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List of tables

5.1

Product and corporate branding

51

5.2The internal and external supporting themes adding up to

 

brand identity

59

5.3

Three perspectives on organizational culture

66

5.4

Detecting identity gaps

73

5.5

Aligning identity gaps

74

6.1

A simple version of a matrix array

100

7.1Creating brand personality in accordance with the consumer

 

self construct

140

8.1

Relationship forms

161

8.2Differences between the information-processing and the

 

experiential consumer perspective

174

9.1

Variations of brand community

190

10.1A comparison between the mindshare branding model and the

 

cultural branding model

220

10.2

The postmodern and the post-postmodern branding paradigm

223

11.1

The roles of brands

251

11.2

Four brand management paradigms

254

11.3

A comparison of axioms across four branding models

255

11.4

Comparison of brand management categorizations

256

List of boxes

3.1

Overview of brand management 1985–2006

26

4.1Economic man: individual and societal maximization in a

supermarket checkout queue

32

4.2Transactional versus relational perspective on brand

 

management

36

4.3

Regression analysis

41

5.1

The identity concept adopted from marketing

49

5.2

From product to corporate branding at Lego

52

5.3

Is identity enduring?

54

5.4

Culture in the identity approach

58

5.5

Misaligned identities: the case of Body Shop

63

5.6

Doing a study of brand identity yourself

69

5.7

Living the brand: all about the people of Quiksilver

75

5.8

Do’s and don’ts of the identity approach

76

6.1

Memory representations

90

6.2

Heuristics are important in low-involvement categories

92

6.3

How to structure brand associations

96

6.4

Projective techniques

101

6.5

Map out customers’ brand associations yourself

102

6.6

Things to consider when choosing the right brand name

105

6.7

Six managerial guidelines

107

6.8

Do’s and don’ts of the consumer-based approach

109

7.1

Oil of Olay: female consumers’ hopes and dreams

126

7.2

Archetypes and brand personality

131

7.3

Ordinal scales applied

135

7.4

Interval scales applied

135

7.5‘Six steps’ method of exploring and measuring brand

 

personality

137

7.6

Brand personalities in practice

141

7.7

When good brands do bad

145

7.8

Do’s and don’ts of the personality approach

146

8.1Customer relationship management and brand relationship

theory

152

xii

List of boxes

 

8.2

Background of the brand relationship theory

159

8.3

The complexity of a relationship

164

8.4

Depth is preferred to breadth

167

8.5

Stories can be helped along

167

8.6

Conduct a long interview yourself

169

9.1

Who owns the Apple brand now?

184

9.2

Getting too close?

193

9.3

Solving the insider/outsider dilemma

193

9.4

Quantitative triangulation of qualitative data

194

9.5How to do an ethnographic study of a brand community

 

yourself

195

9.6

Insights from the Volkswagen ‘Beetle’ community

198

9.7

Do’s and don’ts in the community approach

200

9.8Libresse: the community principles applied to fast-moving

 

consumer goods

202

10.1

Macro-level culture defined

209

10.2

How Snapple became an iconic brand

218

10.3

Civic responsibilities or cultural branding?

221

10.4

Doing semiotics

225

10.5

Doing a cultural study yourself

227

10.6

The versatile brand manager of the cultural approach

230

10.7

Just another legal case or an early warning sign?

232

10.8

A citizen-artist brand?

232

10.9

Do’s and don’ts in the cultural approach

234

Foreword

Leslie de Chernatony

Given the research I have undertaken over the years helping managers understand the nature of their brand and the opportunities for strategically growing brands, I am delighted to write the foreword for this insightful and most timely book. The authors have done an extremely thorough job, diligently working through the brand research literature to devise seven perspectives from diverse schools of thought about perceptions of brands. From this typology, among other things, they consider how the all-important brand equity is created and managed. The authors are to be congratulated on grounding this text so expertly in the literature yet still enabling management implications to be wisely crystallized.

Seeking to elucidate the nature of a brand is a daunting task, since brands are like amoeba, constantly changing. At the most basic, brands start life in brand planning documents, evolving as pan-company teams revise their ideas. Ultimately, after being finessed by stakeholders in the value chain, brands reside in the minds and hearts of consumers – hopefully in a form not too dissimilar from that desired by the firm. The research neatly synthesized in this text coherently brings more understanding to the challenge of understanding a corporation’s brand and managing its growth trajectory. It is clear from the authors’ work why diverse interpretations exist about the nature of brands.

From this well argued text it can be appreciated that one of the challenges managers face is finding a suitable metaphor to ensure common understanding of the firm’s brand. Without this, supporting brand resources may not be coherently integrated. Furthermore, under the service dominant logic paradigm, it is more widely recognized that brands are co-created through stakeholder interactions. Managers not only have to understand each other’s understanding and inputs to brand building, but also to recognize the way brand communities want to shape the brand.Again, the authors helpfully elucidate the importance of brand communities.

There is much in this book that makes it an inspirational read.

Leslie de Chernatony Professor of Brand Marketing Birmingham University Business School

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