1. Explain the concepts of reputation capital, corporate identity and the four elements of the expanded reputation formula of Doorley and Garcia (2015)
In an increasingly disintermediated information world, keeping a decent corporate reputation is more challenging than ever. The speed knowledge of spreads and our greater access to a wider media means "big bad news" easily gets to your phone in the space of your homeward journey (Grossman). Even though this is a nonprofit organization, it is run like a corporation. Just like a corporation, this organization has to keep up its image. Image management and finical performance have been closely related. Reputation is conceptualized by means of a two-dimensional
strong corporate brand are closed or small gaps between vision, culture and image. The relations
Finally, Shamma (2011) claims that total brand equity consists of product and corporate brand equity which depends on company’s market, social and financial performance. Furthermore, there is a positive relationship between company’s corporate brand and socially responsible marketing and total brand equity (Shamma, 2011). Similarly, Grace and King (2011) talks about employee brand equity, which is the result of positive and productive employee brand-related behaviour and is strongly linked with brand’s strength (Grace and King, 2011). In contrast, Kay (2004) argues that corporate branding differs from product and service branding as it is aimed at different target audiences. For instance, corporate branding usually targets company’s shareholders and employees whereas product and service branding is focused on consumers who are not really interested in corporate brand identity (Kay, 2004). However, it is also claimed that some companies, especially those that started as niche businesses that appealed to small segments of socially conscious customers succeeded in creating strong and distinctive corporate brands. Referring to CC and Jim Beam corporation consumers are not that concerned about company’s overall image, however introduction of corporate social responsibility and socially
A company’s reputation is based on their decisions, the effect of their decisions, and the employees of the company. If a company takes pride in ethical business, they will benefit from a good reputation. More
In doing things better the next time and in accordance to campaign assessments, organizations are safeguarding their reputations. Reputation is a core asset of an organization and creates barriers to competitive threats (Schreiber, 2011). Established reputations hinder competitive mobility and deliver returns to organizations because they are difficult to emulate (Schreiber, 2011). A solid reputation evokes that the products and/or services offered by the organization are of higher quality (Carmeli & Tisler, 2005) and that the firm is
When consumers hear the word personal branding, they will automatically associated personal branding with corporate branding (Gail (2010), When a company has established a good reputation and have endurance longevity, customers will keep that company on their mind and not concern with a particular product. For
In society today, everything has a name for it. If the product doesn’t have a well-known name, it goes by name that a well-known product that is similar goes by. Branding has made its impact on society and it’s never going to go away. In this situation, all we can do from here is analyze more and more until we fully understand its presence in society and its effects. Branding has its biggest effects on consumerism, which makes us question consumerisms power in society. Has our society become one big, replicated consumer or can a consumer or even a person still be unique and individual? Branding creates competition amongst companies throughout the world and creates a competition for the consumers. Not only, it also creates issues, creates
“Real corporate identity…is about behavior as much as appearance, and certainly about reality, as much as symbolism. Wherever behavior and appearance are linked, real corporate identity emerges.” There are said to be five identities of a company 1. The actual identity that encompasses the actual defining characteristics of the corporation, 2. Communicated identity – this involves the part of a company’s identity that is revealed using controllable corporate communication, 3. Conceived identity is the third type of identity and refers to the perceived corporate image held by relevant stakeholders, 4. Ideal identity – this is the best positioning of the organization in a given timeframe and finally is 5. The desired identity which is the corporate leaders’ vision for the organization. Having these different identities without proper alignment can create discord among these different areas and can weaken a company.
Corporate identity is a tern that defines the overall image of a company in the minds of customers, employees and other stakeholders, and a corporate identity differentiates a company from the other companies (Knapp et al., 2001; Hatch, and Schultz, 2003). Corporate identity is not limited to corporate branding and it is important for companies to manage their distinct identity to gain a competitive advantage in the fierce competition (Herbig and Milewicz, 1995), especially in the contemporary, where the business environment becomes much more complicated and the corporate identity
The dynamics of the brand reputation helped build better businesses, and the role of the brand which consider as a barometer of value has sustained growth.
There are several factors that a company must have to prosper and sustain and one of them is maintaining reputation (Haywood, 2005). Haywood claims that reputation is gradually perceived as a company’s asset and good reputation
Perceived value is a subjective evaluation. In addition, an affective attachment to a brand can influence cognitive evaluation. The essence of brand identification includes affective attachment with the brand, thus customers are more likely to evaluate the value of the brand in a favourable way if the customer has a strong brand identification. Furthermore, He et al. (2012) found that, although not dealing with brand identification, research shows that relationship quality and intangible assets such as reputation relates to perceived value. At the same time, brand identification involves a deep and meaningful relationship between consumer and brand as well as the fact that brand identification is to a great extent related to corporate reputation. Thus brand identification influences perceived value. However, it is important to note that perceived value affects both customer satisfaction and brand trust in a way that leads to brand loyalty. In other words, perceived value can have a direct effect on brand loyalty but also an indirect effect on brand loyalty through customer satisfaction and brand trust (He et al.
Before launching a product or marketing a message, many ideas for brand identity, such as artistic logos and clever jingles to draw in the consumer and become memorable, stay on the presentation board in the marketing executive’s office. For the wildly successful product marketing that basks in a near cult following, such as Coke, Apple, or McDonalds, there are the utter failures such as the Gremlin, the Susan B. Anthony dollar, and numerous spin-offs of successful television shows. Therefore, when OfficeMax Inc. launched Elf Yourself’, an interactive holiday e-card on its website in 2006, its success took everyone by surprise. Thacker, an OfficeMax marketing and advertising executive admitted, “When you think of holiday shopping, you don’t think office supplies” (Colorado State University Global Campus, 2014).The following discussion focuses on the objectives, timely launch, and how OfficeMax reached their intended target with the surprise hit of the 2006 holiday season. This popular marketing campaign is a perfect example of everything going right at precisely the perfect time.
Second, although researchers have provided convincing arguments for the potential strategic beneﬁts of CSR activities, scholars have not reached a consensus on whether or not, and how, CSR affects organisational performance (Husted and Allen, 2007; Margolis and Walsh, 2003; Orlitzky et al., 2003). They disagree, for example, as to whether CSR has a positive or a negative impact, or a neutral impact on organisational performance (Margolis and Walsh, 2001; McWilliams and Siegel, 2000; Orlitzky et al., 2003; Wright and Ferris, 1997). A number of scholars have argued that the lack of consensus is due partly to the use of questionable measures of organisational performance (Carroll, 1991; Grifﬁn and Mahon, 1997; Waddock and Graves, 1997; Wokutch and McKinney, 1991). In particular, scholars highlight the limitations of single measures of performance (Egri et al., 2004) and over-reliance on ﬁnancial performance that, in isolation, does not capture the full impact of CSR on the ﬁrm’s overall performance (Husted and Allen, 2007). In this study, we address this issue with three measures of organisational performance: the oft-used ﬁnancial performance measure, as well as employee commitment and corporate reputation. This study is important for two reasons. First, while the study of the relationship between CSR and organisational performance is important in its own