The Impact of Brand Equity and the Company's Reputation on Revenues

Abstract

This paper intends to establish the relationships among variables in corporate communications, especially between advertising and public relations, and to form an evaluation model for integrating the effects of brand equity and the company's reputation in the context of integrated marketing communications (IMC). A new approach for integrating the effects of brand equity and the company's reputation was introduced and the IMC evaluation model was specified for testing. The proposed model was tested with existing secondary data. The outcomes indicated that both brand equity and the company's reputation have significant impact on revenues and showed the positive relationship between brand equity and the company's reputation in the proposed model to justify the need of IMC in overall corporate communications.     

THE IMPACT OF CUSTOMER RESPONSE ON INVENTORY AND UTILIZATION POLICIES

Drawing on extensive fieldwork at a semiconductor manufacturer, this research provides a framework for understanding how customer response and long production delays interact, leading to increased demand amplification across a company's supply chain. Investigating the impact resulting from the higher demand amplification, suggestions are derived for the company's capacity utilization and inventory policies     

Try it at home: Avon and gender in Brazil, 1958–1975

This article examines the entry of US-based cosmetics firm Avon into the Brazilian market from 1958 to 1975. Avon's direct-to-home distribution model and family brand strategy gave the company a competitive advantage in the Brazilian cosmetics market. However, Avon's branch managers had to adapt the company's marketing strategy and recruitment practices to accommodate Brazilian standards of feminine respectability and in response to saleswomen who expanded distribution beyond the company's original target markets. Avon's Brazilian branch excluded women from management positions, and the company's marketing materials emphasised conservative gender roles for women. Nonetheless, Avon sales increased many women's economic agency.     

Customer choices of manufacturer versus retailer brands in alternative price and usage contexts

This article offers a context-dependent theory of how price changes influence consumer purchase choice for fast moving consumer goods (FMCGs) for manufacturer (large household share) and retailer (small household share) brands. The theory proposes that the influence of price on demand is systematically very sensitive to context effects; more specifically, the theory includes the hypothesis that elasticity is much greater when the price change results in the manufacturer and retailer brands having the same price compared to when the price change keeps the manufacturer brand price above the retailer brand price. The implicit and/or explicit association with higher quality with the manufacturer versus retailer brand may be the main reason for buying the higher priced manufacturer brand. Decreasing the price of the manufacturer brand to equal the retailer brand's price takes away the primary reason for buying the retailer brand (i.e., saving money); increasing the price of the retailer brand to equal the manufacturer brand's price has the same effect. The empirical findings in the studies that this article reports support the hypothesis and confirm Scriven and Ehrenberg's [2004. Consistent consumer responses to price changes. Australas. Mark. J. 12(3), 21–39] major conclusion that relative order of price is more important than relative distance.     

Achieving and Managing Global Brand Equity: A Critical Analysis

ABSTRACT

According to some experts, brand equity is a company's most important asset. In this article, the authors first study the durability of brand equity in the long run. Then they examine the maintenance of that brand equity. The study analyzes the relative position of the top 50 most important global brands. Rank correlations indicate that, in the short run, the top 50 brands maintain strong equity levels, but in the longer run, this equity dissipates. In order to empower global brands in the long run, the authors put together a general global brand strategy model that would achieve and maintain brand equity. The model has three important components: strategic action, generating brand power, and achieving sustained brand equity. Such a model could balance the success in achieving brand equity globally both in the short and long run.     

Factors that influence manufacturer and store brand behavioral loyalty

This study examines the factors that are linked to consumer goods brands having unusually high or low behavioral loyalty, after controlling for the association between brand size and loyalty that occurs due to the ‘double jeopardy’ effect. Behavioral, or repeat-purchase loyalty is measured as the brand's average share of category requirements (in volume) among its buyers over a 12-month period. We examine a range of factors that theory or past evidence suggests are associated with higher or lower behavioral loyalty, including brand type (store brand/manufacturer brand), price level, promotion intensity, as well as average brand volume per occasion and pack size. Using extensive US panel purchasing data, we find that store brands exhibit relatively higher behavioral loyalty than manufacturer brands. We explain the theory behind this result. We also find that the brand's average pack size and volume bought per occasion has a markedly positive association with behavioral loyalty. Finally, we find that the effect of low price on excess loyalty is moderated via a positive association with average volume purchase per occasion. These findings add to the body of knowledge relating to patterns in behavioral brand loyalty for both manufacturer and store brands, as well as the marketing-mix factors that influence it.     

Banking on global success: Internationalization strategy and its limitations (the case of Allied Irish Banks)

This article explores the choices and challenges facing Ireland's leading financial services corporation, Allied Irish Banks (AIB), in its strategy for international market growth. It begins with an examination of the company's internationalization strategies within the global banking context. It then considers the limitations of international market expansion and transnational management control for a company with low brand recognition outside of its home market and limited experience of international operations. Finally, it elaborates on the strategic challenges that face the organization and reflects on the lessons for other midsized international companies competing in consolidating, globalized industries.© 2006 Wiley Periodicals, Inc.     

Designing corporate brand experience in an online context: A qualitative insight

This study explores the dimensions and components of corporate brand experience in an Internet setting. Corporate brand experience (CBE), which is a source of a company's added value, could be an effective way to position a corporate brand in relation to the overall corporate marketing strategy. However, the concept of CBE has attracted very little attention from previous research, thereby our understanding of what the concept is and how to operationalize it is limited. Previous brand experience research is mainly focused on the conceptual understanding of brand experience itself, and/or the product brand level (rather than at corporation level). Understanding CBE is important because corporate brand equity (e.g. corporate image, brand loyalty) is dependent not only on how one is satisfied with the product (mostly addressed by functional/performance values of product), but also through the values of the corporation (corporate brand values). This study thus contributes theoretically to the corporate and online branding literature by proposing underlying new dimensions and components of CBE in an online environment. A series of focus group discussions (FGDs) with 32 online banking respondents informs the study. We identify five main themes and 26 sub-themes of corporate brand experience — corporate visual identity, functionality, emotional, lifestyle and corporate/self-identity. Financial service providers can address these dimensionalities during the process of brand positioning and when designing their corporate marketing in an online setting.     

Defensive strategy against a private label: Building brand premium for retailer cooperation

We build a game-theoretic model of price competition between a national brand manufacturer and a retailer that also sells its private label. In particular, we examine a national brand's strategy of building brand premium in the context of channel coordination. The importance of national brand's brand equity has been well-documented in many empirical and behavioral studies. We reinforce the argument that building brand premium should be the first line of defense for a national brand instead of aggressively cutting wholesale price. Not only does the national brand manufacturer benefit from it, but also the retailer who sells both the national brand and its own private label has less incentive to promote the latter. Therefore, it can induce retailer cooperation, which is essential for a successful strategy in a distribution channel.     

Investment banking in the gulf: A case study of investcorp in bahrain

Investcorp is a low-profile investment banking company that was originally founded on the tiny island of Bahrain in the Arabian Gulf. Although little known to the general public, the company is a major player in North American and European investment markets. This case study presents a profile of the company, its founder, Nemir Kirdar, and his three “founding friends.” It relates details of the company's successes and explores how these were achieved. As most of the original Management Committee members are preparing to retire, efforts are being made to ensure the continuing prosperity of the company. This requires the risky step of appointing an almost completely new management team. Readers are invited to reflect on the likely success of this strategy and whether Investcorp's focus on North America and Europe remains appropriate in a global marketplace.     

Manufacturer brands versus private brands: Hoch's strategic framework and the Swedish food retail sector

The purpose of this study was to contribute to the knowledge of how manufacturer brands choose and can choose to defend themselves vis-à-vis introduction of private brands by retailers. The study adopts the same research approach as a Dutch empirical study (Verhoef, P. C., E. J. Nijssen, and L. M. Sloot. 2002. “Strategic Reactions of National Brand Manufacturers Towards Private Labels – An Empirical Study in the Netherlands.” European Journal of Marketing 36 (11/12): 1309–1326) that tested and rejected large parts of the original and well-known conceptual framework by Hoch (Hoch, S. J. 1996. “How Should National Brands Think About Private Labels?” Sloan Management Review 37 (2): 89–102) consisting of six manufacturer strategies to defend against private brands. This study is based on the Swedish market, a more typical market compared with the Dutch market characterized by high innovation level and high penetration of private brands. The study builds on a combination of qualitative and quantitative interviews with brand managers at 100 manufacturers in the Swedish Fast Moving Consumer Goods (FMCG) market. The results support Hoch's original conceptual framework concerning appropriate defence strategies for manufacturer brands. However, the two differentiation strategies – value for money and new and improved – are seen as one category of the strategies, which creates a simpler and more distinct structure to the framework. The results show that it is the largest and the leading manufacturers that choose this strategy. The lower the penetration of private brands, the larger the share of manufacturers that choose this strategy. The study gives a more nuanced picture concerning the motives behind the strategies and also concerning the differences between how manufacturers act depending on size and market share.     

Equity-worthiness and equity-willingness: Key factors in private equity deals

While access to private equity funds (PEFs) provides a unique opportunity for firms to set up sturdy growth paths, how PEFs select companies is an unknown process to entrepreneurs and business owners. This study aims to offer insights regarding the private equity market to entrepreneurs searching for external capital. We analyzed a novel dataset of 240 pre-deal negotiations between small- and medium-sized Italian companies and a closed-end fund. Results indicate that the successful closing of a deal depends on more than just the target firm's equity-worthiness (i.e., the company's ability to meet the expectations of a private equity investor). In fact, there is another dimension: the target firm's equity-willingness (i.e., the company's motivations to accept an outside equity investor). We summarize the results of our study by building a 2x2 positioning matrix on the basis of the target firm's equity-worthiness and equity-willingness. This matrix enables entrepreneurs to grasp how private equity investors evaluate their firms.     

A longitudinal examination of the effects of retailer–manufacturer brand alliances: The role of perceived fit

Abstract

One resource that has been identified as a valuable source of competitive advantage is the equity associated with an organisation's brands. Organisations devote considerable resources to developing strategies that allow them to build and/or maintain strong brand names. This study investigates brand alliances between retailers and manufacturers. The role of perceived fit between the partnering brands is explored. In addition, the study examines the influence that retailer–manufacturer brand alliances have on: retailer equity; manufacturer brand equity; the intention of consumers to frequent the stores of the retailer involved in the brand alliance (shopping intention); and the intention of consumers to purchase products from the manufacturer involved in the brand alliance (purchase intention).     

The Retailer's Perspective on the Link Between Logistical Resources and Perceived Customer Loyalty to Manufacturer Brands

The objective of this study was to investigate the relationships between logistics and brand‐related resources, and assess their impact on the retailer's perceptions of customer loyalty to manufacturer brands. On the basis of theoretical underpinnings of the resource‐based view, this study explores the relationships among four main variables: (1) variety of collaborative logistics technologies shared between retailers and manufacturers, (2) manufacturer's logistics operations quality provided to retailers, (3) retailer's brand differentiation orientation, and (4) retailer's perceptions of customers loyalty to manufacturer brands. An online survey was conducted on 313 senior marketing and supply chain managers from retailer firms. The results of the structural equation analysis support a mediated relationship between logistical resources and perceived loyalty to manufacturer brands. The retailers believe that shared logistics technologies enable manufacturers and retailers to offer higher levels of availability and visibility of preferred brands to their end‐user customers. In turn, the end‐users become more confident with their decisions to repurchase the same brand offerings.     

Follow my leader? Lookalike retailer brands in non-manufacturer-dominated product markets in the UK

Retailer brands are a common feature of most retail sectors today, and have made an important contribution to the financial performance of Britain's retailers. Over the past two decades, as retailers have adopted the marketing approach in their business activities, the nature and role of retailer brands in marketing strategies has changed. This paper reviews the development of retailer brands in the grocery market, from their original position as product alternatives to leading manufacturer brands, to brand alternatives in their own right. Part of this transformation has involved a revision of the packaging and presentation of these product ranges and this has led to accusations of copy-catting and theft of brand identity. The paper then explores the lookalike debate and reports on an exploratory study of retail brand recognition and the lookalike situation in those product markets which are not dominated by established manufacturer brands.     

Building and transforming an emerging market global enterprise: Lessons from the Infosys journey

The story of Infosys’ growth and transformation from a $250 start-up to its current market valuation of approximately $26 billion provides one of the most pertinent lessons in leveraging India's strengths and managing the challenges faced by an emerging market global enterprise based in India. In this article, we present a wide-ranging interview with Infosys’ current CEO, Mr. S.D. Shibulal, as he explains what he considers to be the core strengths of the company that made it successful in the past, lays out his vision for the company's future, and discusses in detail how he sees the company's transformation taking place over the coming years. The conversation uncovers several interesting themes and lessons for multinational enterprises in emerging as well as developed economies, including the relevance of being born global, values-based governance, the necessity of creating hybrid business models that infuse the ‘India way’ with local cultures and practices in global markets, leveraging strategic partnerships via co-creation and co-evolution, and the delicate balance between ‘preservation-creation-destruction.’     

Relationship norms and media gratification in relational brand communication

Brands are increasingly engaging in relational communications, which are personalized or privative messages sent to regular customers as part of a company's relationship marketing strategies. However, little is known regarding the underlying processes governing the creation of targeted relational outcomes. Drawing on the social theory of relationship norms, this study shows that by influencing the nature of media gratification, contextual communal norms rather than exchange norms have a stronger effect on how gratification contributes to attitudes toward the media and brand gratitude as significant media-related antecedents of brand commitment. Of particular interest, this study reveals that communal media gratification (in contrast to exchange media gratification) contributes the most to gratitude outcomes, whereas it only slightly influences media attitudes. The implications of these findings are significant for brand communication researchers and managers.     

A path to altruism: Investigating the effects of brand origin and message explicitness in CR‐M campaigns

An increasing number of fashion brands are employing cause‐related marketing (CR‐M) campaigns to promote their social responsibility. However, with growing consumer skepticism about CR‐M, it is becoming more difficult than before to encourage consumers' positive responses to these campaigns. Based on construal level theory and rhetorical theory, this study examined the way brand origin (local vs. global), and its interaction with message type (explicit vs. implicit), influence consumers' perceived brand altruism and brand favorability. Two experimental studies were conducted with a total of 574 U.S. consumers. The results of Study 1 indicated that consumers exhibited higher perceived brand altruism and brand favorability toward a local brand's CR‐M campaign than a global brand's, showing that psychological distance can influence a CR‐M campaign's effectiveness. In addition, the results of Study 2 revealed that an explicit CR‐M message was more effective for global brands, while an implicit message was more effective for local brands, and perceived brand altruism mediated both effects. This suggests the importance of framing messages according to brand origin to maximize CR‐M campaigns' ability to achieve their goals effectively, in which perceived brand altruism plays a key role. The study's implications and limitations are discussed.     

Assessing the needs of international markets against an emerging market company's capabilities: A tool for internationalization

Senior managers in emerging markets often strive to ensure that their companies develop sufficient capabilities to confront the needs they encounter in international markets. However, extant research and practice remain unclear as to how senior managers in emerging market companies can approach assessing the needs of their international markets against their own company's capabilities, to aim for a balance between both. This article offers an innovative approach for assessing the needs of international markets against an emerging market company's capabilities. Based on the assessments of 100 senior managers leading emerging market companies, we explain how this approach can provide two key insights. First, evidence of a balance between the needs of international markets and an emerging market company's capabilities, that indicates the company's competitive position is focused; or evidence of an imbalance between the needs of international markets and an emerging market company's capabilities, that indicates the company's competitive position is either vulnerable or overqualified. Second, an understanding of where the gaps between the needs of international markets and an emerging market company's capabilities are, that enables improving the company's competitive position by closing these gaps. Drawing on this approach, we offer an open access tool that allows senior managers in emerging markets to identify and improve their own company's competitive position for internationalization. Using this tool, senior managers can lead their emerging market companies toward a focused competitive position in international markets, providing better chances of successfully capturing potential benefits.