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Brand Equity (brand + equity)
Selected AbstractsHow international nonprofits build brand equityINTERNATIONAL JOURNAL OF NONPROFIT & VOLUNTARY SECTOR MARKETING, Issue 1 2009Nathalie Laidler-Kylander This paper describes an empirical model of brand equity for international nonprofit organizations and offers nonprofit managers suggestions for the management of their brands. The main areas of interest include: A review of the importance of branding for nonprofits, the lack of a brand equity models specifically for nonprofits, and the key differences between for-profits and nonprofits. A proposed nonprofit brand equity model, based on a grounded theory and system dynamics approach. A series of specific managerial recommendations, for building nonprofit brand equity. Copyright © 2008 John Wiley & Sons, Ltd. [source] Analysis of corporate social responsibility in the service sector: does exist a strategic path?KNOWLEDGE AND PROCESS MANAGEMENT: THE JOURNAL OF CORPORATE TRANSFORMATION, Issue 2 2008Armando Calabrese This paper proposes a strategic path managers might follow in order to optimise the outcome of the implementation of Corporate Social Responsibility (CSR) activities. As a starting point, we analysed the practice of CSR and its impact within a service industry, namely the Italian banking sector. Our aim was to understand the impact of CSR on the service company both externally and within the company itself and consequently our research was conducted on two different levels. The corporate level considers CSR as it is perceived by top management, and the operational level takes into account the perspectives of the front line employees and customers. Analysis at the corporate level was carried out by means of a thorough examination of the social reports and Internet sites of the service companies concerned, whereas the front line was studied by administrating a structured questionnaire, issued both to employees and to customers in a sample of bank branches. The research demonstrates that service companies are in fact implementing CSR initiatives and that stakeholders have a considerable interest in such initiatives. However, should the CSR initiatives be used as a tool solely to improve the brand equity rather than to improve relationships with their main stakeholders (employees and customers), then a boomerang effect is produced whereby the stakeholders pinpoint the CSR initiatives as one of the main reasons for their discontent with the service company. Although top managers invest in CSR initiatives in order to increase the satisfaction of the stakeholders, should the main stakeholders be unsatisfied with the management of the service company core business, the CSR initiatives might be rendered rather ineffective. As a result, the CSR initiatives may be a sign of underlying rift between top managers and the front line employees within the company, which in turn might also damage the relationship between bank and its customers. The implications of the findings in this paper provide a managerial tool for use in the implementation of CSR. This tool dictates a specific path to be followed which also requires precise timing for its success. Copyright © 2008 John Wiley & Sons, Ltd. [source] Effectiveness of price discounts and premium promotionsPSYCHOLOGY & MARKETING, Issue 12 2009Mariola Palazon Although price discounts are by far the most common form of sales promotions employed by firms, the increasing use of premiums as a promotional strategy may imply that they are occupying a more important place in the promotional strategy. Since price discounts are quite costly and can reduce consumers' reference prices, undermine perception of quality, and hurt brand equity, it is crucial to know what type of promotion is the most preferred and valued by consumers. As the most recent works in the field have argued that the promotional benefit level is an important determinant of promotional effectiveness, this research reports the results of two experimental studies that investigated the interaction effect between promotional benefit level and promotion type across three levels of benefit (low, moderate, high). The results obtained suggest that at high benefit levels price discounts are more effective than premiums, while the opposite occurs at low levels. However, a similar evaluation of promotional tools was found at moderate benefit levels. The findings offer guidance to managers who might benefit from knowing what is the best strategy to promote their products and services. Our work also extends prior related research because, to this date, the effectiveness of price discounts and premiums across promotional benefit levels is an under-researched issue. © 2009 Wiley Periodicals, Inc. [source] | ||||||||||