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

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personal brand that exemplifies the unorthodox nature of its founder, David Walsh. As the longitudinal study progresses and the brand continues to develop, so the full range of possibilities for the brand will continue to emerge. Meanwhile, the programme for MOFO 2011, the arts and cultural festival that was ‗the drum roll to the opening of MONA‘ promised amongst other things to ‗solicit your discord‘ and ‗exploit your sense of fun‘ (MONA 2010). As experiential marketing appeals go, at the very least it is intriguing and for hedonistic consumers potentially irresistible. References 1. Brakus,J.J, Schmitt,B.H. and Zarantonello, L (2009)‘Brand Experience: What is it? How do we Measure it? And does it Affect Loyalty? Journal of marketing 73(3) pp52-68 2. Colbert, F. (2007), Marketing culture and the arts (3rd ed.), HEC Montreal, Montreal. 3. Coslovich, G. (2007), ―The collector‖, The Age, 14 April, Arts: 4. 4. Holbrook, M.B and Hirschman E.C (1982) The Experiential Aspects of Consumption: Consumer Fantasies, Feelings and Fun Journal of Consumer Research 9 (Sept) 132-140 5. Leighton, D (2007) Step Back in Time and Live the Legend: Experiential Marketing and the Heritage Sector. International Journal of NonProfit and Voluntary Sector Marketing. Vol 12 pp117-125 6. MONA (2009), ―Over the Waterfall in a Barrel: MONA‖, promotion brochure/newspaper insert, November. 7. MONA (2010) ―MONA FOMA 2011 Program‖, promotion brochure, December. 8. O‘Shaughnessy, J and O‘Shaughnessy, N.J (2002) ‗Marketing, the Consumer Society and Hedonism‘ in European Journal of Marketing Vol 36 no 5/6 pp524-547 ISSN: 0309-0566 9. Palmer, A (2008) ‗Customer Experience Management: a Critical Review of an Emerging Idea‘ in Journal of Services Marketing Vol 24 issue 3 ISSN: 0887-6045 10. Pine, B.J II and Gilmore, J.H. (1999) ‗The Experience Economy: Work is Theatre and Every Business a Stage‘. Cambridge, MA: Harvard Business School Press 11. Rohatyn,D (1990) ‗the (mis)Information Society: An analysis of the role of 12. In Technology and Society vol 10 no 2 pp77-85 13. Ruiz, C. (2010) A "Subversive Disneyland" at the End of the World. The Art Newspaper, Issue 215 (July/August): pp30–31. 14. Schmitt, B (2000) Marketers Seeking Sense in Sensibility. Forget the Features, How Do Consumers Experience Your Product? That‘s Central to the Idea of Experiential Marketing. The Financial Times. October 24 th p12 15. Strickland, K. (2009), ―Cutting Edge‖, Life & Leisure: Luxury ‗09 (Australian Financial Review magazine), Issue 10, Oct –Dec, 36–38. 16. Williams, A (2006) ‗Tourism and Hospitality marketing: Fantasy, Feeling and Fun‘ in International Journal of Contemporary Hospitality Management Vol 18 no 6 pp482-495 ISSN: 0959-6119 17. The Sunday Times (20.2.11) Art at the End of the World. 18. Zarantello, L and Schmitt, B.H (2010) ‗Using the Brand Experience Scale to Profile Consumers and Predict Consumer Behaviour‘ in Journal of Brand Management vol 17 no 1 pp532-540 84
Organizational Factors Contributing to Successful Delivery of Corporate Brand Experience: What Do We Know? Extended Abstract Clive Helm, Westminster Business School, University of Westminster, U.K. Introduction, context and purpose In recent years, the related notions of value co-creation (Prahald and Ramaswamy, 2000, 2004; Wikstrom, 1996), Service-Dominant Logic (Vargo and Lusch, 2004, 2008) and an experientially-based economy (Pine and Gilmore, 1988, 1989) have emerged to create a context in which the source of value for firm, consumers and other stakeholders is seen to lie in the interaction between those consumers and the firm's brand that results in a distinctive and meaningful experience for them. Consumers are no longer viewed as passive recipients of products but, along with the brand owner, active participants in the process of co-creating a uniquely valuable, branded experience. As Gronroos (2007) puts it, 'customers do not look for goods or services, ...but for solutions that serve their own value generating processes', and rather than simply selling increasingly commoditized goods or services, firms now increasingly seek to derive superior value from delivering and enabling such an experience. From the co-creation standpoint therefore, a firm's competitive advantage and ability to create long term value come not only from ownership of a brand asset that promises a distinctive and meaningful experience, but also from having the capability to successfully deliver it to meet the expectations of consumers and other stakeholders, so as to engage and build long-term relationships with them (Norton, 2003; Roper and Davies, 2007; Schreuer, 2000). The co-creation view has therefore highlighted the importance to a firm's value creation process of its capability in 'brand delivery' - what Aaker (2004) describes as the ability to 'deliver the brand promise with reliability'; in other words, the capability to successfully and consistently deliver the experience the brand represents and promises in terms of a distinctive set of functional and emotional benefits. Growing awareness of the importance of brand delivery was neatly articulated some years ago in the now familiar and much quoted statement by Jan Carlzon, former Chief Executive of Scandinavian Airlines Service; 'SAS is not a collection of material assets but the quality of contact between an individual customer and SAS employees who serve a customer directly. Last year, each of our ten million customers came into contact with approximately five SAS employees and this contact lasted an average of 15 seconds each time. These 50 million 'moments of truth' are the moments that ultimately determine whether SAS will succeed or fail as a company. We must prove to customers that SAS is their best alternative' (Carlzon, 1988). In reality, there is a realization that successful and consistent delivery of the experience promised by the brand at such 'moments of truth' is still far from easy to achieve. According to a report by consultancy Interbrand (2007), 'Strict adherence to brand standards creates brands with customer impact - but few companies have been able to secure consistent compliance across their organizations'. Although they may be few, some firms however are noticeably significantly better at successfully and consistently delivering the promise their brand offers than others. The reasons for this are numerous, but literature suggests that some aspects of organizational culture are important factors. This paper therefore aims to gain a further understanding of the complex relationship between capability in brand delivery and organizational culture from a review of existing literature. It considers successful delivery of brand experience, although critical to a firm's value creating ability, to be a non-financial aspect of organizational performance. However, a review of the literature quickly reveals the issue to be complex, as there are various distinct strands of literature that could be considered relevant, each of which offers diverse perspectives. Two are considered here; first, the literature on the linkages between organizational culture and performance in general, and second, the newer and narrower, emerging literature on the relationship between organizational culture and brand delivery itself. The paper presents a mapping and review of these literatures to set an agenda for investigating conceptually the complex relationship between aspects of organizational culture and the increasingly important capability to successfully deliver corporate brand experience in a co-creation context. Review of Relevant Literature 1. Organizational culture; problems in diversity of definitions and theoretical perspectives A problem in beginning research into any connection between organizational culture and capability in brand experience delivery, or indeed any other aspect of performance, is the wide diversity of theoretical perspective relating to culture itself in which there are no commonly agreed definitions. As Lundberg (1985) has pointed out, the whole notion of organizational culture, 'remains a phenomenon that is, as yet, not fully understood or agreed upon'. As a starting point 85
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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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Page 83: has been adopted and within this an
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Page 95 and 96: An Inquiry into Corporate Heritage
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Page 107 and 108: Financial Brand Valuation: an exper
Page 109 and 110: Figure 1 Religiously Motivated Cons
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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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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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