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Well‐documented corporate demands for crossfunctionally competent employees have instigated a wide variety of efforts by the educational community to integrate business curricula. Many colleges and universities struggle to functionally integrate business programs that historically have been delivered by well‐defined, and often well‐siloed, disciplines. Drawing from the numerous published and unpublished case studies of cross‐functional integration attempts, this study develops a framework of critical issues to consider when developing an integrated program. The framework develops five major categories of issues (strategic, leadership, administrative, faculty, and student) to help universities identify typical program decisions and potential roadblocks that may inhibit the development of a successful program.

Bad service experiences potentially leading to long‐standing grudges can be quite costly for an organization. In many cases, corporate actions and policies cause grudges as consumers grow more and more frustrated about their interactions with large, impersonal companies. The primary objectives of this study were to examine through empirical research the causes of consumer grudgeholding, the behaviors undertaken by grudgeholders in response to their outcome, the impact of grudges against businesses, and whether differences exist depending on the grudgeholder’s age. The findings suggest that older consumers are more likely to discuss their concerns with store, company or organization employees, and in addition, they can be expected to tell more people outside of the firm than younger consumers. While neither younger nor older consumers appear highly inclined to purchase products or services from the firm following a bad experience, older respondents displayed a stronger aversion to the company, store or firm in question.

This paper seeks to propose and test the appropriateness of a brand community within an internal branding framework.

Using the multidimensional constructs of brand community and the strengths of internal branding strategies, this study explores the theoretical underpinnings of combining the two constructs.

Intraorganizational brand communities are presented as a viable strategic possibility for targeting internal branding participants. Results lend strong support to the need for and efficacy of internal brand communities, and provide an opportunity to examine the strategic synergies of pursuing such a strategy for internal as well as external audiences.

The study was delimited to domestic participants. Additional studies are recommended to further test the constructs of brand community membership in an internal brand community.

External branding initiatives and communications can be used internally, among employees, to build positive brand associations and brand affinity. Further, implementing an internal brand community can lead to increases in the emotional buy‐in of employees and ultimately could help companies increase the proportion of “champion” employees.

The study integrates the research streams of brand community and internal branding and studies the viability of conducting internal branding within a brand community framework.

Many articles and books have been written about building, measuring and managing brand equity – primarily from the perspective of the marketing function. However, the management of the “internal touchpoints” necessary to deliver on the brand promise has received less attention. The paper aims to study these.

A two‐wave e‐mail survey was administered to business seminar participants. Multi‐item measures and a six‐point Likert scale were developed and analyzed to better understand the perceived involvement of human resource (HR) in internal branding efforts and the relationship between HR involvement and the incorporation of the brand message into work activities and attitude toward the brand.

In spite of well‐documented internal branding initiatives, there appears to be room for improvement among HR departments in terms of successfully delivering the corporate branding message. However, there does appear to be a strong personal attitude toward the brand among US professionals, and a strong relationship exists between HR involvement in internal branding and the incorporation of the brand into work activities.

Employees seem to have a more positive attitude toward the brand and are more likely to incorporate this image into their work activities when there is some degree of HR involvement in the internal branding process.

The successful promotion of the internal branding doctrine may be as dependent on HR initiatives as on those developed in the marketing department. By involving HR in internal branding projects, firms can better use internal communications to give employees a deeper understanding of the brand and the role that they play in enhancing the brand promise.

Building brand loyalty has become more important, yet more difficult to achieve in today's marketplace. This research investigates a possible avenue for building brand loyalty that is not directly related to the marketing of the product – attracting individual investors in the brand's corporate parent. A survey of over 500 individual investors revealed that individual investors do tend to buy brands from companies in which they hold stock, and investors may buy stock in a company because they have experience with the brand. In contrast with brand loyalty, where consumers will not buy competitive offerings, individual investors indicated they would buy competitive offerings, suggesting that stock ownership is more likely to lead to repeat purchase behavior, but not brand loyalty.

In this article, the purpose is to discuss the Brand Recall Index (BRI) as an easily implementable marketing metric to assess the brand equity for any brand specific to an identified segment.

Two quasi‐experimental timed surveys were conducted to assess the robustness of the Brand Recall Index (BRI).

Findings demonstrate assessment potential of the BRI.

The study demonstrates the viability of BRI as a managerial measure; however, it does not necessarily demonstrate downstream nomological validity. Future research could address the influence of changing mindshare, as uncovered by BRI, on market share for a brand.

Ongoing assessment of BRI will enable brand managers to track a brand's evolving mindshare in identified segments and allow them to take corrective action.

This paper develops an easily implementable index to measure brand value–an intangible yet critical asset for any firm.

One of the most popular topics in American business today is reengineering. Rarely has such a misunderstood term been embraced so widely in theory and in practice. Numerous definitions and lists of key components to successful reengineering have confused managers as to what reengineering is in theory and in practice. Brings together the diverse literature and identifies clearly the activities, questions and process changes theorized to be necessary in reengineering efforts. In addition, reports the results of a survey designed to assess which of these purported activities, questions and process changes are, in practice, part of reengineering efforts as perceived by marketing professionals. Over 200 marketing professionals revealed their perception of firms’ involvement in reengineering, and evaluated involvement in key activities, process changes and asking of fundamental questions. The results reveal interesting discrepancies between theoretical reengineering and reengineering in practice. Implies that reengineering may not be a black‐and‐white issue, but rather exist on a gray continuum.

Auditory branding is the association of a non‐verbal, auditory identity for a brand. Sonic logos, or “sogos,” are a key element of sonic branding. This paper seeks to examine the systematic influence of an objective property, the number of tones in a sogo, on consumers' willingness‐to‐pay for the associated brand.

A laboratory experiment was conducted to test hypotheses.

Findings suggest that the number of tones in a sogo systematically influences willingness‐to‐pay in a non‐linear manner. Sogos with very few (three) tones or numerous (nine) tones are perceived to be less valuable than sogos with a moderate number (six) tones. This influence is mediated by the fluency with which the sogos are processed.

Although this study examines only one objective property of a sogo, it lays the theoretical foundation for a new research stream by connecting the processing fluency literature and logo literature to provide objective design guidelines for auditory branding elements. Future research could address the influence of other objective properties such as the contour (ascending/descending) of a sogo.

Although sogos are important and costly branding devices, their creation depends on intuition rather than objective parameters. Findings demonstrate that number of tones in a sogo systematically influences willingness‐to‐pay for the associated brand – a direct economic practical implication.

Despite its undeniably central role, sonic branding is a sparsely researched area. This paper demonstrates a strategic outcome for a brand leveraging sound as information.

The purpose of the paper is to develop and test a psychometrically valid scale for musical intelligence as an individuating variable. This scale can elicit individual differences on reactions to sonic branding stimuli such as audio logos, radio jingles and commercial music.

A two-step confirmatory factor analysis followed by structural equation modeling was used to develop and test the scale. Data were collected across three studies consisting of 470 participants. The scale was developed and nomologically validated.

Findings suggest that musical intelligence discriminates reactions to music as evidenced by the three component conceptualization of musical intelligence.

This study offers an original, three-component conceptualization of musical intelligence, proposes a measurement scale and then presents evidence of construct validity. Finally, the paper discusses potential applications of the scale in personality research.

The purpose of this paper is to examine the relationship between internal branding (IB) and employees' brand commitment and analyze how transformational leadership (TFL) moderates this relationship.

Data were collected through structured questionnaires from 394 employees in Indian telecommunication sector. The hypotheses and conceptual model were tested by structural equation modeling (SEM), using Statistical Package for Social Sciences (SPSS) and Analysis of Moment Structures (AMOS).

The results suggest that employees' brand commitment is higher when organizations implement IB supported by transformational leaders. Results also indicate that impact of IB on affective commitment (AC) and normative commitment (NC) is greater than its impact on continuance commitment (CC).

Consistent with the brand commitment dimensions, the findings present an empirically tested comprehensive and integrative model of IB moderated by TFL. This study provides scholars a deeper understanding of relationship among IB, employee's commitment and TFL. Though multicollinearity is addressed, presence of cross-sectional data is a limitation in the study.

The study would help practicing managers to gain a new perspective to manage their internal brand mechanisms through TFL style by stimulating change among employees and create emotionally committed brand advocates.

This paper suggests an empirically validated framework of IB tested for moderation effect by TFL. It adds value to literature by reinforcing the effect of IB employees' AC and NC, especially among customer contact employees who represent brand during customer service delivery in telecommunication sector.