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This study aims to analyze the business process management (BPM) applicability to a destination country-brand of a Latin American developing country and present a new process model for it.

This is a qualitative exploratory study whose unit of analysis is the BPM applicability to the destination country-brand of a Latin American developing country. Primary data were obtained through in-depth interview with the developing country's tourism international promotion agency. The secondary data were government reports and research papers on country-brand studies. Data analysis was carried out using stakeholder business context model, architecture processes, pain/gain matrix and BPMN for modelling.

The results present a new process model for country-brand management to reduce existing barriers. Three steps were carried out: analysis and modelling of the current processes of country-brand management; presentation of the current processes' problems and analysis and modelling of future processes country-brand management.

A theoretical contribution is provided in the literature on processes and country-brands since no previous studies relate these concepts and present a process-oriented management analysis for country-brands.

The main practical contribution was to identify the country-brand management problems, propose solutions to them and generate a new process model for country-brands that can be used as a managerial tool for national tourism organizations to improve their brands.

The present study is original as it approaches the first analysis of country-brand development with an emphasis on its process management.

This special “Anbar Abstracts” issue of the Journal of Product & Brand Management is split into ten sections covering abstracts under the following headings: Marketing strategy; Customer service; Pricing; Promotion; Marketing research; Product management; Channel management; Logistics and distribution; New product development; Purchasing.

This special “Anbar Abstracts” issue of the Journal of Product & Brand Management is split into six sections covering abstracts under the following headings: Marketing strategy; Customer service; Pricing; Promotion; Marketing research, customer behavior; Product management.

Sectoral brand management processes have presented planning, development and implementation challenges. With the aim of reducing these managerial problems, the purpose of this paper is to revise the structure and the processes of the sectoral brands management.

This is a qualitative exploratory study, with its unit of analysis being the process of managing the brand of the Brazilian fashion sector. Primary data collection was obtained through in-depth interviews with the seven industry associations and with the company responsible for the brand consulting. The secondary data used were reports about the branding process of the brand provided by respondents. Data analysis was provided by using the VSM to modeling sector structure and BPMN to processes modeling.

The results present a new sectoral brand structure and process to reduce existing barriers. Three sections were carried out: analysis and modeling of the current structure and processes of sectoral brand management; presentation of the current structure and processes problems; analysis and modeling of future structure and processes of sectoral brand management.

A theoretical contribution is provided in the literature of systems, processes and sectoral brands, since there are no previous studies that elaborated a system structure and process for sectoral brands. In addition, other theoretical contribution is the presentation of a future process model that relates brand management process with its system structure, that is, it relates BPM analysis with VSM.

It is also possible to indicate that VSM and BPM can contribute to the management of sectoral brands, through the structural and process problems identification and also by making possible to suggest future management improvements to reduce the barriers that were identified.

The present study originality is the approach of the first analysis of sector brand management with emphasis on its structure and processes that were experienced by the Brazilian fashion sector.

Sectoral brands are umbrella brands created to represent all companies’ products belonging to a country’s economic industry abroad to enhance their export performance. This study aims to explore the development of a sectoral brand model through the optic of the social constructionist perspective. Besides, this study also proposes to apply the model to a sectoral brand case in the business-to-business market.

The authors have developed a systematic qualitative literature review to provide a theoretical basis for the attributes chosen to compose the social constructionist sectoral brand management (SCSBM) model. To apply the model, the authors have conducted a series of 17 in-depth semi-structured interviews with the association’s managers that constitute the sectoral brand development, the director of the branding consultancy firm and specialists on place branding.

The authors present the SCSBM model, highlighting that sectoral branding should be seen as a dynamic and continuous process with the integrated participation of all industry stakeholders. Moreover, the authors have applied the model to the Brazil Fashion System brand.

The main contribution to theory is the link between sectoral brand management and the social constructionist approach, being the first study, to the best of the authors’ knowledge, to propose this connection. SCSBM model extends previous work on sectoral brands by adopting a social constructionist view.

The SCSBM model might contribute to marketing professionals willing to develop sectoral brands across multiple economic sectors and geographies.

The study’s originality lies in developing the first model, which adopts a social constructionist approach to sectoral brands.

The purpose of this paper is to evaluate the applicability of the strategic place brand-management model (SPBM) for a product-place co-branding context, focussing on Sri Lanka’s tea industry.

Conducted as an exploratory case study, pattern matching and explanation building methods are employed to analyse data from secondary sources such as archival data and documentation.

Strategic components of place branding in SPBM are applicable for product-place co-branding, as evidenced in Sri Lanka’s tea industry, although key strategies appear to be reactive rather than proactive in this context.

The findings provide reassuring guidance to practitioners on applying strategic place branding models in product-place co-branding settings, given the unique risks associated with product-place co-branding.

Given the novelty of and the need to advance knowledge on product-place co-branding as a component of place branding, this study extends extant literature on the use of SPBM in a successful product-place co-branding setting. Additionally, it extends the value of place branding concepts for industries other than popularly studied tourism.

Places in competition for inward investment increasingly apply place brands to address their target groups, often being unable to adequately establish the effectiveness of this approach. Based on theoretically derived components and structures an empirically validated model – the investor‐based place brand equity model (IPE) – is presented. Using the example of North European creative industries investments in Germany, the purpose of this paper is to illustrate the application of the model in establishing the effectiveness of place brands. This is preformed with the German place brand “Lübeck” as the illustrative case.

Theoretically derived model components and structures to establish the effectiveness of place brands from an investor perspective are tested empirically. This empirical test encompasses primary data from 101 North European creative industries investors in Germany (31 percent of total population).

The effectiveness of place brands in influencing the behaviour of inward investors can be established by identifying and applying suitable place brand attributes and place brand benefits. While place brand attributes assist the operational place brand management, place brand benefits support strategic decisions to be taken by place brand managers.

The model is limited to establish the effectiveness of place brands from the investor's point of view. If this approach can be related to the costs of implementation, the model can be extended to assess the efficiency. Within the context of this research, establishing the effectiveness is considered to be the only reliable approach for the time being since the costs of the place branding activities can usually not be delimited from economic development budgets. The model has not yet been considered for other target groups (e.g. tourists, residents).

So far this area of research has been approached by case studies. Considering this limited research basis, this paper aims at developing a generic approach to identify and validate those components and structures which can increase the effectiveness of place brands from an investor's perspective.

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.

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.

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.

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.

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

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.

The purpose of this study is threefold. First, human brands are conceptualized and the distinction between them and personal brands is established. Second, human-brand research is reviewed in light of a strategic brand management framework and gaps in the knowledge that may suggest new research pathways are identified. Third, the extent to which a brand management model designed for products could be applied to human brands is explored.

A systematic literature review was conducted in this study. The content analysis of the selected set of papers allowed the assessment of the state of this field of brand management and the identification of proposals for future research.

Substantial research exists on different aspects of human brands. However, these studies are fragmented in nature, thus highlighting the need for specific and complete human-brand management models.

A limitation of this literature review is that it is based on a sample of papers collected by one specific criterion; furthermore, the way the papers were classified may be challenged. However, this study provides a comprehensive picture of studies on human brands available today.

A parsimonious distinction and connectivity between human and personal brands suggest a branding-by-individual continuum. Additionally, to the best of the authors’ knowledge, this study is the first identifiable one that summarizes the growing literature on human brands, reveals important gaps in the knowledge and calls for the development of particular human-brand management models.