Branding Strategies of Born Globals

Born global companies have now been studied for a decade. However, little has been written specifically about the challenges facing born globals in their branding endeavours. This research examines the branding strategies of 30 Finnish small and medium-sized born globals. The experience, qualities and global orientation of the founder and the top management team are found important for the success of the born globals in their branding achievements. A key argument is that business-to-business and business-to-consumer born globals differ as to their branding strategies and approaches. The analysis reveals a major imperative; branding strategies are dynamic and depend on the globalisation degree.     

农产品区域产业品牌伞策略探析

品牌伞策略强调伞品牌对伞下产品或品牌产生庇护和提携作用,农产品区域产业品牌伞策略,除了具有一般品牌伞的功能效用之外,区域和产业可以增强伞下农产品和品牌的可识别性,赋予农产品和品牌一些独特的质量特性,形成与竞争对手的差异性,从而影响农产品的消费者信任度和市场接受度,农产品生产者可以利用区域产业品牌伞策略解决农产品创牌难题。     

A typology of organisational stakeholder engagement with place brand identity

ABSTRACT

This study explores how stakeholders engage with a place brand identity (PBI) in the context of country branding. This research extends beyond the importance and challenges of stakeholder brand engagement with place brand identity by exploring several typology of stakeholder engagement with PBI. A case study approach using semi-structured interviews with 39 senior-level representatives from national Australian organisations was adopted to explore how internal stakeholders in Australia are engaged with the current PBI initiative in Australia: Australia Unlimited (AU). A typology of stakeholder engagement with a PBI, including philosophical and concrete engagement was identified. Stakeholders’ philosophical engagement is reflected by their moral support, future engagement intention, as well as positive word-of-mouth (WOM) behaviour. Concrete engagement, on the other hand, is reflected by place brand partnership and internalisation of PBI in the organisations’ strategy. The research findings offer practical ways for place brand managing organisations (PBMO) to enhance stakeholder engagement with a PBI. The identification of multicomponent nature of PBI from the research findings allows PBMO to identify which PBI component lacks stakeholder support in order to make necessary improvements. Further, identification of the typology of stakeholder engagement with PBI provides alternative strategies of how stakeholder engagement can be managed.     

Branding Taiwan for tourism using ‘Decision Making Trial and Evaluation Laboratory’ and ‘Analytic Network Process’ methods

Countries should have a clear, credible, appealing, distinctive image in a wide and diverse global marketplace. Nation branding is a good method for countries to survive and prosper in a wide and diverse global marketplace, and many countries have embraced the concept. Nation branding is a sophisticated endeavor, which includes economics, tourism, culture, and political destiny. This paper addresses the problem of branding Taiwan's tourism using the decision making trial and evaluation laboratory approach combined with the analytic network process method to evaluate the performance criteria of branding Taiwan. The results show that ‘festival’ is the critical criterion for branding Taiwan for tourism.     

中国大陆电视综艺娱乐节目品牌竞争格局分析

伴随国内电视受众注意力资源的稀缺,以及在中国电视产业转型过程中,媒介品牌价值的日益提升,国内电视综艺娱乐节目加速品牌经营的趋势,也目益明晰。国内电视综艺娱乐节目结合现实国情、传媒政策、管理体制、传播观念等元素,率先强化了节目生产与传播过程中的品牌意识,展开节目运作的品牌竞争。     

B2B branding: A financial burden for shareholders?

Is branding an effective tool for generating shareholder wealth for companies that are active in a business-to-business environment? Or, do other factors such as innovation and manufacturing efficiency—or the lack thereof—create or destroy shareholder wealth? Based on an examination of almost 1,700 companies listed either on the United States or European stock exchanges, this study reveals this crucial relationship could be described as a W-shaped curve with five distinctive phases, depending on the strategic branding position of the company. Used strategically, business-to-business (B2B) companies with a balanced corporate brand strategy generally yield a return to their shareholders that is 5%-7% higher. It is therefore vital that key executives, including the board of directors, systematically assess and monitor the strategic branding position of their company and how their branding investments are performing against key competitors. This study reveals that shareholders should insist on systematic performance feedback from the corporation regarding all key items in the balance sheet—including branding. As disclosed herein, very few of the companies analyzed possessed an optimal balance between branding and financial performance.     

Impact of component supplier branding on profitability

In recent years, many business-to-business (B2B) component supplier (CS) firms have added branding to their marketing toolbox. By extending the logic of ingredient branding to B2B components, they aim to create “pull” from B2B end customers by building a strong CS brand image among their customers' customers. In contrast with the established “push” approach of building strong relationships with original equipment manufacturers (OEMs), it is unclear whether and under which conditions CS branding is a worthy strategy. On the one hand, anecdotal evidence suggests that suppliers can leverage strong CS brand image in negotiations with increasingly powerful OEMs to enhance their financial performance. On the other hand, many B2B managers believe that branding does not work in their industry context and erodes profitability. We build a data set consisting of survey measures and archival data across a broad set of industries. Our results indicate that the financial outcomes of CS branding largely depend on the characteristics of the CS and OEM industries. Unlike dyadic OEM–CS relationships, which enhance profitability invariably across industry contexts, CS branding is effective only in well-defined situations. CS branding initiatives can enhance return in CS industries with substantial levels of product differentiation and technology intensity. However, unfavorable results may arise in industry contexts in which OEM–end customer relationships or OEM brands are important.     

手势语言在品牌传播中的创新运用

手势语言作为一种特殊的＂非语言符号＂,具有指代和表义的功能,能够增强企业视觉形象的可识别度,提升受众对品牌符号的认知和记忆以及学习和模仿。在品牌传播中,可以从品牌标识、品牌代言人、品牌文化、品牌传播时机、品牌整合传播等方面对手势语言进行创造性的运用,并且要慎重考虑手势的内容以及受众的心理。     

Consumers' Trust in a Brand and the Link to Brand Loyalty

Brands are important in the consumer market. They are the interface between consumers and the company, and consumers may develop loyalty to brands. This study proposes that trust in a brand is important and is a key factor in the development of brand loyalty. Factors hypothesized to influence trust in a brand include a number of brand characteristics, company characteristics and consumer-brand characteristics. Respondents representing a broad spectrum of Singapore consumers were surveyed. The findings reveal that brand characteristics are relatively more important in their effects on a consumer's trust in a brand. The results also show that trust in a brand is positively related to brand loyalty. Marketers should, therefore, take careful consideration of brand factors in the development of trust in a brand.     

Tipped out: How do gratuities affect restaurant operations?

Tipping is a well-established social norm in North American restaurants. Researchers have given considerable attention to the interaction between consumers and servers, but less so to the relationships within a restaurant and even less so to restaurant managers’ perspectives. Our study, the first of its kind, used interviews and a survey to explore the perspectives of both restaurant managers and servers in identifying operational issues arising from tipping. Inequity and unfairness, loss of control of service quality, and difficulties in succession planning and promotion were identified. There is clearly a need to investigate strategies to mitigate some of these impacts.     

The employee brand: Is yours an all-star?

In this article, a typology is presented which will help organizations better reflect the brand image they desire. The assisting typology is based on the extent to which employees know and understand the organization's mission, values, and desired brand image, and the degree to which they perceive their psychological contracts with the organization as being honored. Organizations can be classified as all-stars, rookies, injured reserves, or strike-out kings, based on the characteristics of a preponderance of their employees. As categorized, rookie organizations cannot deliver the desired brand image because most of their employees lack the knowledge and understanding to do so. Injured reserve organizations, on the other hand, cannot achieve the same because firm employees perceive their psychological contracts with the organization as having been violated, which renders the individuals unwilling and unmotivated. For their part, strike-out king organizations share rookie and injured reserve organizations' worst characteristics. Finally, and conversely, all-star organizations consistently deliver the desired brand image to others because their employees are both able and motivated to do so. To help firms attain this highly desired status, specific guidelines are presented herein which may help organizations become “all-stars” in their own right.