to improve the effectiveness and reliability of the appellation of origin.

Brand management systems (BMSs) are of prime importance for brands to monitor effective brand management and enhance firms' performance. The existing scales take various conceptual bases and sometimes eliminate some dimensions, depending on the sector of activity. Based on praxis and a variety of sectors, the purpose of this paper is to identify stable dimensions of BMSs and make configurational patterns emerge according to firms' and sector's characteristics.

A total of 15 in-depth interviews (with a semi-structured questionnaire) were conducted with marketing and communication directors in five sectors of activity (cosmetics, convenience goods, industry, bank/insurance, media). Content analysis was used to examine the configurational patterns that emerged, following a strategy-as-practice approach.

A general BMS pattern emerged from the content analysis with three dimensions: brand identity and values-based, hierarchically based, and implementation based. Interestingly, typical configurations were identified on each dimension and distinct configurational patterns for five sectors.

Additional research on other sectors is suggested to further validate the findings as well as building a scale on the basis of the general pattern to analyze the effect of BMS on performance.

Configurational patterns represent a flexible, adaptive, and easy-to-apply way to approach and monitor BMS for researchers and managers.

This cross-sector research delineates innovative and integrated BMS dimensions and subdimensions emerging from practice and examines their universality. The key subdimension(s) for each dimension is (are) identified and related to recent research on BMS.

Focuses on how brand managers in fast‐moving consumer goods industries view their contacts with the various interfaces, allocate their working time and perceive the significance and quality of these contacts. Based on the product management literature, several hypotheses are proposed and empirically examined using data collected from a sample of 161 product managers, working for 48 companies in five different sectors in Greece. The results show that brand managers working in various sectors differ in the perception of their contacts with the various interfaces.

The purpose of this paper is to investigate the largely unexplored conceptualisation of the brand-as-a-person metaphor in small-to-medium-sized enterprises (SMEs) by examining its potential relation with the SME owner-manager, the pathways to its creation and development and the intuitive nature of this relationship.

A grounded theory approach was used, and data were collected through a set of 36 semi-structured interviews with 30 SME owner-managers in various sectors in Mexico.

The results indicate that SME owner-managers intuitively humanise their brands. The study revealed four pathways to develop the brand-as-a-person metaphor in the SME context: through personality traits, tastes and preferences, abilities and knowledge and values, all suggesting that SMEs’ brand-as-a-person metaphors are largely an extension of their owner-managers.

The paper presents a theoretical framework that illustrates the four pathways to the creation and development of brand-as-a-person that are derived from the brand’s relationship with the SME owner-manager. The results of cross-industry semi-structured interviews are limited to a single culture context.

SME owner-managers should first undertake an introspective personal assessment of their intuitive and conscious decision-making, as SME owner-managers often make decisions in an intuitive way. The results suggest that they should act in a more conscious, responsible and rational way when formulating their brand strategies.

This is the first study to clarify the profound influence of SME owner-managers’ personal characteristics, including personality traits, tastes and preferences, abilities and knowledge and values, on the brand-as-a-person metaphor. This study also confirms the intuitive learning strategy formulation of SME owner-managers’ branding practices and SMEs’ need for a more rational approach to branding.

Consumers’ digital engagement can bring various benefits to both brands and consumers. Besides, few studies investigated the outcomes of engagement with restaurant brands on Instagram. Therefore, this study aims to examine the effect of consumer engagement (CE) with restaurant brands on consumer-related factors (namely, consumer’s brand knowledge, perceived enjoyment and consumer social interaction) and brand-related factors (namely, e-WOM and brand reputation), as well as the mediating role of consumer-related factors.

The sample consisted of 394 Instagram followers of restaurant/coffee shop brands, and covariance-based structural equation modeling and bootstrapping were used to assess the hypothesized relationships.

The results show that CE with restaurant brands on Instagram enhances brand-related outcomes as well as consumer-related outcomes. Moreover, consumer-related factors partially mediate these relationships.

The findings of this study provide insights for restaurant managers and digital marketers to stimulate consumer-brand engagement.

To the best of the authors’ knowledge, this study is among the first that examines the effect of CE with restaurant brands on consumer- and brand-related outcomes on Instagram. The context of the study is Iran, which adds to the literature on CE that mainly focuses on developed countries.

The purpose of this paper is to review extant literature on social media marketing (SMM) in B2B service markets, by scrutinizing and categorizing potential benefits for firms. The study, in particular, empirically investigates the adoption of social media (SM) tools by firms operating in two conservative B2B service industries.

A systematic literature review is carried out driving to a deeper understanding of the current state of knowledge on SM in B2B services. Leading peer-review international journals are scrutinized performing ad-hoc queries on the Scopus database using pre-defined keywords. Moreover, a quantitative research is conducted on 60 firms, i.e. tanker shipping companies and ocean carriers, providing empirical insights on their SM activity on three SM platforms, i.e., Facebook, Twitter, and LinkedIn.

The outcomes from sample firms shed lights on the adoption rate of the most diffused SM tools, the size of the digital networks of stakeholders (number of followers), the intensity of the communication activity (number of posts, shares, photos, videos), and the level of customer engagement (number of likes and shares).

Research findings suggest to managers that SMM might be an easy-accessible and low-cost option for keeping the pace of sectorial transformations and creating a competitive advantage even in conservative sectors.

The paper, by investigating B2B service sectors, addresses an interesting gap in SMM literature as prior studies mostly focused on B2C industries and manufacturing contexts.

This study is a comparative organizational analysis of the four subsectors of the Indian information technology (IT) industry, namely, IT service (ITS), business process outsourcing (BPO), software products services (SPS) and engineering and R&D (ER&D). The purpose of this paper is to empirically identify the cross-sectorial attributes, organizational characteristics and the talent best suited to it.

Data were collected using a qualitative research design with semi-structured interviews of 17 industry experts.

Findings suggest there are differences in the internal organization of each subsector and this influences the talent attracted toward it. ITS and BPO are perceived as customer driven sectors where technology is an enabler to facilitate smooth functioning of customer operations. Conversely, technology is the core factor that drives SPS and ER&D. Similar observations and differences in the design, environment, individual motives and competencies are identified. The study also identified the inter-relationships between organizational characteristics, task and social structures in the IT industry using Perrow’s organizational theory.

The findings identify contextual dimensions and shared patterns that exist between the subsectors. At the same time, it distinguishes each subsector in terms of observable and objective characteristics. Significantly, the study highlights the inter-relationships between technology, task, raw material, goal and social interactions. However, the authors stop short of framing hypotheses to test the relationships identified here.

This cross-sectorial study delineates between the four subsectors and provides a foundation for pursuing future investigations in the right direction. This attempt to systematically analyze and compare all the subsectors of the IT industry simultaneously is a distinctive approach. The sectorial diversity suggests a need for talent management practices that will fit the unique characteristics of each subsector.

This paper examines four underlying trends in the changing business environment relating to information technology and geographic, functional and sectorial integration. It discusses three required changes in management focus needed to reach global profitability from product inception to promotion. The skills required for this change are listed by functional area, although the techniques are predominantly cross‐cultural. This paper explains the steps needed to move from a traditional firm to a globally competitive network and the cultural barriers to building consumer‐focused extended‐value chains. Finally it discusses ways in which business school education can promote strategic thinking about profitability and heighten awareness of the potential gains from cooperative inter‐firm partnerships.

This chapter is focused in a methodological frame to study the practices of entrepreneurial agents and the startups in nontechnological sectors in the middle-income countries. The startup of ideas involves three phases that comprise the first life cycle of a possible company considering too sociocultural aspects as external factors implied in the creation, prototype, and entry to markets. In Latin America, the type of risks experienced by companies in their early stages of life and incubation are not known in a timely manner. The lack of information on entrepreneurship and its agents in countries such as Mexico also inhibits visualization of heterogeneity of contexts to business development, and how some regions are more propensity to boost startups than others, in different sectorial and branches of knowledge. Mexico like rest countries in Latin America has a high percentage of SMEs focused in sectors that are innovative but not are participating in the last technological waves. For this reason, it is necessary to know how these agents prepare, manage, and apply entrepreneurship in accordance with institutional, technological, and sociocultural dispositions to structure their experiences and make more vigorous the territorial entrepreneurial. Small and medium businesses are building new paths taking advantage of territorial and cultural opportunities. Applying the framework proposed in the last part of this chapter is presented a case of study of an entrepreneur oriented to craft brewer production in Tijuana, Mexico.