The Corporate Brand

Ind, Nicholas

doi:10.1057/9780230375888_1

Cited by 97 publications

(152 citation statements)

References 1 publication

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“…The last two decades have seen an upsurge of interest in corporate brand scholarship (Balmer, 1995(Balmer, , 2001aInd, 1997;Harris and de Chernatony, 2001;de Chernatony, 2002;Kapferer, 2002;Balmer and Gray, 2003;Hatch and Schultz, 2003;Knox and Bickerton, 2003;Inskip, 2004;Gylling andLindberg-Repor, 2006, He andUggla, 2006;Roper and Davies, 2007;Balmer et al, 2009;Juntunen et al, 2010). From the outset, marketing scholars were especially concerned with the management of corporate brands.…”

Section: Corporate Brand Management In Contention: Orthodoxy or Hetermentioning

confidence: 99%

The corporate brand and strategic direction: Senior business school managers’ cognitions of corporate brand building and management

Balmer

Wang²

2016

J Brand Manag

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This revelatory study focusses on top Financial Times (FT)-ranked British business school managers' cognitions of corporate brand building and management. The study insinuates that there is a prima facie bilateral link between corporate branding and strategic direction. The data revealed that, among this genus of business schools, corporate brand building entailed an ongoing concern along with strategic management, stakeholder management, corporate communications, service focus, leadership and commitment. These empirical findings chime with the early conceptual scholarship on corporate brand management dating back to the mid-1990s. These foundational articles stressed the multi-disciplinary and strategic nature of corporate brand management and stressed the significant role of the CEO. As such, this research adds further credence to the above in terms of best practice vis-à-vis corporate brand management. Curiously, although senior managers espouse a corporate brand orientation, corporate brand management is seemingly not accorded a similar status in the curriculum. Drawing on a general embedded case study methodological approach, data was collected from eight leading (FT-ranked) business schools in Great Britain at

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Section: Corporate Brand Management In Contention: Orthodoxy or Hetermentioning

confidence: 99%

The corporate brand and strategic direction: Senior business school managers’ cognitions of corporate brand building and management

Balmer

Wang²

2016

J Brand Manag

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“…Several authors (e.g., Ind, 1997Ind, , 2007Tosti & Stotz, 2001;Vallaster & de Chernatony, 2004) mention the importance of coordinating internal and external branding programs. Ind (2007, p.123) advises organizations to use the "internal marketing of external campaigns" in order to ensure that branding campaigns can be supported easily by their employees.…”

Section: Literature Review What Is Internal Branding?mentioning

confidence: 99%

“…Aurand, Gorchels, and Bishop (2005, p.164) describe internal branding as "promoting the brand to employees and educating them about brand values". According to Ind (2007), brand values define "the beliefs of the organization. They are connected to a way of thinking and behaving" (Ind, 2007, p.126).…”

Section: < Insertmentioning

confidence: 99%

Internal branding in universities and the lessons learnt from the past: the significance of employee brand support and transformational leadership

Sujchaphong

Nguyen

Melewar

2015

Journal of Marketing for Higher Education

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The paper reviews the literature on the concept of internal branding and its effects in the service sector in general, as well as in UK universities. In addition, the concept of employee brand support is reviewed, discussing the influence of leadership characteristics on internal branding in universities. Employee brand support is a crucial element to successful internal branding activities. A great concern is that the knowledge of internal branding and employee brand support in higher education institutions is based on knowledge imported from the business sector, and more practices should thus be adapted and implemented. It is found that transformation leadership, despite being little researched in the internal branding context, remains the pivotal element to the successful implementation of internal branding, as transformational leadership provides space for intellectual stimulation and consideration of individuals that are present at universities. Potential future research areas for internal branding studies are identified and discussed.

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“…Balmerʼs work along with that of Ind (1997Ind ( , 1998, Gregory and Wiechmann (1997) Bickerton (2000) and Hatch and Schultz (2001), among other published output, propelled the corporate brand construct into the mainstream of marketing and general management thought from the mid-1990s onwards: this can be witnessed in the plethora of special issues, articles and chapters devoted to the corporate branding domain and the introduction of bespoke masters degrees in corporate brand management (Brunel University being a case in point) and the appointment of the first chair/s in corporate brand management at Bradford University, England.…”

Section: Introductionmentioning

confidence: 99%