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The Corporate Brand
Why are there so many television programmes, books, newspapers and magazines devoted to business? Partly it is because as consumers, employees, managers and shareholders, companies define, enrich and
Living the Brand: How to Transform Every Member of Your Organization into a Brand Champion
Part 1 The Organizational Environment Chapter 1: What brands are for, why brands matter, and the impact on external communications.
The meanings of co‐creation
Purpose – The purpose of this paper is to draw attention to the diverse strands that underpin the still emerging concept of co‐creation. The paper aims to suggest that there are alternative views
Building Brands Together: Emergence and Outcomes of Co-Creation
Co-creation is a rapidly emerging area of research. However, there is a lack of understanding as to how organizations use co-creation to build relationships and generate value. How does participation
The organic view of the brand: A brand value co-creation model
The evolution of brand management has led to a new approach that views brands as social processes involving multiple stakeholders. However, there is still a lack of empirical research about how brand
Inside out: How employees build value
Typical approaches to brand building tend to focus on marketing communications. Yet it is employees, through their understanding of a company's ideology, who truly build an image of the organisation
The corporate image : strategies for effective identity programmes
This text is intended to make business people aware of their corporate image as an asset and to give guidance on implementing a corporate identity programme, defining the various types of identity
Branding on the Web: A real revolution?
Although much has been written about the marketing implications and opportunities of the ‘interactive revolution’, with particular emphasis on e-commerce and online advertising, the effect that this
How participation is changing the practice of managing brands
This article argues that branding is changing away from an organization-centric approach to one that is highly participative. The implication of this is that managers need to build networks of