Brand teams and the brand management structure in pharmaceutical and other fast-moving consumer goods companies

Veloutsou, Cleopatra; Panigyrakis, George G.

doi:10.1080/096525401301420152

Cited by 5 publications

(7 citation statements)

References 51 publications

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“…Modern brand management is team based (Veloutsou and Panigyrakis, 2001) Data analysis adhered to the recommendations of leading writers in grounded theory (e.g. Strauss and Corbin, 1998;Glaser and Strauss, 1967).…”

Section: Methodsmentioning

confidence: 99%

“…Luo et al, 2006;Denison and Hart, 1996;Pitta and Franzak, 1996). Veloutsou and Panigyrakis (2001) note that cross-functional teamwork helps an integrated brand approach. The techniques which this study highlight include both cross-functional teams working on a product line basis (more to within less successful brands), and a more permanent and encompassing cross-functional structuring/operation of the organization (more so within successful brands).…”

Section: Brand-related Factorsmentioning

confidence: 99%

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Interacting contributions of different departments to brand success

Chernatony

Cottam

2009

Journal of Business Research

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Section: Methodsmentioning

confidence: 99%

Section: Brand-related Factorsmentioning

confidence: 99%

Interacting contributions of different departments to brand success

Chernatony

Cottam

2009

Journal of Business Research

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“…Limitations in the brand management concept (e.g. Veloutsou and Panigyrakis [2001], Richards [1997], Lancaster [1993] and Aaker [1996]) have resulted in the move to category management.…”

Section: Those Involved In Building Services Brandsmentioning

confidence: 99%

“…Given the pan-company activities supporting services brands, it makes commercial sense to involve cross-functional teams to create integrated brands. Veloutsou and Panigyrakis [2001] discussed the widespread practice of establishing a brand management team, led and coordinated by the brand manager. Their model identified both internal team members and external agents who interact with the team.…”

Section: Those Involved In Building Services Brandsmentioning

confidence: 99%

Building a Services Brand: Stages, People and Orientations

Chernatony¹,

Drury²,

Segal‐Horn³

2003

The Service Industries Journal

112

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This article examines the services-brand-building process, based on depth interviews with leading-edge brand consultants. A model is posited of the factors involved when building a services brand from scratch. Insights about those involved in the services-brand-building process are provided along with a consideration of the impact of the organisations internal/external orientation. The results show that, in comparison with the goods model, more work is required in terms of organisational culture and internal branding when building services brands. It is recommended that organisations utilise cross-functional teams, a strong customer orientation and a brand-supporting culture to maximise the success of their services brand.

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“…A few studies have examined the role of a product manager in specific industries like the pharmaceutical industry (Berek, 1998;Veloutsou and Panigryakis, 2001), retail financial services (Connolly, 2002;Harness, 2003;Strieter et al, 1997), and industrial markets (Cummings, Jackson, and Ostrom, 1984). However, the product management literature largely focuses on organizational practices related to new product development (NPD) and the various organization structures that firms can use for product management (Alexandre, Furrer, and Sudharshan, 2003;Cooper and Kleinschmidt, 2001;Crawford, 1997;Griffin, 1997;Mohr, 2001;Riek, 2001;Swink, 2002;Urban and Hauser, 1993).…”

Section: Introductionmentioning

confidence: 99%

High-Performance Product Management: The Impact of Structure, Process, Competencies, and Role Definition*

Tyagi

Sawhney

2010

Journal of Product Innovation Management

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Product management is one of the most important functions in marketing. Yet the product management literature has focused largely on creating successful products and has relatively little to say about creating effective product management organizations. This paper focuses on the organizational determinants of high-performance product management at three levels: (1) the product manager as an individual; (2) the marketing processes related to product management; and (3) the organization structure and role definition. The paper identifies several key factors that potentially impact product management performance. A set of qualitative interviews is conducted to develop hypotheses related to constructs that may drive product management performance. These hypotheses are used to develop a causal model for product management performance that includes constructs related to roles and responsibilities, organization structure, and marketing processes related to product management. An empirical survey of 198 product managers from a variety of industries is conducted to test the causal model. The results of the causal model suggest that performance of a product management organization is driven by structural barriers in the organization, the quality of marketing processes, roles and responsibilities, and knowledge and competencies. The findings suggest that structural boundaries and interfaces are the biggest impediment to effective product management, followed by clarity of roles and responsibilities. The research highlights the importance of organization structure and effective human resource practices in improving product management performance.

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Brand teams and the brand management structure in pharmaceutical and other fast-moving consumer goods companies

Cited by 5 publications

References 51 publications

Interacting contributions of different departments to brand success

Interacting contributions of different departments to brand success

Building a Services Brand: Stages, People and Orientations

High-Performance Product Management: The Impact of Structure, Process, Competencies, and Role Definition*

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