Brand orientation and the voices from within

Abstract

This work adds to the brand orientation literature by showing that while brand strategies may sometimes be aspirational, multiple identities exist which may either challenge or support a brand. In this place branding study, in-depth interviews of local residents reveal the existence of multiple place identities as well as how these identities relate to a place brand strategy. A framework is provided which illustrates how longitudinal identity studies can be a useful way to assess changes to place identities and the internal effectiveness of brand implementation. It is proposed that the functional communication-based research approach together with the novel framework developed in this study has relevance to the brand orientation of corporations, as it does for places. AbstractThis work adds to the brand orientation literature by showing that while brand strategies may sometimes be aspirational, multiple identities exist which may either challenge or support a brand. In this place branding study, in-depth interviews of local residents reveal the existence of multiple place identities as well as how these identities relate to a place brand strategy. A framework is provided which illustrates how longitudinal identity studies can be a useful way to assess changes to place identities and the internal effectiveness of brand implementation. It is proposed, the functional communication based research approach together with the novel framework developed in this study has relevance to the brand orientation of corporations, as it does for places. Summary statement of contributionThe relationship between place identities and brand orientation is established. In addition, a new communication based framework that has relevance to both place and corporations is provided to show that identities can be reviewed longitudinally to guide brand design and assess the internal effectiveness of brand implementation.

Building a place brand from the bottom up

“…Including residents in the brand-building process from the bottom-up fills in the possible ''place identity-place brand identity'' gap (Baxter et al, 2014). The place identity was generated from local stakeholders, which was used to further develop the brand identity, which make the two identity sets consistent.…”

Rethinking Place Branding

“…We have pointed out in an earlier work (Baxter et al 2013) of the misunderstandings which exist between place identities and place brand identity. Place identity is pluralistic and fluid.…”

“…The argument for multiple identities is established in the literature regarding individuals (Barker and Galasinski 2001), organisations (Balmer and Greyser 2003) and places (Baxter et al 2013). With regard to nations, de Cillia et al (1999, p. 200) conclude "there is no such thing as the one and only national identity".…”

“…The objective was to reveal the 'population of identities' which are shown as 'A' in Fig. 5 Baxter et al (2013) 'A' is to suggest the fluidity of place identity. Not dissimilar to other places which have developed and implemented a brand strategy, Wollongong some 10 years prior to our study had selected and designed the tagline of 'city of innovation' as its competitive identity and brand identity.…”

When is brand orientation a useful strategic posture?

“…The logic backing this assertion is that expenses on marketing communication efforts (e.g., advertising, brand sponsorship, and sales promotion) aiming to make a brand visible and entrenched in the minds of consumers can be very high. Additionally, when firms are outwardly brand oriented and push the value of a brand to appeal to external customers, if a similar effort is not exerted to promote a brand and its vision to internal customers (i.e., employees), any sales benefits generated by the brand orientation efforts is cancelled out by employees lack of commitment to the brand's value (Baxter, Kerr, & Clarke, 2013). The values that a brand represents are best communicated by internal customers (i.e., employees) who are often in direct contact with external customers.…”