Extending the value chain – A conceptual framework for managing the governance of co-created brand equity

Helm, Clive; Jones, Richard G.

doi:10.1057/bm.2010.19

Cited by 39 publications

(44 citation statements)

References 23 publications

Supporting

Mentioning

Contrasting

Unclassified

Order By: Relevance

“…This research examines the process of co-creation from the perspective of the DFE, exploring their reaction to co-creation in practice. Brand value is co-created not only through producer-consumer interaction, but with stakeholders (Helm and Jones, 2010). Additionally, the innovation and meaning connected to that value (Ind and Coates, 2013;Frow et al, 2015), the defining elements of the brand, begin and end with the firm who introduces them through the development of each collection.…”

Section: Discussionmentioning

confidence: 99%

“…The concept of cocreation is broader than consumer value creation (Ind and Coates, 2013) and can be categorised into various forms, including co-production, co-design (Sanders and Stappers, 2008), among others . While much of the marketing literature on cocreation focuses on the consumer's interaction with the brand (Atwal and Williams, 2009;Payne et al, 2008;Payne et al, 2009), the influence of stakeholders is beginning to be recognised (Hatch and Schultz, 2010;Helm and Jones, 2010;Frow et al, 2015).…”

Section: Co-creation Of Brand Valuementioning

confidence: 99%

“…The incorporation of feedback should be in line with the desired brand identity and goals of the firm. Management of the co-creation process requires a balance between the service of stakeholder needs and the firm's vision, merging short-term market response with long-term brand building (Helm and Jones, 2010). Interactions with stakeholders should be a social negotiation in which the DFE gathers information, support and resources, while educating individuals about its goals, aesthetic and unique point-of-view.…”

Section: Managerial Implicationsmentioning

confidence: 99%

See 2 more Smart Citations

Co-creation and the development of SME designer fashion enterprises

Millspaugh

Kent

2016

Journal of Fashion Marketing and Management

View full text Add to dashboard Cite

Purpose -The purpose of this paper is to examine the co-creation of SME designer fashion brands during internationalisation. Design/methodology/approach -As an exploratory study, this research utilises grounded theory methodology and incorporates the use of 38 semi-structured in-depth interviews with designer fashion enterprises and their support network of sales and PR agencies. Findings -Co-creation was identified as an important element for the successful integration of the entrepreneurial designer fashion enterprise into the global fashion industry network. Within relationship marketing, the concept of co-creation emphasises consumer experience, influence and power in the development of brand value. However current understanding of co-creation inadequately explains the development of the entrepreneurial designer fashion brand, requiring examination of the concept using grounded theory. The findings of this research highlight how these small and medium enterprises react and respond to the interpretation of their brand identity through the co-creation process as they seek to introduce and grow their firms within the global fashion marketplace. Originality/value -This paper identifies the influence of industry stakeholders on the process of fashion brand co-creation. Additionally, by identifying the process by which the entrepreneurial designer fashion enterprise navigates the introduction of their collections to the industry's network, and responds to interpretations of the firm's brand identity, this paper recognises the influence of the firm throughout the co-creation process.

show abstract

Section: Discussionmentioning

confidence: 99%

Section: Co-creation Of Brand Valuementioning

confidence: 99%

Section: Managerial Implicationsmentioning

confidence: 99%

See 1 more Smart Citation

Co-creation and the development of SME designer fashion enterprises

Millspaugh

Kent

2016

Journal of Fashion Marketing and Management

View full text Add to dashboard Cite

show abstract

“…Brand equity is a concept with divergent views in the literature in terms of how it should be defined, operationalised and measured (for example, Erdem and Swait, 1998;Berry, 2000;Hoeffler and Keller, 2003;Bick, 2009;Helm and Jones, 2010;He and Li, 2011;Cova and Paranque, 2012). Of its many definitions, two generic approaches are identified: firm-based versus consumer-based.…”

Section: Brand Equitymentioning

confidence: 99%

The effects of affective and utilitarian brand relationships on brand consideration

2014

View full text Add to dashboard Cite

Most consumer brand relationship research concentrates on understanding the relationship between the consumer and the brand, and very little research investigates the consequences of those relationships. Given the plethora of brands on the market, each competing for the attention of the consumer and the opportunity to build a relationship with the consumer, understanding the effects of consumer-brand relationships (CBR) provides vital information to the brand manager about the types of brand relationships to attract and engage. This study looks at this under-researched area and investigates the effects of CBR on consideration and brand equity in the context of fast food and banking in Hong Kong. The results suggest that utilitarian brand relationships are best as they are likely to increase the chances of the brand being included in the consideration set, increase perceptions of brand uniqueness and a consumer\u27s propensity to pay more. These novel results are surprising given the amount of attention dedicated to affective brand relationships, brand love, and the building of emotional brands and/or brand connections in recent literature. These surprising results may help brand managers develop strategies to limit the number of brands in consideration set or to be first choice when purchasing

show abstract

“…However, had the management demonstrated a stronger situational intelligence they may have avoided this costly investment and its knock on effects onto the B&O brand. The lesson to be learned, however, is that if what the customers are demanding lies beyond the scope of your brand's resources, capabilities or simply does not fit within the boundaries of the corporate brand platform (Urde, 1999), then exercising true brand leadership may entail disregarding the market, and instead make the investments necessary to ensure customer value creation and brand deliveries in new market spaces that truly align with the brand platform (Helm and Jones, 2010). Finally, customer insights focused on eliciting core product and brand meaning through explorative and exploitative strategies need to be central to brand decisionmaking (Verganti, 2009).…”

Section: Towards a Better Understanding Of The Corporate Brand As A Smentioning

confidence: 99%

Sustainable brand-based innovation: The role of corporate brands in driving sustainable innovation

Nedergaard

Gyrd-Jones²

2013

J Brand Manag

View full text Add to dashboard Cite

Nicky Nedergaardis employed by the Danish Design Centre as an industrial PhD fellow and affiliated with the Department of Marketing at Copenhagen Business School. His dissertation examines relationships between corporate brands and strategic management of design and innovation. Richard Gyrd-Jonesis an Associate Professor at the Department of Marketing at Copenhagen Business School and Senior Lecturer at the Department of Marketing at Griffith University. His main areas of research are brand management, corporate branding and stakeholder relations. His work is focused on examining management challenges of implementing brands across organisations. Current research projects include integrating brand communities into brand innovation processes, the impact of functional silos in implementing corporate rebrands and studying emerging social practices around brands.ABSTRACT The role of the corporate brand as a strategic resource in orienting innovation projects has only been cursorily addressed in the literature. As innovation is a key driver of brand growth, this article discusses how corporate brands can contribute to both guiding and driving such innovation processes. The article applies the concept of design thinking to develop a framework for Sustainable Brand-based Innovation. It is suggested that traditional market-oriented strategies should be complemented with intuitive thinking and abductive reasoning as associated with the concept of design thinking. On the basis of this framework, a conceptual model is elaborated integrating the three key management imperatives of: (i) orienting innovation and investments around the brand (brand orientation); (ii) thinking on a human scale to generate unique customer insights (intuitive customer orientation); and (iii) considering the current and future scope of firm resources needed to attain and sustain competitive advantages (resource orientation). The article illustrates the framework through analysing the processes behind new business development and innovation of the luxury consumer electronics brand Bang & Olufsen. Implications for brand leadership in innovation management and avenues for further research into the brand-innovation interface are discussed.

show abstract

Extending the value chain – A conceptual framework for managing the governance of co-created brand equity

Cited by 39 publications

References 23 publications

Co-creation and the development of SME designer fashion enterprises

Co-creation and the development of SME designer fashion enterprises

The effects of affective and utilitarian brand relationships on brand consideration

Sustainable brand-based innovation: The role of corporate brands in driving sustainable innovation

Contact Info

Product

Resources

About