...How to build a strong employer brand? In the competitive business world, companies strive to protect their most precious asset, talent. Talent shortage is a major challenge across industries where employees with suitable technical competencies and qualities are difficult to obtain and retain in the competitive employment market. In addition, as Baby Boomers who possess substantial valuable experience for the companies retire, Generation Y became increasingly vital in the company’s workforce; study has shown that 1 in 5 worker will be above 55 years of age by 2021 compared with 1 in 7 in the year 2005. Companies not only struggle to replace the positions of the retired workforce with younger candidates with similar capabilities, they also realize that the two generations have different workplace expectations and values. Candidates are looking beyond the basic wage and benefits; factors such as career prospect, reputation, international mobility and company values also play a significant role in candidate decisions. Therefore companies need to adjust their conventional hiring method to position themselves strategically in order to capture the awareness and commitment of the top candidates. In order to attract and retain young talents, companies need to differentiate themselves from their competitors with their employer brand. Unlike product brand names that can be managed with marketing to manipulate consumer perception, employer brand needs to be cultivated through time...
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...Insight paper Does your employer brand inspire top talent? Jumping on the employer branding bandwagon A strong brand can be a company’s most valuable asset, increasing customer loyalty or acting as a differentiator in a crowded market place. An employer brand can be used for similar effects, lowering turnover due to higher employee loyalty and helping employers stick out in the increasingly competitive job market. Despite the hype about employer branding, most companies still have difficulty in conceiving a serious and ‘thoughtthrough’ approach to the topic. To understand why an employer brand cannot be simply assembled out of a ‘how-to’ guide, let’s have a look at the definition of employer branding. There are dozens of definitions about employer branding flying around in the HR industry and most are perfectly usable. However, we will stick to the CIPD’s definition (Chartered Institute of Personnel and Development, 2008)1: An employer brand is a set of attributes and qualities – often intangible – that makes an organisation distinctive, promises a particular kind of employment experience, and appeals to those people who will thrive and perform to their best in its culture. Chartered Institute of Personnel and Development In the above definition there is one important word: ‘intangible’. Employer branding is indeed a complex mix between your organisational identity and culture and its members (Tikoo, 2004)2, which is probably the reason why so many...
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...SUMMARY Rosewood Hotels & Resorts (Rosewood) was a group of private iconic luxury hotels without any corporate branding in 2004. To boost the company’s growth, the then CEO and Vice President decided to bring about corporate branding of Rosewood hotels but also wanted to maintain its distinctiveness of each individually branded hotel. CURRENT SCENARIO As of 2003, Rosewood had 12 hotels worldwide with a total capacity of 1513 rooms. The nightly rates ranged from $120 for one of the Saudi Arabian properties to $900 for a Canadian lodge. Rosewood was known for its ability to enhance its property’s value by being unique and differentiated from the regular chain of hotels. But on the competitive front they did compete with corporate branded hotels like Four Seasons, Ritz-Carlton, St. Regis, One & Only and Mandarin Oriental Hotels. And they also competed with collections of individually branded hotels like Auberge, Rock Resorts and Orient Express. Rosewood had continued to brand itself as an individual collection as it wanted to support its core value of “Sense of Place”, where each hotel exhibited its local character, culture and design. The individual hotel names were more prominent than the Rosewood brand itself. In April 2003, John Scott was taking over the CEO position in Rosewood, realized the limitations of individual branding. He realized that while the guests sought the unique Rosewood property experience, they didn’t make connections to other Rosewood...
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...Contributions of Internal Branding Practices to Corporate Brand Success Abstract: The purpose of this study is to investigate how internal branding practices can contribute to successful corporate brand building. The thesis is based on a case study of the successful Swedish brands Saab AB, SAS Sverige and Skanska. The results show that core values are a main building block of internal branding practices and that core values are united with cultural values with a dual purpose of adding value to customers and guiding employee behavior. Furthermore, the results point out that core values internally indicate how the vision is to be achieved and that the vision may be more useful as a management tool than internal branding tool. Subcultures appear to be present in all three cases and the results suggest that corporate brands are strengthened by internalizing a main corporate culture which allows cultural interpretations within subcultures and by assuring that subcultures co-exist in harmony. Internal communication seems to support corporate and internal branding by applying a pull-principle in communications, creating forums for personal interaction and facilitating employees’ information search and processing. In terms of human resourcecontributions to brand building, practices such as recruitment, phasing in of new employees, internalization of core values among current employees and internal brand evaluations are put forward. Moreover, two additional concepts of importance in...
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...Branding Strategy: Building Strong Brands Some analysts see brands as the enduring asset of a company, outlasting the company’s products and facilities. Brands are powerful assets that must be carefully developed and managed. Here are some key strategies for building and managing brands. Brand Equity: Brand equity is the differential effect that knowing the brand name has on customer response to the product and its marketing. It’s a measure of the brand’s ability to capture consumer preference and loyalty. A brand has positive brand equity when consumers react more favorably to it than to a generic or unbranded version of the same product. It has negative brand equity if consumers react less favorably than to an unbranded version. High brand equity provides a company with many competitive advantages. A powerful brand enjoys a high level of consumer brand awareness and loyalty. Because the brand name carries high credibility, the company can more easily launch line and brand extensions. A powerful brand offers the company some defense against fierce price competition. Building Strong Brands: Branding poses challenging decisions to the marketer. The major brand strategy decisions involve brand positioning, brand name selection, brand sponsorship, and brand development. • Brand Positioning: Marketers need to position their brands clearly in target customers’ minds. Positioning refers to the act of designing the company’s offering and image in such...
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...do this through: Leading edge trade and consumer marketing systems. Pursuit of excellence in all other business systems. We shall be generous in sharing the rewards with our employees, business partners, stockholders and our community for the realization of our corporate cause. MISSION VISION VALUE CURVE & KSF 10 9 8 7 6 5 4 3 2 1 0 Branding Reach Product Development Market Research Value Splash MNCs Key Success Factor KSF Product Development Market Research Price Reach Branding 30% 50% Old Metrics(MNC’s only) 20% New Metrics(With Splash) 25% 25% 15% 10% 25% PERCEPTUAL MAPPING OF SPLASH Perceptual Map of the Skin Care Industry in the Philippines Cheap Low R&D Expensive High R&D PORTERS FIVE FORCES Potential Entrants (Threat of Mobility Supplier (Supplier Power) Industry Rivalry Buyer (Buyer Power) Substitutes (Threat of Substitutes) SWOT ANALYSIS S TRENGTHS W EAKNESSES 1 Market Research 2 Product Research & Development 3 Product Diversity 4 Product Efficacy and Reliability 5 Reach 6 Brand Loyalty 7 Value for Money 1 Weak Brand Loyalty Outside the Philippines Internal 2 Limited Market Knowledge and Experience Outside the Philippines factors 3 Low Advertising Budget 4 Neutraceuticals are seen as "folkloric" O PPORTUNITIES T HREATS 1 Asian...
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...analysis aims to examine the need of business-to-business companies for branding and analyzes the options for success by means of the stock performance. Design/methodology/approach – The paper consists of a qualitative and quantitative pilot study and a quantitative main survey. Findings – Long-term branding strategies, brand performance and firm’s business performance are found to be positively correlated with stock increase. Current brand focus and use of guiding principles can lead to improved business performance. Research limitations/implications – The study has possible location- and industry-specific limitations. Practical implications – Managerially, the findings encourage firms to adopt a long-term branding strategy, focusing not only on brand development. Originality/value – By systematically examining relationships between branding strategy and performance of the global firms, this study adds knowledge to the field of B2B brand research. Keywords Business-to-business marketing, Brand management, Marketing strategy, International marketing Paper type Conceptual paper An executive summary for managers and executive readers can be found at the end of this issue. Introduction When talking about brands most people think of Coca-Cola, Apple, Ikea, Starbucks, Nokia, and maybe Harley Davidson. These brands also happen to be among the most cited bestpractice examples in the area of business-to-consumer (B2C) branding[1]. For these companies their brand represents a...
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...global market for luxury brands has experienced a dramatic growth over the last three decades, and the current demand for luxury brand products has grown enormously. Wiedmann, Hennigs and Siebels(2009, p. 627) stated that a luxury good: “brings esteem for its owner and enables consumers to satisfy psychological and functional needs”. This essay will argue that marketing theories: brand theories and the ‘four-P framework’ ( product, pricing, place and promotion) are applied to bring superior value to luxury brands. It will also identify the tangible and intangible resources that are utilized to add superior value to luxury brands, in comparison to low-priced products. An illustration will also be given regarding luxury and basic cosmetic branding. Finally, it will be argued that it is not ethical to charge high prices for products. Nowadays the consumption of luxury products has become so vital to the global economy and the high profile of luxury goods has built widespread awareness of brands in customers’ perception. It is claimed that a luxury brand is one that is selective and exclusive, and which has an additional creative and emotional value for the customer (Chevalier and Mazzalovo, 2008). Even if some consumers cannot afford to buy luxury brands, they are familiar with the name or symbol of some famous brands that are classified as luxuries. A brand name helps differentiate its products from others and makes it distinct from those of other sellers. Brand equity concerns...
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...and even employees. This is not showing products that being sold in the market, but it is an expression that being given to the brand that they acquired. Kornberger (2010) explains brand in a way that “ truth is not from what contain insides things, but it is the knowledge on how we explore about things” I will emphasis on the topic of employee branding which being define and explain by Miles and Mangold (2004) which associate with individualism, job satisfaction, working attitude and behavioral factors, and the effects towards my satisfaction and loyalty towards company that has different working environment such different cultures, values, objectives and organizational management practices. I will also show some of the argument presented by some researchers which associating with employee branding techniques in order to support my working experiences (eg. Davis & Dunn, 2002; Cardy, 2001; Dowling, 1993;Ind, 2001;Mitchell, 2002;). I will also discuss about how emotional connection (David, 1991;Entwistle, 2000; Stuart, 1999b; De Chernatony, 1999; Mael & Ashforth, 1992) associates with the effectiveness of employee branding and also the organizations sales and marketing activities. Since 2009, I had started working as a part timers with Nike outlet store in a shopping mall. I am an athlete, therefore, I have a better knowledge on how a sportsman should have their sports attire. Thus, I had gone through a walk in interview by the outlet manager before being recruited...
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...a successful telecoms brand Optimise your branding strategy to differentiate your services and keep your customers loyal Understand how re-branding can strengthen your position in today’s competitive and convergent telecoms environment Use convergence, content and new services to improve and strengthen your brand PRE-CONFERENCE WORKSHOP Monday 13th November Building and Maintaining A Successful Telecoms Brand Led by: Mybrand Consultants Simone Muet, Project Manager, NExT Transformation France Telecom Group Andre Schloemer, Vice President Brand Management, O2 Jonathan Bill, Head of Category Management, Content Services, Vodafone UK Morgan Holt, Director of Media Innovation, 3 Olivier Laury, Content Director, Multimedia Mobile i-Mode Division, Bouygues Telecom Daniel Probst, Head of Group Identity, Swisscom Eveline Knipping, Head of B2B Campaign Strategy & Evolution, BT Global Services Simon Stauber, Director, Brand Communication & Content Marketing, Orange Switzerland Jonathan Donovan, Head of Employee Relations, O2 Sofia Castro, Brand Strategy Manager, Optimus Thomas Wedl, Marketing Director, Tele.ring Karin Kollenz, Marketing Planning & Strategic Projects, T-Mobile Austria Hemant Sachdev, Director Marketing & Communication, Bharti Airtel Media Partners Register Today! Please call:+44 (0)20 7017 7483 Fax: +44 (0)20 7017 7825 Email: registrations@iir-telecoms.com Web: www.iir-conferences.com/branding Branding Strategies for Telecoms Operators Tuesday...
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...combination of them, intended to identify the goods or services of one seller or group of sellers and to differentiate them from those of competitors.” a. holistic product concept b. product concept c. service concept d. brand e. brand image Answer: d Page: 260 Difficulty: Medium AACSB: Analytic Skills 4. Consumers learn about brands through ________ and product marketing programs. a. the mass media b. past experiences with the product c. the sales force d. shopping bots e. independent information sources Answer: b Page: 260 Difficulty: Medium AACSB: Analytic Skills 5. ________ is endowing products and services with the power of a brand. a. Brand image b. The branding concept c. Branding d. Brand positioning e. Brand partitioning Answer: c Page: 263 Difficulty: Easy 6. Brand ________ is the added value endowed to products and services. a. loyalty b. equity c. preference d....
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...CHAPTER-1 INTRODUCTION “Brands are like human beings. They are born, fed and nurtured, made strong and responsible so that they can be faithful friends of the people (customers), form mutually beneficial and satisfying relationships with them and become their companions for life. Such brands, make their parents (organization or corporate) proud of them. The best brands are the ones who help in forming and sustaining strong long term “parent-brand-people” relationships. These brands form the potential for present growth and future expansion. They help the organizations conquer peaks at the time of booms and stay afloat and swim at times of depression.” We come across a number of brands in our daily lives. Our morning starts with using a toothpaste (Colgate, Pepsodent or Close-up), using a bathing soap (Lux, Fairglow or Cinthol) and shampoo (Clinic All Clear or Vatika), wearing clothes ( Allen Solly, Levi’s or Raymonds), breakfast bread (Britannia or Modern) and butter (Amul) or jam (Kissan), lunch and dinner (Nature Fresh or Pillsbury flour and Safal vegetables), morning and evening tea and coffee (Tetley, Nescafe or Bru), going out in a car (Hyundai Santro, Honda Accord or Mercedes Benz). Talking on the cell phone (Motorola, Nokia, Siemens or Samsung), watching television in the evening (LG, Sony or Philips) or listening to music (Philips or Apple) etc. But how often do we think of what all a company does to put a positive imprint (fight for a shelf space) in the mind of...
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...B2B Brand Management Philip Kotler ´ Waldemar Pfoertsch B2B Brand Management With the Cooperation of Ines Michi With 76 Figures and 7 Tables 12 Philip Kotler S. C. Johnson & Son Distinguished Professor of International Marketing Kellogg School of Business Northwestern University 2001 Sheridan Rd. Evanston, IL 60208, USA p-kotler@kellogg.northwestern.edu Waldemar Pfoertsch Professor International Business Pforzheim University Tiefenbronnerstrasse 65 75175 Pforzheim, Germany waldemar.pfoertsch@pforzheim-university.de ISBN-10 3-540-25360-2 Springer Berlin Heidelberg New York ISBN-13 978-3-540-25360-0 Springer Berlin Heidelberg New York Cataloging-in-Publication Data Library of Congress Control Number: 2006930595 This work is subject to copyright. All rights are reserved, whether the whole or part of the material is concerned, specifically the rights of translation, reprinting, reuse of illustrations, recitation, broadcasting, reproduction on microfilm or in any other way, and storage in data banks. Duplication of this publication or parts thereof is permitted only under the provisions of the German Copyright Law of September 9, 1965, in its current version, and permission for use must always be obtained from Springer-Verlag. Violations are liable for prosecution under the German Copyright Law. Springer is a part of Springer Science+Business Media springeronline.com ° Springer Berlin ´ Heidelberg 2006 Printed in Germany The use of general descriptive names, registered...
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...Institut d’Administration des Entreprises ROLES AND CONSIDERATIONS OF BRAND COMMUNICATIONS IN BRANDING: ADVERTISING, BRAND ELEMENTS, ONLINE ACTIVITIES Mémoire en vue de l’obtention du Diplôme De Master II ès Sciences de Gestion Soutenu par: Mojtaba Jebreili & Dirigé par: Professeur Damien Bo Advisor: Professeur Camelia Akbari Année universitaire: 2009-2010 0 Acknowledgment First of all I want to direct my thanks to my supervisor, doctor Damien Bo and appreciate him for useful feedbacks. Secondly I appreciate my advisor, doctor Camelia Akbari for her useful comments. Finally I would like to thank my family and special thanks to my dear wife who supported me during conducting this thesis just as always. University of Nice 2010 Mojtaba Jebreili i Abstract Brand is a very important element in today's life. Brand management has become a serious task for marketing and branding departments in all firms. While branding is a comprehensive issue dealing with all parts of a company, there are some branding tasks which are specifically accomplished by marketing and branding departments or branding companies. One of these tasks is brand communications consisting of the selection and design of brand elements, advertising and online branding. This thesis focuses on a qualitative review of different aspects of brand communications, while discussing their role in branding. The main questions in this thesis are the role and considerations of brand elements, advertising...
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...consumers? Sheena , G. Naresh School of Management, Pondicherry University, Puducherry, India Abstract Branding means much more than just giving a brand name and signalling to the outside world that such a product or service has been stamped with the mark and imprint of an organization. Brands are a direct result of the strategy of market segmentation and product differentiation. A brand not only merely acts on the market, but also it organises the market, driven by a vision, a calling and an apparent design of what the category should become. Numerous brands wish only to identify completely with the category of the product, thereby expecting to control it. Today, there is a proliferation of brands in the Indian market. Brands of varying shapes, sizes, texture and many other distinctive features are available based on our choice, tastes and traditions. This varying demand is evident in any brand from the car we drive to the food we take. These brands awake interests in the consumers on the basis of the personalities they hold. Every brand thus, has its own distinct personality that appears to us in a different way in different situations. Hence, it is considered imperative for the study to investigate the significance of brand personality which will be crucial for marketers in their decision making and would eventually frame itself as an important variable for branding success. © 2011 Published by Elsevier Ltd. and/or peer-review peer-review under Symbiosis Institute Symbiosis...
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