Development of an identity model for sector brands

Abstract

Purpose The purpose of this paper is to propose an identity model for sector brands and examines its applicability for the Brasil Fashion System brand. Design/methodology/approach A systematic review of the literature on corporate brand identity models is undertaken. The interviews were carried out with two interest groups: the associations comprising the brand, and the consultancy company responsible for sector brand advisory. Findings The sector brand identity model is applicable to the Brasil Fashion System brand with the exception of two elements. The application may have experienced some adversity because of the considerable divergence among the associations. In cases where the brand represents just one association, the application of the model may occur with more favorable element management. Research limitations/implications Theoretical contribution occurred toward sector brands and brand identity with the development of an identity model for the sector brand, so far not addressed in academic studies. Practical implications When adopting the identity model for sector brands, managers would be able to understand the components that have to be managed on sector brand identity. The model can contribute to improve the management of these kinds of brands. Originality/value The academic studies of corporate brand identity models and sector brands are analyzed in order to create the first sector brand identity model that was experienced by the Brazilian fashion industry.

Analysis of Brazilian fashion sectorial brand identity

“…Several countries have already developed this type of brand for internationalisation of their sectors (Aichner, 2014). In Brazil, the Brazilian Agency for the Promotion of exports and investments (Apex-Brasil) is responsible for developing and managing sectorial brands (Lourenção and Giraldi, 2017). This type of brand is created by Apex-Brasil in conjunction with the associations representing the sectors and it should be used at international events.…”

“…A few studies have indicated a difficulty in developing the identity of sectorial brands that is suitable for all partners (Lourenção and Giraldi, 2017;Tregear and Gorton, 2009). Iversen and Hem (2008) suggest that, in order to mitigate this challenge, it is necessary, before developing the brand, to identify common attributes that participants wish to communicate and that will be represented by the shared brand.…”

“…In the R e s e a r c h J o u r n a l o f T e x t i l e a n d A p p a r e l literature there are already studies that seek to assist the creation and management of this type of sectorial brands. The study by Lourenção and Giraldi (2017), for example, develops a structured model that indicates several elements which must be analysed for the construction of sectorial brands identity. However, no studies have yet established how similar elements should be identified among brand partners, hence a gap in theoretical framework being identified.…”

“…However, in a search conducted in the databases of Science Direct and Scopus, empirical studies of the application of possible solutions to these challenges have not yet been found. So, the present study seeks to identify a conceivable resolution to one of the sectorial brand challenges, once it proposes to identify common characteristics among the partner associations for the sectorial brand identity and, by doing this, will contribute to the consolidation and standardisation of its identity abroad, considered as one sectorial brand challenge (Sutter et al, 2014;Lourenção and Giraldi, 2017).…”

Brazil’s image and Brazilian personality: a systematic review from the viewpoint of cordiality

“…Furthermore, in practical terms, understanding the personality of Brazilians may contribute to several managerial areas. The study of their personality may contribute, for example, to manage negotiations between national and international companies (Pedroso, Massukado-Nakatani, & Mussi, 2009); to understand actions related to Brazilian organizational culture (Chu & Wood, 2008); to boost exports of domestic products (Lourenção & Giraldi, 2017); and also to drive investments (Papadopoulos, Hamzaoui-Essoussi, & Banna, 2016),…”