Corporate branding necessitates a different management approach. It requires greater emphasis on factors internal to the organisation, paying greater attention to the role of employees in the brand building process. This paper explores the implications of corporate branding for the management of internal brand resources. We describe a model for managing brands through narrowing the gap between a brand’s identity and its reputation and, building on this, identify three key factors that affect brand perceptions and brand performance. Finally, we review some of the mechanisms that may be used to facilitate greater congruence of brand perceptions within the brand team and communication of a brand’s identity to employees.

Research with consumers has revealed limited awareness of the sustainability impact of clothing (Goworek et al., 2012). Semi-structured interviews conducted with a range of experts in sustainable clothing to increase understanding of the challenges for sustainable clothing revealed that a focus on sustainability alone will not drive the necessary changes in consumers' clothing purchase, care and disposal behaviour for three reasons: (i) clothing sustainability is too complex; (ii) consumers are too diverse in their ethical concerns; and (iii) clothing is not an altruistic purchase. The findings identify the challenges that need to be addressed and the associated barriers for sustainable clothing. Interventions targeting consumers, suppliers, buyers and retailers are proposed that encourage more sustainable clothing production, purchase, care and disposal behaviour. These interventions range from normalising the design of sustainable clothing and increasing the ease of purchase, to shifting clothes washing norms and increasing upcycling, recycling and repair.

Examines the issues associated with the creation and development of service brands in corporate branding. Initially considers the increasing importance of the services sector, the appropriateness of corporate versus individual branding and how service organisations have challenged the traditional approach to business. By analysing the success and failure of corporate branding in financial services, illustrates how thinking about service branding needs to change. Outlines the differences between product and service branding and considers how the fast‐moving consumer goods (FMCG) approach to branding needs to be adjusted for the services sector. Particular emphasis is placed on the intangible nature of services and corporate branding and how problems linked to intangible offerings can be overcome. Concludes with an examination of the roles that employees and consumers play in the delivery and strengthening of the corporate service brands.

Access to this document was granted through an Emerald subscription provided by UNIVERSITY OF SASKATCHEWAN For Authors:If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service. Information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comWith over forty years' experience, Emerald Group Publishing is a leading independent publisher of global research with impact in business, society, public policy and education. In total, Emerald publishes over 275 journals and more than 130 book series, as well as an extensive range of online products and services. Emerald is both COUNTER 3 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation.Abstract Much has been written about the strategic importance of added value as a means for achieving competitive advantage, but little attention has been paid to the meaning of the term`a dded value''. For the concept to realise its purported advantages, a better understanding of added value is crucial. To gain greater insight into the concept we undertook depth interviews with 20 leading-edge brand experts to explore their views about the nature, roles and sustainability of added value. We conclude that added value is a multidimensional construct, playing diverse roles, and interpreted in different ways by different people. The more sustainable added values are the emotional values.The research register for this journal is available at

As alcohol marketing remains a highly debated and politically charged issue, we examine the cumulative impact of alcohol marketing on alcohol initiation and drinking behaviour among youth (12–14 years). Cross-sectional data come from a cohort of 920 second year school pupils from Scotland. Regression models, with multiple control variables,were employed to examine the relationship betweenawareness of, and involvement with, a range ofalcohol marketing communications, and drinking behaviour and intentions. Marketing variables were constructed for 15 different types of alcohol marketing,including marketing in new media. Drinking behaviour measures included drinking status and future drinking intentions. Significant associations were found between awareness of, and involvement with, alcohol marketing and drinking behaviour and intentions to drink alcohol in the next year. Given these associations, our study suggests the need for a revision of alcohol policy: one limiting youth exposure to these seemingly ubiquitous marketing communications