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The purpose of this paper is to provide a detailed description of the various activities and processes undertaken by a particular national tourism organization (NTO) in carrying out its goal of developing a destination brand.

A single qualitative case study is primarily employed, though the study draws on data from multiple sources of information.

The study affirms the co‐creation and stakeholder viewpoints from having modeled the branding process and outlining the complex interaction of destination‐branding activities in the country‐level context. The study provides a critical discussion of the different approaches to branding, and the adoption of branding philosophies, in the destination context.

Though this paper is based on a single country case study, it provides a strong and empirically grounded framework for identifying, in‐depth, several key destination branding processes and activities in great detail.

The co‐creation view of brands and branding is a neglected area in destination‐branding literature. Destination‐branding research, in particular, lacks grounded models that profoundly describe branding activities. This study contributes to the lack of empirically grounded knowledge of destination branding.

Branding is an effective marketing strategy tool that has been used with frequent success in the past. Today, branding is experiencing a new popularity resulting from new, innovative applications. Although there have been instances where branding has been less than successful, marketers are beginning to find the appropriate applications in a given setting. Issues and problems concerning branding strategy today include the selection of a brand name. This fundamental issue will impact on the success of a branding strategy. Once a name is selected, marketers have to choose the advertising strategy to support and communicate the name. Finally, keeping the brand in a strong position is a critical concern. New areas of branding include corporate, industrial, and service branding. These nontraditional branding environments are becoming the future for marketers using branding strategy. To add to the new branding areas, there are new branding techniques. These techniques include brand extensions and ingredient branding. New strategies, techniques, and arenas for branding have to be managed. The organization must support and identify with the strategy. The goals, objectives, and mission of any organization should be in line with the branding strategy employed.

This study aims to develop a moderated mediation model that enables the examination of the direct relationship between brand orientation (BO) and export performance, the mediating effects of external and internal branding capabilities on the BO-export performance link, and the moderating influence of institutional environment, i.e. regulatory turbulence and policy support.

A time-lag primary data was collected from two-wave survey of 684 cross-industry exporting small and medium-sized enterprises (SMEs) using an online-email based survey technique, and the research model was validated using ordinary least squares regression analysis in SPSSV.27 and Hayes’ PROCESS macroV.2.13.

Regression findings indicate that the relationship between BO and export performance is not direct, but rather mediated by means of both external and internal branding capabilities. It further helps to uncover the dual role of institutional environment, with regulatory turbulence weakening and policy support strengthening the indirect influences of BO on export performance via external and internal branding capabilities.

This study advances branding literature by conceptualizing and empirically testing the role of BO associated with internal and external branding capabilities and, subsequently, with export performance.

The research findings indicate that brand-oriented SMEs must actively engage in the development of branding capabilities to improve their export performance.

While brand creation is essential for the success and growth of SMEs competing in the worldwide marketplaces, there is a dearth of research explaining the underlying mechanisms and boundary conditions through which BO influences export performance.

The purpose of this study is to, first, analyze the past years of research on international branding and, second, building on an early literature review, to analyze patterns in the field and suggest future research.

The analyzed papers were compiled using the Web of Science and Scopus databases. The author searched papers published between 2007 and 2023 that used terms related to international branding in their title, abstract and keywords.

This paper structures and identifies key institutions, papers, regions and authors in the field. It provides an overview of the past years of research in the area. The study identifies important gaps in the literature and suggests further research dealing with, for example, the B2B sector and emerging markets.

Despite the increase in international branding studies, few literature reviews have been published since 2007. This review fills this research gap. It identifies future research areas dealing with branding in the B2B sector, branding in emerging markets, branding process and implementation studies using longitudinal methods and more practical research.

This research aims to investigate the relationship between employer branding and its antecedent organisational culture within the context of the private banking sector. The study also investigates the relationship between employer branding and employee brand equity as a consequential construct. Additionally, the mediating role of trust and the moderating role of gender in the relationship between employer branding and employee brand equity has been examined.

The present study’s findings result from data analysis collected from a sample of 454 employees working in private banks in India. The data analysis was conducted utilising the structural equation modelling technique with the assistance of analysis of moment structures (AMOS) software.

The study’s findings indicate that supportive and bureaucratic (formal) culture in private banks exhibit a significant relationship with employer branding. However, the relationship between innovative culture and employer branding was found to be insignificant. The research also reveals a significant positive association between employer branding and employee brand equity variables: brand consistent behaviour, brand endorsement and brand allegiance. Further, the study highlights the mediating role of employee trust in management in the relationship between employer branding and employee brand equity. Examining demographic variables suggests that gender moderates the relationship between employer branding and employee brand equity.

The originality of this study lies in its exploration of the critical role of organisational culture variables in shaping employer branding within the context of private banks. The findings highlight that cultivating supportive and bureaucratic cultures can effectively enhance the employer branding of private banks. The study emphasises the outcomes of employer branding initiatives, signifying that they contribute to developing brand equity among employees. This leads to long-term employee commitment and advocacy towards the organisation, as employees become brand advocates for the bank with which they are affiliated. The study contributes to a better understanding of the relationship between organisational culture, employer branding and employee brand equity, providing valuable implications for the private banking sector aiming to reinforce their employer brand and increase employee engagement.

The purpose of this paper is to identify leaders and trends in branding research studies, undertaken during 2000-2019. Identification was made in the following categories: most popular subjects; most productive countries; most productive institutions; most productive scholars; most productive sources; most cited publications and most cited scholars.

Bibliometric analysis based on data from Scopus and Dimensions.

The majority of branding publications belong to business and management. The interest toward this research field, however, declines mostly in favor of cultural studies, psychology, sociology, etc. The majority of publications on branding are concentrated in the USA, UK and Australia. Griffith University has become a leader in the number of branding publications within 2000-2019. T C Melewar is a leader by the number of branding publications among scholars. Journal of Brand Management has been a leader among sources. Journal of Marketing is a leader by the number of the most cited papers.

The authors analyze the automatically formed results on search query without human meddling.

For the first time, bibliometric analysis was carried out simultaneously upon the two bases – Scopus and Dimensions.

This paper aims to explore three central tensions in the debate on corporate branding. Is a normative or a social constructionist approach more appropriate in conceptualising and managing corporate brands? Should the focus be on the organizational or the individual level? Must organizations take a static (focusing on continuity) or a more dynamic (focusing on change) perspective on corporate branding?

This is a conceptual paper based on a critical review of relevant literature and the papers included in this special issue.

Avenues for future research in corporate branding are highlighted.

Several issues fundamental to the corporate branding debate remain controversial. This paper sheds light on three key tensions in managing corporate brands and shapes the research agenda for future studies.

The main purpose of this paper is to bring to the fore the strategic importance of branding as managed by the boardrooms, so that Asian companies can realize their full potential by inculcating right branding practices.

The paper methodically dissects the reasons for the lack of branding in the Asian region. It analyzes the societal factors that have shaped the Asian management mindset. Then, the paper takes up some of the Asian pioneers in the field to demonstrate the practical viability of what the author argues.

It has been found that Asian companies do not realize the importance of branding. Asian business leaders treat branding as an expense and not an investment. Further, many Asian companies still prefer building up tangible assets rather than strategic intangibles such as brand equity.

The important implication of this paper is that branding should no longer be delegated to the lower echelons of the company but rather managed by the CEO. Companies must focus on building long‐term strategic assets such as brand equity rather than tangible assets such as buildings, factories and the like.

Branding has always been mistaken for a fancy arm of advertising that is practised by the elite. By explaining the strategic importance of branding through concepts and case studies, this paper disseminates the emerging role of branding in the Asian corporate landscape. Specifically, this paper will be of a great value to Asian businessmen/women who can, by reading this paper, realize the growing significance of branding in their businesses.

The ability to predict future demand is a need that businesses work towards irrespective of their size. Creating a favourable competitive stance for firm’s output is also a crucial goal of businesses. These two goals are of particular importance for enterprises operating in an environment characterised by rapid changes, shortened lead‐times, and exponential innovative activities. This study aims to elaborate on branding as a marketing principle relevant to the entrepreneurial quest for stimulating demand and creating competitive advantage. It also aims to highlight the appropriateness of branding to SME practices and to identify relevant guidelines that SMEs could follow in building a successful brand.

The purpose of this paper is to examine the essential role that internal branding plays in successful university settings.

Case studies from businesses and universities, as well as reviews of the pertinent literature and research, provide the data for the paper's analysis of university branding successes and failures.

The paper concludes that, in the complex university realm, internal branding helps an institution overcome internal resistance to branding efforts. It helps the institution take an identity‐development strategy beyond traditional approaches, such as new logos, snappy taglines and expensive advertising campaigns, to an embedded cultural approach that guides everything from communications, fund‐raising, marketing and personnel policies to enrollment management and program development.

The evidence indicates that the biggest mistake universities make when undertaking branding initiatives is failure to embrace an inside‐out approach to brand development. Those universities that succeed in their branding efforts are willing to borrow strategies from the corporate world to get buy‐in by engaging all interested constituents – faculties, staff, students, alumni and others – in the process.

This paper examines an emerging phenomenon within higher education marketing, one that, as of yet, has not been explored fully in the marketing literature.