Corporate marketing and service brands ‐ Moving beyond the fast‐moving consumer goods model

McDonald, Malcolm; Chernatony, Leslie de; Harris, Fiona

doi:10.1108/03090560110382057

Cited by 255 publications

(179 citation statements)

References 9 publications

(5 reference statements)

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“…emphasis on customer experience in building service brands can be explained by the fact that the customer's perception of a service brand, while initially shaped by the marketing department through external communication, ultimately rests on employee-customer interaction and the consistency of service delivery that is managed internally within the service firm (McDonald et al, 2001). Further evidence of the importance of the customer's experience is provided in the relationship marketing literature (e.g.…”

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"When Experience Matters" Building and Measuring Hotel Brand Equity – The Customers’ Perspective

So¹,

King²

2010

International Journal of Contemporary Hospitality Management

101

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Perspective AbstractPurpose -The purpose of this study is to provide hotel brand managers with a robust measure to evaluate brand equity as an outcome of brand strategies, as well as to gain insight into what contributes to hotel brand equity.Design/methodology/approach -A quantitative methodology was adopted including the development of a survey questionnaire that allows for the measurement of the six constructs contained within Berry's (2000) Service-Branding Model. The development of the survey instrument followed a two-stage process. In the initial stage, pretested items were generated from the research literature. The second stage involved conducting focus groups to identify and eliminate deficiencies of the questionnaire. Data were collected using a self-administered survey via central location intercept across multiple tourist attractions in a major tourist destination in Australia. The sample of the present study consisted of 288 respondents who have previously stayed in a hotel organisation.Findings -Using Berry's (2000) Service-Branding Model as a conceptual framework, a robust measure of hotel brand equity has been developed and validated.In doing so, the results of this study indicate that for experienced hotel customers, service experience is most influential in determining brand meaning (i.e., the customer's dominant perceptions and impression of the brand). Such brand meaning in turn serves as the primary contributor to brand equity. The effect of brand awareness on brand equity is however found to be not significant. Research limitations/implications -In establishing effective brand managementpractices and to realise positive and sustainable brand equity, hotel brand managers, need to have an equal focus on managing the brand internally as well as externally. 2Practical implications -The findings provide a sound conceptual framework and robust measure through which hotel brand managers can effectively build, measure, and manage hotel brand equity from the customer's perspective.Originality/Value -The paper provides an empirical examination of Service-Branding Model. In doing so, it provides hotel brand managers with a robust service brand measure to assess brand equity as an outcome of brand strategies.Further, the results give insight into the process by which hotel brand equity is built.

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"When Experience Matters" Building and Measuring Hotel Brand Equity – The Customers’ Perspective

So¹,

King²

2010

International Journal of Contemporary Hospitality Management

101

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“…Marketing has moved through various eras over the last century with a shift in attention from the marketing of corporations, services and fast moving consumer goods (McDonald, de Chernatony, & Harris, 2001), through to a more recent focus on place marketing and social marketing (Wilkie & Moore, 2003;Kavaratzis, 2004;Kotler, 2005). Ward and Gold (1994), (as cited in Hopkins, 1998, p. 66) define place promotion as: 'the conscious use of publicity and marketing to communicate selective images of specific geographic localities or areas to a target audience'.…”

Section: Place Marketing Approaches and Impactmentioning

confidence: 99%

The role of local perceptions in the marketing of rural areas

Giles

Bosworth

Willett

2013

Journal of Destination Marketing & Management

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a b s t r a c tThis paper explores the ways that two rural counties are marketed, both as locations for enterprise and for tourist appeal. Secondary data sources and expert interviews provide the basis for a comparison of approaches in each case. To analyse marketing communication from the Cornish and Northumbrian tourism and regional development agencies, the Interaction Model of Communication and principles underpinning integrated marketing communications (IMC) are used.The research evaluates the fit of the marketing rhetoric against the perceptions and lived experiences of samples of business owners drawn from each county. A particular focus is apportioned to in-migrant business owners as they have had perceptions of their destination both before and after moving. It is discovered that social factors are highly significant, meaning that place marketers must engage with local communities as well as their external target audiences.This deeper understanding of the ways in which perceptions of place identity and reputation influence decision-making and communication offerings by local marketers, is a valuable insight for the way marketing is undertaken in, and of, rural areas. Beyond marketing, the findings demonstrate the significance of inter-relationships between social and economic influences in the rural economy.

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“…Others have addressed the special processes of creating corporate brands in the service area emphasizing their differences to fast-moving consumer goods (McDonald et al 2001). This is because corporate branding brings to marketing the ability to use the vision and culture of the company explicitly as part of its unique selling proposition (Chernatony 1999, Ackerman 1998, Ind 1997 or as suggested by Knox et al (2000; Maklan 1998) as part of its unique organizational value proposition.…”

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Bringing the corporation into corporate branding

Hatch

Schultz

2003

European Journal of Marketing

555

474

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This paper describes corporate branding as an organisational tool whose successful application depends on attending to the strategic, organisational and communicational context in which it is used. A model to help managers analyse context in terms of the alignment between strategic vision, organisational culture and corporate image is presented. The model is based on a gap analysis, which enables managers to assess the coherence of their corporate brand. Use of the model is illustrated by examining the stages of development that British Airways passed through in the creation of its corporate brand. The paper concludes that corporate brand management is a dynamic process that involves keeping up with continuous adjustments of vision, culture and image. The model suggests an approach to corporate branding that is organisationally integrated and cross-functional, hence the thesis that it is important to bring the (whole) corporation into corporate branding.Among the changes that businesses make as they move toward globalisation is a shift in marketing emphasis from product brands to corporate branding (e.g.

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Corporate marketing and service brands ‐ Moving beyond the fast‐moving consumer goods model

Cited by 255 publications

References 9 publications

"When Experience Matters" Building and Measuring Hotel Brand Equity – The Customers’ Perspective

"When Experience Matters" Building and Measuring Hotel Brand Equity – The Customers’ Perspective

The role of local perceptions in the marketing of rural areas

Bringing the corporation into corporate branding

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