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

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4. Bridges, S., Keller, K.L.,& Sood, S. (2000). Communication Strategies for Brand Extensions: Enhancing Perceived Fit by Establishing Explanatory Links. Journal of Advertising, 29 (4), 1-11. 5. Day, G. (2006).Breakthrough Innovations: Opening your Big ―I‖. Thought Leaders. http://executiveeducation.wharton.upenn.edu/ebuzz/0611/thoughtleaders.html, 11/06. 6. Dewar, R.D., & Dutton, J.E. (1986). The adoption of radical and incremental innovations: an empirical analysis. Management Science, 32 (11), 1422-1433. 7. Golder, P., & Tellis, G. (1997). Will It Ever Fly? Modelling the Takeoff of Really New Consumer Durables. Marketing Science, 16 (3), 256-270. 8. Keller, K.L. (2008). Strategic Brand Management. Building, Measuring and Managing Brand Equity. Upper Saddle River, NJ: Prentice Hall. 9. Keller, K.L., & Aaker, D.A. (1992). The Effects of Sequential Introduction of Brand Extensions. Journal of Marketing Research, 29 (February), 35-50. 10. Loken, B., & John, D.R. (1993). Diluting brand beliefs: when do brand extensions have a negative impact? Journal of Marketing, 57 (3), 71-84. 11. Loken, B., & Ward, J. (1990). Alternative Approaches to Understanding the Determinants of Typicality. Journal of Consumer Research, 17 (2), 111-126. 12. Min, S., Kalwani, M. U. & Robinson, W. T. (2006). Market Pioneer and Early Follower Survival Risks: A Contingency Analysis of Really New Versus Incrementally New Product Markets. Journal of Marketing, 70(1):15-33. 13. Nedungadi, P., & Hutchinson, J.W. (1985). The prototypicality of brands: relationship with brand awareness, preference and usage. Advances in Consumer Research, 12 (1), 498-503. 14. Ram, S.,& Sheth, J.N. (1989). Consumer resistance to innovations: the marketing problem and its solutions. The Journal of Consumer Marketing, 6 (2), 5-14. 15. Robertson, T.S. (1971), Innovation Behaviour and Communication. New York: Holt, Rinehart and Winston Inc. 16. Schifferstein, H. N. J., & Hekkert, P. (Eds.) (2008). Product Experience. Amsterdam: Elsevier. 17. Sethi, Rajesh, & Zafar Iqbal (2008). ―Stage-gate controls, learning failure, and adverse effect on novel new products,‖ Journal of Marketing, 72 (1), 118-134. 18. Sorescu, A.B., R.K. Chandy & Prabhu, J.C. (2003). Sources and financial consequences of radical innovation: insights from pharmaceuticals. Journal of Marketing, 67, 82-102. 19. Tauber, E.M. (1988). Brand Leverage: Strategy for Growth in a Cost-Control World. Journal of Advertising Research, 28 (4), 26-30. 20. Urbany, Joel E., Peter R. Dickson, & William L. Wilkie (1989), "Buyer Uncertainty and Information Search," Journal of Consumer Research, 16 (September), 208-215. 21. Veryzer, R.W., & Hutchinson, J.W. (1998). The Influence of Unity and Prototypicality on Aesthetic Responses to New Product Designs. Journal of Consumer Research, 24 (4), 374-394. 22. Ward, J., & Loken, B. (1988). The Generality of Typicality Effects on Preference and Comparison: An Exploratory test. Advances in Consumer Research, 15 (1), 55-61. 94
An Inquiry into Corporate Heritage Brands and their Relevance in a Corporate Marketing Context: the Case of Britain‘s Oldest Brewer Mario Burghausen, Brunel University, Brunel Business School, United Kingdom John M. T. Balmer, Brunel University, Brunel Business School, United Kingdom Introduction The purpose of this article is to further elaborate our understanding of the nascent area of corporate heritage brands. We do this by reporting research insights from a theory-building exploratory qualitative case study which was undertaken within a centuries-old organisation – namely Britain‘s oldest existing brewery and the country‘s 19th oldest corporate entity. We specifically focus this article on the nature and role of corporate heritage as it is apprehended and appropriated by management and key communication staff. Corporate Heritage Brands Based on earlier work on monarchies as corporate brands (Balmer, Greyser & Urde, 2004, 2006) it has been proposed that some organisations develop a unique corporate heritage that could potentially be leveraged as a strategic resource for corporate brand differentiation viz. corporate heritage brands (Urde, Greyser & Balmer, 2007). These corporate heritage brands are a specific category of institutional brand in that they act as a meaningful reference point for individuals and groups by virtue of their linking the present to the past and the future alike. As such, it has been argued, that they signal stability as well as relevance to stakeholders. In order to stay relevant these brands need to be responsive to change at the same time. Hence, they need to be actively managed, maintained and nurtured with the CEO having the role of a ―custodian‖ or ―steward‖ for the brand and its heritage (Balmer, et al., 2006; Urde, et al., 2007). Corporate Heritage Brands and Corporate Marketing In examining the corporate heritage brand construct in marketing contexts it is clear that its institutional focus means that it falls within the corporate marketing realm (cf. Balmer, 1998, 2001; Balmer & Greyser, 2003, 2006). This being said, in scrutinising the literature on corporate marketing it has been found that there is a general lack of empirical research in the area especially in respect to the practical relevance and efficacy of historical references in the corporate marketing field. Making specific reference to heritage within the corporate marketing literature we have observed that there has been a palpable increase in the use of the term heritage in the marketing literature, the concept of heritage. However, there are some notable gaps in terms of comprehension of the construct in terms of its nature, boundaries, or relevance vis-à-vis marketing in general and corporate marketing in particular. To reiterate, corporate heritage brands and corporate heritage remain an under-researched area. History Matters There has been an upsurge of scholarly interest in nostalgia (Holbrook, 1993; Holbrook & Schindler 1996; Holak & Havlena, 1998; Stern, 1992), retro branding (Brown, 1999; Brown, Kozinets & Shelly, 2003), history marketing (Schug, 2003; Herbrand & Röhrig, 2006) etc. for some time now and adopting historical and retrospective perspectives appears to be part of the current Zeitgeist. The Study Our study has as its particular focus, corporate heritage brands and we believe this research to be unique in that it is the first major empirical study of its type, which seeks to make an explicit theoretical contribution to our comprehension of corporate heritage brands by focusing on its strategic nature. The research is significant in that, unlike extant studies on the area (Urde et al., 2007) which tend to focus on large - often global - corporate brands, our study focuses on a smallto medium sized family owned company based in the South-East of the UK. Family owned companies are underresearched with regard to marketing and brand management in general (Berthon, Ewing & Napoli, 2008), but are a believed to be a very promising backdrop for research of corporate heritage brands (Balmer et al., 2006; Blombäck & Brunninge, 2009). The case study focuses on the UK brewing sector, which is significant within the UK in terms of annual turnover, employment and cultural relevance. Moreover, despite the dominance of multi-national breweries, some 29 family owned businesses remain independent. Many of them are potential or actual corporate heritage brands following the template introduced by Urde, Greyser and Balmer (2007). It is a unique and important case study since it examines corporate heritage brands within Britain‘s oldest brewery. Methodology Based on moderate ontological constructionist convictions and epistemological pragmatic pluralism (Blaikie, 2007, 2009), the study adopted a single in-depth case design within the inductive, qualitative research traditions underpinning this study due to the lack of extant empirical research, the nascent, unspecified and multifaceted character of heritage and heritage brands as emerging concepts within the context of corporate marketing (Bonoma, 1985; Tsoukas, 1989; Eisenhardt, 1989; 1991; Dyer & Wilkins, 1991; Gill & Johnson, 1991; Stake, 1995, 2005; Gummesson, 2000; Yin, 2009). The study takes special interest in the particularities, interdependencies and the complexities of heritage as strategic resource and its cultural and organisational manifestations. Deep immersion in a single case was deemed advantageous as it was seen not only to provide the rich materials necessary for understanding and explicating corporate 95
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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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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
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Page 59 and 60: The Impact of Relationship Marketin
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Page 63 and 64: Brand Equity Trends in Top Global B
Page 65 and 66: Uncovering ‗Meanings‘ through A
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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: 1989). But if the information avail
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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
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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
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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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