Search results

Account planning has established itself as a core competency of many top advertising agencies. The role of account planner is a result of advertising agencies’ recognition that effective advertising demands the influence of consumer insights, competitive intelligence, and trends analysis. Yet, as necessary as the account planner’s strategic input is to the advertising placement and creative output, it does not supply the prerequisite upstream strategic foundation that is defined and delivered by business and brand strategy. Business strategy must be accounted for to ensure that a firm’s market opportunities, brand opportunities, and core competencies are being fully exploited in all marketing activities. In turn, brand strategy must be leveraged into the account planning process to ensure that a brand is optimally represented within the brand portfolio, its positioning supported, its values reflected, and its personality celebrated in all marketing communications.

The paper aims to explore how companies communicate their heritage by drawing on heritage marketing and corporate communications literature and mapping the corporate heritage communication strategies of iconic Italian brands.

The study adopts an inductive multiple case study approach, analysing the communication of corporate heritage by nine iconic Italian brands (Pastificio Lucio Garofalo, Barovier & Toso, Pasta Farina, Ducati, Amaro Montenegro, Fiat, Bonomelli, Olivetti and Illy).

In communicating corporate heritage, companies adopt different strategies that vary along two main dimensions – the subject of the story and the tone of voice of the content. The strategies are: (1) heritage for authenticity; (2) heritage for market leadership; and (3) heritage for continuity.

From a theoretical point of view, the study highlights that heritage marketing strategies vary according to underlying strategic themes and narrative approaches. From a managerial point of view, it offers a preliminary guide for the development of corporate heritage communications, also providing indications for their implementation.

This study is amongst the firsts to investigate the strategic antecedents that can shape corporate heritage communication strategies. It represents an integration of the existing literature, which is limited to the descriptive presentation of heritage marketing principles and tools.

Brand managers must decide between extension and alliance strategies to grow their brands. This paper aims to describe testing of consumers' responses to two alternative brand growth strategies: an extension strategy whereby a brand moves into a new category alone, and an alliance strategy whereby the same brand moves into the new category as a branded ingredient in a brand already established in that category. How far to stretch a brand is yet another strategic choice facing the brand manager, and the current research tests, under short and long category‐stretch conditions, the attitudinal responses to extension and alliance strategies.

The paper builds on the categorisation and incongruence literature. An experiment was employed to test the main hypotheses in the study.

Extensions outperform alliances, especially when the brand undertakes a long stretch, and short‐stretch strategies outperform long‐stretch strategies.

An extension strategy may be preferred to an alliance strategy, especially in situations in which the new growth opportunity requires a long stretch.

The paper compares, in the same study, the attitudinal effects of two important growth strategies widely employed by companies. Previous studies have assessed the performance of these two strategic options only separately.

The aim of this paper is to investigate competitive pricing strategies of apparel brands and retailers.

The paper begins with a broad discussion of competition by examining Porter's five forces model, and narrows by examining price competition within price tiers in the retail apparel industry according to store format and brands. Included are case studies of apparel retailers and brands incorporating concepts of pricing strategies, brand positioning, and price competition, with a focus on retail channel relationships. The paper analyzes the impact of price competition on apparel retailers and brands, and further examines price tiers as a competitive strategy.

The study reveals that the concept of price tiers is applicable to apparel retailers and brands. Price tiering is a vehicle for market positioning for the retail apparel industry. Retailers are enacting a price tier strategy by branding their retail store formats or engaging store brands as a vehicle of differentiation for a tier. Retailers and brands can be successful with a price tier strategy, unless they fail to differentiate between tiers on factors other than on price alone.

The lack of relevant price competition literature, relating to the retailer apparel industry, forced the exploration of price competition literature from grocery and automotive sectors.

The paper provides useful information on the impact of price competition on apparel retailers and brands, and also price tiers as a competitive strategy.

This study aims to develop a comprehensive conceptual framework to investigate how green brand positioning strategies positively impact consumer response. It focusses on uncovering the causal mechanism in which such effect is mediated by brand stereotypes. Additionally, it outlines the moderating role of construal level in this formation process.

Three experimental studies were conducted to examine the hypotheses. Study 1 tests the positive influence of green brand positioning on consumer response. Study 2 tests the dual mediating effect of warmth and competence in the relationship between green brand positioning and consumer response. Study 3 further examines the moderating role of construal level in the effects of green brand positioning on brand stereotypes.

The findings reveal that green emotional positioning strategies are predominantly stereotyped as warm while green functional positioning strategies are predominantly stereotyped as competent. Both warm and competent mediate the effects of green brand positioning on consumer response. Furthermore, a congruency between green emotional positioning and high-level construal, as well as the match between green functional positioning and low-level construal, leads to more warmth and competence perception.

This study contributes to green brand management literature by proposing a brand stereotype-based mechanism to explain how green brand positioning strategies trigger consumers’ stereotyping process, leading to positive consumer response. This study also identifies the construal level as a moderating variable that impacts consumers’ warmth and competence perceptions towards two kinds of green brand positioning strategies. Managerially, the findings of this study provide managerial ideas for developing green branding strategies.

The purpose of this study is to examine the branding strategies of SMEs from NIEs, juxtaposing the different strategies used to specifically target developed and developing countries with regard to brand-building approach, type and number of brands and degree of standardization.

A case-study approach is used. In-depth interviews are conducted with 10 Korean consumer-goods SMEs exporting their own in-house brands.

Clear differences emerge between the strategies of SMEs entering developed countries and those entering developing countries, particularly regarding brand identity development, use of foreign sales subsidiaries and number and types of brands used. The authors find an interaction effect between product characteristics and host market levels of economic development, both of which influenced the degree of product standardization.

This study is the first attempt to uncover the branding strategies of NIE consumer-goods SMEs. The findings contribute to the field by extending our understanding of branding strategies used by consumer-goods SMEs from NIEs, thereby providing useful insight for other NIE enterprises when establishing branding strategies aimed at foreign markets.

This paper aims to show how consumers process information differently under two dissimilar types of brand strategies. By analysing data from dishwashing detergent consumers who evaluated two different brands, one with a high differentiated/performance/price brand (HB) strategy and other with a low differentiated/cost/price brand (LB) strategy, it is shown how the structural relationship between some constructs differ under each price brand strategy. With a structural path analysis, the product performance, customer satisfaction, customer perceived value and behavioural intentions relationship are assessed. Additionally, the moderating effect of the brand strategy in this structural relationship is tested.

Data of a sample of n = 273 Mexican dishwashing detergent users were analysed. Respondents evaluated two brands of dishwashing detergent. One brand followed a high differentiated/performance/price strategy (Axion) and the other used a low differentiated/cost/price strategy (Roma). Participants had to have been consumers of both brands of detergents. A structural path analysis to show the moderating effect of the brand strategy was implemented. A nested comparison invariance test for structural weights to corroborate differences was used, as well.

Results confirm structural differences between both brand strategies in the constructs relationship. The HB strategy showed that both satisfaction and perceived value have a mediating effect between product performance and brand intentions; on the other hand, the LB strategy showed that only satisfaction has a mediating effect between these two constructs. The explanation amount for dependent latent variables was higher for the HB strategy than for the LB strategy.

This study offers a distinct view of the differentiated/quality brand strategy – low cost/price brand strategy duality. It provides a theoretical-empirical explanation of the cognitive processes that both strategies involve for a customer. As well, this study conceptually relates the generic strategies theory with the use of specific brand strategies.

The purpose of this article is to describe a method of assessing brand equity quantitatively.

The article describes an example of analysis using publicly available financial data to assess brand equity.

Brand equity measurement has been an elusive goal for product managers. While qualitative definitions are available, few studies have attempted to quantify a product or company's brand equity. Using financial analysis techniques focusing on return on equity and return on assets, the case examines the results of two distinct brand equity growth strategies. The first is growth by acquisition; the second, organic brand development. Using historical financial data for the Safeway corporation, the case calculates the brand equity effects of two distinct marketing strategies. In the example, organic brand development, the traditional task of the brand manager, results in higher brand equity.

As in all case studies, the specific conditions found in one organization may not be found more generally in others. Readers are cautioned that the conclusions drawn may have limited applicability.

The work illustrates a technique that a product/service manager may use to assess the brand equity effects of a marketing strategy.

The work describes a technique not widely publicized in the brand literature.

This study aims to investigate the interaction between branding strategies, levels of perceived fit and consumer innovativeness on the evaluation of new products from the perspective of situational strength.

Two experiments were conducted to empirically test the hypotheses.

A significant three-way interaction of branding strategy, perceived fit and consumer innovativeness on the evaluation of the new products was found. A significant two-way interaction of branding strategy and perceived fit was also found. Situational clarity fully mediates the relationship between branding strategy and consumer product evaluations at various fit levels.

The theory of situational strength may shed light on the selection of target market when managers launch new products. Innovative consumers are the target market for the new products under new branding or low fit sub-branding; under brand extension or high fit sub-branding, consumers are the target for the new products regardless of their degree of innovativeness.

This is the first work to apply situational strength theory to a new product evaluation context. The theory provides a unified framework for explaining the cognitive processes involved when consumers use and combine marketing cues (i.e. branding strategies and fit levels) to evaluate new products; it also facilitates evaluating how the effects of consumer innovativeness are accentuated or attenuated based on various combinations of marketing cues. Most research on the evaluation of new products has examined the influence of consumer innovativeness, perceived fit or branding strategies as distinct entities. This study simultaneously examined the three.

The paper aims to analyze and compare the branding strategies used in the three sectors namely FMCG, services and durables.

Based on the literature review, a more comprehensive list of branding strategies is proposed. A content analysis of 600 randomly selected brands, 200 from each sector, is performed. The branding strategies used in the three sectors are explained and MANOVA is conducted to test the hypotheses about differences in the branding strategies across the three sectors.

The results reveal that the branding strategies vary across the three sectors. Single corporate brand strategy is predominantly used for durables and credence services. On the other hand, in case of FMCG and experience services, individual brand type endorsed by the corporate brand type is the most frequently used branding strategy. Thus, there is a trend towards corporate branding as corporate brand type is popular in all the sectors. Also, other than the single corporate brand strategy, as in case of durables and credence services, single brand type strategy is rarely used. For FMCG brands and experience services brands, companies are trying to leverage brand equity of two or more brand types.

The paper offers insights for designing branding strategies when branding a product/service. Brand managers may rely on corporate brand type when risk associated with a purchase is high, as in case of durables and credence services. However, when the risk associated is low, as in case of FMCG and experience services, individual brand type may be preferred, but at the same time, it should be endorsed by corporate brand type.

This study adds value to the growing body of literature on branding strategies by identifying a more comprehensive and simplistic list of branding strategies which is a major contribution of the paper. Further, this is one of a very few empirical studies on branding strategies and is a pioneering attempt to evaluate the branding strategies in the FMCG vis‐à‐vis services vis‐à‐vis durables sectors. It empirically substantiates that the three sectors are heterogeneous among themselves and homogeneous within themselves with respect to their branding strategies.