Corporate Brand Management in Higher Education: The Case of ERAU

There is evidence in the literature that organizations struggle to formulate and implement their corporate branding strategies. This paper aims to provide an overview of the corporate brand building process in higher education. Design/methodology/approach – A qualitative methodology was used in this study. A single case study of a private American university was used to gather information about their corporate brand building process. University administrators and documents were used to gain insights into their brand building process. Findings – The corporate brand building process addressed three key areas; web administration, program marketing and corporate brand positioning. The corporate brand building process was conducted in four phases and a description of these phases is provided. Research limitations/implications – As this is a single case study further research will be needed to test the validity of the research findings by using other higher education institutions as samples. Originality/value – The corporate brand building process has been described and will be of use to all higher education institutions as well as other organizations wishing to build their corporate brand

Customer Satisfaction, Loyalty and Repurchase: Some Evidence from Apparel Consumers

While customer satisfaction, loyalty and repurchase intent are some of the most researched areas in marketing and consumer behavior, there is little certainty on the direction and strength of these relationships. After completing a literature review, this study develops a model of loyalty dimensions, satisfaction and repurchase intent. A sample of 499 respondents who had purchased jeans was interviewed in the Southeastern United States. Results were analyzed using Structural Equation Modeling. The results of nine hypothesized relationships are discussed. A significant positive relationship exists between commitment and repurchase/repurchase intent. Some surprising findings also emerged as the model was modified. It is clear that loyalty dimensions, repurchase/repurchase intent, and satisfaction are linked and influence each other

Customer Loyalty, Repurchase and Satisfaction: A Meta-Analytical Review

The purpose of this article is to investigate the relationship between customer loyalty, repurchase/repurchase intent and satisfaction in order to attempt to resolve the mixed views on these concepts. A quantitative review of loyalty-repurchase satisfaction constructs was conducted to identify the strength and direction of the researched relationships and the influence of possible moderating factors affecting those relationships. The Hunter and Schmidt (1990) meta-analytical technique and software were employed. The results demonstrate that loyalty and satisfaction indicate strong positive relationships (0.54). Repurchase and satisfaction display a complicated relationship, which confirmed the view that satisfaction does not explain repurchase behavior. Repurchase intent and satisfaction display strong positive relationships in the meta-analysis (0.63) and moderator analyses. Loyalty and repurchase/repurchase intent indicate the strongest positive relationship (0.71) among all conducted analyses. This study provides value to managers dealing with customer satisfaction, loyalty, and repurchase by presenting a detailed overview of these three concepts, and relationships between them

The conscientious corporate brand : definition, operationalization and application in a B2B context

PURPOSE : As B2B firms face increasing scrutiny due to increased stakeholder awareness of environmental and social concerns, doing business with a conscience has become an important imperative. Despite a growing focus on conscientious corporate branding (CCB), the construct has never been clearly defined, and many of the exemplars used to depict CCB have focused on a B2C context. The purpose of this research paper is to define CCB, to develop a framework that leaders can apply to build and manage a conscientious corporate brand and to demonstrate application of the components of the framework in the B2B context. DESIGN/METHODOLOGY/APPROACH : This study uses an exploratory approach and focuses on extant literature relating to operating with a conscience, including organizational purpose, ethical leadership, ethicalization of the organization, stakeholder co-creation, sustainability and corporate social responsibility. FINDINGS : This study shows how companies in a B2B context can use a framework that includes dimensions of purpose, ethics, stakeholder co-creation, sustainability and CSR to build a CCB through reconciling and integrating leadership and stakeholder perspectives to create and communicate sustainable and responsible behavior. RESEARCH LIMITATIONS/IMPLICATIONS : This study opens the door for further research into the actions required to build CCBs. There is a need to validate the CCB framework in future studies. PRACTICAL IMPLICATIONS : This study identifies how to build a conscientious corporate brand and applies it in the B2B context. ORIGINALITY/VALUE : This study expands our understanding of CCBs by providing a definition and framework to guide scholars and practitioners. Given the paucity of focus on CCB in the B2B context, the authors exemplify the framework using B2B examples.https://www.emerald.com/insight/publication/issn/0885-8624hj2023Gordon Institute of Business Science (GIBS

Impact of internal branding on student engagement : insights from a South African university

This study explores how internal branding affects the levels of engagement with the brand by HEI students. The research setting for this study was the University of the Witwatersrand, Johannesburg, (Wits) a leading Commonwealth University in South Africa. Most studies on internal brand focus on employees and have been conducted in the developed word. This study focuses on students as the stakeholder and takes place in an emerging market. Assembling internal branding and student engagement from a theoretical perspective, the findings run counter to the known theory by showing that students can be engaged and loyal to the institution without the University having a formal internal branding program. The lack of internal branding had no impact on academic commitment but has a negative impact on brand engagement. Some reasons for this are suggested.https://www.tandfonline.com/loi/wsmq202021-10-07hj2021Gordon Institute of Business Science (GIBS

Social media influence on the B2B buying process

PURPOSE : This study aims to explore if and how business-to-business (B2B) companies can use social media to influence the buying process. DESIGN/METHODOLOGY/APPROACH : The study uses an exploratory approach into the existing literature related to the B2B buying process and its relationship with social media. FINDINGS : The study shows that companies in a B2B context can use social media as a means of influencing the stages of the buying process by means of using one or more of the seven functional blocks of social media. RESEARCH LIMITATIONS/IMPLICATIONS : The findings demonstrate the relation that exists between each stage of the buyer process in a B2B organization and the functional blocks of social media. This study opens the door for further research into the influence of each of these blocks on the buying process stages and the roles involved. PRACTICAL IMPLICATIONS : This study identifies how social media’s blocks influence the different stages and how organizations can use that to their benefit. ORIGINALITY/VALUE : Few studies have investigated the use of social media in a B2B context. However, not many have looked into the influence of social media in the B2B buying process and buying center. This study looks into the relationship between the buying process stages and social media’s functional blocks as related to the different roles of the buying center.https://www.emeraldinsight.com/loi/jbimhj2020Gordon Institute of Business Science (GIBS

Sales Promotion and Brand Loyalty: Some New Insights

Abstrac

The Senior Marketing Executive in South African Industrial Companies

A study was undertaken among 44 of the top hundred companies in South Africa during 1983. The “average” Industrial company has a marketing department. Its marketing executive sits on the board of directors. He/she has a bachelors degree and over 10 years experience, has a limited financial role in the organization but has a large production planning role. The most important tasks of the marketing function are advertising, public relations, pricing, and selling