Standardized Global Brand Management Using C-D Maps

Bagga, Charan K.; Dawar, Niraj

doi:10.1007/978-3-319-74129-1_5

Cited by 1 publication

(2 citation statements)

References 22 publications

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“…Moreover, relating centrality to parent brand ethos can be made explicit in the data collection process. Modifying Bagga and Dawar's (2018) measure of brand's centrality to explicitly reflect centrality regarding an innovation relative to the totality of a firm's offerings under a parent brand, customers can be provided an explanation that defines centrality as being in keeping with the parent brand's standards and style, heritage and essence, while avoiding brand exploitation (Spiggle et al, 2012). Next, customers can be asked to indicate how central they think a focal brand to be on a 1-10 single item scale.…”

Section: Aligning Innovation and Authenticitymentioning

confidence: 99%

“…Modifying Bagga and Dawar's (2018) measure of brand's distinctiveness, customers can be provided a description to specifically focus on the degree to which an innovation offers something unique or superior to the parent brand. Based in part on Aaker and Keller's (1990) idea of non-triviality and Spiggle et al's (2012) idea of avoiding brand exploitation, we argue that an innovation perceived as low on distictiveness is more likely to be viewed as exploitive, and thereby low in authenticity.…”

Section: Aligning Innovation and Authenticitymentioning

confidence: 99%

See 1 more Smart Citation

Creating innovation that drives authenticity

Keiningham

Hillebrand

et al. 2019

JOSM

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Purpose The purpose of this paper is to explore the relationship between innovation and authenticity by developing a conceptual framework that illuminates the key constructs. Design/methodology/approach The paper adopts a common perspective – the customer – for both innovation and authenticity. A conceptual framework identifying the roles of centrality and distinctiveness in the innovation–authenticity relationship is developed and justified based upon prior research regarding brand extensions and authenticity. Findings The innovation–authenticity relationship can be visualized and managed using two constructs: centrality and distinctiveness. Centrality is proposed to have a positive relationship, whereas distinctiveness is proposed to have a non-linear (inverted-U) relationship. Originality/value The paper contributes a new conceptualization of the innovation–authenticity–loyalty relationship. It applies C–D Mapping in a completely new way to provide managerially relevant visualization of customers’ perceptions of a new innovation vis-à-vis the parent brand to guide strategic decision making. The paper also suggests areas for further research to improve our understanding of successful innovation–authenticity alignment.

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Section: Aligning Innovation and Authenticitymentioning

confidence: 99%