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This companion is a prestige reference work that offers students
and researchers a comprehensive overview of the emerging
co-created, multi-stakeholder, and sustainable approach to
corporate brand management, representing a paradigm shift in the
literature. The volume contains 30 chapters, organised into 6
thematic sections. The first section is an introductory one, which
underscores the evolution of brand management thinking over time,
presenting the corporate brand management field, introducing the
current debates in the literature, and discussing the key
dimensions of the emerging corporate brand management paradigm. The
next five sections focus in turn on one of the key dimensions that
characterize the emerging approach to corporate brand management:
co-creation, sustainability, polysemic corporate narratives,
transformation (history and future) and corporate culture. Every
chapter provides a deep reflection on current knowledge,
highlighting the most relevant debates and tensions, and offers a
roadmap for future research avenues. The final chapter of each
section is a commentary on the section, written by a senior leading
scholar in the corporate brand management field. This wide-ranging
reference work is primarily for students, scholars, and researchers
in management, marketing, and brand management, offering a single
repository on the current state of knowledge, current debates, and
relevant literature. Written by an international selection of
leading authors from the USA, Europe, Asia, Africa, and Australia,
it provides a balanced, authoritative overview of the field and
convenient access to an emerging perspective on corporate brand
management.
Using internationally-recognized case studies, including brands
such as BMW and Burberry, this book explains how companies can use
specific strategies and tools to develop and maintain brand desire
among new and existing customers. Desire is big business. If
companies can create true desirability for their brands, customers
will not only express preference and loyalty, they also show a
willingness to act as brand champions, participate in online
communities, co-create innovative ideas, and show the sort of
commitment that is normally associated with fervent employees.
However, desire doesn't just happen. Brands need to nurture it by
offering both security and surprise. This isn't just about
marketing, but rather a reflection of an organization-wide culture
and perspective. Using international case studies, Brand Desire
explains how companies can engage customers emotionally and create
value for them. Managers can successfully build and maintain brand
desire through specific strategies and tools, such as: * promoting
a principles-driven organization that is grounded in its heritage
and distinctive competences; * creating a supportive culture that
encourages the active participation of people in brand development;
* providing an opportunity for people to communicate more with each
other and to encourage socialization through communities and
events; and * offering outstanding experiences: being consistent in
delivery, from first communications through to after-sales service
and support. In a crowded sales environment, brand desire can
elevate any product or service so that it stands out from the crowd
- and stays there. Brand Desire demonstrates how desirable brands
are about desirable experiences, and shows what companies can do to
maximize those experiences for their customers.
When a customer, employee, or investor is faced with a choice of
companies amidst a sea of competitors, they increasingly consider
how responsible that organization is. Customers want to buy ethical
and sustainable; employees want to feel a sense of purpose at work,
and investors need reassurance that their investments are good for
the long term. To be competitive and valuable to society, firms
need to develop an organizational conscience that drives key
strategic decisions and spurs sustainable and responsible
innovation. In this book, the authors argue that organizations need
to think critically about their role and to use their conscience to
guide actions. With plenty of concrete suggestions based on
substantive research, it shows how firms can reconcile the
competing interests of stakeholders, create an organization that is
fair, open and transparent and do the right thing while building a
profitable business. With integrated videos and international case
studies featuring multinational companies as well as small firms,
this book explains how firms can make the transition to becoming
conscientious.
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