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This article reveals an a priori link between the effective management of corporate brands and the strength of corporate brand identification by customers and stakeholders. The article introduces a model of corporate brand management and corporate brand identification. This research, undertaken within leading business schools, resulted in three propositions: (PI) corporate brand management is analogous to strategic general management and involves nine connate activities – adapting, communicating, embracing, endorsing, investing, leading, maintaining, reflecting, and supporting; (P2) a stakeholder and values approach is more likely to result in there being a strong corporate brand identification on the part of students; (P3) an institutional and functional approach to corporate brand management results in weak/indifferent corporate brand identification by scholars. The pivotal importance of corporate brands to contemporary organisations and to their policy advisors, are illustrative of the saliency of this study. This inductive study draws on insights from policy makers and scholars in top business schools. This article throws light on why and how general managers should accord importance to corporate brand management. In broader contexts, leading business schools are regarded as repositories of best practice in terms of scholarship in business administration and, in terms of operations, general management per se. As such, this study has an especial significance for general management of corporate brands among contemporary organisations.

This chapter explores the roles of corporate marketing strategies and brand management in the global retail industry, thus describing the concepts of marketing strategy, international retail marketing strategy, retail marketing mix, and internationalization; the relationship between corporate marketing strategies and internationalization; the challenges of retail marketing mix in the fashion retail industry; the overview of brand management; and the significance of brand management in the global retail industry. The implementation of corporate marketing strategies and brand management is critical for modern organizations that seek to serve suppliers and customers, increase business performance, strengthen competitiveness, and achieve continuous success in global business. Therefore, it is necessary for modern organizations to examine their corporate marketing strategies and brand management applications, create a strategic plan to regularly check their practical advancements, and rapidly respond to the corporate marketing strategies and brand management needs of customers in the global retail industry.

This research brings together the concepts of corporate branding and organizational learning in order to develop the competitive advantage of an organization. Corporate brand management has increasingly been seen as a strategic key issue from the point of view of shareholders / owners, top management and other stakeholders. This is due to the fact that in the ever increasingly turbulent, dynamic and competitive markets, corporate brands are ways of creating trust, stability, and differentiation in the market. Organizational learning prioritizes the creation and acquisition of new knowledge, and emphasizes the role of people in the creation and utilization of that knowledge. In this way, organizational learning presents an important route to performance, success and competitive advantage for the organizations. The strategic marketing literature reflects a growing interest in the role of competitive environment on a firm's marketing strategy and performance. Drawing on organizational learning theory and strategic choice theory, it is argued that a firm's strategic adaptation occurs through managerial perceptions of its corporate identity, which then contributes towards its corporate branding. The focus of this research paper is on exploring the impact of organizational learning on corporate branding of the firm. While the importance of these issues has been widely accepted, to date the linkages between organizational culture, learning, corporate branding and corporate identity have scarcely been examined together in the literature, particularly from an empirical perspective. There is some evidence that organizational learning is associated with employee commitment to enhance the corporate brands, but only a few studies have focused on the effect of culture and learning on corporate identity and corporate branding. This research paper explores the relationship between the two broad concepts, with empirical research on data collected from 5 retail organizations within the UK market.

Aim of the article. The purpose of the article is to reveal the system of brand management implementation in fashion companies and to develop a plan to create a brand management department in such companies. Analyses results. The style and basic principles of brand management should be based on the company's activities and technologies that should be used in brand management and communication strategy with the target audience. Based on this information, we have a functional structure for the implementation of brand management in the company, as well as areas of responsibility of the company's employees working in this area. Brand management is a comprehensive regular management of building and improving the brand, which is carried out at all stages of its development. To effectively manage a company's brand, it is necessary to determine the core value of a particular brand and broadcast it to the target audience. If a brand is a set of values and attributes, then branding is a specific step that a company takes to express its individuality. Branding is how a company manages the perception of a brand by consumers. Brand management can be considered in three directions: a) scientific basis - a system of scientific knowledge that includes the theoretical basis and methodological practice of the world's leading companies in the field of brand management and branding; b) corporate brand management - reflects the corporate vision of the company's mission, its culture and management style. An important area of corporate brand management is the development of corporate identification programs, which achieve the company's recognition in the market, provides a high level of consumer awareness of brands and develops customer loyalty; c) the process of brand management (branding) - aimed at developing the appropriate personality. Branding includes several basic areas, namely: organizational component (formation of a team, unit and consolidation of functions under the relevant management); market research; development of the brand concept; lanning of marketing programs for brand development; organization and marketing activities management. Based on the specifics of the scope of activities of companies engaged in fashion, and the functionality needed to implement brand management in this type of enterprise, recommendations were developed for the structure of the brand management department in companies and areas of responsibility of employees, their tasks and responsibilities. The flows and sources of information, the process of its processing and the mechanisms of interaction of responsible persons within the department responsible for the brand management process are considered. Conclusions and directions for further research. Drawing conclusions, we can say the following. Creating a strong brand and implementing brand management in the company is now a necessity for any company. And in order for brand management and its promotion on the market to be successful, the company must create an appropriate organizational structure based on the specific goals of the company and the tasks set before the brand. The formation of the structure of the brand management department of the organization directly depends on the scope of the company, its scale, the characteristics of the target audience of the brand, the need for physical outlets or the company's focus on work in e-commerce. The article presents developments on the typical structuring of the brand management department at enterprises operating in the fashion industry. Depending on the factors listed above, the structure can be adapted to the needs of a company in this area. It should also be noted that with the development of technology and the emergence of new channels of communication, such a structure will be constantly changing, adapting to modern realities. Keywords: brand management, branding, enterprises, fashion industry

PurposeThere 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/approachA 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.FindingsThe 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/implicationsAs 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/valueThe 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.

The purpose of this paper is to analyze the importance and challenges of corporate brand management in marketing in the current economic climate. With the rapid development of digitalization and globalization, corporate brand management has become increasingly critical and crucial for the market competitiveness and long-term development of companies. This paper discusses the factors that influence corporate brand management in the new economy, as well as the strategies and practices used in marketing analysis. The research results show that in the new economy, companies should focus on building a strong brand image, establishing a strong connection with consumers, and utilizing innovative marketing tools to enhance brand competitiveness. In addition, companies need to fully utilize digital technology, expand their marketing channels, and effectively engage with social media platforms to enhance brand awareness and recognition. In summary, corporate brand management plays a crucial role in marketing in the new economy. Companies should actively respond to market changes and continuously optimize their brand strategies to ensure success in the competitive market environment. At the same time, it is also hoped that this paper will provide relevant reference value for relevant organizations or individuals.

Trust as an Instance of Asymmetrical Reciprocity : An Ethics Perspective on Corporate Brand Management.

Corporate branding has received increased interest in marketing literature in the past several years, and the attention given to it received a strong upswing around the mid-1990s.1 To a great extent, the literature provides general agreement on how to perform the corporate branding process, and one of the aims of this article is to review these theories. Furthermore, this paper seeks to reflect upon and broaden the different opinions about organisations and corporate branding, acknowledging that participants of a corporate branding process will have diverse perceptions of organisations. Hence, this study uses sociology in order to analyse corporate branding, and by doing so the existing literature can be offered a more nuanced picture of the process. This article illustrates that employees', consumers' and managers' basic assumptions regarding the nature of organisations may be incompatible with each other. Corporate branding loses much of its intentionality unless managers realise that stakeholders have different world views and opinions of organisations. These diverse attitudes must be identified if corporate brand management is to be successful. The paper concludes with a summary that considers the different challenges a corporate brand manager faces when he or she makes allowances for people's differing world views.

This paper describes corporate branding as an organisational tool whose successful application depends on attending to the strategic, organisational and communicational context in which it is used. A model to help managers analyse context in terms of the alignment between strategic vision, organisational culture and corporate image is presented. The model is based on a gap analysis, which enables managers to assess the coherence of their corporate brand. Use of the model is illustrated by examining the stages of development that British Airways passed through in the creation of its corporate brand. The paper concludes that corporate brand management is a dynamic process that involves keeping up with continuous adjustments of vision, culture and image. The model suggests an approach to corporate branding that is organisationally integrated and cross‐functional, hence the thesis that it is important to bring the (whole) corporation into corporate branding.

The corporate brand management becomes a strategic level in the value creation process and in the generation of a competitive advantage of a company. Using measurement indicators is the key to successful business management. However, those who offer economic results are mainly used nowadays although they are not always enough to help in making strategic decisions. They require the complement of other indicators, non-financial, which reflect the corporate brand performance.
 The present article is the result of a thorough investigation which invites to reflect on the existing value performance indicators and their usefulness, specially taking care of those who can provide additional information to the financial community. A top ten of the most relevant is also extracted.

While research on traditional media brands has increased in recent years, few studies examine news media brands and their brand strategies, particularly distinctive brand associations unrelated to media brand content and their impact on audience media brand choice and attention. Numerous studies highlight the significance of content as an element of the media brand and its vital role in audience selection. In a market where news and information are oversaturated and comparable, the dilemma for news media companies is what distinguishes them when the news content may be the same across all channels. Multi-platform consumption deludes and decreases brand associations, thus providing media brands with even more challenging brand differentiation and strong brand association management. The younger Generation Z prefers and uses more global and social media platforms than national media from the media audience perspective and future audiences. This audience consumes less national media than global and social media platforms. This is especially true of younger viewers, who are more focused on platforms and experiences. In a setting where cross-platform distribution stresses the significance of media brand associations and content experiences, the capacity of media brands to maintain brand preference and choice in a highly competitive market becomes increasingly crucial. According to the authors’ analysis, data reveals that younger audiences consume less national media and prefer international media, which raises the spectrum of future domestic media audiences. Examining the unique characteristics of media brand associations that positively influence audience preference and media brand choices among younger audiences would not only answer some difficult questions for national media brands concerning how to attract younger audiences, but it would also lay the groundwork for meeting the needs of audiences for a unified media brand experience across numerous platforms, without sacrificing strong and unique media brand associations. This study focuses on national news media brands and analyses the attributes of news media brands, as well as their significance for the Generation Z audience in media brand choice and engagement. The study highlights the importance of content experience in defining the uniqueness of media brands and its effect on brand selection and audience consumption. The authors used linear regression analyses and the decision tree approach to predict the most significant correlations between media brand attributes and brand uniqueness.

Social media has eternally changed the purchasing cycle of consumers. Instead of merely making a purchase, today shoppers have added two vital rudiments that come prior and post purchase in the buying the process. By use of blog posts, review, forums and tweets, today consumers conduct online research on brands that they have an interest of purchasing and opinions posted by other consumers have an immense power to influence their decisions (Agresta, Bough and Miletsky 2010:32). This creates a measuring tool that can be utilised to direct efforts towards real time. Taking note of what users are saying in social media and engaging in their discussions is a great way of influencing these discussions. Social media is mostly if not wholly characterised by ratings, comments, reviews, and other features that are found on website that indicates what users think of the content being discussed (Evans and Bratton 2012:38). The aim of this study is to determine the influence of social media marketing on Durban consumers’ choice of brands, while the primary objective is to determine the degree to which social media marketing influences consumers’ decision making when selecting a brand. According to TNNG (2013) above 60% of traffic on the internet created by the African continent comes from South Africa. A method of study adopted by this research to achieve the set objectives was quantitative in nature. Convenience and purposive sampling were two non-probability sampling techniques employed to recruit participants in this study. All Durban consumers above the age of 18 who are active social media users were the population targeted by this study. 88% response rate was achieved as only 400 questionnaires out of 450 were collected. The study used a structured self-administered questionnaire which consisted of 45 items to gather primary data. Both descriptive and inferential statistics were utilised in this study. Data was analysed using Statistical Package for Social Sciences (SPSS) version 24.0. The outcomes of this research advocate that social media is a very powerful communication tool that can be used to influence consumers’ decisions when selecting a brand. All users emphasised that they are active on computer generated platforms of which Facebook is the most used network among Durban consumers. Literature reviewed in this study indicates that social media plays a significant part in the way users learn, explore, and share brand information. Generally, reviews and product ratings produced by users are the most favoured information sources among consumers in social media (Nielsen 2011). Consumers point out that social media is very important to them as it creates brand awareness which they make use of when making a purchase decision. Consumers in this study indicated that the more aware they became of a brand via social media, the more they would want to buy the brand and vice versa. Conversations about certain brands on social media create awareness about those brands among consumers (Liu and Lopez 2016). The study recommended that brands should incorporate promotional activities, contests and competitions on its social media brand page posts to increase traffic and excitement among consumers. Another recommendation was that marketers should identify a personality that will represent a brand well in social media, giving it a vital feel that will entice the target audience. The study also recommended further research on the influence of opinion leaders on consumers’ choice of brands, the influence of specific social media channels and the influence of social media on specific age groups to give broader insight of social media marketing to marketers and brand managers.

Following an earlier historical review of the Journal of Brand Management, this 25-year commemorative commentary by the editors outlines a number of themes published during recent years. It also provides a discussion on corporate brand management during the same period.

Purpose. Of the article is to highlight the correlational interdependence of the concepts "university brand" and "professor’s brand". Methodology. In course of research the following methods were used: analysis and synthesis, in- duction and deduction, extrapolation and modeling of the initial provisions of psychological and pedagogical science. Results. The field of higher education in Ukraine is dominated by the Eastern (Asian) approach to branding, which is characterized by the creation and promotion of the corporate brand of higher education as a direct guarantee of success of professor’s brands as its subbrands. In turn, the success of branding initiatives by professors of universities act solely as a direct result of branding of the whole institution, which leads to total disregard of the need to form own brands by them. The professor's brand constantly interacts with the university brand and is in a state of direct dependence on it. The nature of this dependence is determined by the architecture of university's brand portfolio and the role assigned to the professor's brand in this portfolio. The effectiveness of the interaction of professor's brand with university brand increases under the condition of dominance between them of mutually supportive (synergistic) or at least unilaterally predominant interaction. Manifestations of mutually oppressive, unilaterally oppressive and/or oppressive-predominant interaction of brands of university and professor indicate their strategic incompatibility as self-organized systems and have a destructive effect on the quality of training applicants for higher education. The model of oppressive-predomi- nant interaction of the professor's brand with the brand of university can be consciously used by one of them only for the purpose of temporary situational support of the "brand-confederate" in the absence of excessive resource, image and/or reputational losses for the "initiator brand". Ignoring the need for brand formation by university actualizes for it the risks of losing professors interested in personal branding and, consequently, actualizes the problem of deficit of highly qualified personnel. The mutually supportive interaction of the professor's brand with the university brand cre- ates a synergy effect, ensuring their competitiveness in relation to the brand proposals of the world's leading higher ed- ucation institutions, which intend to enter the Ukrainian market of educational services in the near future. The original- ity of the author's research is based on its interdisciplinary nature: the initial provisions of marketing, management, psy- chology, sociology and a number of other fields of knowledge are extrapolated to the theory and methods of professio n- al education in the article. Practical value. The obtained results should be used in the process of brand formation by professors and university administration.

Brand is a socio-economic phenomenon. Brand is the product of the development of commodity economy to a certain stage. The generation of brand marks the maturity of the concept in the process of commodity exchange. To simply define a brand, it refers to a name, symbol, symbol or design of a seller or service, highlighting its competitive advantage and being distinguished from its competitors. In tandem with trends toward the popularization, marketization, and internationalization of higher education, brand marketing emerged in the field of higher education in the 1980s. In addition, with improvements in social welfare and new forms of public management, the commercialization and marketization of higher education have attracted increasing attention. The definition of the university brand can be described as that the university brand is the organic combination of representation information (name, noun, mark or design) and profound connotation (value, culture, personality and spirit), so that it is distinguished from competitors and recognized by consumers. Brand strategy is the overall planning and implementation of brand building and future development carried out by brand institutions under the guidance of brand strategic thinking based on their own conditions and analysis of the current situation and future trends of the external competitive environment. The essence of brand strategy is to shape the core expertise of the company, thereby ensuring its long-term development. Brand strategy is to establish a corporate strategy centered on building a strong brand. The core of raising brand building to the business strategy of a company lies in establishing a distinctive brand identity. Through the analysis of the actual situation and future trend of the external competitive environment, according to the guidance of its own conditions, the university conducts the overall planning and implementation of the future development of the university under the guidance of brand strategic thought. The C9 Alliance is the first university alliance between top universities in China. The alliance includes nine universities, including Peking University, Tsinghua University, Zhejiang University, Fudan University, Shanghai Jiao Tong University, Nanjing University, University of Science and Technology of China, Xi'an Jiaotong University and Harbin Institute of Technology. Its development model, development path, talent training and other aspects are the target of many Chinese universities. Centering on the connotation of university brand, this paper analyzes the brand implementation road of "C9 Alliance" university to prove the rationality of the model observation point proposed in this paper, and on this basis, puts forward reference suggestions on the implementation path of ordinary undergraduate university brand.