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The purpose of this paper is to examine brand knowledge of wines produced in a selected Portuguese viticulture area. More specifically, we intend to understand how consumers organise brands that have the highest awareness in their memory in terms of perceived personality traits.

A survey was developed to assess brand awareness of Portuguese green wine brands and brand personality using Aaker’s brand personality framework. Multiple correspondence analysis was used in this study to present the relative positioning of the top-of-mind green wine brands.

Despite the large number of green wine brands available on the market, six brands dominate in terms of brand awareness. Top-of-mind green wine brands are marked with clear and distinctive brand personality, and a small subset of brand personality attributes serve as significant criteria for brand positioning.

The results of the present study could be beneficial for academics and practitioners, as it reveals that the top-of-mind brands within a specific viticulture area could exhibit a clear positioning based on personality traits. Therefore, brand personality traits might provide a mechanism for wine managers to distinguish or differentiate their wines.

This work contributes to the findings of previous studies held to study brand personality perceptions. From a theoretical point of view, this paper reflects the usage of one the most popular instruments for brand personality measurement in a wine market context.

Out of sight, out of mind is not a new phenomenon. It is always been a challenge for employers with a distributed workforce. However, what is new is the scale, so employers need to address this problem, and fast.

Company culture, checking in, keeping on top of communication and thinking about the team at all times are all vital to keeping employees top of mind.

By thinking about all of these areas of a workplace, employers will ensure their employees are happy, engaged and retained.

To help employers ensure the out of sight, out of mind phenomenon ends in 2023, here are the four top tips for employers to keep out of sight and in mind.

A self‐help guide to achieving success in business. Directed more towards the self‐employed, it is relevant to other managers in organizations. Divided into clear sections on creativity and dealing with change; importance of clear goal setting; developing winning business and marketing strategies; negotiating skills; leadership; financial skills; and time management.

The study focused on dimensions of consumer‐based brand equity, and especially the recall level of brand awareness. The purpose was to identify any statistically significant differences in brand recall in various product categories and different national contexts.

This observation study explored relations between consumers' awareness of brands, attitudes related to brand equity, and changes in cultural context. Questionnaire data was collected from university students in four countries: the USA, Finland, France and Sweden. The respondents were asked about the brands of beverages, computers and cell‐phones that first came into their minds, and their attitudes in relation to brand equity.

It seems that the four dimensions of brand equity co‐vary depending on the cultural context. The results also revealed a relationship between TOMA and the national context that was generalizable in the three product categories.

Culture as a contextual factor of consumer brand equity should be studied further. The findings should be replicated with non‐student samples in other product categories and cultural contexts. SEM could be used to establish the causality and direction of the relationships between the various dimensions of culture and brand equity.

The findings on the effect of the cultural context on brand equity are of practical relevance to marketing managers: they should tailor their branding strategies accordingly.

The results gave valid and reliable evidence of a relationship between the TOMA dimension of brand equity and the national cultural context.

Recent academic discussion depicts leadership development (LD) as an important tool for supporting the implementation of an organization’s strategy, maintaining ongoing development of the organization, and building capabilities that are essential for the future. However, the role of LD in reality depends to a considerable extent on how human resource (HR) managers and other top managers perceive LD and its importance. In this study, the purpose of this paper is to examine how LD manifests in HR managers’ and other top managers’ views on the future challenges of HRM. Accordingly, the authors reason what the findings indicate concerning the strategic role of LD in managers’ minds.

The topic was approached inductively. The qualitative data were collected from 473 Finnish HR managers and 276 other top managers, using a web-based brainstorming tool that adopted ideas from social media platforms. All of the informants are part of the top management team. The material was analysed using content analysis.

The findings were a cause for concern. They show that top managers do not very actively consider either leadership or LD when asked to consider the HR challenges of the future. In addition, when they did so, the ideas of LD were mostly traditional and individual-centred. Only a few of the informants connected LD to business needs. The comments mainly reflected ideas of heroic leadership and training.

The study advances the understanding of the perceptions of LD decision makers in organizations, but also suggests that more research on the topic is needed. In addition, the study shows that more discussion would be required between academics and managers to deepen the common view of the content, potential, and reality of LD.

It is generally recognised that companies spend approximately 50% of their marketing budget on promotional activities. Advertising belongs to the most visible areas of a company’s activity. Therefore, it should not be surprising that the average recipient associates marketing with advertising, competitions and leaflets about new promotions delivered to houses or offices. Advertising, especially Internet advertising, is one of the most effective forms of marketing and one of the fastest developing areas of business. New channels of communication are emerging all the time – the Internet, digital television, mobile telephony; accompanied by new forms, such as the so-called ambient media. Advertising benefits from the achievements of many fields of science, that is, psychology, sociology, statistics, medicine and economics. At the same time, it combines science and the arts – it requires both knowledge and intuition. Contemporary advertising has different forms and areas of activity; yet it is always closely linked with the operations of a company – it is a form of marketing communication.

The indices of marketing communication presented in this chapter are generally known and used not only by advertising agencies but also by the marketing departments of many organisations. Brand awareness, advertising scope and frequency, the penetration index or the response rate belong to the most widely used indices; others, like the conversion rate or the affinity index, will get increasingly more significant along with the process of professionalisation of the environment of marketing specialists in Poland and with increased pressure on measuring marketing activities. Marketing indices are used for not only planning activities, but also their evaluation; some of them, such as telemarketing, mailing and coupons, provide an extensive array of possibilities of performance evaluation.

This research aims to examine football fans' awareness of their team sponsors and to compare sponsorship awareness between season ticket holders and casual spectators. Data was collected from among fans of a professional football team and results revealed that spectators recall 'top of mind' those sponsors with their logo displayed on the team shirts. Thus, being visible from the stadium stands is important to ensure recall rates. Fans are typically able to properly recognise sponsors and non-sponsors of their team. However, some competitor brands engaged in football sponsorship are incorrectly recognised as sponsors of a team. Finally, the number of brands recalled and recognised correctly by season ticket holders is significantly higher than for casual spectators. The research findings, managerial implications, limitations and future research directions are discussed.

This quasi-experimental field study examines whether companies can improve the effectiveness of their sponsorship investments by creating a brand experience. Data were collected among participants of a sponsored marathon. During this event participants had the opportunity to engage in an experience orchestrated by one of the main sponsors of the event. We compare the data of participants who ran the marathon and also engaged in the experience with those who solely ran the marathon. The results reveal that participating in the experience increases top of mind awareness, brand recall and attitudes towards the sponsoring brand, compared to just running the marathon. Additionally, within the experience condition, brand experience and flow predict brand attitudes.

Researchers have traditionally investigated aspects of the interorganizational monitoring process in piecemeal fashion. This conceptual piece argues that juxtaposing the categorization process with interorganizational emulation, imitation, and competition, brings focus to organizations’ attempts to acquire information from other organizations, signal internal and external constituencies, and ultimately change. We argue that the depth or intensity with which the monitoring process is pursued as well as the breadth or degree of overlap in the sets of organizations chosen to monitor, determines the volume and diversity of information acquired, the strength of the signal sent to constituent groups, and the amount and type of change likely to emerge from the process. All of these factors will ultimately affect the firm's future performance.