In an ever more transparent, digitalized, and connected environment, customers are increasingly pressuring brands to embrace genuine corporate social responsibility (CSR) practices and co-creation ...activities. While both CSR and co-creation are social and collaborative processes, there is still little research examining whether CSR can boost co-creation. In addition, while previous research has mainly related co-creation to emotional outcomes (e.g., customer affective commitment), limited empirical research has related it to rational (e.g., customer trust) and behavioral outcomes (e.g., customer loyalty). To address these shortcomings in the literature, this paper examines the influence of CSR on customer loyalty, considering the mediating roles of co-creation and customer trust. It also investigates the influence of co-creation on customer trust. The data were collected in Spain in late 2017 using an online survey, and the sample contained 1101 customers of health insurance services brands. Structural equation modeling was used to test the hypothesized relationships simultaneously. The results show that CSR influences customer loyalty both directly and indirectly through co-creation and customer trust. However, the indirect impact is the stronger of the two, implying that embracing co-creation activities and developing customer trust can make it easier for CSR practices to enhance customer loyalty. In addition, co-creation has a direct effect on customer trust.
In this article we chart the evolution of corporate brand management from an organization-centric view based on control to one rooted in a participative cocreated perspective where multiple ...stakeholders help to build and enrich the brand. This shift challenges many of the traditional models of corporate brand management and recognizes the importance of meeting the needs and desires of stakeholders through the adoption of a conscientious approach built on responsibility and a commitment to fairness. We illustrate our argument with such examples as Danone, SAP, Tata, Unilever and Patagonia and conclude with a research agenda to explore further the nascent field of conscientious corporate brands.
Customers are increasingly talking positively about brands that are socially responsible and authentic. However, little empirical research has related corporate social responsibility (CSR) to brand ...authenticity and brand authenticity to customers’ positive word-of-mouth. Moreover, although highly attractive alternative brands are increasingly appearing in the marketplace, there is a lack of research examining the role of alternative attractiveness in the relationship between CSR and brand authenticity. We address these shortcomings in the literature drawing on data from 1,101 customers of insurance services brands and analyze them using structural equation modeling. The findings show that CSR is positively related to customers’ positive word-of-mouth, both directly and indirectly, through brand authenticity. Moreover, alternative attractiveness positively moderates the effect of CSR on brand authenticity. This implies that CSR can act as a differentiation mechanism to further enhance the focal brand’s authenticity, when an alternative brand is perceived as highly attractive.
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4.
Building Brands Together Ind, Nicholas; Iglesias, Oriol; Schultz, Majken
California management review,
05/2013, Volume:
55, Issue:
3
Journal Article
Peer reviewed
Co-creation is a rapidly emerging area of research. However, there is a lack of understanding as to how organizations use co-creation to build relationships and generate value. How does participation ...emerge and what outcomes does it deliver? To generate insight into the co-creation process, we created an online brand community. Our findings show that people participate in a community because it offers them the chance to find fulfillment, to express their creativity, and to socialize. The findings have significant implications for marketing, branding, and research professionals because the research shows that managers have to see participants as integral to the brand.
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IZUM, KILJ, NUK, OILJ, PILJ, SAZU, UKNU, UL, UM, UPUK
Purpose
– The purpose of this paper is to build a comprehensive conceptual framework of internal branding, to demarcate this field from employer branding and to develop an updated definition of ...internal branding that incorporates the findings of the literature review and emerging views in branding.
Design/methodology/approach
– This research conducts a systematic review of the internal branding and employer branding literature following previously established procedures.
Findings
– The major findings of this research are that internal branding comprises five key components within a supportive corporate culture, namely, brand ideologies, brand leadership, brand-centred human resource management (HRM), internal brand communication and internal brand communities; and that internal branding is related yet distinct from employer branding in its discipline, focus, components, outcomes and the role of the brand. The paper concludes with a comprehensive definition of internal branding derived from the conceptual framework and recent trends in branding, in addition to directed suggestions for future research in the field.
Research limitations/implications
– This research highlights areas for future research within internal branding, including the need for further research on internal brand communities and how brands can “internally brand” brand partners.
Practical implications
– The research highlights the company-wide and brand partner-wide effort required in internal branding, in addition to the necessity of a supportive corporate culture.
Originality/value
– This is the first review of internal branding and employer branding that aims to differentiate between the constructs and build a conceptual framework of internal branding, by drawing from the fields of HRM, marketing, branding and general management.
The recent rise in ethical consumerism has seen increasing numbers of corporate brands project a socially responsible and ethical image. But does having a corporate brand that is perceived to be ...ethical have any influence on outcome variables of interest for its product brands? This study analyzes the relationship between perceived ethicality at a corporate level, and brand trust, brand affect and brand loyalty at a product level. A theoretical framework with hypothesized relationships is developed and tested in order to answer the research question. Data have been collected for 45 product categories in the fast moving consumer goods sector using a panel of 4,027 Spanish consumers. The proposed relationships are tested using structural equations modeling. The results suggest there is a positive relationship between perceived ethicality of a brand and both brand trust and brand affect. Brand affect also positively influences brand trust. Further, brand trust and brand affect both show a positive relation with brand loyalty. The managerial and academic implications of the results are discussed.
Desire is big business. If companies can create true desirability for their brands, customers will not only express preference and loyalty, they also show a willingness to act as brand champions, ...participate in online communities, co-create innovative ideas, and show the sort of commitment that is normally associated with fervent employees. However, desire doesn't just happen. Brands need to nurture it by offering both security and surprise. This isn't just about marketing, but rather a reflection of an organization-wide culture and perspective. Using international case studies, Brand Desire explains how companies can engage customers emotionally and create value for them. Managers can successfully build and maintain brand desire through specific strategies and tools, such as: promoting a principles-driven organization that is grounded in its heritage and distinctive competences; creating a supportive culture that encourages the active participation of people in brand development; providing an opportunity for people to communicate more with each other and to encourage socialization through communities and events; and offering outstanding experiences: being consistent in delivery, from first communications through to after-sales service and support. In a crowded sales environment, brand desire can elevate any product or service so that it stands out from the crowd - and stays there. Brand Desire demonstrates how desirable brands are about desirable experiences, and shows what companies can do to maximize those experiences for their customers.
The purpose of this article is to study the direct and indirect relationship between brand experience and brand loyalty. The authors propose that the relationship is mediated by affective commitment. ...A survey-based quantitative approach is used to test the hypotheses based on the proposed theoretical model that delineates the relationships between brand experience, affective commitment and brand loyalty. The data were collected using traditional pen and paper as well as online surveys and were analysed using Structural Equations Modelling. The analysis suggests that affective commitment mediates the relationship between brand experience and brand loyalty for all three product categories that were studied (cars, laptops and sneakers). The article extends the understanding of the brand experience construct by studying its influence on brand loyalty and also by incorporating affective commitment as a mediating variable. In our sample, the findings support the fact that developing brand experience influences customer loyalty only through affective commitment.
Building a favorable sensory brand experience is crucial in services settings to strengthen the competitive position of a brand and its equity. However, little empirical research exists in this area. ...Additionally, and surprisingly, most of the research on service brand experience neglects the importance of employees. This study investigates the effect of sensory brand experience on brand equity in the banking industry, through customer satisfaction and customer affective commitment. It also examines whether employee empathy moderates the impacts of sensory brand experience on customer satisfaction and customer affective commitment. Based on data collected through a panel of 1739 customers, the hypothesized structural model is tested using path analysis. Results show that sensory brand experience has a positive indirect impact on brand equity, through customer satisfaction and customer affective commitment. Customer satisfaction positively influences customer affective commitment, and employee empathy negatively moderates the relationship between sensory brand experience and customer satisfaction.
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GEOZS, IJS, IMTLJ, KILJ, KISLJ, NLZOH, NUK, OILJ, PNG, SAZU, SBCE, SBJE, UILJ, UL, UM, UPCLJ, UPUK, ZAGLJ, ZRSKP
Traditionally, corporate brand identity was considered to be directed and controlled by managers. However, more recent research has begun to recognize the limits of this view, which has led to the ...emergence of a stakeholder-driven, dynamic perspective, in which multiple stakeholders co-create diverse corporate brand meanings. This perspective argues that while managers have influence over the essence of the corporate brand, other stakeholders imprint and share their own interpretations. To better understand the process of corporate brand identity co-creation, we used a case study method with multiple cases, involving five small and medium sized business-to-business (B2B) corporate brands. We specifically chose B2B corporate brands, because they are often built on long-term and close relationships with diverse stakeholders, serving as a solid ground for illustrating the process of co-creation. To obtain the necessary depth of insight, we conducted 37 semi-structured interviews. Our research shows that corporate brand identity co-creation in B2B contexts is an ongoing dynamic process where multiple internal and external stakeholders engage in four different but interrelated performances: communicating; internalizing; contesting; and elucidating.
•Corporate brand identity is co-created and in constant flux.•Corporate brand identity originally stems from the founders' values.•Stakeholders engage in four performances that co-create corporate brand identity.•Stakeholder performances are: communicating, internalizing, contesting, elucidating.•Data are collected from SMEs, which constitute a big part of business markets.
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GEOZS, IJS, IMTLJ, KILJ, KISLJ, NLZOH, NUK, OILJ, PNG, SAZU, SBCE, SBJE, UILJ, UL, UM, UPCLJ, UPUK, ZAGLJ, ZRSKP
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