Brand building and management pdf

While there is a growing body of literature about corporate branding, studies of corporate branding in state-owned enterprises SOEs are limited despite the important role they play in many economies. The purpose of this paper is to explore how managers perceive the significance and challenge of corporate brand building and management within a state-owned organisation.

A qualitative and interpretative research paradigm was used in the form of a case study design. This study focusses on the South African Broadcasting Corporation where executives and managers responsible for corporate branding decisions were interviewed.

Findings highlight the specific purposes, decision making factors, stakeholders and brand portfolio of an SOE corporate brand. Corporate brands help build brand identity and point out that a SOEs' corporate brand identity is dual in nature. However, a number of individuals struggled to give specific examples of their individual contribution; individual contributions were not widely articulated.

Results in this area of enquiry were therefore interesting. The few respondents who were able to clearly articulate their individual contributions seemed more strategic in their views, and in particular were concerned with ensuring that the different schools and faculties of the institution had a voice and were represented in the holistic vision of brand.

A number of respondents understood that not all decisions could be taken by the branding committee. Indeed, MCLC committee members seemed more able to articulate their contributions.

One felt that his most significant contribution was the initial selection of the actual branding committee members. Several noteworthy themes emerged in their responses. One respondent said: Creating opportunities for casual conversation. When work is fun, work is better.

I definitely think we could have made things a little bit more fun. Again that comes with. Two reasons were suggested for this. So there are justifications for both the smaller working teams and the larger stakeholders groups. Secondly, some felt that smaller forums would provide a less intimidating opportunity for committee members who might feel less confident to voice their opinions.

Periodic smaller meetings might offset these feelings of insecurity in committee members less versed in brand theory. One particular insight was that some committee members, such as students, may have been less likely to risk voicing their opinions in front of the more senior or experienced individuals on the committee.

A first, recurring response on this topic had to do with the time commitment that participation on the branding committee required. In particular, participants had other full-time work priorities so that many felt their ability to fully absorb and act meaningfully upon the information provided in the committee was compromised. This is illustrated in this key quote: The amount of time I had to access and digest some of the information was not realistic in all cases.

So in many cases I was doing a peripheral scan of the information and review of the information in between other things. So one of the challenges is making sure you have people who can participate fully, but also that they have time to actually review and digest all of those pieces. Levels of commitment did not seem consistent among all committee members. This point perhaps links to a degree of cynicism about due process.

This cynicism, and a view that perhaps the broader purpose was to limit or deflect future criticism, was a concern exemplified in a number of quotes.

Some respondents believed that brand decisions should be limited to those with marketing knowledge, who hold a senior leadership position. A major concern committee members expressed was their feeling that their input and work on the committee was not really valued, and that therefore the consultation work with stakeholders might not be used. A caveat to the criticisms of the committee and its process, however, is that several of these emanated from respondents who had, for whatever reason, been less engaged in the process in terms of attendance; in research of this type personal agendas can never be entirely eliminated.

Discussion and Conclusions A number of themes emerged from this research, and a number of aspects are worthy of further highlight and discussion. Regarding the contribution of committee members to the branding process, there was a clear tension between the contributions of individuals and the committee as a whole.

Most respondents were unable to articulate their individual contributions, instead defaulting to what the overall committee achieved. In contrast, however, the members of the MCLC were more able to articulate their contributions.

It may be that some committee members did not contribute effectively as possible since they did not fully understand their role on the committee. In future, such committees should be asked what each individual actually can and is likely to contribute to the process. A degree of cynicism towards the branding committee among some respondents was also apparent from this research.

From an objective point of view, this might partly be true, revealed by there being few opportunities for individual members to contribute while on the committee. It is important to communicate clearly to future internal branding committees that they have a genuine voice that influences decisions. To be expected, all respondents said that their branding knowledge had improved. This did however have an interesting secondary benefit: it often made committee members enhanced brand ambassadors.

Therefore for some individuals their ongoing contribution may be more significant as brand ambassadors than actually during the process of branding. Another evident conclusion is that leadership support was critical, in two ways. First, the overall buy-in of a key strategic leader who supports the process and supports it at a senior level is vital for effective branding processes.

Second, leadership in terms of specific committee conception and briefing has a great impact. At the same time, institutional level leadership support could have been evidenced to committee members by greater leadership acknowledgement and involvement. For example, the extent to which the current, newly created brand ambassadors support the eventual creative work supplied by the branding agency would be a potential area of future insight.

Before this research was undertaken, we lacked knowledge about university branding processes. The institution in this case considered fundamental questions. Should such a decision be left in the hands of people who might not fully understand or appreciate the purpose of a brand? Would a committee contribute to the branding process? If so, who should be on the committee, and how should it proceed? To do otherwise risks cynicism among committee members, and eventual branding decisions that may not be fully supported by the committee members.

This case study suggests that a wider branding committee does have the ability to add real value to internal aspects of the branding process. For example, such a committee clearly has the ability to foster stakeholder engagement and create a culture of inclusivity towards the branding process.

These aspects are fundamental challenges in achieving success across large, diverse institutions such as a university, and are arguably important to all organizations seeking a holistic corporate brand that reflects the internal and external aspects of their identity and culture. Crucially, an ill-informed committee may actually be counterproductive to the creation of a brand; for the committee to work effectively, attention must be paid to selecting participants who bring specific strengths.

Ongoing effectiveness requires briefing and management of participants throughout the process; transparency and reassurance in terms of how contributions from the committee are used; and measures to manage the process expediently, such as breaking into smaller groups for specific tasks.

In conclusion, this research offers theoretical and practical implications in terms of managing the branding process in an inclusive manner that takes account of the views of internal stakeholders and taps into their inherent knowledge to arguably present a more holistic brand. While the context was that of a Canadian university, the authors argue that the broader findings offer significant insights on managing the branding process for the majority of larger organizations.

Future research to evaluate the outcomes of this particular rebranding programme post-executions is envisaged. California Management Review 6— Balmer, J. Bates, S. Research in Higher Education Journal 1—9. We provide complete MBA brand management notes. MBA brand management study material includes brand management notes , brand management books, courses, case study, MCQ, syllabus, question paper, questions and answers and available in brand management pdf form.

The Brand Management Notes can be downloaded in brand management pdf from the below article. A detailed brand management pdf as prescribed by various Universities and colleges in India are as under. You can download the syllabus in brand management pdf form. Unit — I. Unit — II. Unit — III. Delivery options not flexible. Stores not currently used as distribution centres. Figure 2. Now that consumers can have contact with a brand everywhere from mobile sites to social media, the broadcasting model no longer cuts it.

In order to deal with an infinitely more complex customer journey, brands need to shift from messaging to brand experience. In this section the report explores alternative strategies looking at the relationship between brand experience and customer experience, the strengths and weaknesses within the Cos brand previously explored through the PESTEL and SWOT analysis and referencing justification for an approach to resolve the key issues going forward.

Assess needs and segment customers Map the Measure journey for and customer develop segments Structure Identify the the desired customer experience touchpoints Design the brand experience Figure 3.

How do We Measure It? And Does It Affect Loyalty? Their model looks at sensation, feeling, cognition, and behavioural responses evoked by brand- related stimuli that are part of a brand's design and identity, packaging, communications, and environment. Brakus et al proved that several dimensions of brand experience positively impact brand loyalty. Most of these responses can be attributed to lack of communication surrounding availability and stock levels across stores and online and unexpected delivery costs.

There is some evidence that Cos core customer browses online and then purchases instore and this is experience studied in relation to activities Chang et al what happens according to where experiences occur online and where they take place instore. These experiences affect the decision making process based on product judgement, attitudes, preferences, purchase intent and recall Zarantonello et al This is a pre-purchase touchpoint and interactions that drive awareness and differentiation Parkes et al Whereas previous studies had focussed more on productivity and quantity.

Cos has a strong visual aesthetic which enhances the customer experience through their architecturally designed store environment. Proactive customer services and the use of invisible technology would improve how the customer interacts with the brand. This is a post purchase touchpoint, an interaction that builds confidence Parkes et al.

COS consumption experience post purchase touch point This is the satisfaction phase or feel good factor after the research and buying phase has been completed the customer leaves a store or receives a parcel and a number of feelings can be experienced in response to this phase Brakus et al By capturing this information, retailers can start to personalise the returns experience and create more value for the consumer and themselves. In order to provide a greater customer flexibility, the report reflects on the three key customer touchpoints: Firstly, the COS product and brand experience pre-purchase touch point.

Secondly the COS shopping and service experience purchase touch point , there is a lack of customer interaction and engagement at point of purchase which could be addressed through social and community initiatives and the use of invisible technology to improve how the customer interacts with the brand instore and online and to optimise stock and operational efficiencies.

If Cos is to succeed in the future, it is clear that they must embrace future technology to bring a clear message and parity across channels to deliver a consistent customer experience. Figure 4. What are the Solutions? If Cos were to implement the strategy to move from a multichannel to an omnichannel business they would offer customers seamless integration of online and offline sales, improve communication between channels, stock and customer and heighten their overall customer experience and satisfaction levels.

As a recommendation Cos could look to implement a retail management system with industry specific fashion solutions including customer relationship management solutions organisational buy in , the shortlisted suggestions would be: JDA Software Ikea , GS1 UK boohoo.

What are the benefits? The benefits of a technical solution are to bring consistency across the business and would enable a system to support growth and innovation in the future.

Successful implementation would bring a much improved customer service experience that is seamless across all channels by ensuring communication across all channels.

Cos would have a greater understanding of its customers and be able to nurture its customers and personalise its responses in reaction to better quality data and analysis. An omnichannel system would give greater insight across operations and manage stock more efficiently and long term stores could look at becoming distribution centres to improve availability and delivery.

And consequently unreliable management and customer information which will impact on the brands equity Aaker, and the overall customer experience. How Cos implements these changes across platforms will impact on the overall brand equity in the future Chan-Olmsted, The global fashion retail landscape is always changing and as retailers seek to integrate and align various channels to provide shoppers with a seamless shopping experience, omnichannel retailing is at different phases in different geographic regions.

The demand for omnichannel retailing is unlikely to slow down, and retailers operating in different regions of the world will need to overcome various challenges to achieve omni-channel proficiency and satisfy their sustainable credentials alongside the desire for their customers purchasing immediacy.

If Cos want to remain a future player they will need to fuse the capabilities of their ecommerce site, and bricks-and-mortar stores into one simple shopping experience. California Management Review, Vol. Aaker, J. Dimensions of Brand Personality. Journal of Marketing Research, Vol. Aaker, DA. Developing Business Strategies n.

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Towards the Holy Grail of Defining Brand. Marketing Theory, Vol. Chuah, G Igniting the Brand: Marshall Cavendish. ProQuest E-book Central. New York: Fairchild Books. Edelman, DC. Branding in The Digital Age.