Clive Helmis a senior lecturer in Marketing and Business Strategy at the Westminster Business School and a Visiting Lecturer in Brand Management at the Copenhagen Business School. He also writes and undertakes research and consultancy in the area of strategic brand management, focusing particularly on issues in value creation through successful delivery of brand experience. Richard Jonesis at the Department of Marketing at Copenhagen Business School, where he is also the coordinator of the MSc programme in Marketing Communications Management. His main areas of research are brand management, corporate branding and stakeholder relations. He has recently been a visiting scholar at Griffi th University, Australia where he has been working with colleagues on a number of projects on corporate-level branding. His most recent research looks at safeguarding brand value and issues around the implementation of branding strategies at a managerial level; he is particularly interested in the interplay between branding, corporate strategy and innovation.ABSTRACT Successful brands are primary sources of a fi rm ' s value and often its most valuable assets. Governance of the considerable equity in them is therefore a critical issue. At the same time, the notion of co-creation, in which value creation for fi rm, consumers and stakeholders derives from providing a uniquely differentiated and meaningful brand experience, suggests that fi rms ' capability to create long-term value comes not only from ownership of successful brands, but also from having the ability to consistently deliver the experience they promise. Co-creation therefore offers a whole new perspective on fi rms ' fundamental ability to create and safeguard long-term value and brand equity. This article briefl y discusses the limitations of earlier models of fi rms ' value-creation capability when considered from this newer vantage point. Co-creation also implies that an organisation ' s internal value chain is only one part of a larger system in which value is created by managing a virtuous cycle of stakeholder expectations, successful brand delivery, satisfaction and loyalty that combine to generate sustainable and superior industry returns. We therefore propose a conceptual framework that extends the value chain into this wider context and offers a more holistic perspective for managing the creation and governance of brand equity. The main implications of this framework are: (1) to draw attention to the risks of narrowly interpreted value chain analysis that ignores the need for meaningful differentiation; (2) to emphasise the critical importance of successful Helm and Jones 580 deliver that experience so as to engage and build long-term relationships with them.Co-creation therefore offers a whole new perspective from which to consider the nature of fi rms ' fundamental ability to create long-term value and brand equity. This article briefl y reviews and discusses the limitations of some earlier models and criteria for assessing fi rms ' value creation capability w...
Purpose -The purpose of this paper is to identify and discuss the idiosyncratic features of the adoption and institutionalization of corporate social responsibility (CSR) practices. Design/methodology/approach -This is a conceptual paper in which current theory on the institutionalization of practices within organizational fields is extended. This is achieved through considering how well established models of the institutionalization process accommodate the idiosyncrasies of CSR practices. Findings -Established models of the institutionalization process do not properly account for the patterns of CSR adoption that are identified. This is because CSR has some features that differentiates it from other organizational initiatives, including idealism, delayed discovery of instrumental benefits, public attention, and the tension between public and private logics. Research limitations/implications -This is a conceptual paper which now needs to be explored empirically, either at the level of the CSR practice or at the organizational field. It is believed that a detailed examination is warranted of the effects of the truncated adoption process (a coercive bandwagon) on organizations' adoption of CSR practices. Neither has it been considered whether all categories of CSR practices are subject to the same dynamics or development path. Practical implications -It is argued that prizes and regulations that are introduced before the organizational case has been worked through properly can have a negative effect on the adoption of beneficial practices throughout the wider field. Similarly, accusations of greenwashing of firms who implement CSR prematurely, and the negative publicity that results, can result in the valuable ideals of CSR being operationalised in a sub-optimal form. Originality/value -The paper offers a new conceptualisation of the path of the institutionalization of CSR practices.
Brands are widely recognised as important sources of organisational value. Brand orientation describes the extent to which the organisation is orientated around the brand and around maximising brand potential. However, silos or divisions within the culture of an organisation can frustrate the achievement of brand orientation. Through inductive analysis of a case study of an organisation implementing a major brand-revitalisation strategy, this paper demonstrates how, despite a strong brand vision and high level of management commitment, functional silos associated with different mindsets contributed to the failure of the new brand strategy. The paper concludes with recommendations for the brand platform to be implemented meaningfully and effectively within each silo. Management in Copenhagen. His main areas of research are brand management, corporate branding and stakeholder relations. His most recent research looks at safeguarding brand value and issues around the implementation of branding strategies at a managerial level; he is particularly interested in the interplay between branding, corporate strategy and innovation in a multi-stakeholder perspective.
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