Editorial

Citation

Leventhal, R.C. (2010), "Editorial", Journal of Product & Brand Management, Vol. 19 No. 3. https://doi.org/10.1108/jpbm.2010.09619caa.001

Editorial

Article Type: Editorial From: Journal of Product & Brand Management, Volume 19, Issue 3

Much as we would like to consider the fact that to succeed in the marketplace a company must constantly strive to be certain that their brand attains positive recognition and acceptance, we must also consider consumer perception in terms of both the company and their brand. Gauging consumer acceptance of a brand may be measured in terms of market share and/or sales. But given the fact that the global marketplace presents many opportunities and problems, better insights as it pertains to how and why the consumer accepts or rejects various brands becomes necessary in order to achieve success in terms of a market strategy. Greater insight into the consumer’s role in the success or failure of a brand must be considered.

Broyles, Leingpibul, Ross and Foster test whether an antecedent/consequence brand equity model developed with Americans holds up with Chinese, and also examine whether brand equity’s functional (utilitarian) and experiential (emotive) facets have (dis)similar significance in a cross-cultural setting. The authors provide a foundation for future cross-cultural brand equity research and provide empirical insight that the similar significance of brand equity and its antecedents are such that firms may benefit from using standardized marketing strategies in cross-cultural settings.

Arslan and Altuna investigate the effects of fit, familiarity, perceived quality and attitude towards the brand on product brand images after an extension and also examine whether the product image of a brand is diluted as a result of brand extension. The authors found that the higher the image of a brand, the more dilution that occurs. This information should provide a cautionary note for those companies that are extending into different product categories.

Tang, Chen and Xiao developed a conceptual model that enables understanding consumer purchase decisions in relation to the first customized products, including steps of the decision process, and the determinants and consequences of each step. The author’s model is different from the process of the more traditional models of consumer decision mainly in three aspects, as outlined in detail by the authors.

Roberts and Alpert put forth a total engagement model which would allow a company to focus on aligning all activities of the company on a unified plan for customer engagement, including advertising, service, products and the internal culture. The proposed model is fairly comprehensive and integrates, and clearly explains with emphasis on actionability, how to design and operationalize a growth plan driven by increasing customer engagement. This approach will be of interest to marketing managers who seek to integrate a comprehensive brand management model throughout the company in order to maximize growth potential.

Devasagayam, Buff, Aurand and Judson examine the appropriateness of a brand community within an internal branding framework. Intraorganizational brand communities are presented as a viable strategic possibility for targeting internal branding participants. Results lend strong support to the need for and efficacy of internal brand communities, and provide an opportunity to examine the strategic synergies of pursuing such a strategy for internal as well as external audiences.

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

Richard C. Leventhal