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ROLE OF BRAND MANAGEMENT COMPANIES IN MAKING AN AVERAGE BRAND A SUPER BRAND

ROLE OF BRAND MANAGEMENT COMPANIES IN MAKING AN AVERAGE BRAND A SUPER BRAND

A lot has been done in terms of branding a product/service. The brands have been promoted and presented in the best possible way. Every day hundreds of products are introduced into the market, but not all of them come into limelight. Even if they come into the limelight a very few sustain and go on to become a brand. The brand management companies take the responsibility of studying the market trends, consumer behavior and use many other marketing practices before presenting a product. Every step is measured because the brand managers will be solely responsible in making or breaking a brand. They play an important role in nurturing the image of a brand even after it’s released in the market. This research is conducted to understand why companies consider brand management and also to find whether it is just a trend to opt for a brand management company or they truly have the potential in making a product/service a super brand. This is an exploratory research and primary data was collected with the help of structured questionnaire. But for a brand to become a super brand a lot has to be done. The research done on the brand management companies clearly shows that quality is of utmost importance. So that brand management companies can add value to a brand.
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Talk the talk, walk the walk : the relationship between brand management and brand promise delivery

Talk the talk, walk the walk : the relationship between brand management and brand promise delivery

organisations and their performance (Baumgarth, 2010; Napoli, 2006; Voskuyl, 2009; Wong & Merrilees as cited in Hankinson, 2012), organisations must also acknowledge the importance of internal branding (Punjaisri et al, 2008; Punjaisri & Wilson, 2007). Recruitment, training and evaluating personnel should not solely be based on knowledge and skills but also on sharing and understanding of brand values (Nasr et al, 2014; Punjaisri et al, 2008). Personnel understanding, sharing and acting in line with the brand supports the delivery of the brand promise. Setting up the internal organisation of the brand ensures that the other four constructs of brand management are implemented more effectively.
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Over View of Brand Management in Indian Marketing Environment

Over View of Brand Management in Indian Marketing Environment

A sample design is a definite plan for obtaining a sample from the given population. It refers to the technique or the procedure the researcher would adopt in selecting items for the sample. It may lay down the number of items to be included in the sample. While sampling procedure is carried out, it should be noted that there is no systematic bias and sampling error and should result in a truly representative sample. As the primary objective of this study is to study the appraisal of brand management in Indian Marketing Environment, and since it is a known population, a sample size of 200 consumers were considered for the research. Simple Random Technique is used to assess the opinions of the respondents regarding the level of the brand management and knowledge Near about 275 questionnaires were distributed among the consumers but only 200 questionnaires were returned. In that questionnaires also, some of them found filled incorrectly and not filled in properly and hence only 200 with 70.97 percent and hence these were taken up for further studies and analysis.
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University Brand Management through Additive Manufacturing Applications

University Brand Management through Additive Manufacturing Applications

Iglesias and Ind (2016) state that brand perceptions can be positively impacted by aligning business strategies with brand vision and positioning to further differentiate from the competition. Each academic environment has unique features that should be distinguishable within their brand management strategies, thus ensuring market segmentation focus. Social media is also rapidly becoming a powerful marketing and brand awareness tool in conformity with Odhiambo (2012). Nevertheless, three essential principles need to be considered if social media brand management is chosen: uniqueness, positivity and consistency. In a sea of “the same” one needs to be different and stand out in a positive fashion, concludes Dessart et al. (2015). Identity of a university is given by its’ unique capabilities. The true art of brand management is to portray this identity in such a way that people can identify with it and resonate with its’ vision at a personal level. Burmann et al. (2017) claims that identity-based brand management has proven to be the most efficient management model to make brands a success.
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Brand co-creation with multiple stakeholders and implications for corporate brand management in South Africa

Brand co-creation with multiple stakeholders and implications for corporate brand management in South Africa

As discussed in the context of the study, there’s a dearth of academic research that delves into the realities of brand co-creation and stakeholder complexity. Merz et al. (2009) highlighted as a key challenge, how to incorporate multiple stakeholders in the innovation as well as as creative processes of organisations. According to Jones (2005, p.10), brand value is a “multifarious construct that is affected by, or the sum of, a gamut of relationships”. Similarly, Iglesias et al. (2013) in their study concluded that brands cannot be considered from the perspective of just consumers or the organisation, but rather from a broader stakeholder view of brand management. Brand co-creation is thus gaining significance as an area of study as firms and academics alike are investigating ways to effectively harness increasing stakeholder involvement to provide opportunities for brands (Juntunen, 2012; France et al., 2015; Iglesias, Ind and Alfaro, 2013; Grandy & Levit, 2015).
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Anshan city brand management strategy

Anshan city brand management strategy

By arranging the correlation theory and literature of city brand and city marketing, from the perspective of urban competitiveness and city brand management, this essay takes the important role which city brand plays in city development as the centre and expounds Anshan’s city brands at present and existing problems. Combining with SWOT analysis, this essay makes a preliminary analysis to Anshan’s core city brand positioning and core city brand management. Hope that through active collaboration with various departments, they could play a crucial role to enhance the overall competitiveness.
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Strategic Brand Management in Emerging Markets: Consumer Perceptions of Brand Extensions

Strategic Brand Management in Emerging Markets: Consumer Perceptions of Brand Extensions

Abstract. The purpose of this paper is to examine consumers’ perceptions of the parent brand and their attitudes towards the brand extensions by exploratory researching the topic in the new context of one emerging European market. Theoretical part gives a comprehensive description and analysis of the main features of the brand extension strategy. The purpose of the primary research is to explore and understand Croatian consumers’ perceptions about the global parent brand (Coca-Cola) and their attitudes towards its extensions on the Croatian market. Research results support the assumption that managers should introduce brand extension when they are sure of the position of the parent brand and its former extensions in the consumers’ mind. As such, results corroborate previous findings, showing how it is necessary to know the existing level of brand affect, brand loyalty, and brand trust since they have different impacts on consumers’ perceptions of the brand extension. The main contribution of the paper stems from the replication and extension of the previous research in the new context (in terms of the level of the market development and consumer culture). Research findings add to the existing knowledge with insights and results from the new market (Croatia), and as such might help in increas- ing understanding of the brand extension phenomena in the field of the strategic brand management in emerging markets.
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Improving Competitive Advantage of Chinese Sports Brand through Brand Management

Improving Competitive Advantage of Chinese Sports Brand through Brand Management

The limitations are as follow. First, as an effort to explore the way of improving Chinese sports brand through brand management, this study does not pay attention to the influence of consumers. In a marketplace where consumers’ attitude becomes increasingly important to the development of a brand, a future study that includes the measurement of consumers’ attitude and response toward China’s sports brand may be helpful in terms of the management of China’s sports brand. Second, although the research has provided several factors of the mar- keting strategy that China’s sports industry currently applies, it does not explore those factors from an empirical perspective. Perhaps a future study can include interviews with CEOs of China’s major sporting corporations so as to make the explanations more accurate and consolidate.
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The Studying of Brand Management Dimensions on Sport Brand Management (Case Study of Zagros Kermanshah Province)

The Studying of Brand Management Dimensions on Sport Brand Management (Case Study of Zagros Kermanshah Province)

Purpose: The purpose of this study was to investigate the dimensions of brand impact on sports, economic and professional experts, managers and experts in Kermanshah province. Method: This is a descriptive-survey research. The statistical population consisted of 120 experts, managers and experts in sport and economic in Kermanshah province who were selected by random sampling. In this study, 87 experts including experts, managers and experts in two fields of sport and economics completed a researcher- made questionnaire assessing the dimensions of sport brand effectiveness. The measurement tool was a questionnaire of sport brand management whose reliability and validity were tested for this research. The Cronbach's alpha value for all factors is 7 or higher, indicating the appropriateness of the questions posed to assess each of the dimensions affecting sport brand management. SPSS software version 20 was used for data analysis. The results of the tests showed that all four sectors (managerial, economic, cultural and social) influenced sport brand management. Results: Finally, the overall summary of the tests shows that social media management brand with a mean of 3.09 and cultural management factor with a mean of 1.82 have the highest and lowest priority in influencing sport brand, respectively. Conclusions: The research results show that the social sector of the brand has a higher priority and microeconomic and macroeconomic indicators should be recognized.
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Unpacking brand management superiority : examining the interplay among brand orientation and market linking and controlling mechanisms

Unpacking brand management superiority : examining the interplay among brand orientation and market linking and controlling mechanisms

Notwithstanding its performance benefits, an examination of studies identified in Table 2.3 shows that the underlying mechanism through which brand management capability contributes to the development of strong brands remains unclear, which appears to be attributable to the inconsistent manner in which it has been viewed in the extant literature. For example, Santos-Vijande et al. (2013) view brand management system as a dynamic capability that adopts a brand- supporting culture, aligns employee behaviour with the brand, and allocates resources to managing the brand, all of which are essentially activities undertaken internally within the firm. However, they find that such brand management capability drives superior customer performance. This finding is surprising because by the authors’ own admission, “the brand management system seeks to help managers to gain a clearer picture of how best to manage the brand internally (and) constitutes the basic internal management infrastructure that sustains first the brand-building activities and, subsequently, brand equity creation” (p. 154). However, it remains unclear as to how such internal brand management activities actually create external brand equity since they appear to be purely internally- oriented and lack the external relevance that some scholars highlight as critical to building strong brands (e.g., Baumgarth, 2010; Baumgarth & Schmidt, 2010; Hirvonen & Laukkanen, 2014). Similarly, Merrilees et al. (2011) appear to view branding capability as a constellation of both internal and external branding activities, given their measures tap such branding aspects as treating brands as assets, using branding as an operational tool and communicating a consistent brand meaning. This view of branding capability appears to reflect the issues raised in Section 2.2.1, in that confusion remains as to how such capability of the firm actually differs from brand orientation since in addition to capturing the
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Improving customer perceived value in the brand management technology market

Improving customer perceived value in the brand management technology market

The specific researcn aims at solving a business problem by investigating on how to improve customer value. There are various research designs to use when conducting research. Bryman and Bell (2011) described five different types of research designs. The research design that is suitable in the thesis and chosen is a combination between a case study design and a cross- sectional design. Both quantitative data and qualitative data are collected to solve the business problem. Integrating both quantitative and qualitative research within a single project is also called a mixed methods research (Bryman and Bell, 2011). This thesis is described as a case study design due to the detailed and intensive analysis of a single organization. Using an internal CVA will lead to a qualitative data collection. Based on the information provided in this internal CVA, an external CVA is designed. The employees determine the key drivers of customer value. Next to the determination of customer value, questions concerning the market of brand management technology are formulated. In these questions, the (potential) customers provide information on which trends and developments they consider as valuable. The questionnaire is sent to several (potential) clients. This quantitative data collection that will be applied makes a cross-sectional design suitable. To solve the business problem, the research is divided in different compartments. These compartments are discussed more thoroughly in the next sections.
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Achieve Company Growth Using Strategic Brand Management Process

Achieve Company Growth Using Strategic Brand Management Process

Brand management in small to medium-sized enterprises (SMEs) is an area of study in its early stages. Therefore, considerable has been published about brand manage ment in general, all theory and case studies are based only on multinationals company. Brand management has developed as one of the strategy to give positive impact towards business performance. Effective brand management allows the price of the product to go up and build loyal customers through strong brand awareness of the brand and positive brand associations and images. In order to build a strong brand in SMEs companies there
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A STUDY ON BRAND MANAGEMENT WITH REFERENCE TO LOUIS PHILIPPE BRAND Priti K Rao* & Dr. Vanitha Bhargav**

A STUDY ON BRAND MANAGEMENT WITH REFERENCE TO LOUIS PHILIPPE BRAND Priti K Rao* & Dr. Vanitha Bhargav**

Brand management begins with having a thorough knowledge of the term “brand”. It includes developing a promise, making that promise and maintaining it. It means defining the brand, positioning the brand, and delivering the brand. Brand management is nothing but an art of creating and sustaining the brand. Branding makes customers committed to your business. A strong brand differentiates your products from the competitors. It gives a quality image to your business. The aim of branding is to convey brand message vividly, create customer loyalty, persuade the buyer for the product, and establish an emotional connectivity with the customers. Branding forms customer perceptions about the product.
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Integrating knowledge and employer brand management: A conceptual model

Integrating knowledge and employer brand management: A conceptual model

For organizations to support the development of KM, they need confirmation that, as a consequence, it will improve their financial performance (Darroch, 2005). Although business performance is multi-dimensional, business success is largely associated with brand performance (DeChernatony & Christodoulides, 2004). According to Harris et al. (2001), organizational and brand performance are two distinct, yet closely related dimensions. Organizational brands are important in achieving organization’s success and help to generate competitive advantages. Brand performance can be considered as the attainment of organizational goals in the marketplace. Harris et al. (2001) defined brand performance as “the relative measurement of the brand’s success in the marketplace” (p. 445). The setting of learning organization should keep an emphasis on both individuals and departments, that would lead to achieve superior brand performance. Consequently, Harris et al. (2001) stated that “corporate branding requires a holistic approach to brand management, in which all members of an organization behave according to the desired brand identity” (p. 442). Corporate branding requires a different management attitude than product line branding. It integrates the internal activities to guarantee consistency in brand delivery and approaches the role of employees in the brand building (Balmer et al., 2001). Due to those advances, the role of employees is changing, and they start to be perceived as brand’s ambassadors who have a meaningful impact on consumers’ perceptions (Hemsley, 1998).
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Corporate brand management imperatives: Custodianship, credibility, and calibration

Corporate brand management imperatives: Custodianship, credibility, and calibration

of Corporate Branding, ” California Management Review, 46/1 (Fall 2003): 6-26; J. Motion, S. Leitch, and R.J. Brodie, “ Equity in Corporate Co-Branding: The Case of Adidas and the All Blacks, ” European Journal of Marketing, 37/7-8 (2003): 1080-1094; S. Leitch and N. Richardson, “ Corporate Brand- ing in the New Economy, ” European Journal of Marketing, 37/7-10 (2003): 1065-1079; M. Urde, “ Core Value-Based Corporate Brand Building, ” European Journal of Marketing, 37/7-8 (2003): 1017-1040; M.J. Hatch and M. Schultz, “ Are the Strategic Stars Aligned for your Corporate Brand? ” Harvard Business Review, 79/2 (February 2001); D.A. Aaker and E.A. Joachimsthaler, “ The Brand Relationship Spectrum: The Key to the Brand Architecture Challenge, ” California Management Review, 42/4 (Summer 2000) 8-23; J.M.T. Balmer, “ The Three Virtues and Seven Deadly Sins of Corporate Brand Management, ” Journal of General Management, 27/1 (2001): 1-17; S.D. Knox and S. Maklan, Competing on Value: Bridging the Gap Between Brand and Customer Value (London: Financial Times/Pitman Publishing, 1998); J.M.T. Balmer, “ Corporate Branding and Connoisseurship, ” Journal of General Management, 21/1 (Autumn 1995): 24-27.
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Business Proposition. Global Brand Management. Media Intelligent

Business Proposition. Global Brand Management. Media Intelligent

ADAM is designed to scale with enterprises that are growing rapidly in the global marketplace. As you enter new markets, ADAM can grow with you, delivering on new brand assets, new tasks and new volumes of work. This safeguards your technology investment and ensures your marketing and brand management tools are ready to respond to new trends without lengthy development cycles. The ADAM platform can also handle any file type and safeguards versioning history – giving you instant rollback to previous versions any time you need them, so your archive can scale to infinity but still provide complete ease of use.
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A brand within a brand: an integrated understanding of internal brand management and brand architecture in the public sector

A brand within a brand: an integrated understanding of internal brand management and brand architecture in the public sector

Observations were also conducted of seven staff meetings, including weekly and monthly meetings, and bi-annual planning days. The purpose was to understand if and how brand management was integrated into the day-to-day activities and personal communication within the organisation and to gain a greater understanding of intra-organisational relationships. Field notes were taken during the observations; own reflections were included as well as documentation of discussions and statements from participants, written down as close to a citation as possible. Complementing the interviews, the observations served to strengthen the analytical process and empirical findings by comparing data from the individual interviews with group communications. The observations resulted in 57 type-written pages of memos.
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MASTER S COURSES FASHION & LUXURY BRAND MANAGEMENT

MASTER S COURSES FASHION & LUXURY BRAND MANAGEMENT

• demonstrate a high degree of professionalism characterised by initiative, creativity, motivation and self management; • express ideas effectively and communicate information appropriately and accurately using a range of media including ICT; • develop working relationships using teamwork and leadership skills, recognising and respecting different perspectives; • manage their professional development reflecting on progress and taking appropriate action;

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Brand Management: Dealing with negative eWOM by restaurants

Brand Management: Dealing with negative eWOM by restaurants

Nowadays, companies have to deal with customers leaving negative online reviews. These reviews are based on the experience that a customer has. The customer experience is the total of all experiences a customer has with a company (Meyer & Schwager, 2007). These experiences are based on the aspects of a company’s offering (Meyer & Schwager, 2007). Traditionally, people made use of Word-of-Mouth (WOM) in order to express their experience with a brand. Since the introduction of online platforms, customers have been able to express themselves via online reviews as well. This is also known as electronic Word-Of-Mouth (eWOM) (Huete-Alcocer, 2017). Online reviews can be given in many ways, for example via the website of the restaurant or via sites like TripAdvisor, Yelp, and Google. These reviews are not only used by customers to express the experiences they have with a restaurant but it can also be seen as a recommendation or warning for potential customers. When potential customers have to decide on where to go or what to buy, they are likely to use online reviews to base their decision on (Ghose & Ipeirotis, 2010; Chatterjee, 2001).
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I hate what you love: brand polarization and negativity towards brands as an opportunity for brand management

I hate what you love: brand polarization and negativity towards brands as an opportunity for brand management

10 Mackie, 1986; Suhay, 2015). From the social identity theory perspective, polarization and brand rivalry occur when members exhibit in-group conformity in the direction of the majority and out-group separation, often showing signs of hostility and dislike towards out-group members (Havard et al., 2016; Lau et al., 2017; Suhay, 2015). Brand rivalry appears to be a case of brand polarization where two brands (the preferred and its main rival) are involved, and these confronted brands provoke strong feelings of love and hate among supporters and detractors. These feelings are reflected in acceptance and support towards other in-group members and negative stereotyping and rejection towards out-group members (Hickman & Ward, 2013). Cases of intense brand rivalry are documented in the literature, for example Apple versus Microsoft (Phillips-Melancon & Dalakas, 2014), Coke versus Pepsi (Muniz & Hamer, 2001), and Ford versus GM (Ewing et al., 2013). However, a stronger brand rivalry can be evidenced in the sports teams literature (e.g., Angell et al., 2016; Grohs et al., 2015; Wenger & Brown, 2014), as team identification causes sports fans to display vigorous positive and negative emotions and actions towards the favourite and rival teams (Luellen & Wann, 2010).
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