Brand, Identity and Reputation: Exploring, Creating New Realities ...

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Future research As alignment, authenticity and continuity are universally desired within the branding world the next step is to conduct further primary research with family businesses to discover how alignment and authenticity affects companies and how these issues add value to or detract from a businesses success. This deeper understanding of family business and the evolution of brand identities can be studied by the application of Balmer's AC 3 ID test (Balmer et al. 2009, Balmer & Greyser 2002). This application creates an insight of the role of family values and a family feel in the evolutionary development of the brand identity. However, it requires the limited access to the internal corporate discussion. At least one of the four industries should be tested. References 1. Abimbola, T., Kocak, A. (2007). SMEs as expressive organizations: A resource-based perspective . Qualitative Market Research: An International Journal, 4, 416-430. 2. Abimbola, T. and Vallaster, C. (2007). Brand, organizational identity and reputation in SMEs: an overview. Qualitative Market Research: An International Journal , 4, 341-348 3. Balmer, J.M.T. (2010). Explicating corporate brands and their management: Reflections and directions from 1995. Journal of Brand Management, 3, 180-196 4. Balmer, J.M.T, Stuart, H., Greyser, S.A.(2009). Aligning Identity and Strategy, Corporate Branding at British Airways in the Late 20th Century. California Management Review, 3, 6-23 5. Balmer, J.M.T, Greyser, S.A. (2002). Managing the multiple identities of the corporation. California Management Review, 3, 72-86 6. Balmer, J.M.T., Greyser, S.A., Urde, M. (2006). The crown as a corporate brand: Insights from and monarchies. Journal of Brand Management,.1-2, 137-161 7. Barroso, J.M.D. (2007). Europe's invisible giants: Family firms in an open, innovative economy, speech 07/675 held at II GEEF European Meeting, Lisbon, 29 October 2007 8. European Commision (2011). retreived from http://ec.europa.eu/enterprise/policies/sme/promoting-entrepreneurship/familybusiness/index_en.htm 9. Memili, E., Kimberly, A.E., Kellermanns, F.W., Zellweger, T.M., Barnett, T. (2010). The critical path to family firm success through entrepreneurial risk taking and image, Journal of Family Business Strategy, 1, 200-209 10. Porter, M.E. (1990). The competitive advantage of nations. New York: The Free Press. 11. Simon, H. (2009). Hidden Champions of the 21st Century: Success Strategies of unknown World Market Leaders. London: Springer. 12. Talaulicar, T. (2010). The concept of the balanced company and its implications for corporate governance. Society and Business Review, 5, 232- 244. 100
Building Corporate Reputation: A Director‘s Perspective Chantel Reddiar, University of Pretoria, South Africa Nicola Kleyn, University of Pretoria, South Africa Russell Abratt, Nova Southern University, and University of the Witwatersrand Corporate reputation has evolved into a valuable strategic and intangible corporate asset that directors, as custodians of corporate reputation, must build and manage as an important source of competitive advantage. The recent global economic turmoil which began with the onset of firms in the United States of America (―USA‖) being allowed to adopt untenably risky positions which were unsustainable when financial market positions turned has dealt a blow to the corporate reputations of many global players (Morris, 2008). As corporate malfeasance and misdeeds have surfaced, the recent magnitude and frequency of corporate failures, hubris and governance infringements, has resulted in the lowest recorded levels of trust in corporate USA (Edelman Report, 2009). Shareholders and society look to the upper echelons of companies, specifically their boards of directors to take responsibility for the management and building of corporate reputation (Davies, Chun and da Silva 2002; Fombrun 1996). In South Africa, the King III report (IOD, 2009) has specifically mandated the directors of a company to take formal responsibility for corporate reputation at board level. The purpose of this research is to explore the perspectives of executive directors to determine their understanding of corporate reputation and their opinions on: the dimensions of corporate reputation; the value attributed to corporate reputation; their responsibilities as custodians of corporate reputation and; the manner in which they believe they should build and manage corporate reputation. Literature Review Literature was reviewed to develop a comprehensive perspective of the definitions and dimensions of corporate reputation, the value of corporate reputation, and the role of directors in building and managing corporate reputation. A detailed review of the literature surfaced a myriad of definitions of corporate reputation. The numerous definitions have proved problematic in advancing the field of corporate reputation (Fombrun and van Riel (1997; Barnett, Boyle & Gardberg, 2000; Wartick, 2002; Mahon, 2002; Lewellyn 2002 and Barnett, Jermier and Lafferty 2006). Literature surveyed also indicated multiple perspectives on the dimensions of corporate reputation (Gabbioneta et al., 2007; Fombrun and van Reil 2004; Mercer 2004; Gardberg and Fombrun 2006; Carter 2006; Petkova, Rindova, and Gupta, 2008 and Kim, Bach, and Clelland, 2007). The literature acknowledged that identifying and leveraging the dimensions of corporate reputation could be of invaluable importance to companies (Gabbioneta et al., 2007). In an analysis of the various dimensions of corporate reputation Walker (2010) notes that reputation comprises different dimensions and that these dimensions are issue specific for each stakeholder and/or company. This supports O‘Callaghan‘s (2007) contention that a one size fits all approach to corporate reputation is not adequate. Despite the varying perspectives on the dimensions of corporate reputation, authors are unanimous in their views on the importance of corporate reputation. Gibson, Gonzales and Castanon (2006, p.15) note that ―Reputation is arguably the single most valued organisational asset‖. This view is supported by Galliard and Louisot (2006), Fang (2005) and Firestein (2006). Dowling (2006) argues that corporate reputation management is primarily; first and foremost, the responsibility of the board of directors and that directors that do not deal with reputation management place their companies at risk and continue to do so until such time as this corporate asset is elevated to board level. The board of directors are tasked with accountability to shareholders for all aspects of the business (Roberts et al., 2005). Jagt (2005) notes that reputation management poses one of the major balancing acts in an executive‘s leadership role as directors are required to perpetually manage the sometimes conflicting interests of multiple stakeholders at the same time. Building a strong reputation and managing the risk of reputational failure takes careful thought, meticulous planning and constant work over long periods of time (Larkin 2003). Fombrun and van Riel (2004) advocate for the active management of corporate reputations in order to derive maximum competitive advantage and to ensure that maximum value is created for the company. Wiedmann (2002) stresses the need for a companies to adopt a framework to drive an integrative and purposeful reputation management plan that spans across all areas of the business including finance; people; resourcing; distribution; and production Methodology A qualitative methodology was utilised for the purposes of this study. As the nature of this research was to interpret phenomena, a partly exploratory, partly descriptive design was employed in order to gain the deep insights sought. Semi structured, in-depth interviews were conducted with directors of a multi-national company that is listed on the Johannesburg Stock Exchange. It operates in a highly competitive and specialised industry. The target firm employs 14 executive directors. The sample size in this study was 12 out of the 14 directors. Information was collected by means of face to face interviews with each respondent, in the privacy of a board room. A list of prompting questions was prepared in the form of an interview guide. The data compiled from the interviews were analysed in accordance with the inductive process and systematic stages outlined by Miles and Huberman (1994), and further expanded by Hillenbrand and Money (2007, p. 286), which consist of the, ―preparation of written up field notes; qualitative clustering to identify trends in the data and the further analysis to identify high level themes and links between clusters.‖ 101
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Book of Proceedings Brand, Identity
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Session 1.1 Emotional Branding in T
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p.31) consumers tend to those sourc
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Tables and figures Brand perception
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Malaysia‘s Global Halal Hub - ―
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Birds of a Feather Consume Sports T
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Session 1.2 How is Social Media, li
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2. Interviews made with the adminis
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Table-5 Facebook Members of Homeles
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content (UGC) or even direct intera
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Fierman, (1991) found that 47% of c
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Multiple Dimensions of Brand Identi
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Session 1.3 Corporate Identity, Cor
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CSR are the ideals and ethics of co
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Corporate Brand Identity Management
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To study the influence of B2B relat
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Antecedents And Consequences Of Bra
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22. Gurviez, P., and Korchia, M. (2
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Non-monetary factors, such as effor
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23. Holbrook, M.B. (2006). Consumpt
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Brand Extensions and Culture: The I
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avoidance tend to prefer more infor
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Virtual Internal Brand Communities:
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References 1. Algesheimer, R., Dhol
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Page 83 and 84: has been adopted and within this an
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Page 93 and 94: 1989). But if the information avail
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Page 97 and 98: 3. Balmer, J. M. T., & Greyser, S.
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Page 107 and 108: Financial Brand Valuation: an exper
Page 109 and 110: Figure 1 Religiously Motivated Cons
Page 111 and 112: I Don‘t Like It! - Understanding
Page 113 and 114: Session 3.2 Advertising Agency Empl
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Page 117 and 118: The Life Cycle of Mavens Lynne Free
Page 119 and 120: Exploring the relationship between
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Page 125 and 126: Profiling the Image of Urban Busine
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Page 137 and 138: Empirical Studies For both studies,
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Page 141 and 142: Co-branding places? Andrea Lucarell
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Country-of-Origin Effects on Brand
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7. Kaynak, E., Kucukemiroglu, O. &
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Results The demographic profile ind
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use games consoles (Childwise, 2001
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Plenary Session 2 Brand Performance
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Uncles, M.D. & Kwok, S. (2008). Gen
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Brand Management Framework Empirica
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Coneptualising Branding in Indian P
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characteristics could be zeroed upo
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Concentrating on the actual practic
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ooking attractive in greater detail
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Session 7.2 Brand Personification a
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Importance of Country Image to Mega
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Table 1: Evaluative Responses for t
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To be Similar or Unique? Implicatio
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Brown, T. J., Dacin, P. A., Pratt,
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A brand-driven strategy oriented to
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Rheingold, H. (1993). The Virtual C
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A Framework for Public Sector Brand
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Conclusion Public sector organisati
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A strategic investigation into the
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There are also some changes in term
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Brand Hypocrisy Sanne Frandsen, Cop
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Table 1: Empirical Findings Theory
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Brand Governance in Social Networki
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Determinants Brand Orientation Va
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When Individual Experience becomes
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Impact of Storytelling on Consumer
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The Role of Communication in Establ
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Culture‘s Influence on Consumer P
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+ Top-Down Dynamic between Luxury F
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Analysis and results We assessed th
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An Exploration of Own Brand Retaile
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11. ETI 2010. Ethical Trading Initi
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When investigating unique significa
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Session 8.2 Closing the Gaps - the
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accomplishing reality rather than d
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Reddy, 1998, p.40). As a result, br
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Figure 2: Doves Real Beauty Billboa
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Literature review, as a complete re
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Segmenting McDonalds: Measuring Bra
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A simple eyeballing of the segment
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Segment 2 Segment 3 Segment 4 235
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Session 8.3 Brand Attitudes and the
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when preceded with the related conc
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What keeps smokers from quitting? U
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Table 1: Description of the cigaret
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Exploring differences in product at
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Based on the results some general c
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Data was collected by independent j
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Sonic branding: A review of literat
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How is green seen? Exploring the im
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were in evidence. The inability to
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Generally speaking, people use exte
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How Retail Banks Use Atmosphere to
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Actually, we don‘t feel constrain
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Introduction Reputation and Financi
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Chun, R. & Davies G. (2009). Employ
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Identity, Reputation and Organizati
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Introduction Factors Affecting Bran
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A quiet important approach then bec
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27. Gentry, C.R., ―Building on Br
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Together these issues have resulted
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elations. If the contact persons tr
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How do you Really Know? Exploring B
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Originality/value The psychology li
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asked ―did you see any of these c
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expressivity (Ω experts = 0,96 p
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Next are brand associations, also r
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Table 1: Selection of variables, it
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Special Session Issues in Brand Gov
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A Competance based Brand: Meaning a
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Session 12.4 Special Session Topic:
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Brand Meaning Co-Creation of Newcom
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Leonor Vacas de Carvalho, Évora Un
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Ronaldo Schutz, University of the A
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