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Extensive summary all literature branding & design 2024
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Extensive summary all literature branding & design 2024
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LiteratureBranding & design – 2023
Table of content
WEEK 1.......................................................................................................................................................... 2
Session 1: What is corporate branding................................................................................................................2
Article 1: Hatch & Schultz, 2008 (chapter 1)...................................................................................................2
Article 2: Hatch & Schultz, 2008 (chapter 2) ‘the value of brands’.................................................................5
Session 2: Branding & Identity...........................................................................................................................10
Article 3: The Concept of Identity-Based Brand Management, Buurman et al, 2017...................................10
WEEK 2........................................................................................................................................................ 14
Session 3: Word branding – brand names & claims...........................................................................................14
Article 4: Fiorini (2009) BRAND NAME: “THE IMPORTANCE OF BEING EARNEST”.......................................14
Article 5: When does the developing country brand name alleviate the brand origin effect? Interplay of
brand name and brand origin, Lee................................................................................................................16
Session 4: Visual Branding – Colors and hues....................................................................................................21
Article 6: Lauren: The Marketers’ Prismatic Palette: A Review of Color Research and Future Directions.. .21
Article 7: Wang et al. How Color Affects the Effectiveness of Taste- versus Health-Focused Restaurant
Advertising Messages....................................................................................................................................29
WEEK 3........................................................................................................................................................ 36
Session 5: Visual branding – all about logos......................................................................................................36
Article 8: Brown chapter 3 ‘logos, slogans, mascots and more’....................................................................36
Article 9: Do logo redesigns help or hurt your brand? The role of brand commitment Walsh....................41
Article 10: Logo design in marketing communications: Brand logo complexity moderates exposure effects
on brand recognition and brand attitude Van Grinsven & das.....................................................................44
Session 6: Sound and Music...............................................................................................................................49
Article 11: Effects of Music in Advertising: Three Experiments Replicating Single-Exposure Musical
Conditioning of Consumer Choice (Gorn, 1982) in an Individual Setting Ivar Vermeulen & Camiel J.
Beukeboom....................................................................................................................................................49
Article 12: Sonic branding: A consumer-oriented literature review.............................................................53
,WEEK 1
Session 1: What is corporate branding
Article 1: Hatch & Schultz, 2008 (chapter 1)
Britisch Airways where seen as operationally incompent and as indifferent to customers in
1987. Through severe downsizing and corporate - wide customer service training, Colin
Marshall, who was CEO at the time, turned a stodgy, military - style bureaucracy into a profi
table, respected, and highly competitive enterprise. The change took shape after lengthy
preparations that included repositioning the company around the idea of “ the world ’ s
favorite airline. ” The word favorite symbolized the new attention to customers that was to
characterize the company ’ s transition to private enterprise. Change programs to service
minded culture.
When they found out only 40% of customers where britisch. The new CEO changed the
emphasis from being the “ world ’ s favorite airline ” to being the “ world ’ s favorite airline. ”
Although this in itself may not seem like a major change, implementing this transition led BA
to realize it needed to address its market in a less rigidly national tone of voice. To engage its
global market more fully, BA decided to incorporate a diversity of national origins and styles
into a bold new visual identity for its corporate brand.
The new visual identity was to decorate the plains with art from all over the world. They
embraced and emphasized diversity. Only the outside of the planes where different, and the
inside was still British. Strategy and culture were at odds, bot symbolically and attitudinally.
This style wasn’t appreciated by the target group due to associations with colonial power.
BA followed a new look and the cabin crew striked for 72 hours. The strikers emphasized the
contradictions found between cutting costs internally while spending millions on corporate
rebranding. or many years the look of BA remained caught between traditionalism and the
global diversity of those planes whose tail fi ns still sported colorful and non - British images.
Where corporate brands differ from products brands
The text discusses the complexities of BA's rebranding issues and emphasizes the distinction
between corporate branding and product branding. It highlights that while corporate and
product brands share similarities, they differ significantly in scope and audience. Corporate
branding encompasses a broader range of stakeholders and requires a more comprehensive
approach compared to product branding, which mainly focuses on customers and
consumers. The concept of brand architecture is introduced to explain how multiple product
brands owned by a single company relate to one another. Additionally, the text emphasizes
that unity of logo, name, and house style is just one aspect of corporate branding, which
involves various factors such as the scope, scale, and audience targeted.
In essence, corporate branding involves engaging all stakeholders crucial to the company's
success. British Airways (BA) serves as an example where leaders failed to consider the
,broader impact of their brand renewal efforts, treating it merely as a marketing issue rather
than an enterprise-wide concern. Unlike product brands that rely on short-term advertising
campaigns, corporate brands express enduring values and beliefs, earning lasting trust
among stakeholders. BA should have valued its historical significance and connected it with
its future, rather than abandoning it for a new image. Corporate brands must resonate with
stakeholders throughout their history, unlike product brands tied to specific products.
Effective corporate branding targets all stakeholders and influences organizational activities,
requiring strong leadership to integrate it into the company culture. BA's missteps under
Robert Ayling led to significant setbacks, indicating the importance of understanding the
distinction between product and corporate branding.
When corporate brands work
In successful corporate brands, there exists a coherence between the strategic vision of top
managers, the ingrained culture within the company, and the expectations of external
stakeholders. This alignment, known as the Vision-Culture-Image (VCI) Alignment Model,
forms the basis of strong brands. Conversely, misalignments between these elements
indicate an underperforming brand. Visualize strategic vision, organizational culture, and
stakeholder images as pieces of a puzzle; when integrated, they create a cohesive whole that
enhances corporate reputation and ensures the delivery of the brand promise to all
stakeholders. Effective management of corporate brands involves maintaining alignment
between vision, culture, and stakeholder perceptions throughout the company's lifespan,
not just during brand launch. This alignment represents everything the organization stands
for, communicates, and does, making corporate brands valuable strategic assets.
, How Britisch Airways Failed its corporate Brand
During the launch of their first repainted aircraft, British Airways (BA) leaders believed they
had executed everything correctly, with a global vision, service-oriented culture, and
aspirations to become the "undisputed leader in world travel." However, despite having
these essential elements seemingly in place, their corporate rebranding program lacked
alignment.
Firstly, BA's culture did not support its vision, as employees viewed the £60 million
expenditure on tail-fin painting during a period of cost-cutting as a breach of trust, leading to
strikes coinciding with the unveiling of the repainted aircraft. Secondly, key stakeholders'
perceptions of BA did not align with the airline's new global vision. Conservative British
passengers, a significant portion of BA's business class, resisted the airline's shift away from
its traditional British identity, seeing it as an icon of British culture they were unwilling to
share with the world. Lastly, there was a mismatch between BA's culture and the global
expectations it encouraged among stakeholders. Despite outwardly projecting a global
image, the internal culture and service remained distinctly British, creating a discrepancy
that was evident to passengers.
BA's missteps during its global brand launch underscore the importance of aligning vision,
culture, and images. The lesson learned is that success in corporate branding efforts
depends on the coherence of these elements, rather than their individual presence. Figure
1.4 illustrates how BA's struggles correlate with ongoing misalignments in vision, culture,
and images.
Why Southwest Gets Corporate Branding Right
British Airways (BA) struggled to align its vision, culture, and images, which undermined its
corporate brand. However, there are success stories that exemplify the principle of Vision-
Culture-Image (VCI) alignment, with Southwest Airlines being a prime example. Despite
facing recent misalignments, Southwest epitomizes VCI alignment.
Southwest's success story began as a small regional carrier that grew into one of the world's
most valuable airlines by offering affordable and efficient air travel. Central to its success
was a strong relationship between management, workers, and unions, which cultivated a
unique corporate culture characterized by hard work and a playful attitude.
Founder Herb Kelleher played a crucial role in shaping Southwest's culture, actively engaging
with employees and fostering a work-hard-play-hard environment. This culture resonated
with customers, leading to loyal passengers and a strong corporate brand.
During challenging times such as the aftermath of 9/11, Southwest's commitment to its
employees remained unwavering, as it prioritized job security over downsizing. This
approach, coupled with prudent financial management, allowed Southwest to maintain
profitability while its competitors struggled.
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