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Brand Management (brand + management)
Selected AbstractsBrand Management in Small to Medium-Sized Enterprises,JOURNAL OF SMALL BUSINESS MANAGEMENT, Issue 1 2008Pierre Berthon Although an impressive body of literature has emerged focusing on the critical activities involved in brand management for larger organizations with well-established brands and substantial marketing budgets, no research has been undertaken to examine branding within small to medium-sized enterprises (SMEs). The present study therefore seeks to assess the nature and scope of brand management within an SME context. Findings show significant differences between small and large organizations along 9 of the 10 brand management dimensions reported in Keller's brand report card. Moreover, different brand management practices are associated with business performance in SMEs. Implications of the study are highlighted, limitations noted, and directions for future research outlined. [source] Integrated Brand Experience Through Sensory Branding and IMCDESIGN MANAGEMENT REVIEW, Issue 3 2009Jai Beom Kim The Brand Experience Wheel is one way to move from the traditional marketing environment to a more integrated model,one that integrates sensory branding with brand touch-points. We take a look at strategic communications management and strategic brand management with reference to recent products from Nike and Puma. [source] Powerful brands, Perspectives of design managers from around the globeDESIGN MANAGEMENT REVIEW, Issue 1 2001Article first published online: 10 JUN 2010 We asked design managers around the globe to identify brands they thought were especially powerful. Each of them selected one or two, sharing with us their rationale for making those choices. The breadth of their selections indicates that success isn't limited to any one arena or industry. More significantly, the thinking behind their choices offers concise but valuable commentary on brand management. It's a whirlwind tour of brand appreciation. Enjoy! [source] Optimising communications for charity brand managementINTERNATIONAL JOURNAL OF NONPROFIT & VOLUNTARY SECTOR MARKETING, Issue 2 2005Angus Jenkinson The paper presents recomendations on how to enhance communications planning through new integration and media neutral planning techniques (open planning) linked to Integrated Marketing practice. The paper is based on best practice research in charity and commercial sectors, including NSPCC and National Trust. Copyright © 2005 John Wiley & Sons, Ltd. [source] When communication challenges brand associations: a framework for understanding consumer responses to brand image incongruityJOURNAL OF CONSUMER BEHAVIOUR, Issue 1 2006Henrik Sjödin In this conceptual paper, the authors review literature on how consumers react when a piece of brand communication is incongruent with established brand associations. Although brand experts typically criticize such brand image incongruity, it is a fact that companies do communicate in a way that challenges existing associations, for example in advertising or when launching brand extensions. The article integrates previous work,which has been scattered across several poorly connected domains,into a coherent framework. The authors propose effects of brand image incongruity on consumers' processing and evaluation. They also identify marketing implications and avenues for future research. The propositions imply opportunities for brand management, thus suggesting the need for a balanced view on brand image incongruity. Copyright © 2006 John Wiley & Sons, Ltd. [source] Brand Management in Small to Medium-Sized Enterprises,JOURNAL OF SMALL BUSINESS MANAGEMENT, Issue 1 2008Pierre Berthon Although an impressive body of literature has emerged focusing on the critical activities involved in brand management for larger organizations with well-established brands and substantial marketing budgets, no research has been undertaken to examine branding within small to medium-sized enterprises (SMEs). The present study therefore seeks to assess the nature and scope of brand management within an SME context. Findings show significant differences between small and large organizations along 9 of the 10 brand management dimensions reported in Keller's brand report card. Moreover, different brand management practices are associated with business performance in SMEs. Implications of the study are highlighted, limitations noted, and directions for future research outlined. [source] Corporate social responsibility in small-and medium-size enterprises: investigating employee engagement in fair trade companiesBUSINESS ETHICS: A EUROPEAN REVIEW, Issue 2 2010Iain A. Davies Employee buy-in is a key factor in ensuring small- and medium-size enterprise (SME) engagement with corporate social responsibility (CSR). In this exploratory study, we use participant observation and semi-structured interviews to investigate the way in which three fair trade SMEs utilise human resource management (and selection and socialisation in particular) to create employee engagement in a strong triple bottomline philosophy, while simultaneously coping with resource and size constraints. The conclusions suggest that there is a strong desire for, but tradeoff within these companies between selection of individuals who already identify with the triple bottomline philosophy and individuals with experience and capability to deal with mainstream brand management , two critical employee attributes that appear to be rarely found together. The more important the business experience to the organisation, the more effort the organisation must expend in formalising their socialisation programmes to ensure employee engagement. A key method in doing this is increasing employee knowledge of, and affection for, the target beneficiaries of the CSR programme (increased moral intensity). [source] | ||||||||||