Robert L. Williams

Global brand market‐entry strategy to manage corporate reputation

Purpose – This paper aims to present a case for the practical management of corporate reputation, in relation to two groups of concepts: communication, identity, and trust; and communication, identity, and image.Design/methodology/approach – A review of the current knowledge of corporate reputation, personality, identity, and image leads to development of a strategy framework to enhance/protect corporate reputation. A case study involving a corporate logo introduced into a developed market by an emerging multinational corporation (EMNC) is presented.Findings – The paper identifies that credibility and trust are significant elements which must be managed and communicated to maintain the firms corporate image and reputation.Originality/value – A conceptual model is presented illustrating a series of internal and external factors affecting communication and trust, which influence the customer and assist in shaping corporate reputation. The case of the EMNC Chinese corporation Haier to introduce its brand in...

Branding strategy and consumer high‐technology product

Purpose – The paper aims to propose a model to investigate the relationships between price, use, quality, and culture regarding the adoption of high‐technology branding strategy.Design/methodology/approach – Based on the identified areas of influence – price, use, quality and culture – a questionnaire was designed and randomly sent out to 70 respondents via e‐mail. At the same time, those respondents were asked to pass on the e‐mail, resulting in a total number of 94 people from 21 different countries responding to the request. The findings were evaluated and analysed by using the computer‐aided data analysis programme SPSS.Findings – The study concluded that people purchase high technology products primarily for prestige (usage) rather than to satisfy particular needs, and perception of change (culture) affected the adoption process of high‐technology.Research limitations/implications – Because of the focus of this survey to discover the incentives behind the adaptation process, the possibilities of usin...

Market Orientation and Innovators’ Success: an Exploration of the Influence of Customer and Competitor Orientation

The concepts of market orientation and innovation and their interrelationship with business success have been explored from a number of perspectives. However, research in this area has not explored the differences between start-up and mature companies. The research study acquired data from over two hundred Chief Operating Officers (CEO’s) and Managing Directors from both start-up and mature companies. The results illustrate the differences in both types of company and reveals new insights with regard to market orientation and its constituent elements and its relationship with both incremental and radical innovations. Key research results are that strong competitor orientation, a key ingredient of market orientation, has positive relationship to incremental innovation for start-up companies but it is contra productive for mature companies. In mature organizations a strong customer orientation is associated with radical innovation.

Higher Education Institution branding as a component of country branding in Ghana: Renaming Kwame Nkrumah University of Science and Technology

As Higher Education Institutions (HEI) become more marketised and increasingly promotionalised, brand building gains in intensity and names become increasingly important. This conceptual paper plans to explore the application of the Renaming Process Model which depicts the key components that impact the organization brand renaming process, regarding the renaming of the African HEI Kwame Nkrumah University of Science and Technology (KNUST). This work will not only apply the model to a service organization renaming, but will investigate it in terms of its relationship to nation branding regarding the potential to rebrand Africa such that its virtues would be widely communicated to the international community, to enhance the brand equity of the continent. Additionally, the individual African countrys ability to create brand awareness, unique competitive identity and customer loyalty is crucial in todays competitive global environment, thus the role of renaming one of its most important and visible institutions will be explored.

Sourcing or selling: the Value Flame at the Base of the Pyramid

Purpose – Much has been written concerning the value and validity of the bottom of the pyramid (BOP) model, as a strategy for multi‐national corporation (MNC) growth. The model presented in this paper adds to the discussion of strategic possibilities to tap the potential of emerging markets. This paper seeks to address these issues.Design/methodology/approach – The paper first discusses trends in economic growth in emerging markets, global strategies, and the BOP market, then analyzes the blue ocean strategy (BOS) of value innovation.Findings – The paper develops the Value Flame at the Base of the Pyramid (VFBOP) model by combining BOP and BOS strategies to potentially offer opportunities for MNC market entry as well as market supply, to drive revenues and expand global market share.Research limitations/implications – As a concept, the model must be validated by empirical and case research to ascertain the shape and dynamics of the model. Future research can establish the parameters of the flame.Originali...

Vintage Marketing Differentiation Categories and Groupings

Vintage brands and companies that dominated the markets of their era introduced 16 distinct differentiating marketing categories grouped under one of the 4Ps. Promotion: (1) saturation advertising, (2) unique promotion, (3) packaging innovation, (4) trade cards and visuals, (5) educating the consumers, (6) endorsements, (7) logos and trademarks, (8) slogans and jingles, (9) encouraging WOM. Price: (10) samples, trials, and coupons, (11) money-back guarantee, (12) loyalty programs, (13) focusing on affordability. Place: (14) self-service, (15) mail-order and catalogs, (16) door-to-door.

Vintage Marketing Differentiation Applied Today

The vintage strategies which were created over 100 years ago continue to be successfully implemented in business today. Birchbox is an example of an entire company founded on the vintage category of samples, trials, and coupons. Cinnabon implemented an effective unique promotion similar to the scented sample trade cards used by Hoyt’s. Amazon, Tide, Snickers, M&M’s, Netflix, Walmart, Iams, and Dollar Shave Club are adapting to the market environment they find themselves having to deal with.

The Marketing Differentiation Process

The marketing differentiation process involves three phases: (1) Creating product and marketing innovations. Designing a marketing innovation does not require a product innovation; however, product innovations demand marketing that emphasizes the product differentiation. (2) Implementing the differentiated marketing mix that includes strategies from the 4Ps—product, promotion, price, and place, and the additional fifth P—perception. (3) Maintaining differentiation during brand flux—the state where the identity, image, or reputation of a brand is reinforced over long periods of time in equilibrium with its environment, yet when changes and trends are recognized, adapts by altering the branding and/or positioning via revitalization, refocusing, or renaming.

Origins of Today’s Marketing and Branding Strategies

In most fields today, there exist patterns of the revitalization of earlier innovations. Product and brand marketing cyclicality can be traced back to the 1846–1946 era where differentiated marketing and branding strategies first began. By understanding these origins, and the context within which the strategies were originally employed, the value of recycling these vintage strategies or tactics based on current trends or corporate timing becomes evident.

Brand Soul in Higher Education: A Case Study of a U.S. University’s GO program

In this chapter we investigate a key factor in the branding process model – Brand Soul – as it is applied and embodied in a Higher Education Institution, and especially the impact of Brand Soul on the educational institution’s international marketing efforts. Brand Soul, defined as “the essence or fundamental nature – the authentic energy – of a brand” refers to the positive ways key internal stakeholders perceive and live the organization’s brand (Williams, 2012). The Brand Soul concept is strongly linked to stakeholder involvement, resources, and internal marketing. It also underscores the possible negative consequences when service organizations do not include employees and other internal stakeholders as co-creators during strategic brand management decisions that involve revitalizing, refocusing, renaming, or retiring activities. In particular, we analyze the Global Opportunities (GO) program at a leading U.S. university, and how it helps align the institution’s brand identity activities with the consumer’s brand image. We explore the components of GO in terms of its effect on the institution’s Brand Soul, and how an HEI’s brand soul can become an effective tool in the international marketing of higher education.