Brand management models of major consulting firms, advertising agencies and market research companies: A categorisation and positioning analysis of models offered in Germany, Switzerland and Austria

Zednik, Anita; Strebinger, Andreas

doi:10.1057/palgrave.bm.2007.8

Cited by 3 publications

(4 citation statements)

References 4 publications

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“…The sample was segmented in order to verify the existence of a homogeneous group of respondents in terms of brand management practice and indicated business performance. For this purpose, cluster analysis was applied, as a technique commonly used in similar studies, and Hierarchical Cluster Analysis (Ward's Method) was performed to obtain segments/clusters (Zednik & Strebinger 2008;Wallace et al 2013;Kao & Hung 2005). The BMP model variables were used to divide the sample into clusters.…”

Section: Cluster Analysismentioning

confidence: 99%

Improving business performance through brand management practice

Veljković

Kalicanin

2016

EKON ANAL

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The aims of this study are to determine which variables are common as brand management practices, how these variables affect a company's business performance, and whether there are statistically significant differences between companies in the sample in terms of individual elements of the Brand Management Practice (BMP) model. The research took place in Serbia, and comprised 118 managers and specialists involved in marketing and brand management. After validating the proposed BMP model, we found a link between certain variables of the model and companies' business performance. There are statistically significant differences between companies in terms of individual elements of brand management practice, and we identify three clusters: brand-guided companies, emerging brand companies, and brand-agnostic companies. They differ from each other in terms of: brand-oriented approach, innovativeness, brand support activities, unique marketing offers, marketing channel relationships, brand performance measurement, brand barriers, company size, and specific business area of a key-brand. They also differ according to estimated and actual business and financial performance. The results are valuable for explaining the main drivers of good brand management practice and their effects on business performance in different industry sectors. The implications for managers of domestic companies are also discussed.

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Section: Cluster Analysismentioning

confidence: 99%

Improving business performance through brand management practice

Veljković

Kalicanin

2016

EKON ANAL

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“…In further analysis, a segmentation of the sample was performed in order to determine whether homogenous groups of respondents existed in relation to the application of the starting assumptions. For that purpose, in order to get segments, a hierarchy cluster analysis was applied (Ward's method) as a technique used in similar studies [73]. The starting point, in accordance with the results of factor, correlation, and regression analyses, but also in accordance with the basic research goals was the Marketing Channel Relationships variable.…”

Section: Cluster Analysismentioning

confidence: 99%

Do partner relations in marketing channels make a difference in brand management implementation?: Evidence from Serbia and Montenegro

Bogetić¹,

Veljković²,

Stojković³

2015

Ekonomika preduzeca

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U radu se diskutuju pretpostavke uspešnog poslovanja dobavljačkih organizacija u Srbiji i Crnoj Gori, u uslovima slabljenja njihove pozicije u kanalima marketinga i relativno slabe kupovne moći potrošača. Osnovni ciljevi istraživanja su utvrđivanje međuzavisnosti brend menadžmenta i razvoja partnerskih odnosa u kanalima marketinga i njihov uticaj na performanse brenda. U tu svrhu je konstruisan BCR model. Posebno je istražen uticaj odnosa u kanalima marketinga na uspešnost poslovanja dobavljačkih organizacija. Istraživanje, koje je bilo osnova za analize prezentovane u ovom radu, sprovedeno je na uzorku od 121 menadžera u Srbiji i Crnoj Gori. U radu je potvrđeno da tri nezavisne varijable BCR modela (posvećenost brend menadžmentu, odnosi u kanalima marketinga i brend miopija) imaju statistički značajan uticaj na performanse brenda. Takođe je dokazano da preduzeća koja su usvojila i implementirala partnerske odnose u kanalima marketinga na višem nivou od konkurencije, imaju bolje finansijske rezultate poslovanja. Implikacije za menadžere dobavljačkih i trgovinskih kompanija su posebno istaknute i diskutovane.

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“…Academics and practitioners consider positioning to be one of the key elements in marketing, branding and strategy (Aaker, 1996;Esch, 2010;Hooley et al, 2008;Kapferer, 2012;Keller, 2012;Porter, 1996;Ries and Trout, 2001;Riezebos and van der Grinten, 2011;Zednik and Strebinger, 2008). In managing a brand (all types of brands), the brand platform defines its key elements.…”

Section: Introductionmentioning

confidence: 99%

“…The existing academic and practitioner literature on positioning offers a number of approaches, models and techniques (Aaker, 1996;de Wit and Meyer, 2010;Kapferer, 2012;Keller, 2012;Riezebos and van der Grinten, 2011;Rossiter and Percy, 1997;Zednik and Strebinger, 2008). Management's issue is not a lack of options, but rather choosing the right overall approach in defining the brand's position and to select the "right tool" for the positioning process.…”

Section: Introductionmentioning

confidence: 99%

Market and brand-oriented schools of positioning

Urde

Koch

2014

Journal of Product &Amp; Brand Management

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Purpose – The purpose of this paper is to revise the concept of positioning to differentiate between fundamental approaches to it and chart a scheme of schools of positioning. Design/methodology/approach – An extensive literature review traces the roots and evolution of the concept. Two approaches to positioning are explored and related to the paradigms of market and brand orientation. Based on current theory and practice, different schools of positioning are identified and categorized along a market- and brand-orientation spectrum. Metaphors differentiate schools of positioning, illustrated by case examples. Findings – Positioning is a key concept in marketing, branding and strategy. However, its theoretical and practical usefulness is in peril due to its many meanings, applications and overall vagueness. There is a need for a theoretical overview of positioning, which the literature currently lacks. Two approaches to define a brand’s position are identified and introduced: market- and brand-oriented positioning. Five principal schools of positioning show how these are different and why differentiating between them matters. The choice of school implies the market- and/or brand-oriented approach to positioning. Research limitations/implications – Further empirical case-based research might investigate when, what and how different positioning schools are applied in practice. The brief cases in this paper indicate a dynamic over time regarding the applications of the brand- and market-oriented school of positioning. An in-depth theoretical and practical investigation of the dynamics of positions would be of value for the research field. Practical implications – The distinction among different schools of thought helps bridge the gap between the theory and practice of positioning. A specific positioning objective can guide management in the selection of a particular school of positioning, which enables management to make more insightful conscious choices regarding its opportunities, limitations and consequences. Social implications – Position and positioning is of relevance in society in broad terms, e.g. in sports, politics and culture. Positioning strategy is discussed and implemented in different industries (business-to-business and consumer), for all kinds of brands (including, for instance, corporate brands) and for “brands” in the very widest sense (such as places or people). Originality/value – This paper relates positioning to the fundamental discussion of brand and market orientation. It integrates positioning research and provides a structured overview of the concept.

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Brand management models of major consulting firms, advertising agencies and market research companies: A categorisation and positioning analysis of models offered in Germany, Switzerland and Austria

Cited by 3 publications

References 4 publications

Improving business performance through brand management practice

Improving business performance through brand management practice

Do partner relations in marketing channels make a difference in brand management implementation?: Evidence from Serbia and Montenegro

Market and brand-oriented schools of positioning

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