Editorial: Brand Research Imperatives: Summary Observations
Editorial: Brand Research Imperatives: Summary Observations
The topic of branding and brand management has clearly become an important management priority in the past decade or so. Accordingly, academic research has covered a number of different issues that have collectively advanced our understanding of brands. Before considering imperatives in brand research, it is worthwhile to take some stock of the progress that has been made and the kinds of generalisation that have emerged from this academic research. The following comments are based on an in-depth review of academic research prepared as background for a chapter to appear in a handbook targeting graduate students in marketing.1
SUMMARY OBSERVATIONS
Prior academic research has convincingly demonstrated the power of brands. Branding effects are pervasive, and the impact of virtually any marketing activity seems to be conditioned or qualied by the nature of the brands involved. In particular, consumer response to a product and its prices, advertising, promotions and other aspects of the marketing programme have been shown to depend on the specic brands in question. In understanding how these effects are manifested, essentially all the theoretical approaches one way or another interpret these branding effects in terms of consumer knowledge about the
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brand and how that knowledge affects consumer behaviour. The particular dimensions or aspects of brand knowledge that drive these differences vary, however, by theoretical account and by the particular problem being investigated. Similarly, the exact mechanism involved also varies according to the brand setting under study. Because of the primary explanatory role that brand knowledge plays as an antecedent, however, branding effects are highly dependent on the context involved. Highlighting brand-related information can activate certain brand associations and not others in a manner to produce different outcomes. This differential accessibility may be a result of the cues in the marketing environment from the marketing programme or through other means. Branding effects can thus be surprisingly complex. Moreover, there is inherent complexity with brands themselves as brand names, logos, symbols, slogans, etc all have multiple dimensions which each can produce differential effects on consumer behaviour. As a result, brand management challenges can be especially thorny. There are a number of input variables that come into play and a number of outcome variables that may be of interest. Only by understanding the totality of the possible antecedents and consequences of brand marketing activity and the possible mechanisms involved can proper analysis be conducted and decisions executed.
HENRY STEWART PUBLICATIONS 1350-231X BRAND MANAGEMENT VOL. 9, NO. 1, 46 SEPTEMBER 2001
EDITORIAL
marketing activity to actual brand performance. To senior management, it is especially important to develop highly reliable brand valuation techniques and means of assessing returns on brand investments. Of critical importance in that regard is achieving a better understanding of the value and contribution of brands in various joint branding contexts and arrangements be it with another brand, a person, an event, or whatever. Obtain a greater understanding of how meaning transfers to and from brands. As brands are often linked with other entities people, places, companies, brands, events, etc it is important to understand how the knowledge about these other entities impacts brand knowledge. In what ways do the images of country of origin or country of brand, celebrity spokespeople, retail store, etc change or supplement the image of a brand? At the same time, it is important to understand how the meaning of a brand transfers to other brands, products, etc. Consider organisational internal branding issues. A relatively neglected area of branding is prescriptive analysis of how different types of rms should best be organised for brand management. Additionally, there needs to be more insight into how to align brand management within the organisation, and those efforts directed to existing or prospective customers outside the organisation. Develop more rened models for specic application areas of branding. Finally, greater attention must be applied to understanding similarity and differences in branding for different
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HENRY STEWART PUBLICATIONS 1350-231X BRAND MANAGEMENT VOL. 9, NO. 1, 46 SEPTEMBER 2001
EDITORIAL
types of application areas. Obviously, one priority area of study is virtual branding and how brands should be built on the Internet. In a general sense, how broadly applicable are the guidelines that emerge from academic research? Which principles are valid and which ones need to be modied or supplemented in some way? The challenge in pursuing research in these various areas will be to achieve
the necessary rigour to satisfy the highest academic standards while also achieving the necessary relevance to satisfy the most demanding industry practitioners. Kevin Lane Keller Editorial Board
References
(1) Keller, K. L. (2001) Branding and brand equity, in Weitz, B. and Wensley, R. (Eds) Handbook of Marketing, forthcoming.
HENRY STEWART PUBLICATIONS 1350-231X BRAND MANAGEMENT VOL. 9, NO. 1, 46 SEPTEMBER 2001