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

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- identity and identity management - corporate brand and corporate brand management But there are other authors who also refer the conditionings of a good corporate brand management. Therefore, corporate brand management depends on the: - congruence between the brand identity facets and the organisational values (Kapferer, 2008), - congruence between brand identity and brand reputation (de Chernatony, 1999), - alignment between the elements that are part of the corporate brand management mix (Balmer, 2002b), - alignment between strategic vision, organisational culture and image (Hatch e Schultz, 2001, 2003). The authors´ propose is to add a new line to this field of studies by arguing that corporate brand management depends on the relationships´ influence on corporate brand identity. One of the objectives of the authors is to know how brands/organisations create/maintain certain relationships with other brands/organisations. What are the brand identity facets which are more influenced by those relationships? What are the consequences in prospective and present consumers? Identity is a sender concept (Kapferer, 1991), but identity is built and managed in a relationship context (Hakansson and Snehota, 1989, 1995). Thus it is the organisation´s/brand´s task to define and to manage identity. Kapferer (2008) argues that the corporate identity values are passed to the brand through the cultural facet. The author defines culture as an internal component of the brand identity, so less exposed to interaction. But he also refers to the external part of the identity facets which are, by definition, more related with corporate brands and its management. Therefore there are brand identity facets that are more exposed to interaction thus, it is convenient to separate identity and its management. Kapferer (1991, 2008) describes the brand as a vision that drives to the creation of products and services under one name. Brand identity is formed by that vision, by key beliefs and by the brand´s core values (Kapferer, 2008). Brand identity is, like individual identity, complex and it is decided internally and used to relate to exterior. According to Kapferer (2008), identity is formed by internal facets (culture, personality, self-image) and external facets (physical, reflected consumer and relation – between the consumer and the brand). Although the internal aspects are very relevant for they are the core of the brand identity, corporate brands are focused in the external – stakeholders and its reputations (Balmer and Gray, 2002b). In line with this, the authors decided to investigate the effect of relationships between brands in the external and manageable facets of brand identity. To answer the investigation question ―how do relationships between brands influence corporate brand identity management?‖ the authors define the following framework: (Figure 1 here) This framework is inspired in corporate brand and brand identity literature. Balmer (2002a) defines corporate brands´ characteristics as: cultural, intricate, tangible, ethereal and requiring total commitment of the organisation. The author considers the identity construct related but different from the corporate brand´s construct. Corporate brands require a holistic approach to brand management in which every member of the organisation behave themselves according to the desired identity (Harris and de Chernatony, 2001). As Balmer (2002a) states, identity is focused on controllable internal aspects (strategy, structure, communication, culture) and although the internal aspects concern corporate brands, they are much more focused on the exterior (image and reputation). There must be an effective management of these aspects in order to eliminate any gaps between the brand desired by brand managers and stakeholders‘ perceptions. The proposed framework is compound by a context variable (relationships) and brand identity (external perspective). The authors argue that corporate brand identity is manageable by the interaction between its external facets and B2B relationships. So corporate brand identity is managed in a relationship perspective where stakeholders` images and reputations are influenced by the relationships that brands have between them. Corporate brands attract more consumers if they believe the relationship between both brands will have some benefit to them as consumers. This ―good feeling‖ about a relationship between brands will affect consumers, prospective consumers and the rest of the stakeholders contributing for the increasing of corporate brand reputation. Those relationships are inspired in sociological studies regarding individual identity based on Mannheim (1950) and Tajfel and Turner (1979) according to whom individuals form their personality but they also receive feedback from the society where they interact. Tajfel and Turner (1979) were the progenitors of the well known social identity similarity theory according to which an individual can be defined as being part of one group (or not) underlying the collective behaviours of clients or other groups. This theory has been very relevant to marketing investigators in terms of collective identity and identification. 30
To study the influence of B2B relationships in the brand identity manageable facets the authors use the brand identity prism (Kapferer, 1991/2008), but only the external facets as defined before: physical (tangible characteristics and quality), relation (tangible and intangible areas, concerns the relation between the brand and the consumer), reflected consumer (reflects the consumer as he/she would like to be seen by others by using a certain brand), for these facets are strictly related with corporate brands. The external facet of the identity prism called relation refers to the relationship between the brand and the consumer. There are other authors that also study this relation: Aaker 1996; Aaker e Fournier, 1995; Fournier e Yao, 1997; Fournier, 1998; Fournier e Mick, 1999; Muniz e O´Guinn, 2001, just to name a few. The external variable that the authors argue to influence corporate brand identity concerns, as stated before, the relationships between brands and their influence in corporate brand identity management. The authors believe that these relationships are relevant to manage corporate brand identity and have not yet been studied in this context. Major Findings As stated before, the survey process is taking part now. The surveyed stakeholders are: - present and prospective students of universities; - companies that employ graduates from universities. The investigation hypotheses are as follows: H1: B2B relationships influence the physical evidence facet of corporate brand identity; It is expected a positive relation between the relationship and physical evidence. There are many examples in the field confirming this (Nestlé and Frulact); H2: B2B relationships influence the reflected consumer facet of corporate brand identity; It is expected a positive influence between the relationship (between brands) and the way the consumer wishes to be seen as a result of using a brand (reflected consumer); H3: B2B relationships influence the relation between the consumer and the brand. It is expected a positive influence of relationships (between brands) and the one between consumers and corporate brands. Authors are very interested in obtaining results to discussion and to refine the model if necessary. Tables and Figures Table 1 Autor(s) Year Corporate brand mix Kapferer 1991, 2008 conceptualisation Brand identity prism – six facets: physical, personality, culture, relationship, reflection and self-image de Chernatony 1999 Personality, culture, relationships, vision, positioning and presentation of the brand Balmer 2002b Strategy, culture, communication, structure and corporate brand Hatch e Schultz 2001, 2003 Figure 1 covenant Strategic vision, organisational culture and vision B2B Relationships Corporate Brand Identity Corporate brand management mix conceptualisation Congruence between the six facets of the brand identity and the values of the organisation expressed in the cultural facet Congruence between brand identity and brand reputation Inter relationships between Strategy, culture, communication, structure and corporate brand covenant stakeholders, reputations and environment Inter-relationships between variables 31
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: Corporate Brand Identity Management
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
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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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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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