BUSINESS RESEARCH METHOD

BRAND MANGEMENT

ARTICLE: 1

Brand teams and the brand management

structure in pharmaceutical and other
fast-moving consumer goods companies

Published online: 09 Dec 2010.

framework
LIMITATIONS AND FUTURE RESEARCH

This study has identified the group roles played in a brand management team.
However, the study’s evaluation of the contribution and relative importance of the
role of the various members was based upon the opinion of brand managers alone.
This is a limitation in this study and should be addressed in future research.Moving
beyond the endings of this research study, the interviews with the brand managers
generated certain additional insights into their interfaces with their team members.
They were increasingly placing emphasis on the development of long-term
relationships and continuity in the membership of the individuals that worked in
their teams. It would-be interesting to examine the views of other team members
and their roles and expectations in a future study. This approach would tackle the
main limitation of this study,i.e. its exclusive reliance on brand managers’
perception. In addition, analysis of the interrelations between team members and
the problems of the management and evolution of an informal team that is
supervised and controlled by brand managers without any real authority over the
team members is a very exciting area for future analysis. Analysis of the role of
international brand strategies, as expressed by head of ces and chief brand
management in headquarters, on the management of a brand and its brand team
was not examined in this paper. It was clear from the interviews that the in hence
of inter-national strategies in the everyday life of local brand managers is
constantly increasing. The team approach is an organizational solution developed
for brand support and, as with al lorganizational solutions, needs to be consistent
with the overall national and international brandstrategy developed by a company.
Input from international chief brand managers and their role in the management,
structure and function of a team should be investigated in a future study, as it
would be most enlightening. BRAND TEAMS AND BRAND MANAGEMENT

ARTICLE2

Role of Brand Management of the Luxury

Fashion Brand in the Global Economic
Crisis: A Case Study of Aeffe Group
Published online: 12 Dec 2012.
FRAMEWORK

Limitations and Future Research Developments

In the last decade, several trends have changed the economic and social
environment of luxury fashion sector: from glob-allegation to firms’ delocalization
up to the modernization of trade. Besides that the occurrence of a bad world
economic crisis has strengthened some changes modifying both the firms’ and
consumption’s behavior. Luxury fashion firms are facing new challenges linked to
the higher self-indulgence of the consumer, the greater importance of innovation,
the higher need of analyzing market and the less availability of economic
resources. As concerns brand management, luxury fashion firms are searching for
increasing the effectiveness of brand investment and regain the customers’ brand
attention and loyalty. The Aeffe-Case suggests three main strategic dimensions
which could assist luxury fashion firms in reaching the above mentioned aim: a)
focusing on core brands, b) managing the composition of brands portfolio in order
to face the emerging

ARTICLE3
A Conceptual Framework for Managing
Lodging Brands: A Balance.d‐Scorecard
Approach

Published online: 11 Oct 2008

The Brand Management Framework

FUTURE RESEARCH
Once the company is assured that there is a high level of awareness and further that
the brand is perceived in a positive way, then the next step is for the company to
make every attempt to induce increased usage of the product service mix, and
thereby increase the company’s brand equity. Lodging operations can increase
brand usage through one of two approaches or a combination of both. The first and
perhaps easiest way is to make attempts to increase usage or consumption of the
product-service mix. This can be achieved through the usage of promotional
packages. Further, waning brands can also partner with other service providers and
package their product-service mix as part of a bundle. This usually results in the
product service offering being delivered to a wide cross section of market
segments, and in large volumes, since packages are usually offered to the end
consumer at relatively lower prices. This therefore has the end result of increasing
overall brand awareness, which the company can ultimately capitalize on

.The next strategy that lodging companies can employ to increase brand awareness
and revitalize the brand is to increase the frequency of usage of its product-service
mix offerings

ARTICLE4

Strategic Brand Concept-Image

Management
Source: Journal of Marketing, Vol. 50, No. 4 (Oct., 1986),
FRAMEWORK

FUTURE
A brand concept should be viewed as a long-term in- vestment developed and
nurtured to achieve long-run competitive advantage. Whereas previous treatments
of brand image generally have been restricted to discussions of positioning, the
BCM provides a long-term framework for the management of a brand image.
Management of the image is a process of selecting a general brand concept
(functional, symbolic, or ex- penitential) and then introducing, elaborating, and
for- tidying the concept over t
ARTICLE5

Brand management in the professional

sports club setting

Published online: 31 Mar 2016.

FRAMEWORK
Conclusion and further research
A range of economic peculiarities in the professional team
sport setting pose severe club branding problems and
require the modification of common brand management
principles. Consequently, the acknowledged brand
management approach by Meffert and Burmann (1996,
2002) was applied to and modified in the context of
professional sports clubs. Furthermore, empirical evidence
for deter-mining an order of hierarchy among the
instruments of the model was introducedThese aspects
show starting-points for future research.

ARTICLE6

Managing brand identity: effects on

the employees
Received 6 October 2015Revised 10 February 2016Accepted 26
February 2016
FRAMEWORK

FUTURE RESEACH
Limitations and suggestions for future research This study has several
limitations. The results need to be interpreted within the context of the UK
financial services sector. Previous studies have shown dissimilarities in
brand management between countries (Mabey, 2008; Bravoet al., 2013).
Different segments of employees may also have distinct responses to the
same management Future research could also be insightful through
connecting the effects that brand identity management may have on
different stakeholders. The relationship between the responses to different
stakeholders is a promising path of study (Evanschitzkyet al., 2012)and a
dyadic perspective about brand identity management where employees
‘views and those of their clients are analyzed could be a suitable
complement for this study

ARTICLE 7

A vision for the year 2000: brand asset

management

Framework

The future of brand asset management

While many companies successfully activate several areas within traditional brand
management, the changing face of the consumer and the look to longer-term
horizon should be the calling card to get management to realize that the future
success of the brand and their company is at the mercy of adopting a new approach
for success. Leveraging a brand asset management approach will help companies
achieve what should be the number one objective for their brand – maximizing its
long-term value, while profiting from short-term results.

ARTICLE8

Navigating the Institutional Logics of

Markets: Implications for Strategic Brand
Management

PUBLISHED ON 2015

FRAMEWORK
 Conclusion and Further Research
Our analysis of the changes and shifts in institutional logics of the U.S. yoga
market builds on the body of work on mar- ket evolution as a social process of
legitimization (Giesler 2012; Humphreys 2010a, b) and addresses the calls to
explore links between competitive dynamics and market evolution (Lambkin and
Day 1989; Soberman and Gatignon 2005). Our findings have important theoretical
mangrial implications for market evolution and brand managementWe also
broaden the scope of cultural branding studies by highlighting the link between
cultural strategy and inter- nal branding. Especially for service brands, employees
are essential components of the brand gestalt (Diamond et al. 2009). In addition to
mobilizing the right myths and cultural codes in brand design, devising recruitment
strategies that take into account constituents' level of socialization into the field
logics is critical to create a coherent brand identity. To harmonize brand meanings
and ensure commitment to and consistent delivery of brand values, generalist
brands should adopt a tabula rasa approach, and specialist brands should adopt a
habituated approach in recruiting service providers and consumer