Proposes a model that combines the proactive and reactive nature of brand management. It is called the logical brand management model, abbreviated to the LOGMAN model. More specifically it combines insights from: Kaplan and Norton's balanced scorecard method; BCG's brand value creation method; the path analysis method; the gap analysis method; and the house of quality (QFD) method. It allows one to perform a logical brand consistency audit at several levels. It evaluates whether customer perceptions of the company's brand drivers and the external brand drivers are in line with the company's brand objectives. Furthermore, it analyzes the logical consistency of the company's brand policy across multiple customer segments and over time.
PurposeMany planning approaches on strategic flexibility often focus on a product and/or market perspective. The purpose of this paper is to argue that today's changes demand a “contextual” marketing intelligence and planning approach. There may be a bigger difference between one person's actions in two different situations than between the actions of two people in the same situation.Design/methodology/approachThe paper's insights are based on a literature review and on insights from successful companies/brands (Google and Apple) dealing with today's changing business context.FindingsStrategic flexibility is decomposing a customer context and then making adjacency moves from some sub‐contexts to a new broader context. It is about “zooming in” and “zooming out” to new directions.Practical implicationsRecently, it is about the choice between operating in tailor made contexts (creating niches as a company) or operating in a more holistic context, in which new contextual moves are partly or fully determined by customers themselves.Originality/valueThis paper gives another perspective on strategic flexibility.
PurposeThe aim of this paper is to propose a consistent framework that allows the brand manager to detect innovation/growth opportunities and risks.Design/methodology/approachThe paper is based on an extensive theoretical study of innovation and growth approaches combined with analysis of cases (Dell and Red Bull) and many practical examples. The different approaches are compared at three levels: the customer value, the process and customer segment level. It also uses principles of the logical brand management model, proposed in a JPBM (2004) article as a benchmark.FindingsThe paper shows that many frameworks still focus too much on the firm's perspective instead of the customer perspective. An approach is proposed in which growth and innovation starts from the customer value. It allows to detect potential opportunities and risks at a very detailed level.Research limitations/implicationsThe growth and innovation model proposed may be used in a business‐ to‐consumer and a business‐ to‐business context (as illustrated with the cases and examples).Practical implicationsContinuous adjustment of the customer value, by manipulating importance and satisfaction rates of different brand drivers leads to a continuous redefinition of contextual segments. In an effort to keep current customer segments and to attract new ones a balance must be sought continuously when adjusting the brand drivers. This kind of audit may also be perceived as a risk management approach for brand managers who want to evaluate innovation and growth options.Originality/valueThis paper “integrates” many innovation and growth approaches into “one” consistent approach.
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.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 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. AbstractPurpose -This paper aims to get insight into managers' cognitive maps with respect to simplicity, realism and confidence, when talking about strategic marketing planning. Moreover, it analyses the impact of temporal modes of thinking on the three cognitive constructs studied. Design/methodology/approach -A qualitative research is performed, touching the core of what is really going on in the manager's mind rather than just skimming the surface. Findings -Past and present oriented thinking (often found in deductive and inductive approaches) are found to be more simple but less realistic than an abductive (may be) or even visionary (will be) approach. Moreover, managers seem to integrate elements of various schools of management thought when thinking about simplicity, realism and confidence. Practical implications -Managers use management tools, frames and dimensions in a compound way when developing strategic marketing plans. Originality/value -The paper sheds another light on how various schools of management thought are used in strategic marketing planning practice.
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