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Journal of Brand Strategy    [6 followers]  Follow    
  Full-text available via subscription Subscription journal
     ISSN (Print) 2045-855X - ISSN (Online) 2045-8568
     Published by Henry Stewart Publications Homepage  [18 journals]
  • The New Strategic Brand Management
    • Abstract: The New Strategic Brand Management
      Content Type Journal Article
      Category Book review
      Pages 312-313

      Authors
      Jean-Noël Kapferer
      Journal Journal of Brand Strategy
      Online ISSN 2045-8568
      Print ISSN 2045-855X
      Journal Volume Volume 2
      Journal Issue Volume 2, Number 3 / AUTUMN 2013
      PubDate: Tue, 21 Jan 2014 16:02:55 GMT
       
  • Sponsorship activation and social responsibility: How MasterCard and Major
           League Baseball partner to Stand Up To Cancer
    • Abstract: Researchers are clear in their assessment that sponsors benefit by investing in activation programmes that achieve brand goals. Researchers are also clear in their articulation of the potential benefits for companies engaging in social responsibility initiatives. Therefore, it would seem that having a sponsorship activation with a sports property including a social responsibility component would serve as an ideal promotional communication opportunity. One example of a sponsorship activation programme with a social responsibility component is that of MasterCard and Major League Baseball partnering to raise money for the ‘Stand Up To Cancer’ charity. In 2011 and 2012, through its ‘Eat, Drink, and Be Generous’ and ‘Dine and Be Generous’ campaigns, MasterCard donated more than US$8m to Stand Up To Cancer. In activating its sponsorship, MasterCard uses the popular assets of Major League Baseball that attract significant audiences, such as the All-Star Game, World Series, and major league players, to communicate awareness and execute its campaign better.
      Content Type Journal Article
      Category Sponsorship practice paper
      Pages 300-311

      Authors
      John A. Fortunato
      Journal Journal of Brand Strategy
      Online ISSN 2045-8568
      Print ISSN 2045-855X
      Journal Volume Volume 2
      Journal Issue Volume 2, Number 3 / AUTUMN 2013
      PubDate: Tue, 21 Jan 2014 16:02:54 GMT
       
  • Killing brands … softly
    • Abstract: Based on ten years of US consumer responses to a commercial online questionnaire (over 1 million individual responses), challenges are raised about how manufacturer product brands can be built and supported in an interactive marketplace. It was found that increases in consumer use of social media are strongly correlated with declines in consumer brand preference and the rise of a stated consumer choice of no brand preference over the period. Evidence of these findings is presented and recommendations are made for new forms of manufacturer product brand development and support. A brand research agenda for the interactive marketplace is also provided.
      Content Type Journal Article
      Category Research paper
      Pages 284-299

      Authors
      Don E. Schultz
      Martin Block
      Journal Journal of Brand Strategy
      Online ISSN 2045-8568
      Print ISSN 2045-855X
      Journal Volume Volume 2
      Journal Issue Volume 2, Number 3 / AUTUMN 2013
      PubDate: Tue, 21 Jan 2014 16:02:53 GMT
       
  • Rupert Sheldrake and the brand field: An edited conversation with Angus
           Jenkinson
    • Abstract: This paper consists of an edited conversation between Rupert Sheldrake and Angus Jenkinson in London on 12th November, 2012
      Content Type Journal Article
      Category Interview
      Pages 270-283

      Authors
      Rupert Sheldrake
      Angus Jenkinson
      Journal Journal of Brand Strategy
      Online ISSN 2045-8568
      Print ISSN 2045-855X
      Journal Volume Volume 2
      Journal Issue Volume 2, Number 3 / AUTUMN 2013
      PubDate: Tue, 21 Jan 2014 16:02:52 GMT
       
  • A new model for brand leadership and loyalty
    • Abstract: Brand citizenship is a new, emerging model for marketing and brand development. Sitting at the intersection of brand leadership, loyalty and ethical business practices, it emphasises equally quality product and service delivery, fair value for pricing, and connecting people to larger communities and something more meaningful than themselves. Conveying the learning from Onesixtyfourth's multi-methodology CultureQ research, this paper details the attributes that define brand leadership, loyalty and good corporate citizenship. It demonstrates that a deep faithfulness comes to brands that integrate themselves into consumers’ routines, make daily life easer and more productive, help people achieve their goals and enrich everyday living. It further illustrates how brand citizenship acts as a unifying principle for marketing, communications, product development and corporate social responsibility (CSR) initiatives. Introducing a 360-degree orientation for implementation that includes organisation, product, experience and service, along with examples, the paper ultimately demonstrates how brand citizenship creates a shared sense of responsibility between a corporation, its various stakeholders and consumers. In democratising CSR activities, brand citizenship strengthens reputation, enhances brand equity and increases the return on investment on CSR activities.
      Content Type Journal Article
      Category Practitioners' articles
      Pages 259-269

      Authors
      Anne Bahr Thompson
      Journal Journal of Brand Strategy
      Online ISSN 2045-8568
      Print ISSN 2045-855X
      Journal Volume Volume 2
      Journal Issue Volume 2, Number 3 / AUTUMN 2013
      PubDate: Tue, 21 Jan 2014 16:02:51 GMT
       
  • Aligning a company's people strategy with its business strategy and brand
           strategy
    • Abstract: Every company, no matter how big or small, faces challenges in earning customers, increasing profits and building value. This paper shares findings of a paradigm in aligning a company's brand and people at every step toward success, while showing how to demonstrate a clear, consistent synergistic level of commitment to brand-building and people-building. The Holland Helix model interweaves the three essential elements for increasing profits — business, brand and people — in an integrated approach to operationalise a brand in order to build its value. This highly strategic model incorporates a methodology and process to grow systematically nearly any business; it helps in overcoming challenges — regardless of the company's size. Brand development is a strategic initiative, aligning business and brand strategies to communicate a unique and compelling distinction. The key element, which is too often missing, is a people strategy. With that in mind, every touch point — any time someone comes in contact with a business, whether internal or external — is examined.
      Content Type Journal Article
      Category Practitioners' articles
      Pages 245-258

      Authors
      Jennifer Holland
      Jackie Weathers
      Journal Journal of Brand Strategy
      Online ISSN 2045-8568
      Print ISSN 2045-855X
      Journal Volume Volume 2
      Journal Issue Volume 2, Number 3 / AUTUMN 2013
      PubDate: Tue, 21 Jan 2014 16:02:51 GMT
       
  • How organisations manage global brands in an increasingly local world
    • Abstract: How organisations manage global brands in an increasingly local world is a very current C-suite topic. For an increasing number of situations, matrix management is a global marketing fact of life. Is the responsibility for results global or local? The new imperative will shift from a two-stage model of global to local hand-off to a three-stage shared responsibility model. The Collaborative Three-Box Model is the best approach for today's global marketing.
      Content Type Journal Article
      Category Practitioners' articles
      Pages 228-235

      Authors
      Larry Light
      Journal Journal of Brand Strategy
      Online ISSN 2045-8568
      Print ISSN 2045-855X
      Journal Volume Volume 2
      Journal Issue Volume 2, Number 3 / AUTUMN 2013
      PubDate: Tue, 21 Jan 2014 16:02:49 GMT
       
  • Being ‘Brave’: How Shire Pharmaceuticals nurtured its unique
           culture from a simple brand idea
    • Abstract: ‘Uniting employees and building a culture to create a distinctive brand positioning and focusing company talent on an agenda for growth’. These were the goals of a wide-reaching communications and brand strategy driven by global biopharmaceutical company, Shire. The initiative is one element that has contributed to the company's rapid growth over the past several years. It enabled the organisation to integrate acquisitions effectively, galvanise employees around a patient-centred philosophy and ensure it focused clearly on developing the right treatments for patients’ unmet needs. It has also created a solid foundation for the business to adapt and build on in the future as it emerges as one of the standout companies in the pharmaceutical industry. Beginning as an exercise to describe the core ethos and differentiating DNA of Shire, the programme was rapidly adopted by employees throughout the company. This paper describes the journey that was taken, the elements that were considered, and some of the hurdles that were overcome. It is an account of how a brand becomes a culture and how the external promise within a brand proposition can truly live up to the internal reality.
      Content Type Journal Article
      Category Practitioners' articles
      Pages 236-244

      Authors
      Jessica Mann
      Journal Journal of Brand Strategy
      Online ISSN 2045-8568
      Print ISSN 2045-855X
      Journal Volume Volume 2
      Journal Issue Volume 2, Number 3 / AUTUMN 2013
      PubDate: Tue, 21 Jan 2014 16:02:49 GMT
       
  • Rallying the troops: Crisis communication and reputation management in
           financial services
    • Abstract: Motivated, engaged and trusted employees can help a company get over most crises, but achieving an engaged workforce is not always straightforward. Employees are a company's best ambassadors, and having them all pulling in the same direction is the first essential of reputation management. But whether it is a lack of contingency planning, crossed wires between internal communications, PR and HR, or just plain panic, the truth is that employees are too often overlooked at the very moments they are most needed. Often, there is a total disconnect between those at the top and those at the bottom of an organisation, putting a huge amount of responsibility on middle management. Critically, how do we get the middle layer to work effectively and be the glue that holds an organisation together, rather than the vacuum that can cause it to collapse?
      Content Type Journal Article
      Category Comment
      Pages 222-227

      Authors
      Paul Riddell
      Journal Journal of Brand Strategy
      Online ISSN 2045-8568
      Print ISSN 2045-855X
      Journal Volume Volume 2
      Journal Issue Volume 2, Number 3 / AUTUMN 2013
      PubDate: Tue, 21 Jan 2014 16:02:47 GMT
       
  • Editorial
    • Abstract: Editorial
      Content Type Journal Article
      Category Editorial
      Pages 220-221

      Authors
      Daryn Moody
      Journal Journal of Brand Strategy
      Online ISSN 2045-8568
      Print ISSN 2045-855X
      Journal Volume Volume 2
      Journal Issue Volume 2, Number 3 / AUTUMN 2013
      PubDate: Tue, 21 Jan 2014 16:02:46 GMT
       
  • Generating Trust via Corporate Reputation
    • Abstract: Generating Trust via Corporate Reputation
      Content Type Journal Article
      Category Book reviews
      Pages 207-209

      Authors
      Markus Renner
      Journal Journal of Brand Strategy
      Online ISSN 2045-8568
      Print ISSN 2045-855X
      Journal Volume Volume 2
      Journal Issue Volume 2, Number 2 / SUMMER 2013
      PubDate: Tue, 03 Sep 2013 15:52:16 GMT
       
  • Decoding the modern sports fan
    • Abstract: This paper has been designed to provide a roadmap for marketers to identify which consumers are most responsive to marketers’ investments, where to find them and how to communicate with them in order to maximise the success of their company's sponsorship investment. The research revealed some fascinating insights, none more so than the understanding that measures of passion and avidity are superficial compared with brand receptivity. The primary theme of the paper is identifying which consumers are willing to have a dialogue with the brand and which simply do not care. The startling fact is that many brands (in the context of sports marketing) simply do not know and are investing in a marketing mix that is not optimised for success.
      Content Type Journal Article
      Category Sponsorship practice paper
      Pages 189-206

      Authors
      Mike Reisman
      Jeff Eccleston
      Journal Journal of Brand Strategy
      Online ISSN 2045-8568
      Print ISSN 2045-855X
      Journal Volume Volume 2
      Journal Issue Volume 2, Number 2 / SUMMER 2013
      PubDate: Tue, 03 Sep 2013 15:52:16 GMT
       
  • How Cool Brands Stay Hot
    • Abstract: How Cool Brands Stay Hot
      Content Type Journal Article
      Category Book reviews
      Pages 210-211

      Authors
      Joeri van den Bergh
      Mattias Behrer
      Journal Journal of Brand Strategy
      Online ISSN 2045-8568
      Print ISSN 2045-855X
      Journal Volume Volume 2
      Journal Issue Volume 2, Number 2 / SUMMER 2013
      PubDate: Tue, 03 Sep 2013 15:52:16 GMT
       
  • Guru in a Bottle: High Impact Marketing that Gets Results
    • Abstract: Guru in a Bottle: High Impact Marketing that Gets Results
      Content Type Journal Article
      Category Book reviews
      Pages 212-212

      Authors
      Ardi Kolah
      Journal Journal of Brand Strategy
      Online ISSN 2045-8568
      Print ISSN 2045-855X
      Journal Volume Volume 2
      Journal Issue Volume 2, Number 2 / SUMMER 2013
      PubDate: Tue, 03 Sep 2013 15:52:16 GMT
       
  • A country as a brand: Israel's evolving branding strategy
    • Abstract: Countries often need to rebrand themselves every few years — even though the process requires a huge investment of money. Capricious external forces such as economics, politics and social issues influence the way potential visitors perceive a country, and a country's image can become irrelevant seemingly overnight. This paper presents an analysis of the state of Israel's continual rebranding process over the course of its more than 60 years of independence. In contrast to many papers that portray a single successful rebranding process, an evolutionary process is described, which demonstrates how external forces have made Israel reinvent its image over and over again in order to appeal to the global tourist market's ever-changing desires. The conclusions this paper draws from this analysis offer analysts, marketers and planners, working at the national level, practical tools to help them establish the appropriate branding strategy for their countries that will attract tourists from around the globe.
      Content Type Journal Article
      Category Research paper
      Pages 177-188

      Authors
      Ram Herstein
      Ron Berger
      Journal Journal of Brand Strategy
      Online ISSN 2045-8568
      Print ISSN 2045-855X
      Journal Volume Volume 2
      Journal Issue Volume 2, Number 2 / SUMMER 2013
      PubDate: Tue, 03 Sep 2013 15:52:16 GMT
       
  • The art of the possible: How data and technology can help a marketer stay
           true to their brand
    • Abstract: The environment in which today's marketers and advertisers now operate has undergone a seismic shift, brought about primarily by advances in consumer technology, which in turn has created the most complex consumer landscape ever faced by brand marketers. One could argue that while technology may have distanced many brands from their customers, it actually provides marketers with the tools to navigate this multi-channel environment and engage consumers with brands in a way that delivers the personalised and compelling customer experience they expect from each brand. This paper outlines how data and technology can help a marketer stay true to their brand and its goals through a deeper understanding of how people engage with brands in general. It details how brand marketers can successfully combine creativity, technology and analytics to set a brand apart from its competition and safeguard the business for the future.
      Content Type Journal Article
      Category Practitioners’ articles
      Pages 170-176

      Authors
      Hannah McMullen
      Journal Journal of Brand Strategy
      Online ISSN 2045-8568
      Print ISSN 2045-855X
      Journal Volume Volume 2
      Journal Issue Volume 2, Number 2 / SUMMER 2013
      PubDate: Tue, 03 Sep 2013 15:52:15 GMT
       
  • Retailing with purpose: How the pursuit of social responsibility can
           inspire and sustain retail growth and innovation
    • Abstract: This paper is based on a presentation given by the authors at the Sustainable Brands Conference in San Diego, 2012. It builds upon best-practice retailing examples spanning developed markets such as the UK and USA, as well as developing markets such as Brazil, Peru, Turkey, South Africa and China. The authors share their collective experience drawing from their current work and global studies. The paper showcases success stories of retail leadership guided by a conscientious commitment to purpose over profit. The authors present an inspiring range of examples and describe the different ways that ‘retailing with purpose’ can manifest itself and make a meaningful social difference. From retailers, retail developers, and retailing as a practice, the paper illustrates how concepts such as ‘place-making’, community and employee culture building and sustainable business practices are essential for the value of retail to evolve beyond price or promotion. Many of the examples in this paper have not only survived the recession, but actually thrived while competitors have competed on price, promotions and cutbacks. Moreover, they sustained growth, made innovative offerings, and grew customer base and loyalty. They are proof that a business strategy driven by purpose over profit can ultimately be the most effective and enduring form of innovation and success at retail.
      Content Type Journal Article
      Category Practitioners’ articles
      Pages 155-169

      Authors
      Gwen Morrison
      Anneliza Humlen
      Journal Journal of Brand Strategy
      Online ISSN 2045-8568
      Print ISSN 2045-855X
      Journal Volume Volume 2
      Journal Issue Volume 2, Number 2 / SUMMER 2013
      PubDate: Tue, 03 Sep 2013 15:52:15 GMT
       
  • The 12-point customer engagement model: New thinking on gathering,
           monitoring and acting on customer feedback to optimise customer operations
           
    • Abstract: This paper describes a proven customer engagement methodology that can be utilised cross-industry, sector and geography. The paper strips the question of customer experience right back to the basics: Why should I gather customer feedback? What are the best methods? How will this add value? How can I automate customer feedback while ensuring that appropriate ownership of key customer issues takes place? How can I redesign processes or create new products and services around the key moments of truth for my customers? In short, the paper will provide the necessary tools and checkpoints to establish a sustainable customer experience philosophy, platform and structure that will leave a long-lasting legacy in your organisation.
      Content Type Journal Article
      Category Practitioners’ articles
      Pages 146-154

      Authors
      Ravi Bhalla
      Journal Journal of Brand Strategy
      Online ISSN 2045-8568
      Print ISSN 2045-855X
      Journal Volume Volume 2
      Journal Issue Volume 2, Number 2 / SUMMER 2013
      PubDate: Tue, 03 Sep 2013 15:52:15 GMT
       
  • Managing a crisis in the era of social communication: How Greater
           Manchester Police is developing community engagement and communication
    • Abstract: Dealing with a crisis is something that all organisations will face at some point, and for many years the way communication is managed at this time has been static. There are some essential elements of crisis communication that have remained unchanged, including planning for emergency situations. Recent events, however, including the social disorder in 2011, have required a new approach to communication focused on direct contact. This has required companies to ensure they understand and can maximise the benefits of social networks. Social networks are important but must be part of an integrated communication strategy that ensures that all sections are receiving a coherent and consistent message whether they are staff, the public or stakeholders. Wherever the crisis occurs, the new social world requires a more open and engaging approach that involves all people and not just anyone who may have been affected. Above all, it is critical for communication professionals to do work in the quieter times and not to wait until the crisis emerges to try and understand an organisation's aims, or learn about communication channels that are available.
      Content Type Journal Article
      Category Practitioners’ articles
      Pages 128-133

      Authors
      Amanda Coleman
      Journal Journal of Brand Strategy
      Online ISSN 2045-8568
      Print ISSN 2045-855X
      Journal Volume Volume 2
      Journal Issue Volume 2, Number 2 / SUMMER 2013
      PubDate: Tue, 03 Sep 2013 15:52:14 GMT
       
  • Find the shared interest: A route to community activation and brand
           building
    • Abstract: A digital marketing programme designed to communicate a firm or brand will not in most cases get traction. Instead, it is better to find the customer's sweet spot, discover what customers are interested in — or even passionate about — and make the brand a partner with this ‘shared interest’. Such a shared interest can activate customers and create a community. The result can elevate a brand by creating energy; enhancing likeability and credibility; and forming a relationship. The programme can be integrated into an offering, linked to the brand, or a stand-alone sponsorship. If a shared-interest programme cannot realistically get traction, an option is to attach to an existing programme.
      Content Type Journal Article
      Category Practitioners’ articles
      Pages 134-145

      Authors
      David Aaker
      Journal Journal of Brand Strategy
      Online ISSN 2045-8568
      Print ISSN 2045-855X
      Journal Volume Volume 2
      Journal Issue Volume 2, Number 2 / SUMMER 2013
      PubDate: Tue, 03 Sep 2013 15:52:14 GMT
       
 
 
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