企业家的个人品牌

每一个成功企业的背后,都有一个出色的企业家;每一个出色的企业家,都是一个响亮的品牌;企业家的个人品牌既是企业的财富,也是社会的财富,必须精心打造,用心经营。     

三个步骤打造个人品牌

每一位公司老板都明白他的公司需要建立一个集信息、名字、声誉和外部形象于一体的独特的综合性品牌。但是,对于个人来说,创建自身的个人品牌也是十分关键的,当然这是建立在你的天赋、承诺和能力基础之上的。     

从品牌到个人品牌

身处竞争激烈的现代社会,我们首先要面对的一个问题是：如何让我们自己在芸芸众生之中被发现？这个发现的主语可能是你的一位上司,可能是你的一位客户,也可能就是一个机会……你可能因为这样一个“被发现”而改变很多事情,从此引人注目、价值不菲;从此不可或缺、受人信任;从此平步青云、事业有成。     

浅谈企业家个人品牌的建设

关于企业家品牌,一直在宣扬两个观点,首先企业家是天生的,第二,再天生的企业家都需要学习。说企业家是天生的,是因为每个企业家,都是为了实践自己的梦想;这些梦想大多都很简朴,比如马云的“让天下没有难做的生意”,关键的是,为了实践自己的梦想而进行的坚持不懈、持之以恒的实践;这些简朴的梦想,已经梦想指导下的实践,深深的渗透进企业家的骨子里,成为其一生为之奋斗的目标。本文就企业家个人品牌的建设进行分析研究。     

个人品牌内涵及其塑造流程研究

本文首先分析了品牌化这一过程,然后界定了个人品牌的内涵,最后分析了个人品牌的塑造流程,主要包括五个环节:进行个人形象和资质评估、进行个人品牌定位、设计个人品牌识别系统、进行个人品牌传播、树立目标个人品牌。     

品牌PK

DQ冰激凌弓;起的团购硝烟最近团购圈最大的地震莫过于美团网与DQ冰激凌的”无效团购”纷争。美团网曾在2月底卖出一万多份“DQ冰雪皇后现金券”。     

公司品牌与独立品牌的比较研究

本文主要阐述了公司品牌和独立品牌两种品牌命名方式,并从消费者、市场环境及企业自身三方面研究了公司品牌与独立品牌的形成决定因素。论文最后指出,由于不同企业对品牌文化理解上的差异,才导致品牌命名方式的差异。     

让企业为个人品牌“背书”

<正>常言说"大树底下好乘凉"。作为营销人,如何让"大树"给你带来价值呢?营销人运用企业品牌为个人品牌"背书",往往能达到"大树底下好乘凉"的效果。名牌企业,提供给营销人一个良好的施展舞台,营销人以此为"跳板",可以顺利实现"鲤鱼跳龙门"。     

“个人品牌”奢侈吗?

依照传统思维,\"个人\"和\"品牌\"之间似乎不存在什么关系,品牌总是与企业、产品有关。可是现在不同了,数年之前,美国开始出现一批打造个人品牌的咨询公司,据说生意还是挺不错的。这些公司的职责就是帮助客户摆脱窘境,积     

企业领袖个人品牌建设探析

从打造个人品牌建设的必要性入手,对企业领袖个人品牌定位的方法和传播途径等方面进行了详细分析,具有较强的理论指导及现实操作性。     

Exploring corporate citizenship and purchase intention: mediating effects of brand trust and corporate identification

Corporate citizenship represents various organizational activities and status related to the organization's societal and stakeholder obligations. This study develops five different dimensions of corporate citizenship and examines the relationship between the five dimensions and purchase intention by including two key mediators. In the proposed model of this study, purchase intention is indirectly affected by economic, legal, ethical, general philanthropic, and strategic philanthropic citizenship via the mediation of corporate identification and brand trust. Empirical testing using a survey of 353 consumers from various industries confirms most of our hypothesized effects. Last, managerial implications for corporate leaders and limitations of our findings are discussed in depth.     

Strategic corporate social responsibility as global brand insurance

When the competitive strategies of multinationals rely on global brands, corporate social responsibility (CSR) offers insurance against management lapses. The practical need for CSR as brand insurance comes from changing social expectations, affluence, and globalization. Corporate actions that violate societal expectations damage, even destroy, brand image among networked stakeholders who are affluent enough to buy branded products and services. The premiums for CSR brand insurance are paid by leaders who create an organization-wide commitment to CSR as a means of redefining ‘profit maximization.’ By integrating a stakeholder perspective, management is best placed to optimize stockholder returns over the longer term.     

Sustainability as corporate culture of a brand for superior performance

Sustainability research highlights new challenges and opportunities for businesses. This paper reviews the literature to understand the ability of sustainable green initiatives when practiced as a corporate culture to individually create new opportunities for operations, management and marketing. According to current research, business opportunities exclusively available to different functions of a firm can drive its performance. The role of marketing in the achievement of superior performance by virtue of sustainability practices is also explained by the existing literature. Branding literature, however, fails to explain the influence of a brand on sustainability-driven opportunities available to a firm for superior performance. The objective of this study is to explore if a brand can strengthen the ability of sustainability-based green initiatives of managers to drive opportunities available to a firm for superior performance. A conceptual framework grounded in the triple bottom line theory is presented based on the assumption that brand as a stimulating factor can accelerate the conversion of opportunities available to a business into superior performance. Academic and managerial perspectives have been used to draw upon the implications of the model. Both practitioners and academic researchers will benefit from future research on this topic.     

斯耐波:品牌与文化的冲突

忽视斯耐波品牌文化的桂格公司,遭到了滑铁卢式的惨败。1993年,桂格公司以高于可口可乐及其他竞争对手的价格,投入17亿美元的价格收购了天然饮料品牌斯耐波。但是由于经营不利,1997年桂格仅以3亿美元的价格,又把斯耐波卖给了另     

History matters: The role of history in corporate brand strategy

This article explores how an organization can use its history to define and deliver its corporate brand strategy. We specifically look at Adidas, which, having rejected its history at one stage, rediscovered and used the philosophy and ideas of its founder to provide direction for the future, legitimate strategic choices, and enrich the corporate brand. Through analysis of material evidence and interviews with senior and long-serving employees, we conceptualize the way Adidas developed a systematic approach to the use of history in its corporate brand strategy by creating the means to uncover, remember, curate, and then embed it. Combining the lessons of the Adidas case with evidence from other cases in which history was used to refocus and revitalize corporate brands, we deliver key recommendations for managers.     

Effectiveness of corporate responses to brand crises: The role of crisis type and response strategies

Brand crises are adverse events that threaten brand reputations. Research indicates that corporate responses to crises play a role in restoring brand equity. However, there is confusion as to the best type of response. On the one hand, there is a strong advocacy for a singular type of response strategy, corrective action, regardless of the crisis type, while on the other, there is support for a contingency-based view suggesting that the relative efficacy of responses depends on other factors. We contribute to this contingency-based view by comparing the efficacy of three major response strategies (denial, reduction-of-offensiveness and corrective action) in restoring post-crisis brand confidence and choice likelihood. We find that the relative effectiveness of response strategies depends on the nature of the brand crisis. Consequently, a “one type fits all” strategy for post-crisis responses can be suboptimal. We discuss the implications of our findings and provide directions for future research.     

The relationship between retailer image and brand image

It is often assumed that retailers' and brands' images are affected by numerous factors. One factor affecting a retailer's image is the image of the brands being sold in the store. Brand image may also be affected by the image possessed by the selling retailer. By using Heider's formula for determining congruent relationships, an analysis of the reciprocal relationships existing between various retailers' and brands' images was conducted. Although retailers' images were affected by the brands' images and the brands' images were affected by the retailers' images, congruity often did not exist.     

Exploring origins of ethical company/brand perceptions — A consumer perspective of corporate ethics

This research provides a consumer perspective of corporate ethics. The study consists of twenty long interviews [McCracken, G., 1988. The long interview. Newbury Park, CA: Sage] with general consumers, and conceptualizes potential sources of consumer perceived ethicality (CPE) of a company/brand by investigating consumers' ethical perceptions of business behavior. The developed taxonomy delineates six domains and 36 sub-domains of CPE origin, relating to the impact corporate behavior has on: (1) consumers, (2) employees, (3) the environment, (4) the overseas community, (5) the local economy and community, and (6) the business community. Findings demonstrate disparities between the consumer and the business perspective and highlight the fact that sources of CPE prove considerably more diverse and complex than the literature suggests, therefore presenting a vital extension to existing research. By providing business managers with a comprehensive assembly of issues which may evoke un/ethical perceptions, the framework may serve as a code of business conduct to prevent, contain, or combat negative CPE.     

Consumer-based brand equity and brand performance

The relation between consumer-based brand equity and brand performance was investigated across 15 product categories in Brazil and the UK. Brand equity was conceptualized as related to the level of social benefit offered by each brand and was measured with a simple questionnaire that asked consumers to rate brands with respect to their familiarity and quality levels. These measures were then related to brand market share and revenue. Results showed that the relation between consumer-based brand equity and brand performance varies across product categories, indicating that products differ with respect to their level of brandability and suggesting ways to measure it.