insights from the british monarchy - BURA - Brunel University

More documents

Recommendations

Info

40 From the above it can be inferred that a corporate brand covenant should be projected not only through corporate communications (Van Riel 1995) but, moreover, through total corporate communications (Balmer and Gray 1999): the latter is based on the notion that the activities, behaviours, and communications associated with a corporate brand has a communications effect. Based on the premise, the corporate brand promise should be manifest unceasingly, and over time, through service quality, product performance, price, salary, conditions of work, corporate and boardroom behaviour, as well as through corporate symbolism and architecture. Consider the brand promise associated with well-known corporate brands such as Disney (wholesome family entertainment), the city of Paris (romance), and BBC (authoritative news and quality radio and TV output). Strap lines often attempt to capture the essence of the brand promise. Consider IBM’s ‚business solutions,‛ Philips ‚sense and simplicity,‛ and HSBC’s ‚local knowledge.‛ The management of corporate brands is typically more difficult than the management of product brands. In part this is because a corporate brand community consists of many stakeholder groups whereas a product brand’s primary focus is its customers and the distribution channels that reach them. It is the task of senior executives to know the breadth and depth of their corporate brand community and to communicate with them marshalling the plethora of corporate communications channels that are available. One way of conceptualising the above is to consider the relevance of a particular corporate brand to (a) its customers and (b) its stakeholder groups. Of course, there are many forms of brand association and for some individuals there will be multiple forms of association owing to their membership of several stakeholder groups. The relevance of corporate brands can be seen in terms of consumption (e.g. customer loyalty to the BMW brand), employment (a preference to work for Waitrose vis a vis other supermarkets), endorsement (industrial endorsement evidenced by loyalty to Boeing rather than Airbus), association (the prestige accorded to parents whose daughter has won a place at Yale University), acquisition (The Tata Group’s procurement of celebrated car marques such as Jaguar and Range Rover), aspiration (the purchase of a Brooks Brothers tie rather than the coveted Brooks Brothers suit). _____________________________________________________________________ 40
CULTURE “What we feel we are” Balmer (2006) CONCEPTUALISATIONS “What we are seen to be” 41 EXHIBIT THREE Balmer’s Corporate Marketing Mix CHARACTER “What we indubitably are” COVENANT “What is promised and expected” COMMUNICATION “What we say we are” CONSTITUENCIES “Whom we seek to serve” 41
Page 1 and 2: 1 BURA MANAGEMENT DECISION 2009 THE
Page 3 and 4: SCRUTINISING THE BRITISH MONARCHY:
Page 5 and 6: 5 Of course, the institution had su
Page 7 and 8: 7 theology (Bradley 2002). Also of
Page 9 and 10: 9 such as the Journal of Business H
Page 11 and 12: 11 power (Barker 1979, Cannadine an
Page 13 and 14: 13 inheritance but a great deal to
Page 15 and 16: 15 In addition, realising that all
Page 17 and 18: 17 during the reign of King George
Page 19 and 20: 19 Britain had a new King: the seco
Page 21 and 22: 21 having the Coronation televised.
Page 23 and 24: 23 explanation was that Canadians c
Page 25 and 26: 25 respectability (retaining public
Page 27 and 28: 27 chronicling/assembling/documenti
Page 29 and 30: 29 In a related vein, the analyses
Page 31 and 32: 31 There are other, important, para
Page 33 and 34: 33 ________________________________
Page 35 and 36: 35 To date, a good deal of the lite
Page 37 and 38: 37 However, having a monarch as a H
Page 39: 39 their corporate brands (Economis
Page 43 and 44: References Aaker, D.A., and Joachim
Page 45 and 46: 45 Balmer, J.M.T., and Greyser S.A.
Page 47 and 48: 47 Couldry, N. (2001) ‚Everyday r
Page 49 and 50: 49 Gummesson, E. (2005) ‚Qualitat
Page 51 and 52: Kling K., and Goteman, I. (2003)
Page 53 and 54: 53 Ooi, C-S, (2002) ‚Persuasive h
Page 55 and 56: Urde, M. (2001) ‚Core, value-base
Page 57: 57 Identity Studies and it was duri

insights from the british monarchy - BURA - Brunel University

You also want an ePaper? Increase the reach of your titles

Delete template?

Save as template?