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

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firms can actually predict consumers‘ responses based on their patterns of multisensory stimulation, further supporting the view that brands rely more and more on using interesting and multi-dimensional experiences in order to help customers feel fully satisfied with products and services (Zarantonello and Schmitt, 2010; Schmitt, 1999). Atmosphere(s): How and Why it Matters ‗Atmosphere‘ is a concept which is both immediately understood by consumers and also notoriously difficult to define. However, it is well-recognized as a determinant and antecedent of consumer behavior in many contexts, including, but not limited to, retail and/or service settings (Bitner, 1992). Its multifarious effects have been studied extensively in the marketing and management literature. The applications of multisensory marketing are many and diverse and have been studied in both physical as well as virtual environments. Their applications in web retailing environments (e.g. Manganari, Siomkos and Vrechopoulous, 2009; Cheng, Wu and Yen, 2009) show that ambient effects such as light, colour and sound have a noticeable impact upon consumers‘ moods and their capacity for pleasure and arousal. Environmental variables have noticeable effects on individuals‘ behavior (Mehrabian and Russell, 1974) and affect their propensity to make purchasing decisions (Donovan and Rossiter, 1982; Wirtz, Mattila and Tan, 2000; Menon and Kahn, 2001; Eroglu, Machleit and Davis, 2003). Multisensory stimuli such as music (Yalch and Spangenberg, 2000; Wilson, 2003), colors and (Babin, Hardesty and Suter, 2003) and smells, odors and olfactory cues (Spangenberg et al., 1996; Chebat and Michon, 2003) also play a significant role in shaping consumers‘ behavior. To date, however, there has been no research on how these multisensory cues are used systematically as part of a corporate branding and identity programme within organizations. Method Two retail banks were chosen as the empirical site for this study because this sector is under-represented in the literature at present. To keep the research tractable, the study was limited to a single country. Desk-based reviews of the literature were undertaken; at the same time, it was noted by the researchers that corporate branding and image within retail banking sector was changing in practical terms. Our project is thus a first step towards addressing gaps in the literature as well as in practice. Several observational visits were paid to the banks by one of the researchers over a period of a year and a half, during which distinct changes in the physical layout of the site were observed. It was then decided to initiate informal conversations with staff in order to get a sense or ‗feel for‘ how such changes were developing and why. Based on these conversations, the bank was contacted to arrange interviews with staff. We also asked permission to interview customers who dropped into the branch. All employees contacted were enthusiastic and open to being interviewed. We decided to interview marketing and customer service managers whose role it was to ensure that a consistent ‗fit‘ between customer experiences and the banking experience and environment, as well as frontline customer service staff. Notes were taken and all interviews were tape-recorded and transcribed, with the full agreement of the participants. Due to bank protocols, interviews lasted between 30 and 45 minutes instead of the usual hour to hour and a half and were semi-structured according to an interview guide. Questions included the length of time the employee had been with the company, his or her job role and educational background. They were also asked about how they perceived the corporate brand and image of the organization. Some simple definitions of ‗atmosphere‘ were given to staff to read before the interviews commenced, something which the respondents said they appreciated very much. The interviews ended with questions about how physical design as well as other elements (smell, sound, etc.) can be improved in future. Customers were asked similar questions but questions about their background and so on were obviously neither relevant nor appropriate to the project and so these were left out. The two banks are called Bank A and Bank B, for research purposes. Bank A is a local bank in Singapore with many branches located all over the island. Bank B is a multinational bank with a strong presence in Asia. In total, 12 bank employees were interviewed, 5 of them at Bank A and 7 of them in Bank B. In addition, 15 customers (10 for Bank A and 5 for Bank B) were interviewed. Findings One outstanding finding from our interviews with bank managers, employees and customers is that expectations of banks‘ environments, services and overall experience – atmosphere, in other words – were changing. It was the general consensus among managers and employees at both banks that the role of banks was changing, and, with it, customers‘ expectations. A few spoke of the locations in which banks chose for their premises. Several key branches, interesting, were located with Starbucks coffee outlets, premium bakeries, supermarkets and even high-fashion stores. As a result, the corporate image of banks was changing from being ‗merely‘ highly professionalized, business-oriented and profit-driven to a servicescape in which customer service in all its different aspects was embraced. The appetite for ‗change‘ was also a recurring theme for respondents: ‗Our bank is located in the central business district, as you can see, but we don‘t just want to portray a ‗strictly business‘ atmosphere. Why not change our image? Many of our clients drop in for coffee at Starbucks and we are part of that jazzy feel…‘ (Assistant marketing director, Bank A). Bank A‘s employees tended to feel they were part of a changing trend in how banking institutions were perceived. 260
Actually, we don‘t feel constrained by our image at all. People already know our brand. They trust us. They know we are not going to go away tomorrow (laugh). So, we can be friendly….(Marketing Manager, Bank A). Our bank looks more like a shop…you know, a glam shop where you can drink coffee, taste cookies, local food, have a cup of tea. We are thinking about introducing new services all the time. We change the music about…I don‘t know…about every few months. We like to change according to special festivals and events. We have installed special plasma screens to show music videos, not just the same old boring news…our customers are hip and young (at least they want to be, so why not….?). We have special rooms to help mature customers feel pampered as well (Customer Relations Manager, Bank B). We get very good training. Customer service, product training, everything…I think atmosphere is part of the training, actually. Atmosphere helps us enjoy our jobs and we pass this on to our customers. Of course, when things go wrong, nothing helps! But we have to control our emotions and atmosphere does that also…(Relationship Manager, Bank B). I like this bank. It doesn‘t feel intimidating. I also get very good service. Everything is well-designed, I think. The couches are so, so, so comfortable – they‘re designer (couches), I think…(Customer, Bank B). Actually, banking is an experience, isn‘t it? So, why shouldn‘t it be like…quite fun? We used to have to queue…which I didn‘t like much, but now we sit down instead and someone comes to ask us what we want, sometimes they even offer drinks, tea, coffee…it‘s still professional but less scary…(Customer, Bank A). [Take in Fig. 1 about here] Summary: Analysis and Implications Our research provides evidence to show that some banks in developed Asian economies are no longer content to be perceived as staid, stern and self-centred. Their marketing efforts are increasingly geared towards making customers ‗feel comfortable‘ and even ‗trendy‘. Our findings suggest that retail banks are beginning to ‗mimic‘ conventional retail stores in the way the latter seek to create and develop brand experiences. Music, lighting, customer service – all are elements of a multisensory experience which these two banks were offering to customers. There may also be significant benefits in involving customers more directly in the corporate brand image-building of banks. How far can they push the friendly image, however? As products and services become more differentiated between banks, are customers seeking more diverse banking experiences? It may be too much of a stretch to speculate that they are, but banks need to consider how brand differentiation can continue to evolve while they preserve a certain level of consistency, standardization and performance which shareholders and other government agencies expect. References 1. Babin, B. J., Hardesty, D. M. and Suter, T. A. (2003) ‗Color and shopping intentions – the intervening effect of price fairness and perceived affect‘, Journal of Business Research, 56, pp. 541–551. 2. Balmer, J.M.T. (2008), ‗Corporate identity and the advent of corporate marketing‘, Journal of Marketing Management, Vol. 14 No.8, pp. 963-96. 3. Balmer, J.M.T., Gray, E.R. (2003), ‗Corporate brands: what are they? What of them?‘, European Journal of Marketing, Vol. 37 No.7/8, pp. 972- 97. 4. Bitner, M. J. (1992), ‗Servicescapes: The impact of physical surroundings on customers and employees‘, Journal of Marketing, 56, pp. 57–71. 5. Chebat, J. C. and Michon, R. (2003), ‗Impact of ambient odors on mall shoppers‘ emotions, cognition, and spending – a test of competitive causal theories‘, Journal of Business Research, 56, pp. 529–539. 6. Cheng, F-F., Wu, C-S. and Yen, David C. (2009), ‗The effect of online store atmosphere on consumers‘ emotional responses: an experimental study of music and colour‘, Behaviour & Information Technology, Jul/Aug, Vol. 28, No. 4, pp. 323-334. 7. Donovan, R. and Rossiter, J. (1982), ‗Store atmosphere: An environmental psychology approach‘, Journal of Retailing, 58, pp. 34–57. 8. Einwiller, S., Will, M. (2002), ‗Towards an integrated approach to corporate branding – an empirical study‘, Corporate Communications, Vol. 7 No.2, pp.100-9. 9. Eroglu, S. A., Machleit, K. A. and Davis, L. M. (2003), ‗Empirical testing of a model of online store atmospherics and shopper responses‘, Psychology and Marketing, 20, pp. 139–150. 10. Harris , F. and de Chernatony, L. ( 2001), ‗Corporate branding and corporate brand performance‘, European Journal of Marketing , Vol. 35 , No. 3, pp. 72 – 86. 11. Heide, M., Lærdal, K. and Grønhaug, K. (2009), ‗Atmosphere as a tool for enhancing organizational performance: an exploratory study from the hospitality industry‘, European Journal of Marketing, Vol. 43, No. 3/4, pp. 305-319. 12. King, S. (1991), ‗Brand-building in the 1990s‘, Journal of Marketing Management, Vol. 7 No.1, pp.3-13. 13. Kotler, P. (1973), ‗Atmospherics as a marketing tool‘, Journal of Marketing, 49, pp. 48–64. 14. Manganari, Emmanouela E., Siomkos, George J. and Vrechopoulos, Adam P. (2009), ‗Atmosphere in web retailing‘, European Journal of Marketing, Vol. 43 Issue 9/10, pp. 1140-1153. 15. Mehrabian, A. & Russell, J. A. (1974) An approach to environmental psychology, Cambridge, MA: Massachusetts Institute of Technology. 16. Schmitt, B. (1999), ‗Experiential marketing‘, Journal of Marketing Management, Jan-Apr, Vol. 15, No. 1-3, pp. 53-67. 17. Spangenberg, E. R., Crowley, A. E. & Henderson, P. W. (1996), ‗Improving the store environment: Do olfactory cues affect evaluations and behaviors‘?, Journal of Marketing, 60, pp. 67–80. 18. Wilson, S. (2003), ‗The effect of music on perceived atmosphere and purchase intentions in a restaurant‘, Psychology of Music, 31, pp. 93–112. 19. Wirtz, J., Mattila, A. S. and Tan, R. L. P. (2000), ‗The moderating role of target-arousal on the impact of affect on satisfaction - an examination in the context of service experiences‘, Journal of Retailing, 77, pp. 273–289. 20. Yalch, R. F. & Spangenberg, E. R. (2000) The effects of music in a retail setting on real and perceived shopping times, Journal of Business Research, 49, pp. 139–147. 21. Zarantonello, L. and Schmitt, Bernd J., (2010), ‗Using the brand experience scale to profile customers and predict consumer behaviour‘, Journal of Brand Management, June, Vol. 17 No. 7, pp. 532-540. 261
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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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associations based on their percept
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shift in the psychological contract
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10. Berthon, P., Ewing, M., & Hah,
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Session 2.1 Global Brand Relationsh
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G. Brand Personality Excitement Hon
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The Impact of Relationship Marketin
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‗United 2010-one for all, all for
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Brand Equity Trends in Top Global B
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Uncovering ‗Meanings‘ through A
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45. Melewar, T.C. and Saunders, J.
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Thus, from a design perspective, we
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Keywords Brands, marketing, meaning
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How Important is the Brand Name Ele
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References 1. Aaker, D. (1991). Man
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Simon Cowell and Branding the X Fac
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Dead or Living: Which Celebrity To
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Reference 1. Bagozzi, R.P. & Yi, Y.
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has been adopted and within this an
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Organizational Factors Contributing
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examine and reconcile existing lite
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Effects of Corporate Social Respons
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15. Morsing M, & Schultz M. (2006).
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1989). But if the information avail
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An Inquiry into Corporate Heritage
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3. Balmer, J. M. T., & Greyser, S.
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Research questions and methodology
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Building Corporate Reputation: A Di
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Session 3.1 Financial vs. Consumer-
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For indicating brand equity, one of
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Financial Brand Valuation: an exper
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Figure 1 Religiously Motivated Cons
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I Don‘t Like It! - Understanding
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Session 3.2 Advertising Agency Empl
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applications of the Repertory Test
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The Life Cycle of Mavens Lynne Free
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Exploring the relationship between
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internal branding process. Internal
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proper branding strategy. With the
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Profiling the Image of Urban Busine
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Finally, the paper confirms the cau
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Table 3 Image differences according
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associated with the brand‖ (Aaker
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Figure 1 - Number of adjectives sel
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Figure 5 - Main attributes of a gol
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Empirical Studies For both studies,
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Figure 2: Perception of the City of
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Co-branding places? Andrea Lucarell
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12. Lucarelli, A., & Berg, P. O. (2
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the place brands, as has been showe
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Session 3.4 Innovation and Entrepre
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The interviews were conducted in th
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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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Page 213 and 214: Analysis and results We assessed th
Page 215 and 216: An Exploration of Own Brand Retaile
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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
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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
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Page 237 and 238: Session 8.3 Brand Attitudes and the
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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: How Retail Banks Use Atmosphere to
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
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