Corporate brand management – A leadership perspective

Balmer, John M.T.; Brexendorf, Tim Oliver; Kernstock, Joachim

doi:10.1057/bm.2013.20

Cited by 10 publications

(7 citation statements)

References 17 publications

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“…Some authors, managers and consultants regard corporate identity and corporate brand as equivalent terms, whereas many others fail to make a distinction among corporate brands and product brands. Balmer (2001) and Balmer et al (2013) differentiated these two concepts. There is a delivery of the promised product quality, particularly in terms of reliability and consistency over time.…”

Section: Theoretical Background and Conceptual Modelmentioning

confidence: 99%

“…However, a corporate brand requires the evaluation of tangible or functional characteristics and intangible or emotional characteristics at the wider corporate level. Though the corporate branding and product branding literature are Corporate branding and value creation comprehensive in scope and explained by previous authors (Balmer, 2001(Balmer, , 2013Balmer et al, 2013), there is a lack of clarity, thus: P5. Building of a corporate brand for business markets depends upon products offered by the corporate.…”

Section: Product Brand and Corporate Brandmentioning

confidence: 99%

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Corporate branding and value creation for initiating and managing relationships in B2B markets

Ozdemir

Gupta

Foroudi

et al. 2020

QMR

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Purpose This study aims to fill a gap in branding literature concerning the effect of corporate brand relationships on brand value through the case study method in a business-to-business (B2B) context. The objectives of this study can be framed in the following three questions: what are the main constituents of a corporate brand; how does a corporate brand generate tangible and intangible brand value for their business customers; and how do tangible and intangible brand benefits influence relationship initiation and management practices of the case companies? Design/methodology/approach The study adopts a qualitative multiple cases study design by using archival data and both in-depth telephone and online interviews with senior representatives of the case study companies to investigate corporate branding and associated issues in a B2B context. Findings From a managerial perspective, this study reveals that corporate business culture, brand relationships, products and corporate identity and personality as the main constituents of a corporate brand in a B2B context. The results show that a corporate brand can generate intangible and tangible brand value benefits for business customers. The findings also note the importance of brand value in enhancing relationship initiation. Originality/value The study contributes to the branding literature by developing a conceptual model that explains the development and role of the corporate brand in a B2B context with its associated value creation and brand management outcomes. The findings advance brand management literature on business relationships, which addresses a gap in B2B contexts rather than mainly about product brand management and value creation in business-to-consumer contexts.

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Section: Theoretical Background and Conceptual Modelmentioning

confidence: 99%

Section: Product Brand and Corporate Brandmentioning

confidence: 99%

Corporate branding and value creation for initiating and managing relationships in B2B markets

Ozdemir

Gupta

Foroudi

et al. 2020

QMR

View full text Add to dashboard Cite

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“…A well-defined corporate brand identity is the bedrock of long-term brand management (Kapferer, 1991(Kapferer, , 2012Urde, 1994Urde, , 2003Balmer et al, 2013, Balmer, 1995, 2011bBurmann et al, 2009;de Chernatony, 2010). A serious practical management problem is the lack of a widely agreed framework that can define a corporate brand identity and also align its different elements so that they come together as an entity (Abratt and Kleyn, 2011).…”

Section: Managing Corporate Brand Identitymentioning

confidence: 99%

The Nobel Prize: the identity of a corporate heritage brand

Urde

Greyser²

2015

Journal of Product &Amp; Brand Management

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Purpose – The purpose of this study is to understand the identity of the Nobel Prize as a corporate heritage brand and its management challenges. Design/methodology/approach – An in-depth case study analysed within a heritage brand model and a corporate brand identity framework. Findings – The Nobel Prize is a corporate heritage brand – one whose value proposition is based on heritage – in this case “achievements for the benefit of mankind” (derived directly from Alfred Nobel’s will). It is also defined as a “networked brand”, one where four independent collaborating organisations around the (Nobel) hub create and sustain the Nobel Prize’s identity and reputation, acting as a “federated republic”. Research limitations/implications – The new and combined application of the Heritage Quotient framework and the Corporate Brand Identity Matrix in the Heritage Brand Identity Process (HBIP) offers a structured approach to integrate the identity of a corporate heritage brand. In a networked situation, understanding the role of stewardship in collaborating organisations is essential: The network entities maintain their own identities and goals, but share common values of the network hub. Practical implications – The integrated frameworks (HBIP) provides a platform for managing a corporate heritage brand. Originality/value – This is the first field-based study of the Nobel Prize from a strategic brand management perspective.

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“…It is argued that strategic management practices such as that of corporate brand building and management, are increasingly important to shape the performance of SOEs (Hansen and Ferlie, 2016). Such as many organisations, SOEs are aware of the benefits of adopting a corporate brand strategy (Aaker, 2004;Anabila and Awunyo-Vitor, 2014;Balmer et al, 2013;Sataøen and Waeraas, 2015). Many of them have a corporate marketing manager and marketing teams, a marketing budget and make use of various marketing services and agencies.…”

Section: Corporate Branding In State-owned Enterprisesmentioning

confidence: 99%

Challenges of corporate brand building and management in a state owned enterprise

Cullinan

Abratt

Mingione

2020

JPBM

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Purpose While there is a growing body of literature about corporate branding, studies of corporate branding in state-owned enterprises (SOEs) are limited despite the important role they play in many economies. The purpose of this paper is to explore how managers perceive the significance and challenge of corporate brand building and management within a state-owned organisation. Design/methodology/approach A qualitative and interpretative research paradigm was used in the form of a case study design. This study focusses on the South African Broadcasting Corporation where executives and managers responsible for corporate branding decisions were interviewed. Findings Findings highlight the specific purposes, decision making factors, stakeholders and brand portfolio of an SOE corporate brand. Research limitations/implications Corporate brands help build brand identity and point out that a SOEs' corporate brand identity is dual in nature. The duality of mission, stakeholders and decision making, triggers brand challenges, namely, unclear corporate identity and fragmented corporate brand strategies, which must be carefully orchestrated over time and across stakeholders. Originality/value This study highlights the issues state-run enterprises face in building and managing a corporate brand and proposes an original model for SOEs' corporate brand development process.

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Corporate brand management – A leadership perspective

Cited by 10 publications

References 17 publications

Corporate branding and value creation for initiating and managing relationships in B2B markets

Corporate branding and value creation for initiating and managing relationships in B2B markets

The Nobel Prize: the identity of a corporate heritage brand

Challenges of corporate brand building and management in a state owned enterprise

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