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 4: Brand Identity: The Guiding Star for Successful Brands

Franz-Rudolf Esch

Subjects: business and management, marketing


Franz-Rudolf Esch DO MANAGERS LIVE THEIR BRAND? Managers are aware of the power of strong brands and they emphasize the importance of brands. Nowadays nearly every company pretends to be brand driven. But do managers really live their brand on a daily basis (Esch et al., 2006b)? When discussing brand-related topics with managers it often becomes evident that they are sometimes under the impression that the brand simply stands for the logo and the nice pictures in their mass communication, and for nothing else. Accordingly, in large companies, marketing and the corporate communication departments are predominately responsible for product and/or corporate brands. Since their options are regularly limited, they concentrate mainly on mass communication and public relations. Important consumer touchpoints with the brand, as well as those of other stakeholders, are often neglected (Davis and Dunn, 2002). This is the case in many insurance companies; salesmen are regularly unaware of the company’s brand identity and thus do not act as brand ambassadors. In international corporations, the employees responsible for operations in different countries or those in different business units are not sensitive to the brand and definitely do not contribute to implementing the brand inside the company; this is supposed to be the task of the company’s brand experts only. Automotive manufacturers often develop and market cars without regard to the brand’s identity. From their point of view, all that matters is selling as many cars as possible and securing jobs. This approach might work with strong...

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