Table of Contents

Handbook on Brand and Experience Management

Handbook on Brand and Experience Management

Elgar original reference

Edited by Bernd H. Schmitt and David L. Rogers

This important Handbook explores new and emerging directions in both brand management research and practice. It encompasses a diverse set of approaches including the latest academic research offering new frameworks for understanding brand management, the researcher’s perspective on current tools in practice by brand managers, new research and conceptual frameworks for understanding and managing customer experiences and recent empirical research and scale development in both brand and experience management. The book focuses on practical, managerial, and organizational best practices.

Chapter 3: When Brands Resonate

Susan Fournier, Michael R. Solomon and Basil G. Englis

Subjects: business and management, marketing


Susan Fournier, Michael R. Solomon and Basil G. Englis INTRODUCTION Managing brands is, in essence, about managing brand meanings (Allen et al., 2008; McCracken, 2005; Sherry, 2005). Brand managers craft meanings for their brands, attend to their articulation through product design and 4Ps specification, leverage claimed brand meanings through line and product extensions, refine meanings through product innovations and repositioning strategies, and organize meanings across product offerings into brand architectures that can guide brand strategies over time. Advertising agencies, package designers, naming consultants, identity firms, logo developers, brand licensing brokers, placement agencies, and public relations firms are just some of the collaborators in a global industry devoted to the task of brand meaning management. This complex and synergistic services network is based upon one simple but critical truth: strong brands are built upon strong meanings. The corollary is a straightforward one: brands die when their meanings lose significance in consumers’ lives. Feldwick (2002) formalized this implied value creation mechanism in his decompositional model of consumer-based brand equity (see Figure 3.1). Feldwick proposes a causal relationship between the various components of brand equity such that brand meanings (that is, ‘the collective associations and beliefs the consumer has about the brand’) drive brand strength (that is, ‘a measure of the strength of consumers’ attachments to a brand’), which in turn generates monetary value from the brand as a separable asset (that is, brand value) (2002, p. 11). Despite the centrality of brand meaning to brand equity formulations, consumer...

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