Brand orientation: Past, present, and future

Baumgarth, Carsten; Merrilees, Bill; Urde, Mats

doi:10.1080/0267257x.2013.817768

Cited by 64 publications

(45 citation statements)

References 32 publications

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“…It thereby signifies the acceptance of the theory and practice of branding (Hankinson, 2001). Baumgarth, Merrilees, and Urde (2013) argue that brand orientation challenges such common mantras as "the customer is always right" and "everything for the customer" (p. 937). Even though customer needs are at no point neglected, adapting to customers' requirements should not be the only thing managers consider when thinking about brands (Alsem & Kostelijk, 2008).…”

Section: Brand Orientation and Brand Resourcesmentioning

confidence: 97%

“…Urde, Baumgarth, and Merrilees (2013) refer to brand orientation as "an inside-out, identity-driven approach that sees brands as a hub for an organization and its strategy" (p. 13). Brand-oriented firms are claimed to refer to the vision, mission, and values of an organization as they build and develop their brands .…”

Section: Brand Orientation and Brand Resourcesmentioning

confidence: 98%

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The impact of entrepreneurial orientation on B2B branding and business growth in emerging markets

Reijonen

Hirvonen

Nagy

et al. 2015

Industrial Marketing Management

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Section: Brand Orientation and Brand Resourcesmentioning

confidence: 97%

Section: Brand Orientation and Brand Resourcesmentioning

confidence: 98%

The impact of entrepreneurial orientation on B2B branding and business growth in emerging markets

Reijonen

Hirvonen

Nagy

et al. 2015

Industrial Marketing Management

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“…On the basis of these early foundations, brand orientation as a marketing concept has attracted the interest of a growing number of academics over the last 10 years or so (for example, Hankinson, 2000Hankinson, , 2001Hankinson, , 2002Wong and Merrilees, 2005, 2008Napoli, 2006;Baumgarth, 2010;Gromark and Melin, 2011;Urde et al, 2013;Wallace et al, 2013) and has been probed within diverse sectoral and organisational settings (for an overview see Evans et al, 2012;Baumgarth et al, 2013;Balmer, 2013b).…”

Section: Brand Orientation As a Strategic Imperativementioning

confidence: 99%

“…For example, Balmer (2013b) formally introduced the notion of corporate brand orientation while Baumgarth et al (2013) called for further empirical work within different contexts per se. Consequently, a cross-fertilisation with other marketing concepts, such as, for instance, corporate marketing or corporate heritage branding (Balmer, 2013a) has been suggested recently.…”

Section: Brand Orientation As a Strategic Imperativementioning

confidence: 99%

Heritage branding orientation: The case of Ach. Brito and the dynamics between corporate and product heritage brands

2016

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is Lecturer in Marketing at Essex Business School, University of Essex in Colchester, UK. He has extensive industry experience having worked for Allianz of Germany (Insurance), among others, in different managerial and non-managerial roles before his move into academia. He holds a PhD (Brunel) and his general research interests are within the nascent fields of corporate marketing and corporate heritage scholarship (and related areas ABSTRACT The notion of heritage branding orientation is introduced and explicated. Heritage branding orientation is designated as embracing both product and corporate brands and differs from corporate heritage brand orientation which has an explicit corporate focus. Empirical insights are drawn from an in-depth and longitudinal case study of Ach. Brito, a celebrated Portuguese manufacturer of soaps and toiletries. This study shows how, by the pursuance of a strategy derived from a heritage branding orientation, Ach. Brito -after a prolonged period of decline -achieved a dramatic strategic turnaround. The findings reveal how institutional heritage can be a strategic resource via its adoption and activation at both the product and corporate levels. www.palgrave-journals.com/bm/ Moreover, the study explains how the bi-lateral interplay between product and corporate brand levels can be mutually reinforcing. In instrumental terms, the study demonstrates how heritage can be activated and articulated in different ways. For instance, it can reposition both product and/or corporate brands; it can be meaningfully informed by product brand heritage and shape corporate heritage and can be of strategic importance to both medium-sized and small enterprises.

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“…A recent Special Issue in the Journal of Brand Management covers a range of matters regards brand governance (Helm and Jones, 2010), including the idea that the best way to protect a corporate brand is to do a good job in managing brand equity (M'zungu et al, 2010). The broader corporate branding literature offers many ideas for stronger corporate brand management, including greater utilisation of the concept of brand orientation (see the Special Issue on Brand Orientation in the Journal of Marketing Management, Baumgarth et al, 2013).…”

Section: Implications For Practitionersmentioning

confidence: 99%

Restoring luxury corporate heritage brands: From crisis to ascendency

Cooper¹,

Miller

Merrilees³

2015

J Brand Manag

Self Cite

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Holly Cooperresearch interests include sustainable corporate branding, corporate heritage and corporate heritage brands. She has published on brand narratives in Psychology and Marketing and has a deep interest in investigating how to recover and advance corporate heritage in organisations. Dale Millerresearch spans various branding domains including corporate rebranding, corporate branding, cities, communities, retailing, and not-for-profit branding and sustainable business. She has published widely, including in the ABSTRACT The characteristics of enduring corporate heritage brands often include remarkable, but fluctuating histories. The current article presents a longitudinal, retrospective study of two corporate heritage brands, Tiffany & Co. and Burberry that experience structural corporate heritage brand decline, followed by recovery. A major contribution of the article is demonstrating how long-established corporate heritage brands can overcome a structural brand crisis, by restoring corporate heritage. Another contribution is the identification of the roles of heritage custodianship and core brand competencies in facilitating management of corporate heritage. The study offers a holistic, three-stage, corporate heritage brand recovery framework. The proposed conceptual framework to guide corporate heritage brand recovery utilises three key concepts: corporate brand vision; core brand values; and core brand capabilities.

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Brand orientation: Past, present, and future

Cited by 64 publications

References 32 publications

The impact of entrepreneurial orientation on B2B branding and business growth in emerging markets

The impact of entrepreneurial orientation on B2B branding and business growth in emerging markets

Heritage branding orientation: The case of Ach. Brito and the dynamics between corporate and product heritage brands

Restoring luxury corporate heritage brands: From crisis to ascendency

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