A brand within a brand: an integrated understanding of internal brand management and brand architecture in the public sector

Branding in the public sector is emerging as an interesting area of research, as diverse organisations find themselves using branding principles to promote a consistent, clear brand. However, very little is known how public organisations could, or should, manage their brands. The purpose of this research, therefore, is to explore brand management processes in the public sector, and its implication for brand architecture, from an employee perspective. With a qualitative approach, the study argues that branding is important not only for the organisation, but also for individual departments. Further, unlike branding in the private sector, public organisations may be more concerned with supporting a positive perception and organisational attractiveness rather than a unique and differentiated brand. This may have implications for brand architecture. By allowing individual departments to manage their brand with support from organisational structures that provide alignment and focus, organisations can form a brand architecture that supports a strong organisational brand and employee brand commitment

Advertising for extensions: Moderating effects of extension type, advertising strategy, and product category involvement on extension evaluation

Advertising, Aad, Line extension, Brand extension, Involvement,

Outcome Evaluation of StartBiz

Part 7: EvaluationInternational audienceThe following paper presents the results of the outcome evaluation of StartBiz; an online tool for start-ups in Switzerland. StartBiz is provided by the State Secretariat for Economic Affairs (SECO) and allows start-ups to enroll with trade registers, VAT, social insurances and accident insurances without any additional fees directly via the internet. The outcome evaluation was required to learn about generated benefits for start-up companies that have used StartBiz so far. At the same time, the evaluation was aimed at providing decision-makers in the SECO with strategic information for their future e-governmental activities (esp. planned expansion of StartBiz to an electronic One-Stop-Shop for small and medium sized enterprises). The paper contributes to the debate of evaluating e-governmental activities by emphasizing an outcome orientation based on the assessment of quantitative benefits. It underlines the advantages but also the disadvantages of such a focus for future outcome evaluations in the field