The paper is positioned in the domain of destination branding and image measurement research. It investigates the perceptions people have about a destination brand and the way they organise these perceptions in their minds. It employs and further develops the brand molecule concept introduced by Lederer and Hill (2001) and its extension into the destination brand molecule by Silver and Hill (2002). The research is exemplified by creating destination brand molecules for Las Vegas, Nevada, based on a survey of 2 groups of respondents in Bulgaria and the USA. Results show that Bulgarian respondents have wider and more dispersed views about the Las Vegas brand, while USA respondents have few but more concentrated associations. Managerial implications and further research are also discussed.
{"title":"Application of Destination Brand Molecule on Destination Image and Brand Perception: An Exploratory Study","authors":"Stanislav Ivanov, S. Illum, Yating Liang","doi":"10.2139/ssrn.1586263","DOIUrl":"https://doi.org/10.2139/ssrn.1586263","url":null,"abstract":"The paper is positioned in the domain of destination branding and image measurement research. It investigates the perceptions people have about a destination brand and the way they organise these perceptions in their minds. It employs and further develops the brand molecule concept introduced by Lederer and Hill (2001) and its extension into the destination brand molecule by Silver and Hill (2002). The research is exemplified by creating destination brand molecules for Las Vegas, Nevada, based on a survey of 2 groups of respondents in Bulgaria and the USA. Results show that Bulgarian respondents have wider and more dispersed views about the Las Vegas brand, while USA respondents have few but more concentrated associations. Managerial implications and further research are also discussed.","PeriodicalId":267800,"journal":{"name":"Mgr Mkt: Branding & Brand Management (Topic)","volume":"132 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2010-04-08","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"122904335","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
The success of brands and branding over the past 100 years is a strong sign for the value adding function and benefits of brands. However, seen from an evolutionary perspective, the value brands provide can only be understood in relation to both, time and place. Brands survive and are of value, because they fulfill a certain function in consumers lives. This value however is subject to change just as consumer behavior changes, and thus brands as well are forced to adapt and review their value adding function.The postmodern consumer is different! Heavily facilitated through technology, most notably the Internet, the postmodern consumer is not a silent consumer at the end of the chain anymore. Rather he wants to be respected, heard and integrated in the value creation process. He is willing to invest time and money, but he expects authenticity and respect in exchange. As a response new concepts in marketing arise, which help us to better understand not only the new consumer but also the producer-consumer relationship. Similarly brands will not be remain unaffected. The benefits brands provided might not only decrease in importance or even become obsolete, but besides the consumer demands more from brands than a few decades ago.The phenomenon of community-brands provides valuable insights into what consumers value and expect in regard of brands. It has been argued that brands will become an experience under the new service-dominant logic of marketing and indeed a lot of exciting opportunities arise from taking an experiential and community-centered view on brands and branding. Compared to traditional brands, community brands provide some unique and valuable benefits to consumers. The fact that there is a community, which constitutes the basis of every community brand, does not only distinguish it from many other, traditional brands but furthermore accounts for a large part of its value. There lies huge social capital in the social relations of community member which is transformed into benefits. Community brands enable their members to learn, develop, connect and actively co-create. Besides these communities of passion inspire people and in many cases give meaning to peoples lives. Benefits that many traditional, corporate brands are not willing or are not able to provide.The Apache brand constitutes an impressive example of such a community brand. The Apache community not only managed to survive and grow, while many other open source communities faced troubles or even disappeared, but furthermore Apache has become a real institution and is well-known and respected within the IT area. As a community brand, Apache offers many of the benefits described above. Community members do not only respond with high loyalty towards the brand, but furthermore serve as passionate brand evangelists.
{"title":"The Value of Community-Brands","authors":"Roland Schroll, J. Füller","doi":"10.2139/ssrn.1452622","DOIUrl":"https://doi.org/10.2139/ssrn.1452622","url":null,"abstract":"The success of brands and branding over the past 100 years is a strong sign for the value adding function and benefits of brands. However, seen from an evolutionary perspective, the value brands provide can only be understood in relation to both, time and place. Brands survive and are of value, because they fulfill a certain function in consumers lives. This value however is subject to change just as consumer behavior changes, and thus brands as well are forced to adapt and review their value adding function.The postmodern consumer is different! Heavily facilitated through technology, most notably the Internet, the postmodern consumer is not a silent consumer at the end of the chain anymore. Rather he wants to be respected, heard and integrated in the value creation process. He is willing to invest time and money, but he expects authenticity and respect in exchange. As a response new concepts in marketing arise, which help us to better understand not only the new consumer but also the producer-consumer relationship. Similarly brands will not be remain unaffected. The benefits brands provided might not only decrease in importance or even become obsolete, but besides the consumer demands more from brands than a few decades ago.The phenomenon of community-brands provides valuable insights into what consumers value and expect in regard of brands. It has been argued that brands will become an experience under the new service-dominant logic of marketing and indeed a lot of exciting opportunities arise from taking an experiential and community-centered view on brands and branding. Compared to traditional brands, community brands provide some unique and valuable benefits to consumers. The fact that there is a community, which constitutes the basis of every community brand, does not only distinguish it from many other, traditional brands but furthermore accounts for a large part of its value. There lies huge social capital in the social relations of community member which is transformed into benefits. Community brands enable their members to learn, develop, connect and actively co-create. Besides these communities of passion inspire people and in many cases give meaning to peoples lives. Benefits that many traditional, corporate brands are not willing or are not able to provide.The Apache brand constitutes an impressive example of such a community brand. The Apache community not only managed to survive and grow, while many other open source communities faced troubles or even disappeared, but furthermore Apache has become a real institution and is well-known and respected within the IT area. As a community brand, Apache offers many of the benefits described above. Community members do not only respond with high loyalty towards the brand, but furthermore serve as passionate brand evangelists.","PeriodicalId":267800,"journal":{"name":"Mgr Mkt: Branding & Brand Management (Topic)","volume":"21 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2009-08-14","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"114509314","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Intellectual property holders have invested significant resources into Second Life in pursuit of customers and virtual market share. 15.8 million residents are available to hear your message. Within this virtual world, however, they have found age old intellectual property problems: counterfeiters with virtual Herman Miller furniture and Rolex watches. Similarly, participants have become residents of Second Life for the opportunity to develop virtual intellectual property. Virtual art galleries, magazines, and bar associations have sprung up. The United States Patent and Trademark Office has granted registration to virtual trademarks created within Second Life. Both real world and virtual world intellectual property holders have come to Linden Research’s Second Life on the premise that their intellectual property would be protected. Is it? How should the added exposure of a virtual intellectual property portfolio be managed by an intellectual property right holder? Recently filed complaints indicate that Linden Lab’s “commercially reasonable efforts” may not be sufficient. In fact, they may be detrimental to the intellectual property owner. Here, I will discuss suits filed against Linden Lab regarding Second Life’s intellectual property protection. The complaints are illustrative of the peril in having intellectual property rights be privately adjudicated and enforced.
{"title":"The Second Life of Intellectual Property","authors":"B. Gilbert","doi":"10.2139/SSRN.1409091","DOIUrl":"https://doi.org/10.2139/SSRN.1409091","url":null,"abstract":"Intellectual property holders have invested significant resources into Second Life in pursuit of customers and virtual market share. 15.8 million residents are available to hear your message. Within this virtual world, however, they have found age old intellectual property problems: counterfeiters with virtual Herman Miller furniture and Rolex watches. Similarly, participants have become residents of Second Life for the opportunity to develop virtual intellectual property. Virtual art galleries, magazines, and bar associations have sprung up. The United States Patent and Trademark Office has granted registration to virtual trademarks created within Second Life. Both real world and virtual world intellectual property holders have come to Linden Research’s Second Life on the premise that their intellectual property would be protected. Is it? How should the added exposure of a virtual intellectual property portfolio be managed by an intellectual property right holder? Recently filed complaints indicate that Linden Lab’s “commercially reasonable efforts” may not be sufficient. In fact, they may be detrimental to the intellectual property owner. Here, I will discuss suits filed against Linden Lab regarding Second Life’s intellectual property protection. The complaints are illustrative of the peril in having intellectual property rights be privately adjudicated and enforced.","PeriodicalId":267800,"journal":{"name":"Mgr Mkt: Branding & Brand Management (Topic)","volume":"13 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2009-06-07","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"125585857","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
This paper investigates situations where a sizeable sub-set of consumers prefer an inferior (dominated) offer made by an established brand to a superior (dominating) offer made by a less-established brand. Established brands are those for which consumers hold more confident beliefs concerning overall quality. Through a series of eight experiments, we test the hypothesis that the preference for a dominated established brand is linked to ambiguity aversion, a seemingly unrelated pattern of choice behavior between monetary gambles. We first show a correlation between ambiguity aversion and the preference for dominated established brands. We then demonstrate that the preference for established brands is enhanced when ambiguity aversion is made more salient in unrelated preceding choices. To further study the ambiguity-reducing properties of established brands, the last experiments assign brand names to monetary gambles, and it appears that (a priori unrelated) established brand names increase the likelihood of choosing ambiguous gambles. Overall, this research argues that brand equity for longstanding brands derives (at least in part) from consumers' tendency to avoid ambiguity.
{"title":"Ambiguity Aversion and the Power of Established Brands","authors":"A. Muthukrishnan, Luc Wathieu","doi":"10.2139/ssrn.1072909","DOIUrl":"https://doi.org/10.2139/ssrn.1072909","url":null,"abstract":"This paper investigates situations where a sizeable sub-set of consumers prefer an inferior (dominated) offer made by an established brand to a superior (dominating) offer made by a less-established brand. Established brands are those for which consumers hold more confident beliefs concerning overall quality. Through a series of eight experiments, we test the hypothesis that the preference for a dominated established brand is linked to ambiguity aversion, a seemingly unrelated pattern of choice behavior between monetary gambles. We first show a correlation between ambiguity aversion and the preference for dominated established brands. We then demonstrate that the preference for established brands is enhanced when ambiguity aversion is made more salient in unrelated preceding choices. To further study the ambiguity-reducing properties of established brands, the last experiments assign brand names to monetary gambles, and it appears that (a priori unrelated) established brand names increase the likelihood of choosing ambiguous gambles. Overall, this research argues that brand equity for longstanding brands derives (at least in part) from consumers' tendency to avoid ambiguity.","PeriodicalId":267800,"journal":{"name":"Mgr Mkt: Branding & Brand Management (Topic)","volume":"116 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2007-11-29","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"124306851","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
An increasing interest in the continuous evaluation of brand performance has been observed in both managers and academics over recent past using metrics approach. This paper discusses the essential components of a brand metrics strategy and application of brand scorecard as an integrated approach to measure the overall performance of brands. The discussion delineates the process as how different constituents of metrics can be linked to business performance. It has also been argued in the paper that brand management is not just a marketing issue; it also directly affects corporate profitability. Effective brand portfolio management starts by creating a fact base about the equity in each brand and the brand's economic contribution.
{"title":"Brand Metrics: A Tool to Measure Performance","authors":"D. Rajagopal","doi":"10.2139/ssrn.964695","DOIUrl":"https://doi.org/10.2139/ssrn.964695","url":null,"abstract":"An increasing interest in the continuous evaluation of brand performance has been observed in both managers and academics over recent past using metrics approach. This paper discusses the essential components of a brand metrics strategy and application of brand scorecard as an integrated approach to measure the overall performance of brands. The discussion delineates the process as how different constituents of metrics can be linked to business performance. It has also been argued in the paper that brand management is not just a marketing issue; it also directly affects corporate profitability. Effective brand portfolio management starts by creating a fact base about the equity in each brand and the brand's economic contribution.","PeriodicalId":267800,"journal":{"name":"Mgr Mkt: Branding & Brand Management (Topic)","volume":"7 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2007-02-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"127753689","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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