Brand implementation

Abstract: Most of the academic research on brand management focuses on stable organizational conditions. In the last years, markets are characterized by disruptive changes as well as mergers and acquisitions (M&A) activities. In case of M&A, the question of choosing an appropriate brand strategy arises. The authors discuss alternative strategic options of brand strategies within a merger – explored through an action research-based case study of a Swiss retail brand merger. Within the exploratory action research-based case study described in this article, one of the researchers interacted closely with two firms involved in this merger. In this process, the authors identify several critical observations that have to be considered in the brand implementation process. Managerial implications for M&A decisions and directions for further research were derived.

Abstract: Brand marketers initiate brand strategies in an effort to positively influence customer-based brand outcomes However, in today's environment, success is largely dependent upon retailer coordination and support of manufacturers’ brand-building efforts, including execution of in-store promotions and other merchandising activities Building on brand and marketing channel theory, and based on a qualitative study of brand managers and executives, we introduce the concept of the retailer brand implementation gap (RBIG), the disparity between the manufacturer's brand-building strategies and brand-building outcomes (for example, brand equity) due to a lack of retailer support, and offer propositions regarding RBIG Additionally, we present a conceptual model that illustrates the possible factors affecting RBIG When RBIG is large, manufacturer return on brand investments will be suboptimal In contrast, cooperative efforts between manufacturers and retailers are likely to maximize investment returns and decrease RBIG The results of the qualitative study suggest that efforts to collaborate with retail partners, support their brand-building initiatives, and focus on creating value for end-consumers can reduce the size of RBIG

Abstract: Brand management is now being applied to places to stimulate economic and social development. While the literature advocates the benefits, it suggests that the process of implementation is not understood. Referring to the corporate brand-place brand analogy and the important role of senior management in corporate branding, this paper examines the role of community leaders, as the senior management equivalent, in two cities which have implemented a place brand strategy. This paper provides an insight into the importance of community leaders as drivers of the place brand as well as the cultural change which may be required to ensure the desired outcome. Introduction to Place Branding The application of brand techniques to places has been described as a new field within the discipline of marketing with Anholt (2002 p. 232) identifying place branding as "marketing’s chance to create a lasting and significant future role beyond its traditional boundaries". An issue often misunderstood is that the name of a place is a brand; a brand being defined as a name, term, or symbol that identifies and differentiates (American Marketing Association, 2005). A place name complies with this definition as it identifies and differentiates one place from another. It is the meaning and communication of the place brand that can be managed. Importantly, as Gilmore (2002) claims, it is now a risk not to apply a brand strategy to a place name. She suggests that locations that do not seek to brand manage themselves run the risk of being positioned by competitors or other interest groups. The Development of Place Branding Place branding has been influenced by the practices of destination branding and corporate branding. Destination branding is related to marketing a place as a tourism destination and although some of the principles are the same, place branding takes a more holistic view (Kerr, 2006) and seeks to appeal to a broader range of markets such as new residents, investors, new businesses and corporate headquarters (Kotler, Haider and Rein, 1993; Lodge, 2002). In addition to the influence of destination branding, many of the studies into place branding have drawn from the literature on corporate branding. A number of authors (e.g. Olins, 1999; Anholt, 2002; Trueman, Klemm and Giroud, 2004; Kavaratzis, 2005) have recognised that there are similarities between the corporate brand and the place brand and that those researching the newer domain of place brands can learn from the more extensive literature and practice in corporate brands. The common features identified by Kavaratzis (2004) are that both have, multidisciplinary roots, address multiple groups of stakeholders, have a high level of intangibility and complexity, and have a need to take into account social responsibility and need to deal with multiple identities. Olins (2002) recognises that although branding businesses and nations do have a lot in common it is dangerous to take the analogy

Abstract: There is increasing interest on the part of governments and associated agencies in place branding the practice of applying marketing and brand principles to geographic entities. While existing literature advocates the need and benefits of place branding, there is a call for more empirical research particularly into the process of implementing a place brand. Contemporary authors refer to the similarities between the more developed literature on corporate brand and that of the place brand. However, in both domains there remains a need for greater understanding of the process of engaging and harmonising multiple stakeholders towards the acceptance of an adopted brand strategy. This study addresses this need. This research investigates the process of place brand implementation in a number of locations which have applied a place brand strategy and applies an inductive methodology to this new domain of place branding and identifies through case study research, stages that are important to the place brand implementation process. The research provides empirical evidence and a suggested framework for the implementation of a place brand strategy. Further, this work contributes to the extant literature on place branding and the improvement of professional practice, assisting those who have the responsibility to effectively implement a place brand strategy. As a result of this study it is concluded that there is a process, consisting of stages, which are necessary to improve the likelihood of successful place brand implementation. The stages of implementation developed as a result of this research have been identified as activating, energising, concepting, expanding and re-energising.