Passion, Purpose and Professionalism
Edited by Ronald J. Burke and Cary L. Cooper
Chapter 7: Nonprofit brands and brand management
Global nonprofit brands have been described as the world’s new ‘super brands’ (Wootliff & Deri, 2001). They command unprecedented levels of trust, and their brand valuations are on a par with major international corporations (Laidler-Kylanderet al., 2007). The 2009 Edelman Trust Barometer reveals that nonprofits command greater trust than business, government, and media in all the regions surveyed, except for Asia Pacific: ‘Around the world, nonprofits are the only institutions trusted by more than 50% of informed publics’ (Edelman PR, 2009). Many nonprofits have become familiar brand names in households around the world and nonprofits have also become the darlings of brand consultants seeking to address, and sometimes fix, their corporate clients’ reputational needs through corporate social responsibility. Cross-sector alliances and co-branding initiatives with nonprofits are often viewed as strategic options that generate positive brand image spillovers and enhance brand equity of large firms (Hoeffler & Keller, 2002; Lafferty, 2009; Eisingerich & Rubera, 2010). While Judd (2004) and others have argued that nonprofits need strong brands just as much as corporations, relatively little work exists pertaining to nonprofit branding and brand management (cf. Laidler-Kylander & Simonin, 2009; Laidler-Kylander et al., 2007).
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