Performative corporate brand identity in industrial markets: The case of German prosthetics manufacturer Ottobock

Towards a theory of conscientious corporate brand co-creation: the next key challenge in brand management

“…The co-creation paradigm acknowledges the paramount importance of the myriad interactions that the corporate brand’s stakeholders establish among them (Kristal et al 2020 ) and which represent the key building blocks of the corporate brand. However, for these interactions to build a strong corporate brand, they need to be rooted in trusting relationships, fairness and reciprocity (Ind and Ryder 2011 ).…”

“…The challenge for managers is how to reconcile their desire to preserve the essence of the corporate brand, its heritage and core values, (Balmer and Burghausen 2015 ; Urde and Greyser 2007 ) with the need to embrace stakeholders’ feedback, proposals and actions (Kristal et al 2020 ). This underlying permanent tension requires more flexible corporate brand propositions than the traditional corporate brand covenant or the classical corporate brand identity models (Keller 1993 ; Aaker 1996 , de Chernatony 1996 ; Balmer and Soenen 1999 ).…”

“…Vallaster and von Wallpach 2013 ; Gyrd-Jones and Kornum 2013 ; Black and Veloutsou 2017 ). There is still scarce empirical research in the B2B domain, even though interactions and networks represent the very essence of B2B organizations (Mäläskä et al 2011 ; Törmälä and Gyrd-Jones 2017 , Koporcic and Halinen 2018 ; Iglesias et al 2020a ; Kristal et al 2020 ). Additionally, more research is needed in the flourishing B2B2C arena (Mingione and Leoni 2019 ).…”

Fresh perspectives on brand management

“…The most important megatrends are digitalisation, changing values and new business models, which results in completely new questions and challenges for brand management. 'Hot' topics include the loss of brand control by external stakeholders (keywords: Firestorms in social media, brand hate, brand co-creation; e.g., Dessart et al, 2020;Herhausen et al, 2019;Ind et al, 2017;Ind & Schmidt, 2019;Kristal et al, 2018Kristal et al, , 2020Zarantonello et al, 2016), more complex customer journeys through off-and online brand touchpoints (keywords: ZMOT, customer journey, brand and customer experience; e.g., Lecinski, 2011;Lemon & Verhoef, 2016), new digital brand contact points (keywords: voice assistants and robots; e.g., Kuehnl et al, 2019;McLeay et al, 2020;West et al, 2018), the legitimacy crisis of purely profit-oriented business models and brands (keywords: Fridays for Future, Black Lives Matter, brand purpose, political brands; e.g., Hsu, 2017;Matos et al, 2017), new types of collaboration (keywords: art-brand-collaborations, influencer; e.g., Baumgarth, 2018;Baumgarth & Wieker, 2020;Ki et al, 2020;Michel & Willing, 2020;Nascimento et al, 2020) and building brands for new companies and new business models (keywords: start-up or entrepreneurial branding, vegan and meat alternatives, platform brands, direct-to-consumer brands; e.g., Eggers et al, 2016;Haslehurst et al, 2017;Kühlwein, 2019;Van Loo et al 2020). These and many other new topics lead to new and exciting questions for brand science.…”

Branding Identity as Da’wah Strategy: Islamic Business Ethics

“…Brands (Golossenko, Pillai, & Aroean, 2020) that can be names, logos, slogans, and other symbols can distinguish a product or service from competitors with the criteria contained in it more broadly referring to what is called identity. Brand identity (Kristal, Baumgarth, & Henseler, 2020) or brand is a set of unique brand associations created by brand strategists. These associations reflect the position of a brand and are a promise to customers.…”