Editorial

Citation

Leventhal, R.C. (2012), "Editorial", Journal of Product & Brand Management, Vol. 21 No. 1. https://doi.org/10.1108/jpbm.2012.09621aaa.001

Editorial

Article Type: Editorial From: Journal of Product & Brand Management, Volume 21, Issue 1

The literature is replete with all types of examples of what it takes for a company to understand what and who their market is, and then focus their efforts on creating a brand. The intent is to not only successfully enter a market, but (hopefully) gain a dominant share of the market over time. But compounding this problem is the inherent nature of competing in a global market that is not homogeneous, but fractured at best. How do you know where brand opportunities exist, and if so, what are the odds of succeeding in your branding efforts? How do you deal with the consumer? What about consumer perception(s) as they relate to specific brands?

Beneke, Greene, Lok and Mallett investigate the perceived risks that consumers associate with premium grocery private label brands in South Africa, and to understand which of these risks significantly affect their purchase intention. The authors found that functional and time risk both have a significant negative influence on consumers’ purchase intention of premium grocery private label brands while financial, psychological, physical and social risk do not significantly influence their purchase intention.

Thompson and Strutton explore the value of using brand alliances. Or co-branding strategies, to influence consumer perceptions of new brand extensions under circumstances where the firm (parent brand) introduces new products that will be targeted to product categories within which the parent brand has a low initial degree of perceptual fit. Fit between the co-brand and the new extension product apparently should be the driving factor in selecting best partnering brands for alliances.

Hu, Liu, Wang and Yang examine the role of functional and symbolic image congruity in Chinese consumers’ brand preferences in the auto market, and the role of brand familiarity in moderating the relationship between brand image congruity and consumers’ preferences. The authors found that symbolic image congruity had a negative impact on Chinese consumers’ brand preference when a brand’s perceived symbolic image is higher than consumers’ ideal expectations, and brand familiarity does not moderate the role of symbolic image congruity in Chinese consumers’ brand preferences.

Pitta and Pitta examine the new product development process and focus in on a specific strategy referred to as the “Blue Ocean” strategy. They examine the tools developed for applying “Blue Ocean” concepts to strategy. The authors then applies this “Blue Ocean” approach to the new product development process with the objective of developing new products and services that are unhindered by competitive offerings. The authors also integrate the elements of “Blue Ocean” strategy into a strategic opportunity product development matrix that may guide the marketing practitioner.

Olson examines the brand impact of consumer knowledge regarding common suppler and shared product specifications between manufacturer and private label brands. Manufacturer brands that supply private labels need to make sure that this information does not reach consumers and/or ensure that their own brand version remains superior to the private label. In addition, retailers that use well-known manufacturer brands as suppliers of their high-quality private labels might want to share this information with customers as a means of improving attitudes towards the private label and retailer brands.

In this issue you will also find our Pricing Strategy and Practice section, as well as our Book Review section.

Richard C. Leventhal