Handbook on Brand and Experience Management
Show Less

Handbook on Brand and Experience Management

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.
Buy Book in Print
Show Summary Details
You do not have access to this content

Chapter 16: Returns on Brand Investments: Maximizing Financial Returns from Brand Strategy

Joanna Seddon


16. Returns on brand investments: maximizing financial returns from brand strategy Joanna Seddon A fundamental shift is taking place in attitudes towards brands and marketing. The traditional view that brands are ‘hot air’ and marketing a cost, is still very much alive. As McDonald (2002) tells us, ‘CFOs see their marketing colleagues as slippery, evasive, and unaccountable.’ Recent research among CEOs has found that over a quarter of them still consider marketing an expense. However, the majority do not, choosing instead to focus on branding as a major investment. Behind this lies an evolution in the structure of business in the US as well as around the world. The move from manufacturing to a service- and information-based economy has been accompanied by a dramatic rebalancing of corporate assets. In the old manufacturing world, corporate value was tangible value – the value contained in property, plant and equipment. These things were relatively easy to measure. This was the world for which the current accounting and financial valuation standards were created (mostly in the 1950s). They made sense until quite recently. As late as 1980, 80 per cent of the value of the Fortune 500 list of companies was represented by tangible assets. Since then, change has happened fast. Intangible assets grew to overtake tangibles as a proportion of shareholder value around 1990. They now account for over 70 per cent of the value of the Fortune 500, trending upwards (see Figure 16.1). This change has drawn the attention of accountants and financiers....

You are not authenticated to view the full text of this chapter or article.

Elgaronline requires a subscription or purchase to access the full text of books or journals. Please login through your library system or with your personal username and password on the homepage.

Non-subscribers can freely search the site, view abstracts/ extracts and download selected front matter and introductory chapters for personal use.

Your library may not have purchased all subject areas. If you are authenticated and think you should have access to this title, please contact your librarian.

Further information

or login to access all content.