Editorial

Citation

Leventhal, R.C. (2006), "Editorial", Journal of Product & Brand Management, Vol. 15 No. 1. https://doi.org/10.1108/jpbm.2006.09615aaa.001

Editorial

Do brands have value? Marketing managers in their quest to establish, solidify or gain market share have raised this perplexing question. Yes, it is important to be perceived as having a customer centric marketing approach, but is this enough? Are we really that close to the consumer that we can truly understand what motivates and drives them to purchase and use our products/services over time? Can we create a marketing strategy that allows us to establish a positive relationship with the consumer, so that we may estimate what the lifetime value of our relationship with the consumer will be? And, of course, how is the brand perceived in light of competition?

Pappu and Quester examine the relationship between consumers’ satisfaction with a retailer and the equity they associate with the retail brand. The authors’ research indicates that retail brand equity varies with customer satisfaction. It is therefore necessary to both manage and measure customer satisfaction levels and monitor how consumer-based retailer equity and its various dimensions are affected.

James revisits Aaker and Keller’s seminal research on brand extension and then extends the frameworks presented to brand alliances. James examines the dimensions used in the original model and then attempts to (further) identify whether the brand extension dimensions can be applied to brand alliances. The author found that though some extension elements apply to alliances, the role of fit takes on particular importance whereas difficulty of making assumes a minor role. The basic extension framework can be applied to brand alliances.

Petty and Mullikin examine the regulation practices that promote brand interest. The authors present what the term the “3Cs approach” (compensation, connection and cajolery) to provide a useful conceptual model for consumer brand managers. This model allows marketing managers to consider the applicable case law and regulation for each aspect of the proposed model.

Papasolomou and Vrontis investigate the way the UK retail banking industry has sought to build and sustain a strong brand by launching an internal marketing program throughout its branch network. Their research identified four core themes that are enacted on a constant basis in order to construct some semblance of organizational “reality”. This allows the organization to be perceived as more “people service and customer oriented”.

Runyan and Huddleston examine the efficacy of downtown business districts beyond the (common) urban planning literature through application of the resource-based theory of the firm. Downtown (business districts) may act like firms (with their collection of SBUs), and therefore should possess resources that provide competitive advantages). In this study, brand identity is the most important resource a downtown (business district) can possess.

In our section on pricing, you will also find two articles that will interest you. In addition the book reviews section will also cover some pertinent topics.

Richard C. Leventhal