Persuasive brand management

Abstract

Purpose -The purpose of this paper is to build a conceptual framework that enables an improved comprehension of how brand meaning is constructed. Design/methodology/approach -Conceptual implications are drawn from an analysis and discussion of the literature in the fields of brand management, meanings, rhetoric, and narratives. Findings -Brand managers are progressively losing control over the multiple sources of brand meaning. Brand meaning is co-created during the consumer-brand relationship and the customer-perceived brand meaning is re-interpreted at each touchpoint that a consumer has with a managerially determined brand interface, a brand employee, or an external stakeholder. Originality/value -"Persuasive brand management" is presented as a new approach to brand management. It considers that the main activities of managers regarding brand strategy decisions involve processes of interpreting and creating meanings; as well as persuading a wide diversity of internal and external stakeholders.

Exploring Relationship among Brand Experience Dimensions, Brand Evaluation and Brand Loyalty

“…All the constructs were measured using multi-item scales adapted from the previous studies (Table 1). The scales had been earlier tested and used for their robustness in similar studies (Brakus et al, 2009; Iglesias and Bonet, 2012; Jung & Soo, 2012). Hence, it is suggested that the scale is appropriate for the current study.…”

Consumer Brand Value Co-creation Typology

“…As such, in an increasingly global, dynamic and consumer-driven marketplace, companies are recognizing the need to relinquish some control of their brands and increase their level of engagement with consumers at different levels (Grönroos & Voima, 2013; Hatch & Schultz, 2010; Iglesias, Ind, & Alfaro, 2013; Ind, Iglesias, & Markovic, 2013; Kennedy & Guzmán, 2016; Schultz, 2016). As consumer power has augmented due to an increase of available information, and proliferation and higher levels of adoption of technological platforms, consumer engagement in the market has also increased (Asmussen, Harridge-March, Occhiocupo, & Farqhuar, 2013; Baldus, Voorhees, & Calantone, 2015; Harmeling, Moffett, Arnold, & Carlson, 2017; Iglesias & Bonet, 2012; Malthouse, Haenlein, Skiera, Wege, & Zhang, 2013; Vallaster & von Wallpach, 2013).…”

Exploring the Attitudes of Bottled Wine Distributors Toward Wine Producers in the Portuguese Wine Sector

“…Understanding how specifically the distributer-producer relationship works in the wine market will improve the competitiveness of distributors and wine producers. We emphasize the importance of this study in the managers' capability to interpret and create meanings with significance for the partners, to influence customer expectations and build strong relations with them beyond the traditional customer satisfaction (Iglesias & Bonet, 2012;Kotler, 2000).…”