Corporate brand building in different stages of small business growth

Juntunen, Mari; Saraniemi, Saila; Halttu, Milla; Tähtinen, Jaana

doi:10.1057/bm.2010.34

Cited by 43 publications

(54 citation statements)

References 36 publications

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“…The last two decades have seen an upsurge of interest in corporate brand scholarship (Balmer, 1995(Balmer, , 2001aInd, 1997;Harris and de Chernatony, 2001;de Chernatony, 2002;Kapferer, 2002;Balmer and Gray, 2003;Hatch and Schultz, 2003;Knox and Bickerton, 2003;Inskip, 2004;Gylling andLindberg-Repor, 2006, He andUggla, 2006;Roper and Davies, 2007;Balmer et al, 2009;Juntunen et al, 2010). From the outset, marketing scholars were especially concerned with the management of corporate brands.…”

Section: Corporate Brand Management In Contention: Orthodoxy or Hetermentioning

confidence: 99%

The corporate brand and strategic direction: Senior business school managers’ cognitions of corporate brand building and management

Balmer

Wang²

2016

J Brand Manag

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This revelatory study focusses on top Financial Times (FT)-ranked British business school managers' cognitions of corporate brand building and management. The study insinuates that there is a prima facie bilateral link between corporate branding and strategic direction. The data revealed that, among this genus of business schools, corporate brand building entailed an ongoing concern along with strategic management, stakeholder management, corporate communications, service focus, leadership and commitment. These empirical findings chime with the early conceptual scholarship on corporate brand management dating back to the mid-1990s. These foundational articles stressed the multi-disciplinary and strategic nature of corporate brand management and stressed the significant role of the CEO. As such, this research adds further credence to the above in terms of best practice vis-à-vis corporate brand management. Curiously, although senior managers espouse a corporate brand orientation, corporate brand management is seemingly not accorded a similar status in the curriculum. Drawing on a general embedded case study methodological approach, data was collected from eight leading (FT-ranked) business schools in Great Britain at

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Section: Corporate Brand Management In Contention: Orthodoxy or Hetermentioning

confidence: 99%

The corporate brand and strategic direction: Senior business school managers’ cognitions of corporate brand building and management

Balmer

Wang²

2016

J Brand Manag

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“…According to some researchers, barriers that block SMEs to branding include the lack of knowledge, resources shortage, and insufficient branding guidance for entrepreneurs (Juntunen et al, 2010). This also seems similar to the case of Vietnamese SMEs.…”

Section: Introductionmentioning

confidence: 84%

The Influence of Branding Management on Business Performance: An Empirical Evidence from Vietnamese Food and Beverage Industry

Hong¹,

Diep²

2016

IJBA

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This study examined the relationship between branding and firm's financial performance within Vietnamese small and medium-sized enterprises (SMEs) in food and beverage industry. Analyzing data from 135 Vietnamese SMEs, the study provided an evidence for the positive relationship between branding management and business performance. The study also provided a deep insight on how Vietnamese entrepreneurs think and develop their brands; therefore, made some recommendations for businessmen, policy makers and branding service providers in Vietnam.

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“…For the purpose of this study, we adapt the traditional life cycle model of Eggers et al (1994) with reference to a similar study on corporate brand building by Juntunen et al (2010). Accordingly, life cycle phases include introduction, deepening and expansion (see also Meffert and Lasslop, 2003).…”

Section: Eight Case Studies About Luxury Brand Building In Chinamentioning

confidence: 99%

“…Besides some empirical studies on corporate brand building (Wallström et al, 2008;Juntunen et al, 2010), there are only a few studies about luxury brand building (Beverland, 2005), the related area of luxury marketing success factors (Meffert and Lasslop, 2003;Fionda and Moore, 2008) and the new research domain of luxury entrepreneurship (Fonrouge and Lipovetsky, 2013). Besides some literature on brand building in Asia (Cayla and Eckhardt, 2008;Eckhardt and Bengtsson, 2010;Wu et al, 2013), much of the literature on luxury marketing in China concentrates on consumer behaviour (Chadha and Husband, 2006;Hedrick-Wong, 2007;Lu, 2008;Zhana and Heb, 2012;Walley and Li, 2014) and to a lesser extent on the expansion of (major) Western luxury brands to China (Gao et al, 2009;Chevalier and Lu, 2010).…”

Section: Introductionmentioning

confidence: 99%

“…As success criteria of luxury marketing depend on a brand's stage of development (Kapferer and Bastien, 2009;Juntunen et al, 2010), we employ the concept of brand life cycles as a framework to differentiate potential success factors. Results are relevant to four major target groups, including (i) Chinese and Western entrepreneurs and companies aiming to set up a Chinese luxury brand; (ii) existing Chinese luxury companies; (iii) European luxury SMEs in China, which face similar challenges as Chinese luxury start-ups; and (iv) Western luxury companies aiming to prepare themselves for their future competitors from China.…”

Section: Introductionmentioning

confidence: 99%

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