Brands, Brand Management, and the Brand Manager System: A Critical-Historical Evaluation

Low, George S.; Fullerton, Ronald A.

doi:10.1177/002224379403100203

Cited by 165 publications

(74 citation statements)

References 19 publications

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“…Park et al (1986, p. 143) propose that consistency is essential not only for established brands but also brands at the Bfortification stage,^and emphasize the need for new products to stress their linkage to the original brand concept/image. Low and Fullerton (1994) show that tactical decisions and feedback mechanisms are organized around the brand, rather than at an organizational or departmental level. Thus, marketing mix decisions are driven by a brand's extant identity, communications are developed to ensure consistency with that identity, and feedback mechanisms such as tracking research measure divergence from previous awareness, further promoting a focus on reinforcing the status quo (Keller 1993;Keller and Lehmann 2006).…”

Section: Literature Reviewmentioning

confidence: 96%

Reconciling the tension between consistency and relevance: design thinking as a mechanism for brand ambidexterity

Beverland

Wilner

Micheli

2015

J. of the Acad. Mark. Sci.

156

173

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In order to sustain and grow brand equity, brand managers are faced with balancing the preservation of existing brand identity through consistency with the need to maintain relevance, which requires change and innovation. In this paper we build upon the concept of organizational ambidexterity (March 1991), arguing that design thinking-the logics and practices associated with designers-can serve as a mechanism which promotes and enables the integration of brand consistency and relevance. Drawing on cases of innovation at firms across a range of industries, we show how design thinking can trigger brand ambidexterity across a three-stage process. We identify eight practices and examine how designers enable brand managers to address enduring consistency-relevance tensions in ways that ensure innovations renew or revitalize the brand without undermining its essence.

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Section: Literature Reviewmentioning

confidence: 96%

Reconciling the tension between consistency and relevance: design thinking as a mechanism for brand ambidexterity

Beverland

Wilner

Micheli

2015

J. of the Acad. Mark. Sci.

156

173

View full text Add to dashboard Cite

show abstract

“…• Copeland (1923), Low and Fullerton (1994), Strasser (1989) 1930s-1990s: Value-Focus Brand Era • Functional Value-Focus Branding (Brown 1950;colleagues 1971, 1977;Park et al 1986) Brands as Functional Images: Creating unique brand images became key in an increasingly competitive environment. Customers selected brands to solve externally generated consumption needs.…”

Section: The Evolving Brand Logicmentioning

confidence: 99%

The evolving brand logic: a service-dominant logic perspective

Merz

Vargo

2009

J. of the Acad. Mark. Sci.

671

593

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The meanings of brand and branding have been evolving over the past several decades. This evolution is converging on a new conceptual logic, which views brand in terms of collaborative, value co-creation activities of firms and all of their stakeholders and brand value in terms of the stakeholders' collectively perceived value-in-use. The authors argue that this new logic parallels and reflects the related, evolving service-dominant (S-D) logic in marketing. They provide an historical account of the branding literature, organize it into eras, and connect it to the evolution in marketing as captured by S-D logic. The analysis provides further support for the S-D logic of marketing and suggests a related research agenda for furthering the understanding of brand and branding. It also suggests that marketing managers might benefit from investing resources in building strong brand relationships with all of their stakeholders and a service-dominant firm philosophy built around brand value co-creation.Keywords Service-dominant logic . Goods-dominant logic . Branding . Brand creation . Brand evolution . Brand value . Brand logic . Co-creation of brands . Co-creation of value Firms are increasingly recognizing that brands are among their most valuable assets (Madden et al. 2006;Simon and Sullivan 1993) and are, therefore, intensifying the level of resources directed toward building them. At least partially in response, academics are also intensifying the attention directed toward understanding the meaning and value of brands and the process of branding (e.g., Berry 2000; Keller 1993; Schouten et al. 2007). This development in the branding literature, together with a more general evolution in academic marketing thought, is causing marketing scholars to rethink the logic of brand and branding.Vargo and Lusch (2004a) posit that marketing is evolving toward a new logic, which they identify as service-dominant (S-D) logic. This logic (1) considers service to be the common denominator of exchange, (2) embraces a process orientation ("service"), rather than an output orientation ("goods and services"), and (3) makes the customer endogenous to value creation by arguing that value is always co-created with customers (and others), rather than unilaterally created by the firm and then distributed. From this perspective, goods remain important, but are identified as vehicles for service provision.This evolution in the logic of marketing in general is paralleled by and reflected in the branding literature and, therefore, we believe that S-D logic and the brand literature can reinforce and inform each other. That is, the logic of brand and branding is also evolving and has shifted from the conceptualization of brand as a firm-provided property

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“…Moreover, experts in a wide variety of academic disciplines including general management (e.g., Drucker, 2002), and marketing (e.g., Aaker, 2004;Keller, 2003), and also in practical fields (Low & Fullerton, 1994) show the widespread attention to branding activities. In addition, organizational culture theorists also support the position of a positive relationship between BMS and performance.…”

Section: Brand Management System (Bms) and Its Influence On Brand Permentioning

confidence: 99%

“…In order to measure BMS, we use related concepts of brand management system in previous studies (Davis & Dunn, 2002;Low & Fullerton, 1994;Vanauken, 2002). Eleven 10-point-Likert-scale items are developed.…”

Section: Brand Management Systemmentioning

confidence: 99%

The impact of the brand management system on brand performance in B–B and B–C environments

Lee

Park

Baek³

et al. 2008

Industrial Marketing Management

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Brands, Brand Management, and the Brand Manager System: A Critical-Historical Evaluation

Cited by 165 publications

References 19 publications

Reconciling the tension between consistency and relevance: design thinking as a mechanism for brand ambidexterity

Reconciling the tension between consistency and relevance: design thinking as a mechanism for brand ambidexterity

The evolving brand logic: a service-dominant logic perspective

The impact of the brand management system on brand performance in B–B and B–C environments

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