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This exploratory research examines how corporate communications can influence stakeholder perceptions to enhance or detract from the city as a brand. It uses the UK city of Bradford as a case study and adopts theoretical concepts of product and corporate branding. Balmer's AC2ID test of corporate identity is applied to identify gaps in the City's official communications strategy, revealing conflicting messages between local government policy and different stakeholder groups. This analysis points to the need for positive visual evidence of change, such as an improved built environment in the city centre. The analysis may have value for policy‐makers in the UK and elsewhere who seek to improve community and stakeholder relationships. This research may also help to promote an honest approach towards branding cities as well as providing the potential for an enhanced brand value.

PurposeThis conceptual paper examines the notion of CEO brands and the problems that arise if they are misaligned with company brands. Previous research examines product, company and people brands and implications for senior executives and organizations, but there is no theoretical framework for CEO brand stewardship. This research aims to fill the gap.Design/methodology/approachThe marketing literature is examined to identify differences between products and people as brands, and the potential for CEO brands to enhance corporate brand equity. Based on an application of existing branding concepts to CEOs, a conceptual model of CEO brands is developed to include an analysis of the relationships between its constituent parts.FindingsCEO brands can be legitimately considered as brands, and existing brand conceptualisations can be applied to CEOs as long as some particularities are accounted for. CEO brands are influenced by their personality and their role as managers, and organisations need to constantly monitor CEO brand reputation as well as communicate its positioning. A successful CEO branding enhances perceived brand value and creates value for organisations.Research limitations/implicationsThis research informs brand managers and strategists about brand equity creation. Monitoring stakeholder perceptions of CEOs can enhance rather than detract from corporate brand value. As it showed that people and CEOs can be legitimately considered as brands, the concept of branding needs to be extended to embrace people and CEO brands.Practical implicationsFor business practice, this research informs about the differences and similarities between traditional product brands and CEO brands. Particularly it informs that organisations should consider that the CEO brand personifies to stakeholders what the organisation stands for, for example, when hiring a new CEO.Originality/valueThis research provides a new conceptual model on the previously under‐researched area of CEO branding. The insights into CEO brands provide the basis for empirical research into relationships between brand identity, reputation, position and equity, with implications for personal fame and company fortune.

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