Search results

1 – 10 of over 36000
To view the access options for this content please click here
Book part
Publication date: 29 January 2018

Gábor Nagy, Carol M. Megehee and Arch G. Woodside

The study here responds to the view that the crucial problem in strategic management (research) is firm heterogeneity – why firms adopt different strategies and…

Abstract

The study here responds to the view that the crucial problem in strategic management (research) is firm heterogeneity – why firms adopt different strategies and structures, why heterogeneity persists, and why competitors perform differently. The present study applies complexity theory tenets and a “neo-configurational perspective” of Misangyi et al. (2016) in proposing complex antecedent conditions affecting complex outcome conditions. Rather than examining variable directional relationships using null hypotheses statistical tests, the study examines case-based conditions using somewhat precise outcome tests (SPOT). The complex outcome conditions include firms with high financial performances in declining markets and firms with low financial performances in growing markets – the study focuses on seemingly paradoxical outcomes. The study here examines firm strategies and outcomes for separate samples of cross-sectional data of manufacturing firms with headquarters in one of two nations: Finland (n = 820) and Hungary (n = 300). The study includes examining the predictive validities of the models. The study contributes conceptual advances of complex firm orientation configurations and complex firm performance capabilities configurations as mediating conditions between firmographics, firm resources, and the two final complex outcome conditions (high performance in declining markets and low performance in growing markets). The study contributes by showing how fuzzy-logic computing with words (Zadeh, 1966) advances strategic management research toward achieving requisite variety to overcome the theory-analytic mismatch pervasive currently in the discipline (Fiss, 2007, 2011) – thus, this study is a useful step toward solving the crucial problem of how to explain firm heterogeneity.

Details

Improving the Marriage of Modeling and Theory for Accurate Forecasts of Outcomes
Type: Book
ISBN: 978-1-78635-122-7

Keywords

To view the access options for this content please click here
Article
Publication date: 6 March 2020

Pramod Iyer, Arezoo Davari, Saurabh Srivastava and Audhesh K. Paswan

The purpose of this study is to investigate the manner in which market orientation types facilitate the development of brand management processes (strategic brand

Abstract

Purpose

The purpose of this study is to investigate the manner in which market orientation types facilitate the development of brand management processes (strategic brand management and internal branding), and brand performance.

Design/methodology/approach

The research model is assessed using data collected from brand executives. Existing scales are used to measure all the focal constructs. Partial least squares-based structural equation modeling (PLS-SEM) using the Smart-PLS 3.0 software is used to check for the psychometric properties of the scales and to test the hypotheses.

Findings

The results of this study indicate that proactive and reactive market orientation influence the internal branding and strategic brand management. The mediating role of strategic brand management in the relationship between proactive market orientation (PMO) and brand performance is significant. Similarly, internal branding mediates the relationship between PMO and brand performance. Also, strategic brand management and internal branding mediate the relationship between responsive market orientation (RMO) and brand performance. Results also indicate that market turbulence negatively moderates the relationship between strategic brand management and brand performance.

Research limitations/implications

Building on literature from brand management, organizational capabilities and market orientation, this study explicates the role of PMO and RMO in influencing different strategic brand management and internal branding, and subsequently, brand performance. The perspective used in this study provides an insight into how organizations can develop and manage brands from a process perspective.

Practical implications

To develop the brand management capability, organizations may benefit from cultivating processes that seek to meet the latent customer needs through explorative and proactive information seeking, and at the same time, pursing processes that focus on capturing the existing customer and competitor trends in the market.

Social implications

This study hopefully helps marketers realize that brand management function needs to move toward being more dynamic in nature.

Originality/value

This study borrows from the existing research on market orientation, branding and brand management to argue that organizations are required to not only maximize the brand returns in the existing market but also to adapt to the changes in the future.

Details

Journal of Product & Brand Management, vol. 30 no. 2
Type: Research Article
ISSN: 1061-0421

Keywords

To view the access options for this content please click here
Article
Publication date: 21 September 2010

İrem Eren Erdoğmuş, Muzaffer Bodur and Cengiz Yilmaz

This study aims to develop and test a theoretical model to delineate the effects of target market characteristics, firm characteristics and strategic resources, and…

Abstract

Purpose

This study aims to develop and test a theoretical model to delineate the effects of target market characteristics, firm characteristics and strategic resources, and product characteristics on standardization decisions in brand management of emerging market firms. The effects of standardization on brand performance in international markets are also to be explored.

Design/methodology/approach

The study develops a model based on the extant literature and tests its relevance through a survey of eligible managers in charge of international brand operations of 94 strategic business units in Turkey.

Findings

The empirical findings indicate that several factors exist as significant drivers of standardization decisions at various levels of brand management. Interestingly, even though firm characteristics and strategic resources were found to be the most critical drivers of brand performance, standardization versus adaptation approaches did not have any significant impact on strategic brand performance.

Originality/value

The study takes a standardization perspective to strategic brand management in international markets and tests it from the perspective of emerging markets.

Details

European Journal of Marketing, vol. 44 no. 9/10
Type: Research Article
ISSN: 0309-0566

Keywords

To view the access options for this content please click here
Article
Publication date: 5 October 2020

Pramod Iyer, Arezoo Davari, Mohammadali Zolfagharian and Audhesh Paswan

The purpose of this study is to examine the extent to which an organization’s pursuit of radical and disruptive innovations and refinement of existing processes and…

Abstract

Purpose

The purpose of this study is to examine the extent to which an organization’s pursuit of radical and disruptive innovations and refinement of existing processes and incremental innovations influence the brand management capability, and subsequently, the brand performance in business-to-business firms.

Design/methodology/approach

The key informant approach is used for data collection. Panel data are obtained using the services of a reputable research firm. Existing scales are used to measure all the focal constructs. Partial least squares based structural equation modeling is used to test the hypotheses.

Findings

The results of this study indicate positive associations of both exploitative and exploratory innovation types with brand management processes. These findings signify the need for organizations to balance both these innovation types to maximize their performance.

Research limitations/implications

This study prescribes an insight into the complex relationship that exists between organizational ambidexterity, brand management processes and brand performance, providing a framework that reconciles the seemingly conflicting goals of relevance and consistency in the development of brand management capability.

Practical implications

Given that very few firms can achieve ambidexterity, this study provides a means to maximize the potential of this organizational process.

Originality/value

This study borrows from the existing research on brand management to argue that organizations are required to balance both exploitative and exploratory innovation types to maximize their performance.

Details

Journal of Business & Industrial Marketing, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 0885-8624

Keywords

To view the access options for this content please click here
Article
Publication date: 21 August 2017

Muhammad Anees-ur-Rehman, Saila Saraniemi, Pauliina Ulkuniemi and Pia Hurmelinna-laukkanen

The purpose of this paper is to learn how strategic hybrid orientation – constructed from brand and market orientations – is related to the brand awareness, brand

Abstract

Purpose

The purpose of this paper is to learn how strategic hybrid orientation – constructed from brand and market orientations – is related to the brand awareness, brand credibility, and financial performance of business-to-business (B2B) small- and medium-sized enterprises (SMEs).

Design/methodology/approach

The questionnaire was used in a survey to collect data from 250 Finnish B2B SMEs. The sampled firms were categorized into four clusters according to a two-by-two matrix, and their relationships with the brand performance outcomes were examined using one-way ANOVA and multiple regression.

Findings

The results indicate that strategic hybrid orientation is positively related to all three dimensions of brand performance, showing that two dissimilar orientations can complement each other in improving brand performance outcomes. However, the strength of complementary interaction seems to vary depending on the degree to which brand- and market-oriented attributes dominate in a firm’s strategy.

Originality/value

This is one of the first studies to provide empirical evidence to support the concept of strategic hybrid orientation for branding in B2B SMEs. This study aims to contribute to existing research on SME branding by capitalizing on B2B branding and strategic management literatures.

Details

Journal of Small Business and Enterprise Development, vol. 24 no. 3
Type: Research Article
ISSN: 1462-6004

Keywords

To view the access options for this content please click here
Article
Publication date: 1 February 2013

Deryck J. van Rensburg

The purpose of this paper is to outline a growth strategy and a conceptual model for large consumer packaged goods (CPG) firms that involves venturing with brand

Abstract

Purpose

The purpose of this paper is to outline a growth strategy and a conceptual model for large consumer packaged goods (CPG) firms that involves venturing with brand entrepreneurs to access innovative or disruptive new brands called “strategic brand venturing” (SBV). It aims to ground the model conceptually using the intersection of three domains: entrepreneurship, strategic management, and marketing.

Design/methodology/approach

An emerging development among large CPG firms known for their branding and marketing prowess has been to create dedicated brand/consumer venturing units (e.g. Coca‐Cola, P&G, Nestle, Clorox, General Mills, Unilever) as a means of creating new growth horizons. The paper notes this recent development and opportunity. It offers a conceptual explanation of how to think about this using domain intersection literature and a practice‐based description of the dimensions involved in executing such a strategy.

Findings

The paper is conceptual and practice‐oriented. No fieldwork was conducted. However, the work is based on industry practice and a longitudinal participant observation within a Fortune 100 firm over a five‐year period.

Research limitations/implications

Researchers are encouraged to empirically examine this new option in further depth.

Practical implications

The capability dimensions needed to execute are outlined.

Originality/value

External corporate venturing in technology‐intensive industries is an established and growing practice. However, equity investments by large CPG corporations in entrepreneurial brand firms represents a corporate entrepreneurship opportunity that has hitherto received scant/no attention in the literature. A conceptual model is proposed based on industry practice but grounded in a novel use of domain intersection literature to encourage further action and research.

Details

Management Decision, vol. 51 no. 1
Type: Research Article
ISSN: 0025-1747

Keywords

To view the access options for this content please click here
Article
Publication date: 13 February 2009

Dũng Anh Vũ, Yongjiang Shi and Terry Hanby

The paper aims to provide both academics and practitioners a strategic framework for integrating brands in horizontal mergers and acquisitions (M&As) in order to create…

Abstract

Purpose

The paper aims to provide both academics and practitioners a strategic framework for integrating brands in horizontal mergers and acquisitions (M&As) in order to create and deliver value.

Design/methodology/approach

A conceptual framework developed from a review of the existing literature and pilot case studies.

Findings

The paper first discusses the importance of brand integration for value creation in horizontal M&As from a practical perspective. The paper then reviews three related bodies of existing literature that are critical to this research – M&As, product and brand management, integration approach. This review leads to the identification of the research gap in the area of brand integration in M&As. The paper then develops and proposes a strategic framework for integrating brands in horizontal M&As based on the pilot case studies and existing literature.

Originality/value

The paper structures and classifies the fragmented existing literature in the domain of product and brand management into four major views – customer (market) perspectives, supply (manufacturing) concerns, product development (innovation and technology) considerations and value creation. This classification can be a useful approach for future research in reviewing the diversified product and brand management literature. The strategic framework developed here consolidates the four perspectives of product and brand management and the two views of strategic management (positioning and resource‐based) and presents four major strategies and a process for the successful integration of brands in post‐horizontal M&As. The paper also provides an overview of overseas M&A activities on the part of Chinese companies in terms of trend and motives and considers some implications of the brand integration strategic framework for Chinese companies when they acquire international brands. Future research priorities are also discussed and research methods recommended.

Details

Journal of Technology Management in China, vol. 4 no. 1
Type: Research Article
ISSN: 1746-8779

Keywords

To view the access options for this content please click here
Article
Publication date: 6 October 2015

RayeCarol Cavender and Doris H. Kincade

The purpose of this paper is to develop a luxury brand management (LBM) framework that accounts for the changing luxury environment (i.e. heterogeneous consumer…

Abstract

Purpose

The purpose of this paper is to develop a luxury brand management (LBM) framework that accounts for the changing luxury environment (i.e. heterogeneous consumer populations, operations within markets of varying maturity, need for seamless customer experiences, and Omni-channel retailing). Framework set within this new luxury business environment and environmental phenomena unique to the fashion industry (i.e. fashion adoption, zeitgeist).

Design/methodology/approach

Case study of leading luxury conglomerate, Louis Vuitton Möet Hennessy (LVMH), combined with in-depth historical review of luxury industry. Primary and secondary data sources yielded thick descriptions of brands in LVMH portfolio and larger luxury industry, in which conglomerate is the predominant organizational structure. Content analysis of data-tracked relationships and emergent patterns. Recontextualization techniques were employed to identify key dimensions of brand management operations for sample company and further explicated indicators, sub-variables, and measurements. Macro and micro dimensions were combined for the final framework.

Findings

Findings revealed a LBM framework with specific dimensions at the micro or company level that are combined with variables and indicators in the macro-business environment. Strategic management response was also identified as a tool companies can use to synthesize brand management strategies throughout company and remain adaptive to environment.

Originality/value

Contributes to company-based luxury research. Holistic findings; framework was constructed from the micro-company level within a macro-environmental context, increasing its relevancy for firms. Potential to be employed in strategic brand management decisions of luxury companies, regardless of their corporate structure, size, or age.

Details

International Journal of Retail & Distribution Management, vol. 43 no. 10/11
Type: Research Article
ISSN: 0959-0552

Keywords

To view the access options for this content please click here
Article
Publication date: 4 February 2014

Henrik Uggla

The purpose of this paper is to unfold the strategic direction of different brand management paradigms.

Abstract

Purpose

The purpose of this paper is to unfold the strategic direction of different brand management paradigms.

Design/methodology/approach

The paper is based on comparison between diverse brand management paradigms.

Findings

A make or buy approach to brand management eventually allows for an improved integration of brand strategy with business strategy, compared to more traditional approaches.

Practical implications

The perspectives and ideas discussed may potentially encourage a more entrepreneurial and business oriented approach to brand management.

Originality/value

The value of this paper emerge from the juxtaposition of different approaches to brand management, unfolding alternative approaches to the integration of brand and business strategy.

Details

Strategic Direction, vol. 30 no. 3
Type: Research Article
ISSN: 0258-0543

Keywords

To view the access options for this content please click here
Article
Publication date: 12 March 2018

Holger J. Schmidt and Jörn Redler

This paper contrasts research streams in corporate brand management (CBM) with perspectives on corporate strategy (CS). The aim is to examine whether CBM research is as…

Abstract

Purpose

This paper contrasts research streams in corporate brand management (CBM) with perspectives on corporate strategy (CS). The aim is to examine whether CBM research is as diverse as research on CS and to identify potentially new research perspectives within CBM.

Design/methodology/approach

First, the main dimensions to capture approaches and directions in general strategy research are carved out and integrated into a framework for subsequent analysis (strategy descriptor cube). Second, research streams within CBM are clustered into predominating schools. Third, the framework is then used to classify the identified schools, allowing further evaluation. In doing so, an innovative view on the status of and developments in CBM research is provided.

Findings

Most schools of CBM are built on rational and prescriptive approaches, while political and emergent conceptions are hardly addressed. Thus, from the strategy-derived dimensions, approaches to CBM are surprisingly homogenous, with only one school diverging from the dominating pattern. A variety of perspectives as found in strategy research cannot be validated for CBM. Alternative conceptualizations to CBM in terms of assumptions about the genesis of strategic directions and the perspective of analysis might provide impetus for progress in CBM research.

Research limitations/implications

The question arises why emergent and political perspectives have not been seriously pursued in the past decades of brand research. Researchers might seize opportunities to be further stimulated from the many faceted research approaches in CS. Further dimensions for description, as well as alternative clusterings of CBM schools, should be discussed.

Practical implications

A broadening of perspectives, including potentially a more attentive reception of agile trends in CBM, might become increasingly relevant for CBM practitioners. As new realities shape the present and future of corporate brand building, new paradigms should be explored and tested.

Originality/value

The corporate brand strategy link is evidently important; however, to date, few papers have such a focus. This is the first paper to apply reasoning and perspectives that have contributed to significant developments in CS research to the current situation in CBM research. It introduces a novel way to analyze and discuss developments between and within CBM schools.

Details

Journal of Product & Brand Management, vol. 27 no. 2
Type: Research Article
ISSN: 1061-0421

Keywords

1 – 10 of over 36000