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

More documents

Recommendations

Info

Table 2: Evaluative Responses for the Host Country, the Games and a Major Sponsor Construct Item Mean Country and People Evaluation Overall rating of South Africa 3.92* Overall rating compared to other countries 3.64* FIFA World Cup Evaluation Overall rating of the World Cup 4.12* Rating of the World Cup compared to competing events 4.09* Attractive 4.04* Likeability 4.00* Sponsor Evaluation Rating compared to competing products 3.00 Overall rating of Coca-Cola products 2.98 Value for money 2.91 Overall satisfaction 2.86 * Denotes significance at
To be Similar or Unique? Implications for Strategic Reference Groups Rumina Dhalla, University of Guelph Introduction Much of the organisational literature concerned with corporate branding, reputation and identity focuses on the distinctiveness or uniqueness of an organisation. For example, organisational branding is described as a projection of distinctiveness and organisational positioning (Hatch & Schultz, 2003) by the organisation to distinguish itself from its competitors to gain favourable impressions (Forman & Argenti, 2005) and branding is how organisations express themselves discretely (Kowalczyk & Pawlish, 2002). Corporate brand is closely linked and interrelated to reputation and it has been suggested that reputation is ―characterized as the result of corporate branding‖ (Schwaiger, 2004, p. 48). Reputation is generally defined as the cumulative perception and evaluation of organisations made by external constituents (Rindova & Fombrun, 1998). Studies of organisational reputation also emphasize the distinctiveness or uniqueness of an organisation, and suggest that well regarded organisations strive for uniqueness to gain prestige, status and fame (Fombrun, 1996). Mitra and Golder (2006) suggest that brands have a high reputation and a low reputation; high reputation brands are those that are highly ranked in brand orderings. Others suggest that corporate branding is the creation, maintenance and projection of a favourable and positive organisational reputation (van Riel & van Bruggen, 2002) and can improve an organisation‘s reputation and recognition (Hatch & Schultz, 2003). Organisational uniqueness also preoccupies organisational identity scholars who argue that organisations are both different and similar to others (Deephouse, 1999). Much of the literature on organisational identity is based on the definition of organisational identity set forth by Albert and Whetten (1985) who explain identity as core characteristics of an organisation and address the three fundamental criteria of centrality, endurance and distinctiveness when the organisation is compared to others. Organisations strive to stand out from others within their organisational field so that they can develop competitive advantage over others (Ferguson, Deephouse, & Ferguson, 2000). They need to be unique and distinct from others to enable their constituents to separate them from others, and uniqueness leads organisations to have a reputation that belongs solely to that organisation and allows it to be favourably viewed when compared to others (Whetten & Mackey, 2002). It is well established in literature that organisational uniqueness is an intangible organisational asset that is difficult for competitors to imitate or duplicate, and therefore contributes to barriers to entry and performance differences (Barney, 1991, 2001; Brown, Dacin, Pratt, & Whetten, 2006; Eisenhardt & Martin, 2000; Hall, 1992; Oliver, 1997; Rao, 1994; Rayner, 2003; Wernerfelt, 1984, 1995). While the organisational benefits of being unique and distinct from competition are well accepted, what is less known are the implications for organisations who are similar to others and thus potentially indistinguishable, and therefore may not have a strong, unique and distinct corporate brand or reputation. In particular, what is less known is how organisations who are members of an isomorphic, dominant strategic reference group therefore having less identifiable individual identities, distinguishable brand or unique reputation gain advantages due to their similarity to other members in that strategic reference group. Members of a strategic reference group have a strong shared identity and tend to be similar, and may be viewed as a group rather than on their individual uniqueness or distinctiveness. For example, Porter (1979) defines strategic groups as firms that pursue strategies similarly and ―resemble one another closely‖ (p. 215). Glynn (2008) refers to the shared identity within an institutional environment as ―claim similarity‖ (p. 419). In addition, the organisations selected for comparison against must be similar enough so that they are relevant for comparison (Labianca, Fairbank, Thomas, Gioia, & Umphress, 2001). This suggests that organisations within a strategic reference group are similar to others in that strategic reference group which allows them to compare themselves to each other and be recognized as members of that strategic reference group. We were also interested in the implications of uniqueness for organisations not part of the strategic reference group, thus not similar to dominant group, however, operating in that institutional field, in the presence of these strong and dominant members. Research Methodology Using a qualitative case study methodology (Eisenhardt, 1989), this research examines four cases in the Canadian banking industry. Canadian banks are well known and are well recognized for their comprehensive products and service offerings, extensive distribution networks, prominent presence in the public media, and their mainstay position in the Canadian stock market. This industry is dominated by a group of five big banks, generally referred to as the Big 5, and these banks possess considerable power and influence in that industry. Darroch and McMillan (2007) stressed the importance and dominance of the Big 5 and stated that ―[t]o most people, Canada‘s financial system is the story of five large banks that have dominated the life of every city, town and village in the country‖ (p. 4). Three of the banks in this study were part of the dominant strategic reference group and one was not a member of this reference group. 179
Page 1 and 2:
Book of Proceedings Brand, Identity
Page 3 and 4:
Session 1.1 Emotional Branding in T
Page 5 and 6:
p.31) consumers tend to those sourc
Page 7 and 8:
Tables and figures Brand perception
Page 9 and 10:
Malaysia‘s Global Halal Hub - ―
Page 11 and 12:
Birds of a Feather Consume Sports T
Page 13 and 14:
Session 1.2 How is Social Media, li
Page 15 and 16:
2. Interviews made with the adminis
Page 17 and 18:
Table-5 Facebook Members of Homeles
Page 19 and 20:
content (UGC) or even direct intera
Page 21 and 22:
Fierman, (1991) found that 47% of c
Page 23 and 24:
Multiple Dimensions of Brand Identi
Page 25 and 26:
Session 1.3 Corporate Identity, Cor
Page 27 and 28:
CSR are the ideals and ethics of co
Page 29 and 30:
Corporate Brand Identity Management
Page 31 and 32:
To study the influence of B2B relat
Page 33 and 34:
Antecedents And Consequences Of Bra
Page 35 and 36:
22. Gurviez, P., and Korchia, M. (2
Page 37 and 38:
Non-monetary factors, such as effor
Page 39 and 40:
23. Holbrook, M.B. (2006). Consumpt
Page 41 and 42:
Brand Extensions and Culture: The I
Page 43 and 44:
avoidance tend to prefer more infor
Page 45 and 46:
Virtual Internal Brand Communities:
Page 47 and 48:
References 1. Algesheimer, R., Dhol
Page 49 and 50:
associations based on their percept
Page 51 and 52:
shift in the psychological contract
Page 53 and 54:
10. Berthon, P., Ewing, M., & Hah,
Page 55 and 56:
Session 2.1 Global Brand Relationsh
Page 57 and 58:
G. Brand Personality Excitement Hon
Page 59 and 60:
The Impact of Relationship Marketin
Page 61 and 62:
‗United 2010-one for all, all for
Page 63 and 64:
Brand Equity Trends in Top Global B
Page 65 and 66:
Uncovering ‗Meanings‘ through A
Page 67 and 68:
45. Melewar, T.C. and Saunders, J.
Page 69 and 70:
Thus, from a design perspective, we
Page 71 and 72:
Keywords Brands, marketing, meaning
Page 73 and 74:
How Important is the Brand Name Ele
Page 75 and 76:
References 1. Aaker, D. (1991). Man
Page 77 and 78:
Simon Cowell and Branding the X Fac
Page 79 and 80:
Dead or Living: Which Celebrity To
Page 81 and 82:
Reference 1. Bagozzi, R.P. & Yi, Y.
Page 83 and 84:
has been adopted and within this an
Page 85 and 86:
Organizational Factors Contributing
Page 87 and 88:
examine and reconcile existing lite
Page 89 and 90:
Effects of Corporate Social Respons
Page 91 and 92:
15. Morsing M, & Schultz M. (2006).
Page 93 and 94:
1989). But if the information avail
Page 95 and 96:
An Inquiry into Corporate Heritage
Page 97 and 98:
3. Balmer, J. M. T., & Greyser, S.
Page 99 and 100:
Research questions and methodology
Page 101 and 102:
Building Corporate Reputation: A Di
Page 103 and 104:
Session 3.1 Financial vs. Consumer-
Page 105 and 106:
For indicating brand equity, one of
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
Page 115 and 116:
applications of the Repertory Test
Page 117 and 118:
The Life Cycle of Mavens Lynne Free
Page 119 and 120:
Exploring the relationship between
Page 121 and 122:
internal branding process. Internal
Page 123 and 124:
proper branding strategy. With the
Page 125 and 126:
Profiling the Image of Urban Busine
Page 127 and 128: Finally, the paper confirms the cau
Page 129 and 130: Table 3 Image differences according
Page 131 and 132: associated with the brand‖ (Aaker
Page 133 and 134: Figure 1 - Number of adjectives sel
Page 135 and 136: Figure 5 - Main attributes of a gol
Page 137 and 138: Empirical Studies For both studies,
Page 139 and 140: Figure 2: Perception of the City of
Page 141 and 142: Co-branding places? Andrea Lucarell
Page 143 and 144: 12. Lucarelli, A., & Berg, P. O. (2
Page 145 and 146: the place brands, as has been showe
Page 147 and 148: Session 3.4 Innovation and Entrepre
Page 149 and 150: The interviews were conducted in th
Page 151 and 152: Country-of-Origin Effects on Brand
Page 153 and 154: 7. Kaynak, E., Kucukemiroglu, O. &
Page 155 and 156: Results The demographic profile ind
Page 157 and 158: use games consoles (Childwise, 2001
Page 159 and 160: Plenary Session 2 Brand Performance
Page 161 and 162: Uncles, M.D. & Kwok, S. (2008). Gen
Page 163 and 164: Brand Management Framework Empirica
Page 165 and 166: Coneptualising Branding in Indian P
Page 167 and 168: characteristics could be zeroed upo
Page 169 and 170: Concentrating on the actual practic
Page 171 and 172: ooking attractive in greater detail
Page 173 and 174: Session 7.2 Brand Personification a
Page 175 and 176: Importance of Country Image to Mega
Page 177: Table 1: Evaluative Responses for t
Page 181 and 182: Brown, T. J., Dacin, P. A., Pratt,
Page 183 and 184: A brand-driven strategy oriented to
Page 185 and 186: Rheingold, H. (1993). The Virtual C
Page 187 and 188: A Framework for Public Sector Brand
Page 189 and 190: Conclusion Public sector organisati
Page 191 and 192: A strategic investigation into the
Page 193 and 194: There are also some changes in term
Page 195 and 196: Brand Hypocrisy Sanne Frandsen, Cop
Page 197 and 198: Table 1: Empirical Findings Theory
Page 199 and 200: Brand Governance in Social Networki
Page 201 and 202: Determinants Brand Orientation Va
Page 203 and 204: When Individual Experience becomes
Page 205 and 206: Impact of Storytelling on Consumer
Page 207 and 208: The Role of Communication in Establ
Page 209 and 210: Culture‘s Influence on Consumer P
Page 211 and 212: + Top-Down Dynamic between Luxury F
Page 213 and 214: Analysis and results We assessed th
Page 215 and 216: An Exploration of Own Brand Retaile
Page 217 and 218: 11. ETI 2010. Ethical Trading Initi
Page 219 and 220: When investigating unique significa
Page 221 and 222: Session 8.2 Closing the Gaps - the
Page 223 and 224: accomplishing reality rather than d
Page 225 and 226: Reddy, 1998, p.40). As a result, br
Page 227 and 228: Figure 2: Doves Real Beauty Billboa
Page 229 and 230:
Literature review, as a complete re
Page 231 and 232:
Segmenting McDonalds: Measuring Bra
Page 233 and 234:
A simple eyeballing of the segment
Page 235 and 236:
Segment 2 Segment 3 Segment 4 235
Page 237 and 238:
Session 8.3 Brand Attitudes and the
Page 239 and 240:
when preceded with the related conc
Page 241 and 242:
What keeps smokers from quitting? U
Page 243 and 244:
Table 1: Description of the cigaret
Page 245 and 246:
Exploring differences in product at
Page 247 and 248:
Based on the results some general c
Page 249 and 250:
Data was collected by independent j
Page 251 and 252:
Sonic branding: A review of literat
Page 253 and 254:
How is green seen? Exploring the im
Page 255 and 256:
were in evidence. The inability to
Page 257 and 258:
Generally speaking, people use exte
Page 259 and 260:
How Retail Banks Use Atmosphere to
Page 261 and 262:
Actually, we don‘t feel constrain
Page 263 and 264:
Introduction Reputation and Financi
Page 265 and 266:
Chun, R. & Davies G. (2009). Employ
Page 267 and 268:
Identity, Reputation and Organizati
Page 269 and 270:
Introduction Factors Affecting Bran
Page 271 and 272:
A quiet important approach then bec
Page 273 and 274:
27. Gentry, C.R., ―Building on Br
Page 275 and 276:
Together these issues have resulted
Page 277 and 278:
elations. If the contact persons tr
Page 279 and 280:
How do you Really Know? Exploring B
Page 281 and 282:
Originality/value The psychology li
Page 283 and 284:
asked ―did you see any of these c
Page 285 and 286:
expressivity (Ω experts = 0,96 p
Page 287 and 288:
Next are brand associations, also r
Page 289 and 290:
Table 1: Selection of variables, it
Page 291 and 292:
Special Session Issues in Brand Gov
Page 293 and 294:
A Competance based Brand: Meaning a
Page 295 and 296:
Session 12.4 Special Session Topic:
Page 297 and 298:
Brand Meaning Co-Creation of Newcom
Page 299 and 300:
Leonor Vacas de Carvalho, Évora Un
Page 301:
Ronaldo Schutz, University of the A
show all

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

Create successful ePaper yourself

Delete template?

Save as template?