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Brand Management Capability and Brand Performance
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Brands are intangible assets that provide companies with the potential to extract higher rents or prices from customers. However, only few organizations are able to build and sustain brands over a long period of time. Brand management capability - the organization's ability to build and sustain brands becomes important for achieving sustainable competitive advantage. Despite the importance of brand management capability to organizations, majority of the brand management literature has primarily focused on the consumer perspective of brands. This gap in knowledge about the components of brand management capability impedes firms from replicating brand successes, and makes them reliant on brand managers. More recently, there have been multiple calls in literature to identify marketing-related organizational capabilities, which can provide organizations with a sustainable competitive advantage. The focus on developing marketing-based capabilities comes at a time when marketing is losing its influence in organizations. To this end, the current dissertation uses organizational capability theory and literature on brand management to identify the primary resource (intellectual capital comprising of structural, human, and relational capital), organizational culture type (clan, adhocracy, hierarchy, and market), and processes (strategic brand management, internal branding, and market information processes comprising of information acquisition, information transmission, conceptual utilization, and instrument utilization), that constitute the brand management capability. This dissertation also examines the association among various components of brand management capability and brand performance. A survey-based technique was used to gather data from individuals responsible for managing brands. The data was analyzed using PLS-SEM. The results indicate that human capital, relational capital, market and hierarchy culture types, internal branding, strategic brand management, and instrument utilization are positively associated with brand performance. Structural capital, clan and adhocracy culture types, information acquisition, information transmission, and conceptual utilization are not associated with brand performance. From a research standpoint, this dissertation contributes to the …
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Can Imagination Travel the Distance? Investigating the Role of Psychological Distance and Construal Level in Consumers' Elaborative Approach
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Much of consumer behavior research focuses on how consumers process and evaluate information to make current decision. In contrast, many consumer choices ares are underpinned by the need to make choices that incorporate the past or future, other places, other people and other situations that are seemingly hypothetical. The imagination provides the chief means by which consumers are able to traverse this psychological distance. Construal Level Theory (CLT) explains how individuals are able to plan for the future, consider the perspective of another individual and even consider situations that are counter to reality. Construal mindsets are enacted when people form mental representations of distant objects, people, or places. In abstract construal mindsets, individuals think generally, in terms of global features of an object, person, or situation. On the other hand, concrete construal mindsets center around the detailed aspects of an object, person, or situation. These two different construal mindsets serve to help people cope with the uncertainty of the future. This is because abstract cosntruals are more likely than concrete construals to remain unchanged as distance from a future object, person, or place reduces. A number of consumer behavior settings require the use of the imagination. Sticking to a weight loss and or fitness plan, planning a vacation trip, saving for retirement and imagining what birthday gift a friend will enjoy all require imagining a psychologically distant state. Marketers generally seek to stimulate consumption by requiring consumers to imagine a consumption setting. This dissertation uses CLT to guide the hypotheses, as CLT explains how individuals deal with psychological distance by adopting a construal mindset. CLT explains differences in information processing associated with adopting a specific construal mindset and suggests how construal mindsets impact consumer information elaboration processes. This study will contribute to CLT by addressing an understudied be related area: …
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Goodbye Seems to be the Hardest Word: Investigating Why, When, and How to Delete Brands
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Branding dates back to centuries ago when traders were trying to distinguish their products from others in order to promise a higher quality to their consumers. Today, brands are considered as intangible resources that can have a significant contribution to the firm performance. Based on the Resource-Based Theory (RBT), valuable, rare, inimitable, and non-substitutable brands are strategic resources that create superior value and play a key role in achieving a sustainable competitive advantage over rivals. In the process of developing and maintaining strong brands, brand managers constantly need to make multiple decisions. Whether to add, delete or retail brands are among the routine decisions that brand managers face in managing their brand portfolios. Brand managers need to regularly assess their brand portfolios in order to make sure they are not selling redundant brands. Through brand portfolio assessment, brand managers can recognize weak brands and delete the unprofitable brands from the portfolio in order to free up resources and reinvest them in their stronger and more successful brands to gain competitive advantage in the market. This admonition is in line with the RBT of competitive advantage. This dissertation builds upon and extends previous literature on RBT in the context of brand deletion to achieve three main objectives. The first objective is to find the answer to why companies decide to delete brands from their portfolios. Thus, the focus of the first objective is to identify the organizational (i.e., firm, managerial, and brand) factors that drive the brand deletion strategy in a company. The second goal is to find the answer to the when question through identifying the environmental (i.e., market) factors associated with brand deletion decision making in a company. Finally, the third objective is to go deeper and investigate the different types of brand deletion strategy (i.e., merge, sell, milk, …