Brand’s communications in Covid-19. Social role during and after lockdown

Iglesias-Sánchez, Patricia P.; Jambrino-Maldonado, Carmen; Pedrosa, Carlos de las Heras; Villegas, Noelia Frías; Olivares-Delgado, Fernando

doi:10.1080/23311886.2022.2053271

Cited by 4 publications

(2 citation statements)

References 20 publications

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“…Although prior studies on the brand crisis in the hotel industry by (Hegner et al, 2021) and brand crisis in other industries by Frandsen and Johansen (2020), Iglesias-Sánchez et al (2022), Lim and Brown-Devlin (2023), demonstrated the relationship between crisis communication and organizational reputation by demonstrating that internal communication drives the crisis response perception both directly and indirectly, thereby influencing how the public perceives or assumes (Bridgewater, 2023). In particular, the origin of SCCT theories can be traced back to efforts to improve and protect brand reputation (Benoit, 1997;Coombs, 2007a;Hearit, 1995).…”

Section: The Theories Of Crisismentioning

confidence: 99%

Crisis Management, Reputation, and Performance of Upscale Hotels in the Post-COVID-19 Crisis

Riyadi,

Leonandri,

Jamaluddin

2024

The European Proceedings of Social and Behavioural Sciences

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The tourism and hospitality industry has been badly affected by the COVID-19 pandemic. The consumption patterns and the brand-building process face an uncertain future because of the unprecedented economic crisis impacts. Therefore, this study investigates how crisis management influences brand reputation and performance, including the factors that influence upscale hotels in the post-COVID-19 crisis in Indonesia. A total of 341 upscale hotel managers were selected as respondents. The hypotheses were tested using the covariance-based structural equation modeling (CB-SEM) analysis. The results indicate that crisis management mitigates the adverse long-term effects of a crisis instead of directly affecting brand reputation and performance. In addition, the result also shows that brand reputation significantly influences brand performance. The findings of the study confirm that guests will keep from ignoring the brand and the brand will suffer long-term damage if the crisis is not managed effectively. Lastly, it is empirically proven that crisis management and a strong brand specifically in the Indonesian hotel industry can assist the hotel industry in selecting the best mitigation strategies to preserve brand performance if a future crisis occurs.

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Section: The Theories Of Crisismentioning

confidence: 99%

Crisis Management, Reputation, and Performance of Upscale Hotels in the Post-COVID-19 Crisis

Riyadi,

Leonandri,

Jamaluddin

2024

The European Proceedings of Social and Behavioural Sciences

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“…The years during the COVID-19 pandemic, especially, have shown us how "volatile, "uncertain", "complex", and "ambiguous" (VUCA) our world is today (Baran and Woznyj 2021;Eilers et al 2022;Schoemaker et al 2018;Ferreira and Coelho 2020). Whether it is an unexpected virus that affects the global economy at a rapid pace, diversified customer needs, increased and ever-evolving competition, or a highly complex media and sales landscape, brand managers need to be aware of changing circumstances and the resulting impact on their brands (Ferreira and Coelho 2020;Baran and Woznyj 2021;Bruce and Jeromin 2016;Eilers et al 2022;Iglesias-Sánchez et al 2022;Capoano et al 2024). Peterson (2019) claims that the present volatility is the most challenging factor for brand managers.…”

Section: Introductionmentioning

confidence: 99%

Conceptualizing Agile Branding: Dimensions and Antecedents for Managing Brands in a Dynamic Environment

Pöhlmann,

Seitz,

Jambrino-Maldonado

et al. 2024

Administrative Sciences

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Traditional branding approaches take too long to react to today’s dynamic environment. Agile branding offers a promising approach and might be the contemporary answer to the demands of our digitalized world. While scientists state that an agile approach to branding is essential nowadays, there is a lack of knowledge on how agile branding can be conceptualized and applied in practice. This article aims to provide a better understanding of agile branding by identifying its dimensions and antecedents. This study pursued a multi-method approach: a systematic literature review was conducted, followed by qualitative semi-structured interviews with eleven experts and a group discussion with five participants. Applying the dynamic capabilities perspective, the authors identify five dimensions, including 20 antecedents of agile branding: (a) leadership style and culture, (b) employee skills and competencies, (c) technology and methods, (d) stakeholder and feedback integration, and (e) ambidexterity. The critical challenge of agile branding is to balance brand continuity and adaptation. The study is the first to conceptualize agile branding, offering scientists and practitioners values and principles on how brands can be managed and further evolved in a constantly changing world to stay relevant in the market and ahead of the competition.

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