Introduction:thought leadership in brand management

This special issue contains eight articles developed from presentations at the fourth annual Thought Leaders' International Conference on Brand Management, held in Birmingham, UK in April 2008. Following a blind reviewing process, 65 papers were accepted and presented at the conference and all authors had the opportunity to revise their papers for possible inclusion in this special issue. A further round of double blind reviewing resulted in the selection of these eight articles. This introduction presents an overview of this thought-leading research into brand management.

Introduction : thought leadership in brand management

This JBR Special Issue contains ten articles developed from presentations at the Seventh Annual Thought Leaders' International Conference on Brand Management, held at Universitá della Svizzera italiana in Lugano, Switzerland in March 2011. The conference organizing committee received submissions and following a double blind reviewing process papers were accepted for presentation at the conference. After the conference all authors wishing to submit papers for this Special Edition had the opportunity to revise their papers and submit them. A further round of rigorous double-blind reviewing resulted in the selection of ten articles. This introduction presents an overview of this thought-leading research into brand management. © 2012 Elsevier Inc.

Introduction:thought leadership in brand management

This special issue contains fifteen articles developed from presentations at the sixth annual Thought Leaders' International Conference on Brand Management, held at Università della Svizzera italiana in Lugano, Switzerland in April 2010. The conference received 154 submissions and following a double blind reviewing process, a little under half of these, 75 papers, were accepted and presented at the conference. The authors of the accepted conference papers had the opportunity to revise their papers after the conference and submit them for possible inclusion in this special issue. A further round of rigorous double-blind reviewing resulted in the selection of these fifteen articles. This introduction presents an overview of this thought-leading research into brand management. © 2011.

Go/no-go criteria during grocery brand development

Past research into new product screening criteria have largely centered on industrial new products. This study investigates the criteria that managers use for screening and evaluating new grocery products or brands. Theory suggests that the branding, promotional, and trade needs of grocery brands mean that screening criteria for grocery product development will differ from those applied to industrial goods. Our methodology departs from earlier research in gathering information on the accept/reject criteria during new product development rather than examining the reasons for success and failure after launch. The results endorse many findings from the extant literature on new product development. However, we highlight a set of factors that new product managers regard as important to the go/no-go decision in new grocery product or brand development that differs significantly from previous studies. From a research perspective, our study findings make an important contribution to the field by developing measurement scales for addressing NPD in the grocery sector.

How screening criteria change during brand development

Purpose - Despite the increasing sophistication of new product development (NPD) research, the reliance on traditional approaches to studying NPD has left several areas in need of further research. The authors propose addressing some of these gaps, especially the limited focus on consumer brands, evaluation criteria used across different project-review points in the NPD process, and the distinction between "kills", "successes", and "failures". Moreover, they propose investigating how screening criteria change across project-review points, using real-time NPD projects. Design/methodology/approach - A postal survey generated 172 usable questionnaires from a sample of European, North American, Far Eastern and Australian consumer packaged-goods firms, providing data on 314 new product projects covering different development and post-commercialization review points. Findings - The results confirm that acceptance-rejection criteria vary through the NPD process. However, financial criteria dominate across all the project-review points. Initial screening is coarse, focusing predominantly on financial criteria. Fit with organizational, product, brand, promotional, and market requirements dominate in the detailed screen and pre-development evaluation points. At pre-launch, decision-makers focus on product, brand, and promotional criteria. Commercial fit, production synergies, and reliability of the firm's market intelligence are significant discriminators in the post-launch review. Moreover, the importance of marketing and channel issues makes the criteria for screening brands different from those of industrial markets. Originality/value - The study, although largely descriptive and involves a relatively small sample of consumer goods firms, offers new insights into NPD project evaluation behavior. Future, larger-scale investigations covering a broader spectrum of consumer product sectors are needed to validate our results and to explain the reasons behind managers' decisions. © Emerald Group Publishing Limited.

Ownership effects in consumers' brand extension evaluations

In this paper, we examine how brand ownership status affects consumers’ evaluation of brand extensions, using an experiment. In evaluating both brand extension and parent brands, brand owners differ from both nonowners and nonusers of a brand's product category in important ways. While the functional similarity between a brand and its extension impacts on all three groups’ brand extensions, its effects on nonowners and nonusers are more significant than those on brand owners. For brand owners, the most important consideration in their evaluation of brand extensions seems to be the image consistency between a brand and its extensions. Furthermore, there is an interaction effect between brand image consistency and product similarity for brand owners, whereas this effect is nonexistent for nonowners and nonusers.

Consumer engagement with self-expressive brands:brand love and WOM outcomes

Purpose: The purpose of this paper is to explore attitudes of consumers who engage with brands through Facebook "likes". It explores the extent to which these brands are self-expressive and examines the relationship between brand "liking" and brand outcomes. Brand outcomes include brand love and advocacy, where advocacy incorporates WOM and brand acceptance. Design/methodology/approach: Findings are presented from a survey of Facebook users who engage with a brand by "liking" it. Findings: Brands "liked" are expressive of the inner or social self. The study identifies a positive relationship between the self-expressive nature of brands "liked" and brand love. Consumers who engage with inner self-expressive brands are more likely to offer WOM for that brand. By contrast, consumers who engage with socially self-expressive brands are more likely to accept wrongdoing from a brand. Research limitations/implications: The research is exploratory and is limited to consumers who are engaged with a brand through "liking" it on the Facebook social network. Practical implications: The study offers suggestions for managers seeking to enhance brand engagement through Facebook "liking", and to encourage positive brand outcomes (such as WOM) among consumers already engaged with a brand on Facebook. Originality/value: This paper provides new insights into consumer brand engagement evidenced through Facebook "liking". It charts the relationship between "liked" self-expressive brands and brand love. Distinctions are drawn between brand outcomes among consumers who "like" for socially self-expressive reasons, and consumers who are brand engaged by "liking" to express their inner selves. © Emerald Group Publishing Limited.

A taxonomy of measures for consumer-based brand equity:drawing on the views of managers in Europe

Purpose: The purpose of this paper is to identify the components of consumer-based brand equity from the perspective of experts in brand management in the UK, Germany and Greece. Design/methodology/approach: Data were collected from semi-structured interviews with senior brand consultants and managers, five in the UK, five in Germany and five in Greece. Findings: The findings suggested four categories of measures which can be used to define brand equity. These are the consumers' understanding of brand characteristics; consumers' brand evaluation; consumers' affective response towards the brand; and consumers' behaviour towards the brand. Specific dimensions are identified as indicators of each category. Research limitations/implications: Although the focus of this study is Europe, data were only collected from the UK, Germany and Greece, countries representing three of the five European cultural clusters. The resultant taxonomy adds to the fragmented literature on brand equity measurement by proposing four categories to gauge brand equity. Practical implications: The suggested taxonomy provides indicators of a framework managers could use when assessing brand equity. Originality/value: There is little agreement on what constitutes brand equity and therefore measures of brand equity are fragmented. To date, the views of practicing managers have not been taken into account in research. This paper draws on the views of practitioners and academics to suggest a taxonomy of categories of measures for brand equity. © Emerald Group Publishing Limited.

B2B service brand identity and brand performance:an empirical investigation in the UK’s B2B IT services sector

Purpose – This paper aims to apply the business-to-business (B2B) Service Brand Identity (SBI) scale to empirically assess the influence of service brand identity on brand performance for the first time. Design/methodology/approach – Based on data collected from 421 senior marketing executives, this paper applies the B2B SBI and structural equation modeling to fulfill the above purpose. Findings – Brand personality and human resource initiatives have a positive and significant influence on brand performance. Corporate visual identity, in addition to an employee and client focus, has an insignificant impact on performance. Consistent communications have a negative and significant influence on brand performance. Research limitations/implications – Data were only collected from executives in the UK. This research would benefit from replicative studies. Practical implications – This research empirically establishes the brand management activities that drive brand performance. Originality/value – This is the first empirical study to assess the influence service brand identity has on brand performance.

Consumer price knowledge in the German retail market

Price knowledge as a construct has been one of the top behavioral pricing themes in the last four decades, especially in the Anglo-American literature. In Germany, scientists have paid relatively little attention to this topic during the last 15 years – with some notable exceptions. Therefore, this study analyzes German consumers' price knowledge and, by doing so, replicates and extends existing international work. After reviewing earlier attempts at assessing the construct, a measure is developed for the price estimation error “PEE”, based on explicit price knowledge stored in long-term memory. Results, including data from about 1,000 consumers on 69 products from a German retail chain, indicate that price knowledge in Germany is relatively low. Based on that observation, implications for the management are discussed.

Co-branding:the stat of the art

The use of co-branded products as a form of brand management has gained increasing attention from managers and scientists, as evidenced by the practitioner-oriented articles and empirical studies published since the mid-1990s. However, there is no description that contrasts co-branding with other branding strategies, nor is there a structured overview of the main findings of co-branding studies. We classify different branding strategies, discuss branding literature, and develop a theoretical model for co-branding based on research findings. In addition to managerial implications, we provide a critical assessment of research, identify research questions, and offer a research agenda for cobranding.

Consumer response to gift promotions

Purpose: The objective of this paper is to better understand the factors that influence consumers' responses toward gift promotions. Specifically, the aim is to analyse four variables: the nature of the promoted product, the fit between the product and the gift, the type of brand used in the promotion and the deal-proneness. Design/methodology/approach: In an experimental context, 247 subjects were randomly assigned to a 2 (product type: utilitarian vs hedonic)×2 (gift type: utilitarian vs hedonic)×2 (brand type: high equity vs medium equity) between-subjects factorial design. Findings: Results indicate that the nature of the promoted product does not influence consumer response. Overall evaluation of gift promotions is more favourable when simultaneously the brand promoted has high equity and the fit between the promoted product and the gift is high. Offering a gift that fits with the product and using high equity brands is a wise strategy to positively influence purchase intentions. Findings also show that deal proneness has a positive impact on purchase intentions. Research limitations/implications: A limited set of product categories, gifts and brands were used. Future research should also examine other variables and use a representative sample. Practical implications: Findings provide useful guidelines for the design of gift promotions. Originality/value: Most previous research has focused on monetary promotions with little about non-monetary promotions. This paper addresses this gap by analysing consumers' responses to gift promotions incorporating key determinants in the analysis. © Emerald Group Publishing Limited.

Brand-driven leadership for change management in retailing

Change management theorists largely overlook using the brand as a vehicle for change. Similarly, while branding has become an increasingly popular research and business topic, the branding literature appears to neglect change management. Our research bridges this gap through the development of brand identity as the main driver of organizational renewal. In the article we provide insights into brand-driven leadership for change which have been develope by collaborative action research with CEOs and owners of retail firms over a twenty year period. In contrast to the usual planning of change attempting to fit the firm to external trends and considering internal resources our brand-driven approach is based on resonance with consumers by the use of external socio-cultural meanings in society. We highlight phases in the development of brand identity by reference to a prototypical retail case study and presenta framework to help managers with brand-driven leadership for change.

Brand equity and purchase intention in fashion industry:a cross-cultural study in Asia and Europe

This research is the leading brand for purchase of assets, and analyzing the factors based on brand asset components and the relationship between the brand and brand assets assets impact factors and purchase intent on uncovering the relationship between components and trademarks centered on South Korea and the United Kingdom, by comparing the asset management plan would generate. The study, information navigation product knowledge affects of constant (+), brand attitudes and knowledge of the brand loyalty and brand value to the constant trademark (+). Brand value and brand loyalty and purchase intent-(+) in the United Kingdom, on the other hand, of the impact that do not affect that.

How brand portfolios have changed:a study of grocery suppliers brands from 1994 to 2004

This study examines the changes in brand structures based on a repeat audit of brand portfolios by leading grocery product suppliers. It compares results from content analyses of four hundred leading suppliers' brands sold to Tesco and Sainsbury's in 1994 and 2004. The brand structures used have changed although not uniformly in extent or direction. There is now more complexity in the way brand names are used. An extended typology of brand structures is incorporated. Propositions drawn from latest thinking on the use of brand portfolios are compared with the findings implications discussed.