DIALOGIC COMMUNICATION: BEYOND CONTROL TOWARD CO-CONSTRUCTION

Conference Proceedings

Conference Chairs Rossella C. Gambetti and Edoardo T. Brioschi

Conference founder Philip J. Kitchen

Università Cattolica del Sacro Cuore, Milan (Italy) April 3-4, 2014

© 2014 EDUCatt - Ente per il Diritto allo Studio Universitario dell’Università Cattolica Largo Gemelli 1, 20123 Milano - tel. 02.7234.22.35 - fax 02.80.53.215 e-mail: editoriale.dsu@educatt.it (produzione); librario.dsu@educatt.it (distribuzione) web: www.educatt.it/libri

ISBN edizione elettronica: 978-88-6780-087-2

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CONTENTS

1. Advertising track (p.1)

An organizational outcome model of interactive advertising

Gender and perceptual dimensions of TV-advertising

Implementing Knowledge Management for Effective Communication

Solutions: An Analysis of Communication Agencies in Turkey

International Marketing Myopia: Advertising Typologies in Services

2. Responsible and ethical communication track (p.16)

A three way comparison of perceptions of the role and effectiveness

of charity content marketing: The views of fundraisers, consultants,

and donors

Branded Sustainability Programmes: platforms for collaboration and

co-creation

Business ethics revisited: the effects of business ethics on consumer

perceptions, the mediating effect of brand equity and the

relationship with the willingness to buy

Deception on the Internet: Consumers Knowledge and Perception of

Potentially Misleading Practices

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3. Communication across cultures (part 1) track (p.29)

Combining Personal Relationships and Relationship Marketing to

Attract and Retain New Customers

Discovering India’s Three Levels of Luxury Consumption

Does integrated corporate communication improve market

performance? Insights from the Spanish tourism sector

Rejuvenating a Quintessential Brand – The Legend of Royal Enfield

4. Crisis and internal communication track (p.43)

Advertising’s effect on getting employees “on board”

Employee Communication Behaviours for Dialogic Communication:

Theoretical Explanations and Field Evidence

The effects of social media on brand attitude and WOM during a

brand crisis: the case of Barilla

When the online firestorm goes mainstream – A content analysis of

print and online news media

5. Communication and intangible assets (part 1) track (p.58)

Conceptualising the corporate brand as a socially owned asset: A

critical contemplation

How does reputation win trust? - A customer-based mediation

analysis

The role of multi-stakeholder identities in individuals’ perceptions of

corporate reputation: Evidence from Russia, Bulgaria, Italy and

Australia

The state of play of corporate identity research: progress, change and

further developments

6. Social media communication track (p.73)

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Dialogic Communication through Social Media: How Turkish Non-

Profit Organizations (NPOs) Use Facebook to Build Relationships?

Implementing and managing social media marketing within SMEs

Industry and agency views of social media: issues implementing

dialogic communication for organisations of the digital age

Social Media in the CSR Communication: a theoretical framework

7. Product placement, celebrity endorsement, and content marketing

track (p.91)

Examining the significance of content marketing. New approach in

digital marketing or management fashion?

Product placement and celebrity endorsement impact on consumer’s

behavior: an empirical investigation

Storytelling or story-managing? Museum marketing and content

creation in FIBAC’s conception

Understanding Meaning Transfer in Celebrity Endorsements: A

Qualitative Exploration

8. Designing consumer experience track (p.104)

Augmented in-Store Experience: a preliminary study

Dimensions of the user digital experience on social networking sites:

the case of luxury brands’ fan pages

Should it be Green or Not? Investigating what Constitutes

Prototypical Packaging Design for Organic Food

Speaking of brands: post-modernising the narrative approach to

brand management

The influence of website design, culture and language on perceived

web usability, satisfaction and perceived risk online

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9. Communication and performance track (p.122)

Defining and measuring corporate orientation to dialogue: the

development of an index for digital media

The applications of Video analytics in marketing: from data to value

based information

The Audible Corporation: Quantitative Findings of Corporate Auditory

Identity Management from the UK

The effect of high arousal advertising design on brand recall and ad

recall

10. Communication and intangible assets (part 2) track (p.139)

An interdisciplinary approach to Italian museum reputation

development: Bohem’s spiral revisited for FIBAC’s project

Examining the influence of corporate website management on

corporate reputation, e-loyalty and identification: a research agenda

Stakeholder engagement as a contested dialogic territory: an

interpretive glance

Understanding the relationship between the communicated political

brand identity and understand political brand image of David

Cameron’s UK Conservative Party

11. Communication across cultures (part 2) track (p.156)

From Control to Collaboration: Navigating the Collaborative Turn in

Brand Management –A South African Perspective

Perception of Consumer loyalty of Foreign Brands. Georgian case

Representations of Japanese Companies’ Corporate Environmental

Communication

Empirical Evidence of Consumer Based Brand Equity in Emerging

Economics: The Case of Egyptian Banking Sector

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INTRODUCTION

We live in an era of information democracy and worldwide interactive communication, in which any individual, institution, organization, association or group of people can establish communication exchange with any other individual, group, institution or organization, using all the different communication touch points available online or offline in fast, direct and cost-effective ways. In such an era, corporate and marketing communications become extraordinarily powerful strategic assets to understand, connect with, listen to, and engage all company stakeholders, including customers and consumers. In the effort to build company identity and foster strong individual and corporate brands along with a positive and enduring corporate reputation, communication needs to be creative, meaningful, up to date, transparent, empathetic, participatory, sustainable, and relevant for all customers and stakeholders.

To develop and maintain these features over time, communication needs to be part of the strategic decision-making of top management and brand management, and be managed by open-minded, multidisciplinary, passionate professionals, driving dialogic and peer-to-peer communication processes, sensing the corporate environment for opportunities and threats, discovering and leveraging on all stakeholder and customer touch points to engage and interact with them.

The focal point of the 2014 CMC Conference lies in exploring current and future challenges relevant to the adoption of a dialogic approach to corporate and marketing communications. What does it mean for communication to be genuinely dialogic and truly interactive? How can communication overcome sender-biased models of message delivery? How can communication adopt a stakeholder-centric approach? How can

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dialogic communication sustain corporate intangible assets? What are the ethical challenges of dialogic communication? How can dialogic communication be evaluated?

The 19th International Conference on Corporate and Marketing Communications is the locus for scholars, educators, and practitioners seeking to promote and advance knowledge in the field of Corporate and Marketing Communications.

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1 Advertising track

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An organizational outcome model of interactive advertising

Aslı Kuşçu, Boğaziçi University, asli.kuscu@yahoo.com

The paper proposes a model to analyze the impact of interactive advertising of employers on employees. Employees like consumers also come across with the advertisements of their own employers and process and evaluate them, most likely in a more detailed and involved fashion than consumers. Advertising research is full of papers demonstrating the importance of marketing communication to consumers’ brand beliefs, evaluations, and consequently purchase and/or recommendation decisions. Having a stakeholder-centric approach requires taking all stakeholders into account. However, empirical and conceptual work investigating how employees respond and evaluate advertisements of their own employers is fairly limited. Studies note that marketers are still overlooking an important internal or ‘second audience’; i.e. their own employees. As such, the model suggested serves to answer not only this need but also the need of cross-disciplinary research by connecting many areas of advertising research into its components, along with many areas of organizational behavior. Keywords: conceptual paper, interactive advertising, internal marketing, employee, employer, cognitive processing, organizational outcomes References Ashforth, B. E. and Mael, F. (1989). Social identity theory and the organization. The Academy of Management Review, 14(1): 20-39. Backhaus, K. and Tikoo, S. (2004). Conceptualizing and researching employer branding. Career Development International, 9(5): 501-517. Bagozzi, R. P. and Dholakia, U. (1999). Goal setting and goal striving in consumer behavior. Journal of Marketing, 63: 19-32. Barney, J. (1991). Firm resources and sustained competitive advantage. Journal of Management, 17: 99-120. Berry, L. L. (1981). The employee as customer. Journal of Retail Banking, March: 33–40. Berthon, P., Ewing, M. and Hah, L. L. (2005). Captivating company: Dimensions of attractiveness in employer branding. International Journal of Advertising, 24(2): 151-172.

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Kohli, A. K and Jaworski, B.J. (1990). Market orientation: The construct, research propositions, and managerial implications. The Journal of Marketing, 54(2): 1-18. Kotler, P. (1994). Marketing Management, Englewood Cliffs, New Jersey: Prentice Hall. Kotler, P. and Kevin, K. (2012). Marketing Management, New Jersey: Pearson Education. Lings, I.N. (2004). Internal market orientation construct and consequences. Journal of Business Research, 57: 405– 413. Lings, I.N. and Greenley, G. (2005). Measuring internal market orientation. Journal of Service Research, 7(3): 290-305. Lings, I.N. and Greenley, G. (2009). The impact of internal and external market orientations on firm performance. Journal of Strategic Marketing, 17(1): 41-53. Liu, Y. and Shrum, L.J. (2002). What is interactivity and is it always such a good thing? Implications of definition, person, and situation for the influence of interactivity on advertising effectiveness. Journal of Advertising, 31(4): 53-64. Lohtia, R., Donthu, N. and Hershberger, E. K. (2003). The impact of content and design elements on banner advertising click-through rates. Journal of Advertising Research, 43 (4): 410-418. Mael, F. and Ashforth, B.E. (1992). Alumni and their alma mater: A partial test of the reformulated model of organizational identification. Journal of Organization Behavior, 13: 103-123. Maignan, I. and Lukas, B.A.(1997). The nature and social uses of the Internet: A qualitative investigation. Journal of Consumer Affairs, 31: 346–371. Mathieu, J. E. and . Zajac, D.M. (1990). A review and meta-analysis of the antecedents, correlates, and consequences of organizational commitment. Psychological Bulletin, 108: 171-94. McLeod, D. M. and Kunita, M. (1994). A comparative analysis of the use of corporate advertising in the United States and Japan. International Journal of Advertising, 13 (2): 137-152. Miles, S. J. and Mangold, G. (2004). A conceptualization of the employee branding process. Journal of Relationship Marketing, 3(2-3): 65-87. Narver, J. C. and Slater, S. F. (1990). The effect of a market orientation on business profitability. Journal of Marketing, 54(4): 20-34. Papacharissi, Z. and Rubin, A.M. (2000). Predictors of Internet use. Journal of Broadcasting & Electronic Media, 44: 175–195. Pavlou, P. A. and Steward, D. W. (2000). Measuring the effect and effectiveness of interactive advertising: A research agenda. Journal of Interactive Advertising, 1(1): 62-78. Rae, N. and Brennan, M. (1998). The relative effectiveness of sound and animation in Web banner advertisements. Marketing Bulletin, 9: 76-82. Richards, J. (2011). What has the Internet ever done for employees? A review, map and research agenda. Employee Relations, 34(1): 22 – 43. Riketta, M. (2005). Organizational identification: A meta-analysis. Journal of Vocational Behavior, 66: 358-384. Robinson, H., Wysocka, A. and Hand, C. (2007). Internet advertising effectiveness: The effect of design on click-through rates for banner ads. International Journal of Advertising, 26(4): 527-542. Rodgers, S. (2002). The interactive advertising model tested: The role of internet motives in ad processing. Journal of Interactive Advertising, 2(2): 22-33.

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Rodgers, S. and Thorson, E. (2000). The interactive advertising model: How users perceive and process online ads. Journal of Interactive Advertising, 1(1): 42-61. Rodgers, S., Wang, Y., Rettie, R. and Alpert, F. (2007). The Web motivation inventory: replication, extension and application to Internet advertising. International Journal of Advertising, 26(4): 447-476. Schumann, D. W., Hathcote, J. M. and West, S. (1991). Corporate advertising in America: A review of published studies on use, measurement, and effectiveness. Journal of Advertising, 20(3): 35-56. Smidts, A., Pruyn, A. T. H. and van Riel, C. B.M. (2001). The impact of employee communication and perceived external prestige on organizational identification. Academy of Management Journal, 44(5): 1051–1062. Steenkamp, J. E. and Baumgartner, H. (1992). The role of optimum stimulation level in exploratory consumer behavior. Journal of Consumer Research, 19(3): 434–448. Stafford, T. F. and Stafford, M.R. (1998). Uses and gratifications of the World Wide Web: A preliminary study. In D. Muehling (Ed.), Proceedings of the 1998 American Academy of Advertising Conference. Pullman: Washington State University, 174–182. Sundar, S. S and Kim, J. (2005). Interactivity and persuasion: Influencing attitudes with information and involvement. Journal of Interactive Advertising, 5(2): 5-18. Tajfel, H. and Turner, J.C. (1986). The social identity theory of inter-group behavior. in Psychology of Intergroup Relations, Stephen Worchel and William G. Austin, eds. Chicago: Nelson-Hall, 7-24. Vakratsas, D. and Ambler, T. (1999). How advertising works: What do we really know?. Journal of Marketing, 63(1): 26-43. Vargo, S. L. and Lusch, R.F. (2004). Evolving to a new dominant logic for marketing. Journal of Marketing, 68: 1-17. Wentzel, D., Henkel, S. and Tomczak, T.(2010). Can I live up to that ad? Impact of implicit theories of ability on service employees' responses to advertising. Journal of Service Research, 13(2): 137-152. Wieseke, J., Ahearne, M., Lam, S.K. and van Dick, R. (2009). The role of leaders in internal marketing. Journal of Marketing, 73: 123-145. Wu, G. (2005). The mediating role of perceived interactivity in the effect of actual interactivity on attitude toward the website. Journal of Interactive Advertising, 5(2):29-39. Yoo, C. Y. and Kim, K. (2007). Processing of animation in online banner advertising: The roles of cognitive and emotional responses. Journal of Interactive Marketing, 19(4): 18-34. Yoon, S. (2003). An experimental approach to understanding banner adverts' effectiveness. Journal of Targeting, Measurement and Analysis for Marketing, 11: 255–272.

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Gender and perceptual dimensions of TV-advertising

Lars Pynt Andersen, University of Southern Denmark, lpa@sam.sdu.dk Jan Møller Jensen, University of Southern Denmark, jmj@sam.sdu.dk

The primary objective of this paper is to establish, demonstrate and evaluate the usefulness of an ad perception framework, composed of three perceptual dimensions developed from cognitive film theory (Grodal 1997; 2009). To that end, the article briefly summarizes the main approaches in the framework. Next, an empirical study, aimed at demonstrating and evaluating the framework in relation to gender difference in advertising perception is presented. Main findings are that the scales based on the framework capture differences in ad perception, suggesting that there may be subtle but significant differences in how men and women perceive advertising. The results are discussed in relation to theoretical and pragmatic implications. Keywords: advertising; gender; advertising effect; advertising perception References Aaker, D.A. and Carman (1982) Are You Overadvertising? Journal of Advertising Research, vol. 22(4), pp. 57-70. Aaker, D.A. and Stayman, D. M. (1990). Measuring Audience Perceptions of Commercials and Relating Them to Ad Impact. Journal of Advertising Research 30 (4), pp. 7-17. Andersen, L. P. (2003) Conceptualising Television Advertising: From 'content' to genre, from USP to ISP, in Branding and Advertising, Flemming Hansen and Lars Bech Christensen, eds. (Copenhagen: CBS press.). Andersen, L.P. (2004) The Rhetorical Strategies of Danish TV Advertising, - A study of the first fifteen years with special emphasis on genre and irony. Doctoral School of Marketing, Copenhagen Business School. Barney-Reddish, I. and Areni, C.S. (2006) Sex Differences in Responses to Probability Markers in Advertising Claims. Journal of Advertising, vol. 35(2) pp. 7-16. Coulson, J. S. (1989) An Investigation of Mood Commercials, in Cognitive and Affective Responses to Advertising, Patricia Cafferata and Alice m. Tybout, eds. Lexington, Mass.: Lexington Books. Cramphorn, M. F. (2011). Gender effects in advertising. International Journal of Market Research, 53(2), 147-170.

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Darley, W. and Smith, R. E. (1995) Gender Differences in the Information Processing Strategies: An Empirical Test of the Selectivity Model in Advertising Response. Journal of Advertising vol. 24(1) pp. 41-56- Deighton, J., Romer, D.and McQueen, J. (1989) Using Drama to Persuade. Journal of Consumer Research, 16 (December), 335-343 Escalas, J.E. (2004). Imagine Yourself In The Product: Mental Stimulation, Narrative Transportation, and Persuasion. Journal of Advertising, Vol. 33(2), 37-48. Escalas, J.E. (2007) Self‐Referencing and Persuasion: Narrative Transportation versus Analytical Elaboration. Journal of Consumer Research. Vol. 33, No. 4 (March), pp. 421-429 Fisher, R. and Dubé, L. Gender Differences in Responses to Emotional Advertising: A Social Desirability Perspective. Journal of Consumer Research. Vol. 31, No. 4 (March 2005), pp. 850-858 Frye, Northrop (1957) The Anatomy of Criticism: Four Essays, Princeton: Princeton University Press. Green, M.C. and Brock, T.C. (2000) The Role of Transportation in the Persuasiveness of Public Narratives. Journal of Personality and Social Psychology, Vol. 79(5) 701-721. Green, M.C., Brock, T.C. and Kaufman G.F. (2004) Understanding Media Enjoyment: The Role of Transportation Into Narrative Worlds. Communication Theory, 14(4), 311-327. Grodal, Torben (1997) Moving Pictures, A New Theory of Film Genres, Feelings, and Cognition, Oxford: Clarendon Press. Grodal, Torban (2009) Embodied Visions: Evolution, Emotion, Culture and Film. Oxford University Press. Heath, R. and Stipp, H. (2011) The Secret of Television’s Succes: Emotional Content or Rational Information? After Fifty Years the Debate Continues. Journal of Advertising Research, March supplement pp. 112-121 Hefzallah, Ibrahim M. and W. Paul Maloney (1979) Are There Only Six Kinds of TV Commercials, Journal of Advertising Research, 19(4), pp. 57-62. Højbjerg, L. (2000) Fortælleteori 2 ,København: Akademisk Forlag. Janssen, W. and De Pelsmacker, P. (2005): Emotional or informative? Creative or boring? The effectiveness of different types of radio commercial. International Journal of Advertising 24(3), pp. 373-394. Laskey, H. A., Day, and Melvin R. Crask (1989) Typology of Main Message Strategies for Television Commercials, Journal of Advertising, 18(1), pp. 36-41. Laskey, Henry A., Fox, R. J., and Crask, M. R., (1994), "Investigating the Impact of Executional Style on Television Commecial Effectivenes." Journal of Advertising Research (Nov/dec): 9-16. Laskey, Henry A., Fox, R.J., and Melvin R. Crask (1995) The Relationship Between Advertising Message Strategy and Television Commercial Effectiveness, Journal of Advertising Research,(march/april), pp. 31-39. Lord, K, Lee, M. and Sauer, P. (1995) The Combined Influence Hypothesis; Central and Peripheral Antecedents of Attitude towards the Ad. Journal of Advertising, Vol 24(1). MacKenzie and Lutz, R.J. (1989) An Empirical Examination of the Strcutural Antecedents of Attitude Towards the Ad in an Advertising Pretesting Context. Journal Of Marketing Vol. 53(April), pp. 48-65.

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Meyers-Levy, J. and Maheswaran, D. (1991) Exploring Differences in Males' and Females' Processing Strategies. Journal of Consumer Research , Vol. 18, No. 1 (June), pp. 63-70. Nunnally, J.C. (1978) Psychometric Theory. McGraw-Hill, New York. van den Putte, B. (2009) What matters most in advertising campaigns? The relative effect of media expenditure and message content strategy. International Journal of Advertising 28 (4), pp. 669-690. Rossiter, John R. and Larry Percy (1996) Advertising Communications & Promotion Management (Singapore: McGraw-Hill). Schlinger, M.J. (1979) A Profile of Responses to Commercials. Journal of Advertising Research vol. 19 (2). Shimp, Terence A. (1976) Methods of Commercial Presentation Employed by National Television Advertisers, Journal of Advertising, 5(4), pp. 30-36. Stone, G., Besser, D. and Lewis, L. (2000) Recall, Liking, and Creativity in TV Commercials: A New Approach. Journal of Advertising Research, May/June, p. 7-18. Wells, W. D. (1989) Lectures and Dramas, in Cognitive and Affective Responses to Advertising, Patricia Cafferata and Alice m. Tybout, eds. (Lexington, Mass.: Lexington Books). Wells, W.D. (1971) A Reaction Profile for TV Commercials. Journal of Advertising Research, Vol . 11(6) Dec.

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Implementing Knowledge Management for Effective Communication Solutions: An Analysis of Communication

Agencies in Turkey

Sema Misci Kip, Izmir University of Economics, sema.misci@ieu.edu.tr Ebru Uzunoğlu, Izmir University of Economics, ebru.uzunoglu@ieu.edu.tr

Philip James Kitchen, ESC Rennes School of Business, philip.kitchen@esc-rennes.fr

Knowledge has become one of the most essential assets and valuable resources that provide competitive advantage for organizations. Competitive success depends on two basic principles: First, companies should learn from their mistakes and successes. Second, they have to take advantage of their expertise and experiences that helped them achieve success. In other words, it is crucial for companies to manage their knowledge assets to distinguish themselves from their competitors. According Dalkır (2011), being often based on experience, knowledge is subjective, highly contextual and is beyond data or information. Knowledge management (KM) goes far beyond developing simple information systems (Raghu and Vinze, 2007). Managing knowledge must be developed consciously as is the case with other strategic asset in terms of obtaining its benefits as Chesbrough et al. (2006, 26) stated: “the use of purposeful inflows and outflows of knowledge to accelerate internal innovation”. Schultze and Stabell (2004, 551) define the notion of KM “as the generation, representation, storage, transfer, transformation, application, embedding and protecting of organizational knowledge”. Therefore, it is important to identify knowledge formation and adaptation in the organization. Unless knowledge is produced, captured, shared, distributed and owned collectively within an organization, it can have little or no value in relation to improving performance, creating innovative solutions and generating/sustaining competitive advantage. Studies focusing on knowledge management approaches offer some common phases such as knowledge creation, storage and retrieval, distribution and application (Davenport and Prusak 1998; Alavi 2000; Martensson 2000).

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As in other fields, knowledge is also gaining in import in today’s communication world where information flows from many different sources. Effective and efficient communication solutions necessitate deriving “useful information” from the general mass of data and converting it to use-able knowledge. Communication services are business-to-business services those generate creativity, are highly intangible, competitive and carry high risks. Thus, managing and selling knowledge are considered as the essential functions of communication efforts. Clients of communication agencies place great importance on specialization, and to processed, construed data - i.e. information and knowledge - and require creative solutions to achieve their communication objectives. Hence, knowledge is one the most essential assets for agencies especially those that need to design unique communication campaigns. Since finding creative communication solutions necessitates harmonic and collaborative team work, it is also important to understand how data gathered from different sources are used by different departments in terms of knowledge exchange inside said communication agencies. Thus, agency success requires effective knowledge management which is as important as knowledge creation. Knowledge management relies on collaboration between a wide variety of contributors ranging from individuals and groups to developed technologies in an organization (Raghu & Vinze, 2007). Similarly, communication agencies try to obtain information using different resources and varied research processes which enable them to utilize both external and internal knowledge to create innovative and creative solutions. Our previous research (Misci & Uzunoğlu, 2008) mostly focused on advertising and media agencies’ knowledge management process drawing on data gathered by in-depth interviews from the industry with 14 representatives from 10 agencies. The results revealed that “all the participant agencies use KM somehow, although they are not consciously aware of the steps and the processes” (Misci & Uzunoğlu, 2008: 523). We have concluded that “sharing and use of information within agencies, finding creative, innovative and efficient ideas and solutions and capturing best practices can be accomplished through the KM process” (Misci & Uzunoğlu, 2008: 524), and agencies can gain a competitive advantage by putting knowledge into application.

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The collaboration of different parties in developing communication solutions requires on-going dialogue in order to create, store, share and apply knowledge. Today, one of the important information sources that ease the collaboration is digital technologies providing new platforms that facilitate the flow of data and information via social networks, digital monitoring and server reports, and digital interactions for both agencies and advertisers free from space and time. Considering this, our further study focuses on digital communication agencies to identify how they find solutions for client communication problems by using data gathered from different sources. The qualitative approach adopted is predicated on in-depth interviews with representatives from digital communication agencies. The target number of interviewees to contact is 15 and the interviews will be extended until repetitive themes emerge (Carson et al., 2001). Interviewing expert-representatives will provide a practical context in support of the theoretical framework, and would lead to a better understanding of the issue from the practitioners’ viewpoints. Interview questions will be based on the Knowledge Management Process developed by Alavi (2000) and will include the four phases of knowledge creation, storage and retrieval, distribution, and application in order to explore the following research questions: − What are the main information sources of digital communication that

agencies access in terms of knowledge acquisition and creation? − How is gathered information stored and retrieved? − How is knowledge shared externally (i.e. clients) and internally

(employees)? − How is knowledge used to develop creative solutions for communication

problems?

References Alavi, M. 2000. “Systems For Managing Organizational Knowledge”. Accessed December 12. http://www.trg-inc.com/resources/electronic_alavi.pdf Carson, D., G. Audrey, P. Chad, and G. Kjell. 2001. Ethnography and Grounded Theory. In Qualitative Marketing Research edited by D. Carson, A. Gilmore, C. Perry and K. Gronhaug 146–157. London: Sage. Chesbrough, H. W., W. Vanhaverbeke, and J. West 2006. Open Innovation: Researching a New Paradigm. Oxford: Oxford University Press.

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Davenport, T. H., and L. Prusak. 1998. Working Knowledge: How Organizations Manage What They Know. Boston: Harward Business School Press. Dalkır, K. 2011. Knowledge Management in Theory and Practice. USA: The MIT Press. Martensson, M. 2000. A Critical Review of Knowledge Management As a Management Tool. Journal of Knowledge Management. 4, 204-216. Misci, S., and Uzunoğlu, E. 2008. Knowledge Management in the Field of Advertising: How Advertising and Media Agencies Manage Knowledge? Proceedings of 9th European Conference on Knowledge Management: Eckm 2008, UK: Academic Conferences Limited, 515-524. Raghu, T. S., and A.Vinze. 2007. A Business Process Context for Knowledge Management. Decision Support Systems 43, 1062-1079. Schultze, U., and C. Stabell. 2004. Knowing What You Don’t Know? Discourses And Contradictions in Knowledge Management Research. Journal of Management Studies. 41 (4), June, 549-573.

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International Marketing Myopia: Advertising Typologies in Services

Ali Kanso, ESC Rennes Business School Philip James Kitchen, ESC Rennes Business School, philip.kitchen@esc-

rennes.fr Richard A. Nelson, ESC Rennes Business School,

Following a half century of debate, and with the broad acceptance of a ‘middle of the road’ position, the issue of standardized versus localized approaches in international advertising campaigns continues to attract interest (see, for example, Okazaki and Taylor, 2006; Fastoso & Whitelock, 2007). However, the focus of most empirical international advertising research concerns U.S. corporations marketing goods, or content analysis of advertisements for products in different markets. Little research, though, has focused upon international advertising approaches used by U.S. multinational service companies.

This working paper aims to determine the types of standardized creative advertising approaches used by U.S. multinational service companies, identify obstacles that may impede standardization of advertising campaigns if desirable, and to examine connections between the use of creative advertising approaches and company’s sales volumes, and between the use of creative advertising approaches and companies length of business. Opportunities in international markets for consumer goods and services abound. New consumer markets are booming in China and other Asian countries, India, Latin America, and Eastern Europe as their economies expand, in some cases massively. In addition, consumer tastes in more mature markets of the industrialized world are now sophisticated and complex (Cateora, Gilly and Graham, 2013). Along with challenges, competition among multinational companies has intensified due to increasing liberalization of trade, creation of regional economic integrations, advances in transportation, communication and information technologies, and uninterrupted flows of goods and services in a relatively peaceful world (Czinkota & Ronkainen. 2012; Keegan & Green, 2012). Over the past decade, and by way of example, the U.S. has witnessed I exports of its commercial services climb 4% while those of Germany fell

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2% and France’s dropped a full 7% in 2012 (World Trade Organization, 2013). During the same year, American exports of services reached US$649.346 billion, resulting in a US$206.82 billion trade surplus. Marketing and promotion are major beneficiaries of this level of economic activity, although estimates on the size of global advertising expenditures vary. These markets need to be given fuller attention as the types of advertising strategies may be capable of improvement.

References Cateora, P., Gilly, M., & Graham, J. (2013). International marketing, 16th ed. Boston: McGraw-Hill/Irwin. Czinkota, M.R., & Ronkainen, I.A. (2012). International marketing, 10th ed. Mason, OH: Cengage Learning. Fastoso, F., & Whitelock, J. (2007). International advertising strategy: The standardisation question in manager studies: Patterns in four decades of past research and directions for future knowledge advancement. International Marketing Review, 24(5), pp. 591-605. Keegan, W.J., & Green, M.C. (2012). Global marketing, 7th ed. Upper Saddle River, NJ: Pearson/Prentice Hall. Okazaki, S., & Taylor, C.R. (2006). Towards an understanding advertising standardisation in the European Union: A theoretical framework and research propositions. In Diehl, S., & Terlutter, R., (eds.), International Advertising and Communication: Current Insights and Empirical Findings, pp. 440-454. Wiesbaden: Deutscher Universitäts-Verlag. World Trade Organization (2013). Trade to remain subdued in 2013 after sluggish growth in 2012 as European economies continue to struggle. Geneva, Switzerland: Author, online at http://www.wto.org/english/news_e/pres13_e/pr688_e.htm.

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2 Responsible and ethical

communication track

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A three way comparison of perceptions of the role and effectiveness of charity content marketing:

The views of fundraisers, consultants, and donors

Roger Bennett, London Metropolitan University, r.bennett@londonmet.ac.uk Rita Kottasz, London Metropolitan University, r.kottasz@londonmet.ac.uk Manisha Pal, London Metropolitan University, m.pal@londonmet.ac.uk

Although the topic of content marketing has received extensive coverage in the practitioner marketing literature, academic research into content marketing has been sparse. The work in progress outlined below compares views about the uses and value of content marketing held by members of samples of content senders, their consultants, and content recipients within a sector, UK fundraising charities, that employs content marketing extensively (see Cahalane, 2013; Miranda and Steiner, 2013). Content marketing involves the creation and sharing of valuable but often free-to-use content in webpages, blogs, e-newsletter, podcasts, videos, white papers, apps, virals, tweets, Facebook communications, magazine or online TV channels, etc. (Hilpern, 2013 p.38). According to a number of authorities (see Wehmeier and Raaz, 2012 for details) content marketing has become a key strategic tool for managing stakeholder relationships. Hilpern (2013) estimated that content marketing could account for at least £900 million of UK marketing expenditures in 2013. The practitioner content marketing literature routinely suggests that there exist a number of key objectives for content marketing; namely search engine optimisation, impression management, creation of transparency in communications, and maximising the attainment of viral distribution of content. Search engine optimisation (SEO) leading to high search ranking is often regarded as a primary aim of content marketing (Hart, 2002; Wenham et al., 2003; Clark, 2013) on the basis of the fact that the majority of internet users only examine the top ten websites on a search engine results list, with only one per cent searching beyond page three (Zhang and Dimitroff, 2005). Search engine rankings algorithms match relevant content to user queries. Hence, content is an ‘especially important’ criterion applied to the determination of results page rankings (Onaifo and Rasmussen, 2013 p.104). A charity might invest

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substantial resources in maximising its results page ranking, so it is a matter of considerable interest to know whether donors to a charity really care about the charity’s search result position. Gay et al. (2007) notes that just because most people only browse the first two or three pages resulting from a search, this does not necessarily mean that they regard top positions as important (implying in the present context that top positions may not induce individuals to give). Impression management involves efforts to create, protect, repair, maintain or alter an image held by an audience (Schniederjans et al. 2013). The aim is to control outsiders’ opinions or impressions by manipulating the content of the information presented during interactions (Leary and Kowalski, 1990; Hooghiemstra, 2000). An organisation engaging in impression management will discerningly present information about its accomplishments while omitting less favourable information. However, the recipients of content designed to create favourable impressions of an organisation might not appreciate the material delivered. They may suspect that important information has been omitted, that facts have been embellished, and, according to Bozemon and Kacmar (1997), may feel ingratiated and manipulated. Many studies have concluded that consumers hold more favourable attitudes towards organisations with transparent business practices (see Bhaduri and Ha-Brookshire [2011] for details of relevant investigations). Benefits claimed for organisational transparency include the creation of a favourable atmosphere for public relations (Eggert and Helm, 2003), feelings of identification with an organisation (Bertot et al., 2010), trust (DiStaso and Bortree, 2012), and an improved reputation (Bhaduri and Ha-Brookshire, 2011). Problems are that transparent information is freely available to competitors; that as more and more information becomes accessible it becomes increasingly difficult for consumers to judge which elements are valid and useful (Christensen and Langer, 2009); and that because individuals’ perceptions of transparency are subjective (Eggert and Helm, 2003), then opinions vis-à-vis the optimum amount of transparency will vary from person to person (Jiang et al., 2009). Also, donors might not be impressed by organisational attempts at transparency. They might not believe the ‘transparent’ information that is transmitted, might consider it to be a form of advertising, or might not find the information that is provided to be useful. Organisations increasingly attempt to create compelling content they hope will improve the chances of a message ‘going viral’,

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(Hinz et al., 2011). Berger and Milkman (2012) found that high probabilities of viral distribution were associated with the inclusion in content of high-arousal positive and emotional evocative messages; avoidance of deactivating messages (e.g., those invoking sadness, anger, awe or anxiety); and the presentation of useful, interesting and surprising information. It is relevant to note however that donors might resent being pressured into passing on messages. Donors may assume that certain messages have been sent by agents, may feel ‘used’, and might regard messages that are clearly intended to encourage virality as ‘digital spam’ (Woerndl et al., 2008). To address these issues, questionnaires are being (i) sent to heads of marketing in the UK’s top (by income) 1000 charities and to a list of the chief executives of around 300 content marketing agencies, and (ii) administered face-to-face to a sample of charity donors approached at random in street location in various districts (some prosperous, some deprived) of Greater London. (The target donor sample size is 800, this work being undertaken by graduate students trained and paid for the task.) Section one of the questionnaires sent to charities asks for information about a charity’s size, age and sector, and whether it uses a content marketing consultant and/or employs dedicated marketing staff. Agencies are being asked whether they specialise in charity clients. Subsequent sections examine the respondent’s perceptions of the importance of transparency, SEO, etc. The questionnaire administered to charity donors begins with routine queries concerning the donor’s age, income category and education, intensity of use of social media, amount given to charity in the previous year and frequency of giving. Donors are then asked for their views on the importance of transparency, the use of impression management, etc., within content, using the same questions (suitably adapted) as are given to charities and agencies. Because the study is gathering some basic information on the properties of the respondent charities and agencies (size, age, sector) and on the characteristics of donors (age, income and education levels, intensity of use of social media, giving behaviour) it is feasible to explore possible connections between these variables and a participants’ views on the importance and/or roles of transparency, etc., within a charity’s content. Initial findings indicate that significant differences do indeed exist between the views of, on the one hand, charity fundraising managers and their

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consultants, and on the other the donors who give to charities, particularly in relation to the value of SEO and organisational transparency within content. Key words: Content marketing, non-profit organisations, search engine optimisation, transparency, impression management, viral distribution.

References Berger, J., and Milkman, K. 2012. What makes online content viral? Journal of Marketing Research 49, no. 2: 192 – 205. Bertot, J., Jaeger, P. and Grimes, J. 2010. Using ICTs to create a culture of transparency: E-government and social media as openness and anti-corruption tools for societies. Government Information Quarterly 27: 264 – 271. Bhaduri, G. and Ha–Brookshire, H. 2011. Do transparent business practices pay? Exploration of transparency and consumer purchase intention. Clothing and Textiles Research Journal 29, no. 2: 135-149. Bozeman, D. and Kacmar, K. 1997. A cybernetic model of impression management processes in organisations. Organisational Behaviour and Human Decision Processes 69, no. 1: 9-30. Cahalane, C. 2013. Why aren’t charities making more social media to generate cash? Charities should make social media integral to fundraising. Guardian Professional 2 July 2013, p.1. Accessed on 4 September 2013 at www.the guardian.com. Christensen, L. and Langer, R. 2009. Public relations and strategic use of transparency: Consistency, hypocrisy and corporate change. In R. Heath, E. Toth and D. Waymer, eds, Rhetorical and Critical Approaches to Public Relations. Hillsdale N Y: Routledge. Clarke, B. 2013. The Business Case for Agile Content Marketing. Boulder, Colorado: Copyblogger Media. www.scribecontent,com. Accessed 29 May 2013. DiStaso, M. and Bortree, D. 2012. Multi-method analysis of transparency in social media practices: Survey, interviews and content analysis. Public Relations Review 38: 511: 514. Eggert, A. and Helm, S. 2003. Exploring the impact of relationship transparency on business relationships: A cross-sectional study among purchasing managers in Germany. Industrial Marketing Management 32: 101-108. Gay, R., Charlesworth, A. and Esen, R. 2007. Online Marketing: A Customer-led Approach. Oxford: Oxford University Press. Hilpern, K. 2013. How to make content marketing work for you. The Marketer, January/February 2013, pp.38-41. Hinz, O., Skiera, B., Barrot, C. and Becker, J. 2011. Seeding strategies for viral marketing: An empirical comparison. Journal of Marketing 75, no. 6: 18-29. Hooghiemstra, R. 2000. Corporate communication and impression management: New perspectives on why companies engage in social reporting. Journal of Business Ethics 27: 55-68. Onaifo, D. and Rasmussen, D. 2013. Increasing libraries’ content findability on the web with search engine optimisation, Library Hi tech 31, no. 1: 87-108.

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Schniederjans, D., Cao, E. and Schniederjans, M. 2013. Enhancing financial performance with social media: An impression management perspective. Decision Support Systems, in press website. Wehmeier, S. and Raaz, O. 2012. Transparency matters: The concept of organisational transparency in the academic discourse. Public Relations Inquiry 1, no. 3: 337-366. Woerndl, M., Papagiannidis, S., Bourlakis, M. and Li, F. 2008. Internet induced marketing techniques: Critical factors in viral marketing campaigns, International Journal of Business Science and Applied Management 3, no. 1: 33-45.

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Branded Sustainability Programmes: platforms for collaboration and co-creation

Christina Scandelius, Brunel University christina.scandelius@brunel.ac.uk Geraldine Cohen, Brunel University

The calls for a circular economy require businesses to adopt CSR/Sustainability strategies ensuring collaboration with a number of stakeholders along the value chain. The corporate communications literature is however offering limited insights into the challenges of designing a corporate communications strategy that will stimulate collaboration with diverse stakeholders, and at the same time support a consistent corporate image. This paper provides insights into a specific symmetric corporate communications strategy aimed at stimulating not only a balanced dialogue, but to facilitate active collaboration and co-creation with stakeholders in a business to business value chain. The context for the research is the food and drink value chain in Western Europe and is based on empirical evidence from a multiple case study methodology involving in-depth interviews with 25 senior managers and directors from food and drink manufacturing companies, retailers, and some of their stakeholders. A framework for symmetrical corporate communications is presented, depicting the role of branded sustainability programmes as a platform for stimulating interest, initiatives and innovation from stakeholders, whilst ensuring a consistent corporate image. Previous research on corporate communications strategies on CSR and Sustainability, has seen limited empirical validation, is primarily focused on consumers, and more importantly is lacking in advice regarding how to craft communications that not only appeal to a multitude of stakeholders, but that also encourage collaboration and co-creation. Thus, this corporate

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communications framework adds confirmation and extension to previous research and, importantly, it introduces the notion of branded sustainability programmes as platforms for corporate communications.

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Business ethics revisited: the effects of business ethics on consumer perceptions, the mediating effect of brand equity and the

relationship with the willingness to buy

George G. Panigyrakis Athens University of Economics and Business,

pgg@aueb.gr Eirini Koronaki, Athens University of Economics and Business,

eirini_kor@hotmail.com Artemis Panigyraki, Erasmus School of Economics, artemispan@hotmail.com

This research examines the influence of business ethics on customers’ perceptions and willingness to buy using brand equity as a mediating variable. Adapting a proposal of a model involving the variables under consideration, several hypotheses were developed and tested, based on the existing literature. The study focuses on Dutch University Students who have the purchase experience of both fast moving products and services. The most appropriate methodological approach (web survey design), the necessary research instruments and the corresponding scales of measurement were adopted. The results indicate that business ethics affect consumer perceptions and brand equity. In addition, results indicated an equally strong positive relationship between consumer perceptions and actual willingness to buy and a negative one between brand equity and consumer perceptions. The theoretical and managerial implications of these findings are discussed and further research directions are offered.

Keywords: business ethics, brand equity, consumer perceptions, willingness to buy.

References Aaker, D. A. (1996), Managing brand equity. Capitalizing on the value of a brand name, New York: The Free Press. Brickley J, Smith C, Zimmerman J (2002) Business ethics and organizational architecture, Journal of Banking & Finance 26 (2002) 1821–1835.

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Brown, Tom J. and Peter A. Dacin (1997), “The Company and the Product: Corporate Associations and Consumer Product Responses,” Journal of Marketing, 68-84. Brunk K (2012) Un/ethical Company and Brand Perceptions: Conceptualizing and Operationalising Consumer Meanings, Journal of Bus Ethics (2012) 111:551–565 DOI 10.1007/s10551-012-1339-x. Cacioppe R, Foster N, Fox M (2008) A Survey of Managers’ Perceptions of Corporate Ethics and Social Responsibility and Actions that may Affect Companies’Success, Journal of Business Ethics, 82:861-700. Carroll, A. B.: (1991) ‘The Pyramid of Corporate Social Responsibility: Toward the Moral Management of Organizational Stakeholders’, Business Horizons 34(4), 23–32. Dodds, W. B., Monroe, K. B., & Grewal, D. (1991). Effect of price, brand and store information on buyers’ product evaluations. Journal of Marketing Research, 28(3), 307-319. Ethics pay for GE, eBay. (2011, March). WARC report [omitted for blind review]. Fan Y. et al (2005) Ethical Branding and Corporate Reputation, Corporate Communications: An International Journal, Volume 10, Number 4, 2005. Freeman, R. E., Gilbert, D. R., & Hartman, E. (1988). Values and the foundations of strategic management. Journal of Business Ethics, 7, 821–835. Goodyear, M. (1996), "Divided by a common language: diversity and deception in the world of global marketing," Journal of the Market Research Society, 38 (2), 105-122. Keller, K. L. (1998). Strategic brand management: Building, measuring and managing brand equity. London: Prentice Hall International. Henricks, M. (1998). Spread the word. Entrepreneur, 26 (2), 120-125. Krishna A, Dangayach G.S., Jain R (2011) Business Ethics: A Sustainability Approach, Social and Behavioral Sciences 25 (2011) 281 – 286. Kusku, F., & Zarkada-Fraser, A. (2004). An empirical investigation of corporate citizenship practices in Australia and Turkey. British Journal of Management, 15(1), 57-72. doi: 10.1111/j.1467-8551.2004.t01-1-00400.x. Lai Chi-Shium et al (2010) The effects of Corporate Social Responsibility on Brand Performance: The Mediating Effect of Industrial Brand Equity and Corporate Reputation, Journal of Business Ethics 95:457-469. Manrai, L. A., & Manrai, A. K. (2007). Business-Society relationship: A new framework for Societal Marketing Concept. Paper presented at the International Association for Business and Society, Florence, Italy. Mudambi, S., Doyle, P., and Wong, V. (1997), An Exploration of Branding in Industrial Markets, Industrial Marketing Management, Vol. 26, pp.433-446. Mulki J, Jaramillo F (2011) Ethical reputation and value received: customer perceptions, International Journal of Bank Marketing Vol. 29 No. 5, 2011. New York: Free Press, pp. 1-47. Nutall, Jon (1997): Ahlak Üzerine Tartışmalar, (Çev.Abdullah Yılmaz), İstanbul: Ayrıntı Yayınları, 1.Baskı. Paluszek, J. (2006). Ethics and brand value: Strategic differentiation. Santa Clara University, Markkula Center for Applied Ethics. Ries, A., J. Trout (1981) Positioning: The Battle for Your Mind New York: McGraw-Hill. Roddick, A (2002) ‘Putting Your Body on the Line’, Accountancy SA, February, 3–7.

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Samonte, H, Shows (2009) Perception of global climate change as a mediator of the effects of major and religious affiliation on college students’ environmentally responsible behavior, Journal of Environmental Education Research, Volume 18, Issue 6, 2012. Sen, S. & Bhattacharya, C.B. (2001). Does doing good always lead to doing better? Consumer reaction to corporate social responsibility. Journal of Marketing Research, 38(2), 225-243. Shanahan, K. J. & Michael R. H. (2003). The Development of a Virtue Ethics Scale. Journal of Business Ethics, 42(2), 197-208. Singh, J. B.: (1989) 'The Teaching of Ethics in Canadian Schools of Managements and Administrative Studies', Journal of Business Ethics 8, 51-6. Singhapakdi, A., Mohammed, Y.A., Marta, K.J., and Ahmed, M.I. (1999). A cross-cultural study of consumer perceptions about marketing ethics. Journal of Consumer Marketing, 16 (3), 257-272. Svensson G, Woodb G, Callaghan M (2010) A corporate model of sustainable business practices: An ethical perspective, Journal of World Business, 45 (2010) 336–345. Tsalikis J, Seaton B (2006) Business Ethics Index: Measuring Consumer Sentiments Toward Business Ethical Practices, Journal of Business Ethics (2006) 64: 317-326, Springer 2006 DOI 10.1007/sl0551-005-4667-2. University Press. Wartick, S. L. (2002). Measuring corporate reputation: Definition and data. Business and Society, 41(4), 371– 392. Washburn, J.H. and Plank R.E. (2002). Measuring brand equity: an evaluation of a consumer-based brand equity scale. Journal of Marketing Theory and Practice 10(1): 46-62. Yoo, B. and Donthu, N. (2001). Developing a scale to measure perceived quality of an Internet shopping site (SITEQUAL). Quarterly Journal of Electronic Commerce, 2(1), 31-46.

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Deception on the Internet: Consumers Knowledge and Perception of Potentially Misleading Practices

Anastasios Panopoulos, University of Macedonia, tasos@aueb.gr

Michael A. Belch, San Diego State University, mbelch@mail.sdsu.edu

While consumers have been concerned for some time about their personal privacy on the Internet, other practices which they may not be aware of may be as dangerous or more dangerous to their well- being. This research examines awareness and perceptions of a number of common and significant Internet practices that may be deceptive and harmful to consumers. Surveys were conducted in the U.S. and Greece in an attempt to garner an international perspective of this issue. The research concludes that even knowledgeable and frequent users of the Internet are unaware of practices that may be harmful to them, even though these practices are also shown to be perceived as unethical. Keywords: e-Advertising, Unethical practices, Internet References Arango ,Tim, “Soon, Bloggers Must Give Full Disclosure,” www.nytimes.com, October 5, 2009. Bullas, Jeff, “Blogging Statistics, Facts and Figures 2012—Infographic,” www.jeffbullas.com, May, 2012. Chang,Andrea, “Shop and tell videos bring girls clout, swag,” Los Angeles Times, August 1, 2010, A1, 23. Drell, Lauren, “4 Ways Behavioral Targeting Is Changing the Web,” www.hubspot.com, April 26, 2011. Eurostat (2011), http://epp.eurostat.ec.europa.eu/cache/ITY_OFFPUB/KS-SF-11-066/EN/KS-SF-11-066-EN.PDF. Gara Tom, “Paid Tweeters Beware: The FTC is Watching,” blogs.wsj.com, March 12, 2013. Harris Interactive, ”Behavioral Advertising and Privacy; What Consumers Think they Know And What Advertisers Need To Do About It,” www.emarketer.com, August 16,2011 Heine, Christopher, “Parents Sue Facebook Over Ads And ‘Like’ Data,” www.clickz.com, August 27, 2010.

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Helft, Miguel, “Google Is Top Tracker of Surfers in Study,” www.nytimes.com, June 2, 2009. Horovitz, Bruce, “Marketers get creative targeting hard-to-reach college students,” www.usatoday.com, March 10, 2010. ____”Incentives Motivate Moms to Refer Brands to Friends,” www.emarketer.com June 2, 2011. ____”What Marketers Should Know About Brand Advocates,” www.emarketer.com, March 5, 2012. Huffstutter, P.J. and Jerry Hirsch, “Blogging moms wooed by firms: Food giants provide lavish goodies. Parents provide the buzz. Is it ethical?” Los Angeles Times, November 15, 2009, p. A1, 20. Laird, Sam, “The Rise of the Mommy Blogger,” www.samlaird80.com; May 8, 2012. Odell, Patricia, “Pepsi Uses ‘Influencers’ to Launch a New Product,” www.promomagazine.com, June 18, 2009. Puzzanghera , Jim, and Jessica Guynn, “Study: User data sharing is pervasive,” Los Angeles times, October 12, 2011 p. B1,7 Smith , Steve, “The Rise of The Mommy Vloggers,” www.mediapost.com, October 27, 2010. Steel , Emily, “Marketers Watch as Friends Interact Online,” online.wsj.com, April 15, 2010. Viveiros, Beth Negus, “Keep the Brand/Blogger Relationship Transparent,” www.printthis.com, August 9, 2010. Waters, Richard, “Grand theft data,” Financial times, April 30/May 1, 2011 Wolverson, Rota , “The Human Billboard,” www.time.com, April 15, 2013.

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3 Communication across cultures (part

1) track

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Combining Personal Relationships and Relationship Marketing to Attract and Retain New Customers

Ahmed S. Shaalan, Hull University, a. shaalan@hull.ac.uk Jon Reast, Bradford University, J.reast@bradford.ac.uk Debra Johnson, Hull University, d.johnson@hull.ac.uk

Marwa E. Tourky, Exeter University, m.tourky@hotmail.com El-Sayed Mohamed Sobhy, Tanta University, elsayedsobhy2020@gmail.com

This empirical paper is based on a conceptual framework linking personal relationships (guanxi) and relationship marketing and their impact on customer retention. The aim of this paper is to examine the direct effect of personal relationships through their various constructs (bonding, personal trust, reciprocity, empathy, face, and affection) and relationship marketing (RM) through its constructs (organizational trust, commitment, reciprocity, communication, conflict handling and equity) on customer retention. There is a lack of research demonstrating how these concepts work together to help companies attract new customers and retain them.

A questionnaire derived from extant literature was completed by 305 customers of Egyptian small and medium-sized enterprises (SMEs). The initial findings, obtained using multiple regression analysis, indicate that personal relationships have a significant positive direct impact on customer retention. RM constructs have a significant positive direct effect and predict a substantial proportion of the variance in customer retention. The findings of this study provide useful and valuable insights for Egyptian SMEs intending to use the personal networks of their employees and apply RM, as using both of these concepts will improve the quality of the relationships with customers as well as customer recruitment and retention. The paper is of relevance to academics studying personal relationships/networks and relationship marketing, and to marketing practitioners developing marketing and retention strategies.

Keywords: personal relationships, relationship marketing, organizational relationships, customer retention

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References Arias, J. T. 1998. A relationship marketing approach to guanxi. European Journal of Marketing 32: 145. Berry, L. L. 2002. Relationship marketing of services: perspectives from 1983 and 2000. Journal of Relationship Marketing, 1(1): 59-94. Bjorkman, I., and S. Kock. 1995. Social Relationships and Business Networks: The Case of Western Companies in China. International Business Review 4: 519-535. Boulding, W., A. Kalra, R. Staelin, and V. Zeithaml. 1993. A Dynamic Process Model of Service Quality. From Expectations to Behavioural Intentions. Journal of Marketing Research 30: 7-27. Bruhn, M. 2003. Relationship Marketing: Management of Customer Relationships. London, Prentice Hall. Dunfee, T. and D. Warren. 2001. Is guanxi ethical? A normative analysis of doing business in china. Journal of Business Ethics 32: 191. Flambard-Ruaud, S. 2005. Relationship marketing in emerging economics: some lessons for the future. Vikalpa, 30:53-63. Geddie, M., A. DeFranco, and M.Geddie. 2002. From guanxi to customer relationship marketing: how the constructs of guanxi can strengthen CRM in the hospitality industry. Journal of Hospitality and Tourism Marketing 13: 19-33. Geddie, M., A. DeFranco, and M.Geddie. 2005. A comparison of relationship marketing and guanxi: Its implications for the hospitality industry. International Journal of Contemporary Hospitality Management 17: 614. Hutchings, K., and D. Weir. 2006. Guanxi and wasta: A comparison. International Business Review 48: 141. Palmatier, R., C. Jarvis, J. Bechkoff, and F.Kardes. 2009. The role of customer gratitude in relationship marketing. American Marketing Association 73: 1-18. Shaalan, Ahmed. 2013. “Guanxi-Type Relationships (Shabakat Al-alakat) and Relationship Marketing: New Linkages in the Egyptian SME Sector.” PhD thesis, submitted to University of Hull, UK. Shaalan, A. S., J. Reast, D. Johnson, and M. E. Tourky. 2013. East meets West: Toward a theoretical model linking guanxi and relationship marketing. Journal of Business Research 66 (12): 2515–2521 Tang, X., T. Chou, and S. Chen. 2008. An empirical study of the effects of guanxi investment on customer loyalty in Chinese market. Asia Pacific Journal of Management, 18: 2-4 : 409. Tsang, E. 1998. Can guanxi be a source of sustained competitive advantage for doing business in china?. The Academy of Management Executive 12: 64. Tseng, Y. 2007. The Impacts of Relationship Marketing Tactics on Relationship Quality in Service Industry. The Business Review 7: 310- 314. Zeithaml, V., L. Berry, and A. Parasuraman. 1996. The Behavioural Consequences of Service Quality. Journal of Marketing 60: 31-46. Zhang, Y., and Z. Zhang. 2006. Guanxi and organizational dynamics in china: A link between individual and organizational levels. Journal of Business Ethics 67: 375.

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Discovering India’s Three Levels of Luxury Consumption

Don E. Schultz, Northwestern University, dschultz@northwestern.edu Varsha Jain, Mudra Institute of Communications, varsha@micamail.in

Luxury marketing research has moved from functional product attributes to a democratization of luxury view and from the established to the emerging economies based on consumer demand. Research studies have historically focused on the brand’s and marketer’s perspectives, thus there has been little attention to the consumer’s view of “self” and its impact on luxury consumption. This paper presents a framework of luxury and self-using concepts such as interdependent or outer, independent or inner and digital self. These involve three levels of luxury consumption, i.e., conspicuous, individual and interactive. This paper is developed from a series of studies conducted among Indian young luxury consumers from 2011 onward.

Key Words: Levels of luxury consumption, Self Concept of Consumers, purchase motives, Qualitative study, India References Amatulli, Cesare, and Gianluigi Guido. 2011. “Determinants of purchasing intention for fashion luxury goods in the Italian market: A laddering approach.” Journal of Fashion Marketing and Management15(1): 123-136. doi: 10.1108/13612021111112386 Atwal, Glyn, and Shaziya Khan. 2008. “Luxury marketing in India: ‘because I’m worth it’.” Admap Magazine, 43 (February), 491. URL: http://www.warc.com/Content/ContentViewer.aspx?ID=7600b3b2-af88-415a-9be2-caf4f0dec350&q=Luxury+marketing+in+India%3a+%E2%80%98because+I%E2%80%99m+worth+it%E2%80%99&MasterContentRef=7600b3b2-af88-415a-9be2-caf4f0dec350 Atwal, Glyn, and Alistair Williams. 2009. “Luxury brand marketing – The experience is everything!.” Journal of Brand management16 (March): 338-346.doi: 10.1057/bm.2008.48 Belk, Russell. 1988. “Possesions and the Extended Self”. Journal of Consumer Research. 15(2): 139-168. doi: http://www.jstor.org/stable/2489522 Berthon, Pierre, Leyland Pitt, Michael Parent, and Jean-Paul Berthon. 2009. “Aesthetics and Ephemerality: Observing and preserving the luxury brand.” California Management Review, 52 (Fall), 45-63.URL: http://pure.ltu.se/portal/files/3353680/Article.pdf Chadha, Radha, and Paul Husband. 2007.The Cult of the Luxury Brand: Inside Asia’s Love Affair with Luxury.Nicholas Brealey International Publishing, Boston, MA.

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Chen, Sandy, and Ashok Sethi. 2007. “Luxury looks east.” Brand Strategy, 213 (June): 56-58. Danziger, Pam. 2007. “New Luxury,” GCIMagazine, May 3.http://www.gcimagazine.com/business/marketing/7320156.html . Daswani,Aarzoo, and Varsha Jain. 2011. “Understanding Luxury Branding: A Conceptual Framework.”Media Asia, 38 (3): 131-139. URL:http://amic.org.sg/NewsLetter10.html Eastman, Jacqueline K., Ronald E. Goldsmith, and Flynn, LR. 1999. “Status consumption in consumer behaviour: Scale development and validation.” Journal of Marketing Theory and Practice 7 (summer): 41-52. doi: http://www.jstor.org/stable/40469967 Eng, Teck-Yong, and Julie Bogaert. 2010. “Psychological and cultural insights into consumption of luxury Western brands in India.”Journal of Customer Behaviour, 9 (March):55-75.doi: http://dx.doi.org/10.1362/147539210X497620 Fionda, Antoinette M., and Christopher M. Moore, 2009. “The anatomy of the Luxury Fashion Brand.” Journal of Brand Management. 16 (March): 347-363. doi: 10.1057/bm.2008.45 Granot, Elad, La Toya, M. Russell, and Thomas G. Brashear-Alejandro. 2013. “Populence: Exploring Luxury for the Masses.” Journal of Marketing Theory & Practice, 21 (Winter): 31-44. doi: 10.2753/MTP1069-6679210102 Godey, Bruno, Daniele Pederzoli, Gaetano Aiello, RaffaeleDonvito, Klaus-Peter Wiedmann, and Nadine Hennigs. 2013. "A cross-cultural exploratory content analysis of the perception of luxury from six countries."Journal of Product & Brand Management, 19 (4): 229-237. doi:10.1108/JPBM-02-2013-0254 Hung, Kuang-peng, Annie H. Chen, Norman Peng, Chris Hackley, Rungpaka A. Tiwsakul, and Chun-lun Chou. 2011. “Antecedents of Luxury brand purchase intention.” Journal of Product & Brand Managemet.20 (6): 457-467. doi:10.1108/10610421111166603 Husic, Melika, and MurisCicic.2009. “Luxury consumption factors.” Journal of Fashion Marketing and Managemen. 13 (May): 231-245.doi: 10.1108/13612020910957734 Seidel, Agata. 2010. In India, Luxury Brands Need Localized Strategies. Business of Fashion. Portal.euromonitor(India: Country Pulse. 2012,accessed June 20, 2013). http://www.portal.euromonitor.com Portal.euromonitor(Income and Expenditure: India. 2012, accessed June 20, 2013). http://www.portal.euromonitor.com Jain, Varsha, and Kruti Patel. 2013. “Marketing Luxury cars in India,” Warc Exclusive, January, 2-8. URL: http://www.warc.com/Content/ContentViewer.aspx?ID=35b331d9-d3ec-46bb-a245-7f09b78670af&MasterContentRef=35b331d9-d3ec-46bb-a245-7f09b78670af Jain, Varsha, SonalPingle, and AarzooDaswani. 2012. “Understanding Indians Purchase Behaviour Process: Luxury Apparel Sector.” Indian Institute of Management, Lucknow, 11 (January-June): 82-94. URL: http://www.econbiz.de/Record/understanding-indians-purchase-behaviour-process-luxury-apparel-sector-jain-varsha/10010077180 Kapferer, Jean-Noel, and Vincent Bastien. 2009. “The specificity of luxury management: Turning marketing upside down.”Journal of Brand Management. 16 (5/6): 311-322.doi:http://hal-hec.archives-ouvertes.fr/hal-00493180 Keller, Kevin L. 2009.“Managing the growth tradeoff: Challenges and opportunities in luxury branding.”Journal of Brand Management. 16 (January): 290-301.doi:

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10.1057/bm.2008.47 Lagier, Joelle, and Bruno Godey. 2007. “A scale for measuring aesthetic style in the field of luxury and art products.” International Journal of Arts Management.9 (Winter): 39-50.URL: http://neumann.hec.ca/pages/laurent.lapierre/Karen%20Kain%20and%20the%20National%20Ballet%20of%20Canada,%20.pdf Lee, Min-Young, Youn-Kyung Kim, Lou Pelton, Dee Knight, and Judith Forney. 2008. “Factors affecting mexica college students’ purchase intention toward a US apparel brand.” Journal of Fashion Marketing & Management.12 (July): 294-307. doi: 10.1108/13612020810889263 “Luxury Market in India may touch US$ 15 billion in next two years: ASSOCHAM, 2013” URL: www.assocham.org/prels/shownews-archive.php?id=3887 Mason, Roger. 1984.“Conspicuous Consumption: A Literature Review.” European Journal of Marketing. 18 (3): 26-39.doi:10.1108/EUM0000000004779 Miller, Karen W, and Michael K. Mills. 2012. “Probing brand luxury: A multiple lens approach.” Journal of Brand Management.20 (October): 41-51. doi: 10.1057/bm.2011.64 Morrison, Mike. 2005. “Experience a ‘new’ luxury,” B&T Weekly, 54 (September): 21. URL: http://www.highbeam.com/doc/1G1-135895883.html Sengupta, Chiranjeet. 2007. “A tale of two giants: unlocking the DNA of Chinese and Indian consumers.” ESOMAR, Annual Congress, Berlin, September, 2-25. Sierra, Jeremy J. and Michael R. Hyman. 2011. “Outlet mall shoppers’ intentions to purchase apparel: A dual-process perspective.” Journal of Retailing and Consumer Services.18 (March): 341-347.doi: 10.1016/j.jretconser.2011.03.002 Silverstein, Michael J, and Neil Fiske. 2003.Trading Up: Why Consumers Want New Luxury Goods, and How Companies Create Them, New York, NY: Penguin Group. Som, Ashok. 2011. “Logic of Luxury in Emerging Markets.” Vikalpa The Journal for Decision Maker.36 (January): 75-77. URL: http://connection.ebscohost.com/c/articles/59858469/logic-luxury-emerging-markets Truong, Yann, Geoff Simmons, Rodd McColl, and Philip J. Kitchen.2008. “Status and Conspicuousness – Are they related? Strategic Marketing implications for luxury brands.”Journal of Strategic Marketing.16 (July): 189-203. doi: 10.1080/09652540802117124 Twitchell, James B. 2002. Living It Up: Our Love Affair with Luxury. Columbia University Press. 6 Vadukt, Sidin. 2011. “Selling luxury during uncertain times.” Mint Indulge.9 (September), 24. Venkatesh, Alladi, Joy Annamma, John F Sherry Jr., and Jonathan Deschenes. 2010. “The aesthetics of luxury fashion, body and identify formation.” Journal of Consumer Psychology.20 (October): 459-470. doi: http://dx.doi.org/10.1016/j.jcps.2010.06.011 Vickers, Jonathan S. and Renand, F. 2003. “The marketing of luxury goods: An exploratory study three conceptual dimensions.” The Marketing Review.3 (December): 459-478. doi: http://dx.doi.org/10.1362/146934703771910071 “What every marketer needs to know about the luxury consumer.” 2004. Souvenirs, Gifts and Novelties, (September/October), 112-113. Wilcox, Keith, Hyeong M. Kim, and Sankar Sen. 2009. “Why do consumers buy counterfeit luxury brands?.”Journal of Marketing Research. 46 (April): 247-259.

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URL:http://www.marketingpower.com/AboutAMA/Pages/AMA%20Publications/AMA%20Journals/Journal%20of%20Marketing%20Research/TOCs/SUM_2009.2/Why_Do_Consumers_Buy.aspx Wong, Nancy Y. and Aaron C. Ahuvia. 1998. “Personal Taste and Family Face: Luxury Consumption in Confucian and Western Societies.” Psychology and Marketing. 15 (5), 423-441.doi:10.1002/(SICI)1520-6793(199808)15:5<423::AID-MAR2>3.0.CO;2-9 Wong, Angela Chung Y. and Judith L. Zaichkowsky. 1999. “Understanding luxury brands in Hong Kong.”European Advances in Consumer Research. 4: 310–316. URL: http://www.acrwebsite.org/search/view-conference-proceedings.aspx?Id=11095 Yeoman, Ian. 2011. “The changing behaviours of luxury consumption.” Journal of Revenue and Pricing Management.10 (1): 47-50.doi:10.1057/rpm.2010.43

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Does integrated corporate communication improve market performance? Insights from the Spanish tourism sector

Lucia Porcu, Universidad de Granada, luciapor@ugr.es Salvador del Barrio García, Universidad de Granada, dbarrio@ugr.es

Philip J. Kitchen, ESC Rennes Business School, philip.kitchen@esc-rennes.fr

Integrated Marketing Communication (IMC) has been considered “the major communication development in the last century” (Kitchen and Schultz, 2001) and is increasingly attracting academic and practitioner interest (Kim, Han and Schultz, 2004) ever since its origins in the early 1990s (Caywood, Schultz and Wang, 1991). Despite the great corpus of publications on IMC developed over the last two decades, theoretical debate on the concept continues apace. Moreover, this debate involved not only academic scholars, but also takes place in the professional context. For example, the Association of National Advertisers regularly conducts research on IMC with marketing and corporate communication managers and practitioners and the last IMC research report (ANA, 2011) evidences an optimistic view on how via integrating communication businesses can achieve a sustainable competitive advantage. In addition, Laurie and Mortimer (2011) highlighted the existing gap between the academics’ and the practitioners’ views in their provocative paper “IMC is Dead, Long Live IMC”. The most recurrent themes of debate relate to definitional and measurement issues and to the ongoing paucity of in-company empirical research. For example, many authors have dropped the term marketing from ‘IMC’ and referred to the concept as Integrated Communication (IC) (Smith, 2012a; Smith 2012b; Christensen, Firat and Torp, 2008), or to Integrated Communication Management (ICM) (Einwiller and Boenigk, 2012), and Integrated Corporate Communication (ICC) (Christensen and Cornelissen, 2011; Pickton, 2004). Christensen and Cornelissen (2011) suggested that “corporate communication conceives of itself as the integrated communication discipline par excellence, claiming to supply an all-encompassing framework for their integration” (Christensen and

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Cornelissen, 2011, p. 388). Based on this and our review of the literature, our definition of ICC is : “the stakeholder-centered interactive process of cross-functional planning and alignment of organisational, analytical and communication processes, that allows for the possibility of continuous dialogue by conveying consistent and transparent messages via all media in order to foster long-term profitable relationships that create value” (Porcu et al., 2013). According to this conceptualisation, ICC is a multidimensional construct composed of four dimensions: tactical consistency, interactivity, stakeholder-centred strategic focus and organisational alignment. Moreover, recent literature called for more efforts to measure integrated communication (Ewing, 2009 and Taylor, 2010) and for robust empirical research to assess the performance outcomes deriving from integrating communication (Schultz, Patti and Kitchen, 2011; Kitchen and Schultz, 2009; Kliatchko, 2008 and 2009) Based on these premises, we are modelling the influence of ICC on market performance of organisations operating in the Spanish tourism industry. The selection of this economic sector is due to its national and international relevance. On the one hand, tourism is currently the industry that registers the highest impact on domestic GDP and employment (INE, 2013). On the other hand, according to the United Nations World Tourism Organisation (UNWTO, 2013), Spain as a tourist destination ranks 2nd in the world, by income (US$ 56 billion), and 4th, by number of arrivals (58 million). To achieve the research scope, an online survey study was conducted between April and July 2013 to Spanish businesses providing accommodation services with 40 or more employees. As a sample frame, a commercial listing of 969 businesses was drawn from SABI (from the initials of its name in Spanish,‘Sistema de Análisis de Balances Ibéricos, Iberian Balance Sheet Analysis System), the most comprehensive businesses database which includes relevant information of over 1.2 million Spanish companies. Top management were targetted as key respondents and a multi-item questionnaire was developed and hosted in the Qualtrics web platform (www.qualtrics.com). In order to measure ICC, a new measurement instrument was developed following an an extensive literature review and a Delphic study (Porcu, Del Barrio-García, Kitchen, 2013). Morever, a pilot study was conducted to purify the scale.

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In addition, market performance was assessed by using the scale previously proposed by Gray et al. (1998) and adapted by Reid (2005). Finally, the questionnaire included a set of questions related to managers’ socio-demographic information (e.g. experience in the current position or similar) and the characteristics of the organisation (e.g. number of employees). The modus operandi of the study consisted of two steps. First, managers were contacted by telephone to ask for their e-mail address (not included in the database for privacy issues) and for their availability to participate in this study. Second, a customised link to the online questionnaire was emailed to the 524 managers who agreed to participate. A total of 180 valid responses were obtained resulting in an 18.6% response rate (of the total population of 969 managers) and a 34.4 % of the 524 managers who agreed to participate. A second order Confirmatory Factor Analysis (CFA) was applied using the LISREL 8.8. software to validate the scales and assess the proposed model. The results of the CFA indicated that the scales were valid and reliable, thus showing adequate psychometric properties (dimensionality, reliability and validity). Moreover, the proposed ICC-Market Performance model was assessed, resulting in an adequate goodness of fit. The findings show that the implementation of ICC is strongly and positively related to overall market performance, thus we can conclude that ICC is crucial for organisation to achieve better economic-financial results, brand-related outcomes and higher customer satisfaction. As a limitation, the generalisability of the results could be limited, due to the fact that this study was carried out in a specific industry and within a national context. However, we encourage future research to replicate this study across other sectors and countries, with the aim of improving the external validity of these results, reinforcing the ICC theoretical background. Finally, as managerial implications, we conclude that the assessment of this ICC-Market Performance model is likely to help top management and corporate and marketing communication practitioners in their decision-making processes. Keywords: Integrated Corporate Communication, Market Performance, Spanish Tourism, Structural Equation Modeling

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References ANA (2011), Integrated Marketing, 4th edition, Survey Research Report, Association of National Advertisers. Caywood, C., Schultz, D. E. and Wang, P. (1991), Integrated Marketing Communications: a survey of National Goods Advertisers, unpublished report, Bloomington, IN: Medill School of Journalism, Northwestern University, June. Christensen, L. T. and Cornelissen, J. (2011), “Bridging Corporate and Organizational Communication: Review, Development and a Look to the Future”, Management Communication Quarterly, vol. 25(3) 383–414. Christensen, L. T., Firat, A. F. and Torp, S. (2008),"The Organisation of Integrated Communications: Toward Flexible Integration", European Journal of Marketing, Vol. 42 (3), pp. 423– 452. Kim, I.; Han, D.; Schultz, D. E. (2004), “Understanding the Diffusion of Integrated Marketing Communication”, Journal of Advertising Research, Vol.44, March, pp. 31-45. Einwiller, S. & Boenigk, M. (2012), “Examining the link between integrated communication management and communication effectiveness in medium-sized enterprises”, Journal of Marketing Communications, 18 (5), 335-366. Ewing, M. (2009), “Integrated Marketing Communications measurement and evaluation”, Journal of Marketing Communications, vol. 15, n. 2-3, vol. 103-117. Gray, B. J., Matear, S., Boshoff, C., Matheson, P.K. (1998) “Developing a better measure of market orientation”, European Journal of Marketing, 32 (9/10), pp. 884-903. INE (2013), Cuenta Satélite del Turismo de España (report). Kitchen, P. & Schultz, D. E. (2001), Raising the corporate umbrella: corporate communications in the 21st century, Palgrave: Basingstoke. Kitchen, P. & Schultz, D. E. (2009), “New Horizon or False Dawn for a Marketplace in Turmoil”, Journal of Marketing Communications, 15 (2-3), 197-204. Kliatchko, J.G. (2009), “The primacy of the consumer in IMC: Espousing a personalist view and ethical implications”, Journal of Marketing Communications, vol. 15 (2-3), 155–177. Kliatchko, J.G. (2008), “Revisiting the IMC construct. A revised definition and four pillars”, International Journal of Advertising, vol. 27 (1), pp. 133–160. Laurie, S., Mortimer, K. (2011), 'IMC is dead. Long live IMC': Academics' versus practitioners' views, Journal of Marketing Management, 27 (13-14), pp. 1464-1478. Pickton, D. (2004), “Assessing integrated corporate communication”, in Oliver, S.M. (2004), “Handbook Of Corporate Communications and Public Relations. Pure and Applied”, Routledge: London, pp.227-242. Porcu, L., Del Barrio-García, S. and Kitchen, P. J. (2012), “How Integrated Marketing Communications (IMC) works? A theoretical review and an analysis of its main drivers and effects”, Communication and Society, vol. XXV, n. 1, 2012, pp. 313-348. Porcu, L., Del Barrio-García, S. and Kitchen, P. J. (2013), “The conceptualization and measurement of Integrated Corporate Communication (ICC)”, Proceedings of the 18th International Conference on Corporate and Marketing Communication, Salerno (Italy). Reid, M (2005). Performance auditing of integrated marketing communication (IMC) actions and outcomes, Journal of Advertising, 34(4), pp. 41-54 Schultz, D.E., Patti, C. and Kitchen, P.J. (2011) Editors, Integrated Marketing Communications in the 21st Century, Routledge: London.

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Smith, Brian G. (2012a), “Communication integration: An analysis of context and conditions”, Public Relations Review, vol. 38, n. 4, pp. 600-608. Smith, Brian G. (2012b), “Public relation identity and the stakeholder-organization relationship: A revised theoretical position for public relations scholarship”, Public Relations Review, vol. 38, n.5, pp. 838-845. Taylor, C.R. (2010), “Integrated Marketing Communications (IMC) in 2010 and beyond”, International Journal of Advertising, 29 (2), pp. 161-164. UNWTO (United Nations World Tourism Organization) (2013), Tourism Highlights, 2013 Edition (accessible via http://mkt.unwto.org/en/publication/unwto-tourism-highlights-2013-edition, last access on 27th November 2013).

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Rejuvenating a Quintessential Brand – The Legend of Royal Enfield

Monica Khanna, K.J. Somaiya Institute of Management Studies & Research,monicak@somaiya.edu

Isaac Jacob, K.J. Somaiya Institute of Management Studies & Research, isaacjacob@somaiya.edu

The word “Quintessential” means the most perfect, class, archetypal, classic, conventional, exemplary, absolute. No other word fits the description of Royal Enfield and its brand Bullet than the word Quintessential. The brand has generated unbelievable passion in the hearts of the biking community over the last one hundred years. Royal Enfield has survived as the products they make add value into the lives of its bikers. This has translated into strong consumer loyalty for the brand which has helped Royal Enfield and its brand Bullet to survive through the last century. This lineage brand has always commanded the stature of authority among bike enthusiasts, being seen as a strong man’s brand. The brand appeals to a cross section of the audience looking for a unique brand personality and off-roader biking experience along with its compelling emotional appeal and commanding presence in the street. In India, the Royal Enfield bikes are seen by the consumer as a time-tested British vintage brand, with a characteristic “Thump Thump” sound from the exhaust and bold chrome styling. In Europe, the brand is seen as an original and authentic British bike. This research paper analyzes the brand rejuvenation strategies adopted by Royal Enfield, the role of brand positioning, brand mantra, brand communities, brand folklore and other unconventional below the line communication strategies adopted by the company to communicate the brand personality and take forward its brand values to enthusiastic bikers, ensuring brand survival in the face of stiff competition from German, Japanese, Italian, American and Indian bikes. Keywords: Heritage Brand, Brand Personality, Brand Mantra, Brand Community, Brand Folklore, Unconventional BTL Communication Strategies, Brand Rejuvenation

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References Aaker, J., Fournier, S., ( 1995 ), A Brand as a Character, A Partner and a Person : Three Perspectives on the Question of Brand Personality, Advances in Consumer Research, Volume 22, 393 Belk, R.W., Wallendorf, M., & Sherry, J. F., Jr. ( 1989 ), The sacred and the profane in consumer behaviour : Theodicy on the Odyssey, Journal of Consumer Research, 16 ( 1), 1-39 Cornfeld,B., & Edwards,O. ( 1983 ) , Quintessence: The quality of having it. New York : Crown Publishers. In Belk, Wallendorf, and Sherry ( 1989 ). In O’Sullivan, Richardson, Collins, 2011 Fuller, J., Matzler, K., & Hoppe, M. ( 2008 ), Brand community members as a source of Innovation, Journal of Product Innovation Management, 25, 608-619 Keller, K.,L., ( 1999), Brand Mantras : Rationale, Criteria, and Examples, Journal of Marketing Management, 1999, Vol 15, 44 Matzler, K., Pichler, E., Fuller, J., & Mooradian, T., A., Personality, person-brand fit, and brand community : An investigation of individuals, brands, and brand communities, Journal of Marketing Management, Vol 27, Nos 9-10, Aug 2011, 876 Muniz, A.M., Jr.,& O’Guinn, T.C.,( 2001 ),Brand Community, Journal of Consumer Research, Vol 27, 412 O’Sullivan, S.R., Richardson, B., Collins, A., ( 2011 ), How brand communities emerge : The Beamish conversion experience, Journal of Marketing Management, Vol 27, Nos. 9-10, Aug 2011, 892 Urde M., Greyser S.A., Blamer John M.T., “ Special Issue Papers – Corporate brands with a heritage ”, Palgrave Macmillan Ltd, I350-231X, Brand Management, Vol 15, No. 1, 4-19 September, 2007, 4-7

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4 Crisis and internal communication

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Advertising’s effect on getting employees “on board”

Niklas Bondesson, Lund University, niklas.bondesson@fek.lu.se Sara Rosengren, Stockholm School of Economics, sara.rosengren@hhs.se

Consumer advertising is one of the most visible marketing tools of a company. This means that it will reach many different stakeholders. Academic marketing research, however, tends to focus only on one of them, namely the consumer. Given that consumers are, in fact, the main target audience for advertising, this focus is sound. Still, there is a growing literature documenting the effects of consumer advertising on other stakeholders, such as employees (e.g., Wolfinbarger-Celsi and Gilly 2010) and investors (e.g., Osinaga et al. 2011). This research clearly shows that consumer advertising influences perceptions above and beyond the consumer perceptions it is primarily intended to promote. In the current paper we investigate how consumer advertising influences one such audience namely employees. More specifically we explore if and how employee perceptions of consumer advertising might influence organizational identification among employees. Organizational identification (OI), or “the degree to which people come to see the organization as part of themselves” (Dutton et al. 1994, p.242), is important for companies. High levels of OI have been found to foster beneficial employee behaviors, such as cooperation inside and competitiveness outside the organization, as it leads employees to focus on actions that benefit the organization a whole rather than only their self-interest (e.g., Dutton et al. 1994). Companies are, however, facing great challenges when it comes to OI or “getting people on board” (Getting People on Board, Harvard Business School Press, 2004). A recent Gallup study (2013) conducted in 142 countries worldwide shows that only 13 percent of employees are engaged in their work and likely to make positive contributions to the organizational goals. We believe that the marketing department in general, and consumer advertising in particular, can have an important role to play in addressing this challenge. There is indeed a large body of literature within the marketing field that

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addresses how organizations can get their employees “on board”. Some related concepts are internal marketing (Rafiq and Ahmed, 2000), internal branding (Punjaisri and Wilson, 2007), and employee branding (Miles and Mangold, 2004). A common theme in these literatures is alignment, that is, making sure employees share the same perceptions of the organization internally and that there is a fit between internal and external perceptions. Still, the role played by consumer advertising is rarely explicitly addressed in empirically in this work. To our knowledge, only a handful studies have investigated the role played by consumer advertising for employees. These studies show that employees indeed react to its company’s consumer advertising (c.f. Acito, 1980; Hughes 2013; Wolfinbarger and Gilly 2005; Wolfinbarger-Celsi and Gilly, 2010). OI has emerged as a relevant construct within this field, and it has been proposed, based on qualitative studies (Gilly and Wolfinbarger, 1998), that consumer advertising can build OI. If true, this would mean that advertising contributes to the organization beyond influencing consumers. However, this relationship has not been empirically verified. We therefore aim to build on emerging work by empirically testing the proposed effects of advertising on organizational identification, using an experimental design that allows for causality to be established. Our study was conducted in cooperation with a large food retailer, which allows us to study real employees and real consumer advertising. A total of 314 employees participated in the study and they were asked to express their views on six different examples of advertising created by the company. Each participant only saw one ad and answered questions about organizational identification only once (either before of after seeing the ad). The allocation to conditions was random. By varying the order of measurement of OI and ad exposure we can a) compare the level of organizational identification between those exposed and those not exposed to advertising and b) explore the causal direction of ad perceptions and organizational identification. The findings show a significant positive influence of consumer advertising on organizational identification. Further correlational analysis, based on Kenny’s (1975) approach, confirms the causal direction of this relationship. Thus, our results suggest that advertising exposure leads to increased OI, and not the other way around. The findings also show that this effect is not true for all ads, and that employees’ perceptions of advertising effectiveness is a key driver of the OI effect..

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The originality of the study is, first, that it contributes a better understanding of employee reactions to consumer advertising, by providing empirical support for a previously suggested (Wolfinbarger and Celsi, 1998) relationship between advertising and OI. Second, our research complements previous qualitative (Wolfinbarger and Celsi, 1998) and correlational (Hughes 2013; Wolfingbarger-Celsi and Gilly, 2010) studies of the internal effects of consumer advertising by using an experimental approach. This allows us to establish the causal relationship between advertising and OI. Finally, on a more general level, the present paper contributes to the growing literature on different stakeholder reactions to consumer advertising and adds a broader picture of how advertising contributes to organizations, beyond influencing consumers. Managerially, the findings suggest that advertising is an important tool in aligning and getting employees “on board”. Thus, advertisers should take employees into account when designing and evaluating consumer advertising. Employees could be invited prior to a campaign, to influence the planning in terms of, for example, key messages. Advertisers could also pay greater attention to employee reaction after the campaign, by conducting campaign evaluation internally – in the same way that consumer reactions typically are measured. The latter action could also serve as a tool for advertisers to further strengthen their accountability and influence within the company. Further research is called for in order to better understand the reasons for the effects of advertising on OI. A particularly relevant question is what type of advertising that has greater or lesser effect on OI. It would be fruitful to include traditional measures of consumer reactions to advertising (ad attitude, message clarity, etc.) to further understand effects on employees. Keywords: advertising, organizational identification, internal marketing, employees

References Acito, F. 1980. “Employee attitudes toward advertising.” Journal of Business Research 8(4): 525–540. Dutton, J.E., Dukerich, J.M. and Harquail, C.V. 1994. “Organizational images and member identification.” Administrative Science Quarterly 39(2): 239-63.

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Gilly, M.C. and Wolfinbarger, M. 1998. “Advertising's internal audience.” Journal of Marketing 62(1): 69-88. Hughes, D.E. 2013. “This ad’s for you: the indirect effect of advertising perceptions on salesperson effort and performance.” Journal of the Academy of Marketing Science 41: 1-18. Wolfinbarger Celsi, M. and Gilly, M.C. 2010. “Employees as internal audience: how advertising affects employees’ customer focus.” Journal of the Academy of Marketing Science 38: 520-529.

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Employee Communication Behaviours for Dialogic Communication: Theoretical Explanations and Field Evidence

Alessandra Mazzei, Università IULM, alessandra.mazzei@iulm.it Employee communication behaviours are gaining growing attention because of their contribute to company's competitive advantage. Employee communication dialogue with managers to interpret events, with colleagues to cooperate in formal and informal networks, and with the employer as brand ambassadors is a key element of the co-creation of organizational context. Most important antecedents of employee communication behaviours encompass quality of relationships, material and non-material benefits, coercive power and termination costs, equity of exchange, and communication. This study shed light in particular on internal communication strategies adopted in order to enable employees to be strategic communicators. It presents findings from interviews with 32 internal communication managers. According to interviewees, some strategies to enhance employee communication behaviours are communication-based: creation of communication path, development of new languages, adoption of full disclosure style, and effective managerial communication. A relevant part of internal communication strategies aim to affect employee attitudes and behavioural intentions to indirectly stimulate strategic communication behaviours. On the overall, internal communication strategies are enablement-oriented: they rely on integration of communication with other managerial practices, specifically human resource management, in order to create proper organizational conditions to sustain employee communication role for the co-creation of organizational context. Keywords: employee communication behaviours; internal communication; employee enablement; internal communication strategies

References Argenti, P. 2009. Corporate Communication, New York: McGraw-Hill.

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Arthur W. Page Society. 2012. Building Belief: A New Model for Activating Corporate Character and Authentic Advocacy, New York, NY (www.awpagesociety.com). Ashcraft, K.L. Khun, T.R. and Cooren F. 2009. 'Constitutional amendements: 'Materializing' organizational communication', The Accademy of Management Annuals, 3 (1): 1-64. Bendell, J. Ed. 2000. Terms for Endearment: Business NGOs and Sustainable Development. Sheffield: Greenleaf Publishing. Biraghi, S. Gambetti, R. C. 2013. 'Corporate branding: Where are we? A systematic communication-based inquiry', Journal of Marketing Communications, Published online 14 April 2013. Botero, I. van Dyne, L. 2009. "Employee Voice Behavior: Interactive effects of LMX and power distance in the United States and Colombia". Management Communication Quarterly 23 (1): 84-104. Cornelissen, J. 2008. Corporate Communication A guide to theory and practice, London: SAGE. Crane, A. and Livesey, S. 2003.‘‘Are you talking to me? Stakeholder communication and the risks and rewards of dialogue’’. in Unfolding Stakeholder Thinking 2: Relationships, Communication, Reporting and Performance, edited by Andriof, J., Waddock, S., Husted, B. and Sutherland Rahman, 39-52. Sheffield: Greenleaf Books. Daft, R. L. and Weick, K. E. 1984. 'Towards a model of organizations as interpretive systems'. The Academy of Management Review 9 (2): 284–295. Dasgupta, S.A. Suar, D. Singh, S. 2013. "Impact of managerial style on employees' attitudes and behaviours". Employee Relations 35 (2): 173-199. Daymon, C. and Holloway, I. 2002. Qualitative Research Methods in Public Relations and Marketing Communications, London: Routledge. Dick, A.S. and Basu, K. 1994.'Customer loyalty: toward an integrative conceptual framework', Journal of the Academy of Marketing Science 22 (2): 99-113. Dolphin, R. R. 2005. 'Internal Communications: Today's strategic imperative', Journal of Marketing Communications 11 (3): 171-190. Dutton, J. E., Dukerich, J. M. and Harquail, C. V. 1994. 'Organizational images and member identification', Administrative Science Quarterly, 39 (2): 239–263. Foster, D. and Jonker, J. 2005. 'Stakeholder relationships: the dialogue of engagement', Corporate Governance 5 (5): 51-57, Frandsen, F. and Johansen, W. 2011. 'The study of internal crisis communication: towards an integrative framework', Corporate Communications: An International Journal 16 (4): 347-361. Gremler, D.D. Gwinner, K. P. 2008. 'Rapport-building behaviors used by retail employees', Journal of Retailing 84 (3): 308–324. Grunig, J.E. 1978. 'Describing publics in public relations: The case of a suburban hospital', Journalism Quarterly 55: 109-118. Grunig, J.E. 1997. 'A situational theory of publics: conceptual history, recent challenges, and new research', Public Relations Research: An International Perspective, edited by Moss, D., MacManus, T. and Verčic D. 3-46.London: International Thomson Business Press. Grunig, J.E. and Grunig, L.A. 1992. ‘‘Models of public relations and communication’’, in Excellence in Communication and Communication Management, edited by Grunig, J.E.

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Dozier, D.M. Ehling, W.P. Grunig, L.A. Pepper, F.C. and White, J., 285-325. Hillsdale: Lawrence Erlbaum. Grunig, J.E. and Hunt, T. 1984. Managing Public Relations, Orlando: Harcourt Brace Jovanovich College Publishers. Grunig, L. A., Grunig, J. E., and Dozier, D. M. 2002. Excellent Public Relations and Effective Organizations, Mahwah, NJ: Lawrence Erlbaum Associates. Hatch, M. J., and Schultz, M. 2003. 'Bringing the corporation into corporate branding'. European Journal of Marketing, 37 (7/8): 1041–1064. Heath, R.L. 1994. Management of Corporate Communication, Hillsdale: Lawrence Erlbaum Associates. Heide, M. and Simonsson, C. 2011. 'Putting coworkers in the limelight: new challenges for communication professionals', International Journal of Strategic Communication 5 (4): 201-220. Henkel, S. Tomczak, T. Heitmann, M. and Herrmann, A. 2007. 'Managing consistent employee behaviour: Relevance and managerial control of behavioural branding', Journal of Product & Brand Management 16 (4/5): 310-320. Holtzhausen, D.R. 2002. "The effects of workplace democracy on employee communication behaviour: Implications for competitive advantage". Competitiveness Review 12 (2): 30-49. Invernizzi, E. Biraghi, S. Romenti, S. 2012. "Entrepreneurial communication and the strategic role of internal communication", Sinergie, 87: 149-170. Jo, S. and Shim, S.W. 2005. 'Paradigm shift of employee communication: the effect of management communication on trusting relationships', Public Relations Review 31 (2): 277-80. Karmark, E. 2005. 'Living the brand'. Corporate branding: Purpose/people/process, edited by Schultz, M. Antorini, Y. M. and Csaba, F. F. 103–124. Fredriksberg: Copenhagen Business School Press. Ki, E. and Hon, L. C. 2012. 'Causal linkage among relationship quality perceptions, and behaviour intention in a membership organization', Corporate Communications: An International Journal 17 (2): 187-208. Ki, E. and Hon, L.C. 2007. 'Testing the linkage among the organization-public relationship and attitude and behavioral intentions', Journal of Public Relations Research 19 (1): 1-23. Kim, J.N. and Grunig, E.J. 2011. 'Problem solving and communicative action: a situational theory of problem solving', Journal of Communication, 61, (1), 120-149. Kim, J.N. and Rhee, Y. 2011. 'Strategic thinking about employee communication behavior (ECB) in public relations: testing the models of megaphoning and scouting effects in Korea', Journal of Public Relations Research 23 (3): 243-268. Kitchen, P. J. and Daly, F. 2002. 'Internal communication during change management'. Corporate Communications: An International Journal 7 (1): 46–53. MacMillan, K., Money, K. and Downing, S. 2000. 'Successful business relationships', Journal of General Management 26 (1): 69-83. Mazzei, A. 2010. Promoting Active Communication Behaviours through Internal Communication. Corporate Communications: An International Journal, 15 (3): 221-234. Mazzei, A. 2014. Internal Communication for Employee Enablement: Strategies in American and Italian Companies. Corporate Communications: An International Journal, 19 (1): 82-95.

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Mazzei, A. Kim, J.N. and Dell’Oro, C. 2012. Strategic Value of Employee Relationships and Communicative Actions: Overcoming Corporate Crisis with Quality Internal Communication. International Journal of Strategic Communication, 6 (1): 31-44. Morgan, D.L. 1988. Focus Group as Qualitative Research, Newbury Park: Sage Publications,. Nonaka, I. 1991. 'The Knowledge-creating company', Harvard Business Review 69 (6): 96-104. Nonaka, I. 1994. " A Dynamic Theory of Organizational Knowledge Creation". Organization Science 5 (1):14-37. Punjaisri, K. Evanschitzky, H. and Wilson, A. 2009. 'Internal branding: An enabler of employees' brand-supporting behaviours', Journal of Service Management 20 (2): 209-226. Putnam, L.L., and Nicotera, A.M. eds. 2009, Building Theories of Organization, Thousand Oaks: Sage Publications. Putnam, L.L., Philips, N. and Chapman, P. 1996. 'Metaphors of communication and organization', in Handbook of Organization Studies, edited by Clegg, S.R., Hardy, C. and Nord, W.R. 375-408. Thousand Oaks: Sage Publications. Rensburg, R. and de Beer, E. 2011. 'Stakeholder engagement: A crucial element in the governance of corporate reputation'. Communitas no.16: 151-169. Ritter, T. 1999. 'The networking company. Antecedents for coping with relationships and networks effectively', Industrial Marketing Management 28 (5): 467-479. The Economist 2008. 'Ready, willing and enabled: a formula for performance', London: The Economist Intelligence Unit. Thomas, G.F. Zolin, R. and Hartman, J.L. 2009. 'The central role of communication in developing trust and its effect on employee involvement' Journal of Business Communication 46 (3): 287-310. Tompkins, P.K. and Wanca-Thibault, M. 2001. 'Organizational communication. Prelude and prospects', in The New Handbook of Organizational Communication, edited by Jablin, F.M. and Putnam, L.L. xvii-xxxi. Thousand Oaks: Sage Publications. VanderStoep, S.W. and Johnston, D. 2009. Research Methods for Real Life: Blending Qualitative and Quantitative Approaches, San Francisco: Jossey-Bass. Verčič, A.T. Verčič, D. Shiramesh, K. 2012. 'Internal communication: Definition, parameters, and the future', Public Relations Review 38 (2): 223-230. Weick, K.E. 1977. 'Enactment process in organizations', in New Directions in Organizational Behaviour, edited by Stow, B.M. Salancik, G.R. 267-301. Chicago: St. Clair Press. Werhane, W. and Royal, M. 2009. 'Engaging and enabling employees for company success', WorkSpan - The Magazine of WorldatWork, 9. White, J. and Mazur, L. 1995. Strategic Communications Management: Making Public Relations Work. Wokingham, UK: Addison-Wesley. Williams, M. 1998. Enabling beyond empowerment, Serling, VA: Stylus Publishing. Zerfass, A. and Franke, N. 2013. 'Enabling, advising, supporting, executing: A theoretical framework for internal communication consulting within organizations'. International Journal of Strategic Communication 7 (2): 118-135.

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The effects of social media on brand attitude and WOM during a brand crisis: the case of Barilla

Stefano Pace, Kedge Business School, stefano.pace@kedgebs.com Bernardo Balboni, Università di Modena and Reggio Emilia

bernardo.balboni@unimore.it Giacomo Gistri, Università di Macerata, giacomo.gistri@unimc.it

Brand crises endanger companies. Social media are a key platform where stakeholders elaborate and react to crises. This research explores whether social media audience and traditional mass media audience react differently to a brand crisis in terms of their 1) attitude toward the brand/company and 2) word-of-mouth (WOM). As to the brand/company attitude, we argue that stakeholders exposed to the brand crisis via social media have a more negative reaction towards the brand/company compared to those who are exposed via mass media. As to the behaviour, we posit that social media exposure intensifies WOM. By analysing the Barilla crisis, the findings suggest that the social media act as ‘multipliers’ of the reaction of stakeholders to a brand crisis. Keywords: social media; crisis management; brand attitude, word-of-mouth, mass media

References Baron, Gerald, and John Philbin. 2009. “Social media in crisis communication: Start with a drill.”Public Relations Tactics 16 (4): 12. Coombs, W. Timothy. 2004. “Impact of past crises on current crisis communication. Insights from situational crisis communication theory.” Journal of Business Communication,41(3):265−289. Coombs, W. Timothy .2007. “Protecting organizational reputations during a crisis: the development and application of situational crisis communication theory.” Corporate ReputationReview10(3):163−176. Coombs, W. Timothy and Sherry J. Holladay. 2002. Helping crisis managers protect reputational assets: Initial tests of the situational crisis communication theory. Management CommunicationQuarterly,16,165−186. Coombs,W. T. and Holladay, S. J. .2012. Amazon.com’s Orwellian nightmare: exploring

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apology in an online environment. Journal of Communication Management, 16 (3): 280−295. de Matos, Celso Augusto, and Rossi, Carlos Alberto Vargas. 2008. “Word-of-Mouth Communications in Marketing: a Meta-Analytic Review of the Antecedents and Moderators.” Journal of the Academy of Marketing Science 36 (4): 578−596. Freberg, Karen. 2012. “Intention to Comply with Crisis Messages Communicated via Social Media.” Public Relations Review 38 (3): 416–421. Freberg, Karen, Palenchar, Michael J., and Veil, Shari R.. 2013. Managing and Sharing H1N1 Crisis Information Using Social Media Bookmarking Services 39 (3): 178–184. Hatch, M. J., and Schultz, M. 2010. Toward a theory of brand co‐creation with implications for brand governance. Journal of Brand Management, 17(8): 590–604. Hirschman, E. and Thompson, C. 1997. Why media matter: toward a richer understanding of consumers’ relationships with advertising and mass media. Journal of Advertising, 26(1): 43–60. Jin, Yan, Liu, Brooke Fisher, and Austin, Lucinda L. 2011. “Examining the Role of Social Media in Effective Crisis Management: The Effects of Crisis Origin, Information Form, and Source on Publics’ Crisis Responses.” Communication Research October, doi: 0.1177/0093650211423918. Kozinets, R. V., Hemetsberger, A., and Schau, H. J. 2008. The Wisdom of Consumer Crowds. Collective Innovation in the Age of Networked Marketing. Journal of Macromarketing, 28(4): 339–354. Il Sole 24 Ore .2013. (September 26). Guido Barilla: mai spot con omosessuali. Poi si scusa: rispetto i matrimoni fra i gay. Il Sole 24 Ore. Available as 16 November 2013 from http://www.ilsole24ore.com/art/notizie/2013-09-26/guido-barilla-spot-famiglia-124005.shtml Ind, N., Iglesias, O., and Schultz, M. 2013. Building brands together: emergence and outcomes of co-creation, California Management Review, 55(3): 5–26. Jenkins, H. 2008. Convergence culture: Where old and new media collide. New York, NY: New York University Press. Liu, Brooke Fisher, Austin, Lucinda, and Jin, Yan. 2011. “How Publics Respond to Crisis Communication Strategies: The Interplay of Information Form and Source.” Public Relations Review 37 (4): 345–353. Liu, Brooke Fisher, Yan Jin, and Lucinda Austin. 2013. “The Tendency To Tell: Understanding Publics' Communicative Responses To Crisis Information Form and Source.” Journal of Public Relations Research 25 (1): 51–67. Liu, Brooke Fisher, Jin, Yan, Briones, Rowena, and Kuch, Beth. 2012. “Managing Turbulence in the Blogosphere: Evaluating the Blog-Mediated Crisis Communication Model with the American Red Cross.” Journal of Public Relations Research 24 (4): 353–370. MarketLine .2013. Barilla Holding Società per Azioni. MarketLine Company Profile. Merz, M . He, Y., and Vargo, S . 2009. The evolving brand logic: A service-dominant logic perspective. Journal of the Academy of Marketing Science, 37(3): 328–344. Schwarz, Andreas. 2013. “How publics use social media to respond to blame games in crisis communication: The Love Parade tragedy in Duisburg 2010.” Public Relations Review 38 (3): 430–437. Utz, Sonja, Schultz, Friederike, and Sandra Glocka,. 2013. “Crisis communication online:

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How medium, crisis type and emotions affected public reactions in the Fukushima Daiichi nuclear disaster.” Public Relations Review 39 (1): 40–46. Vallaster, C., and von Wallpach, S. 2013. An online discursive inquiry into the social dynamics of multi-stakeholder brand meaning co-creation. Journal of Business Research, 66 (9): 1505–1515. Van Aelst, P., and Walgrave, S. 2002. New media, new movements? The role of the internet in shaping the ‘anti-globalization’ movement. Information, Communication & Society, 5(4): 465–493. Vargo, Stephen L. and Robert F. Lusch .2004. Evolving to a new dominant logic for marketing. Journal of Marketing 68(1): 1–17. Xu, K. and Li, W. 2013. An ethical stakeholder approach to crisis communication: A case study of Foxconn’s 2010 employee suicide crisis. Journal of Business Ethics, 117(2): 371–386.

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When the online firestorm goes mainstream – A content analysis of print and online news media

Sabine Einwiller Johannes Gutenberg-University Mainz, einwiller@uni-mainz.de

Sascha Himmelreich Johannes Gutenberg-University Mainz, sascha.himmelreich@uni-mainz.de

With the emergence of Web 2.0 applications, internet users have gained more power to express themselves and to proclaim their opinions. When these opinions are negative, they can potentially hurt the reputation of the attacked entity if the criticism catches the attention of many and is distributed by a large number of people. When the negative word-of-mouth (WOM) communication is also seized by professional journalists who report about it in the mainstream media, the reputational threat is particularly prevalent. In this case, the attacked entity, that may be a company, political party or a person, faces a paracrisis. A paracrisis is a publicly visible crisis threat, i.e. a situation that could escalate into a crisis, accusing an entity of irresponsible or unethical behavior (Coombs and Holladay 2012). A particular threat is the occurrence of an online firestorm, which Pfeffer, Zorbach and Carley (2013) define as “the sudden discharge of large quantities of messages containing negative WOM and complaint behavior against a person, company, or group in social media networks” (p. 2). Because journalists increasingly use internet sources for their research (Neuberger, Nuernbergk, and Rischke 2009), the online firestorm can spill over into the mainstream media, as has happened to Guido Barilla, CEO of the same-named pasta company who sparked a social media firestorm after alleged anti-gay comments (Stebner 2013), or the bank ING Diba whose TV spot featuring basketball star Dirk Nowitzki eating a piece of boloney incurred severe online criticism by vegetarians (Dohms and Kirchner 2012). Our research addresses the question how journalists seize the firestorm phenomenon and cover it in online and print mainstream media. Specifically, the research asks which news factors lead to the coverage, which topics are covered, which entities represent the firestorm-objects and whether their response to the criticism is covered as well. To answer these questions we conducted a quantitative content analysis of 11 German print

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media and 10 corresponding online media (mixed media sample of national quality newspapers, weekly papers and news magazines). The units of analysis were identified by means of a keyword search in digital databases. Search criterion was the technical term for online firestorm used in Germany, which is “Shitstorm”. All articles containing this term within the sample period ranging from April 2010 to October 2012 were included in the analysis. News factors were coded drawing on the classification by Eilders (2006). Coding of response strategies by the criticized entities was guided by Coombs (2007). There were a total of 564 articles containing the term “Shitstorm” published within the sample period. About 60 per cent can be allotted to the analyzed online media. The number of articles on the phenomenon of online firestorms increased significantly within the sample period. While in 2010 only 8 articles could be identified, there were already 36 in 2011, and a total of 520 articles containing the term “Shitstorm” were published between January and October of 2012. Of all articles, 223 reported on a specific online firestorm. Most of these 223 articles dealt with politics (38 per cent), business (23 per cent) and culture (16 per cent). An organization (company or political party) was in the center of 121 articles, while 102 dealt with a person as the firestorm-object. Most of the articles were about the Pirates Party (13), the bank ING Diba (9), and Vodafone (7). In nearly half of the 223 cases, the firestorm-object was portrayed negatively; in 42 per cent the tone was ambivalent. In 75 of the 223 articles (34 per cent), a response strategy by the criticized entity could be identified. This was in about equal shares an apology or a justification. Response strategies from organizations were covered in 37 per cent of the cases (45 of 121), while accounts from persons experiencing an online firestorm were seized less often (30 of 102, 29 per cent). The news factors that played a role for a firestorm to be covered by a journalist were reach, facticity, prominence and influence. The results show that online firestorms are turning into an established topic in German mainstream media, and that German journalists use the term “Shitstorm” with increasing frequency. While this may also be due to an increase in online firestorms per se, the jump from 2010 to 2012 is too drastic to only originate from that. Interestingly, in a considerable number of cases organizations were able to generate coverage of their responses to the criticism. Persons that were the object of an online firestorm were somewhat less able to do so. This may be due to the fact that organizations have a

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more professional communications function at their disposal than the attacked individuals. Although the phenomenon of people vocalizing criticism and complaints through interactive online channels is not new, the speed at which negative WOM diffuses through social media has been reaching new levels; this creates new challenges for corporate and marketing communications (Pfeffer, Zorbach, and Carley 2013). Results show that account giving can be effective when it comes to coverage on online firestorms in mainstream media. Which strategies are particularly effective and how this affects media audiences still remain to be tested. Key words: content analysis, online firestorm, paracrisis, negative word-of-mouth References Coombs, W. T. 2007. “Protecting organization reputations during a crisis: The development and application of situational crisis communication theory.” Corporate Reputation Review 10: 163–176. Pfeffer, J., Zorbach, T., and Carley, K. M. 2013. “Understanding online firestorms: Negative word-of-mouth dynamics in social media networks.” Journal of Marketing Communications: DOI: 10.1080/13527266.2013.797778 Coombs, T. J. and Holladay, S. 2012. “The paracrisis: The challenges created by publicly managing crisis.” Public Relations Review 38: 408-415. Dohms, H.-R. and Kirchner, C. 2012. “Wer den Spot hat, hat den Shitstorm.“ Financial Times Deutschland, Jan. 8. https://web.archive.org/web/20120109085150/http://www.ftd.de/unternehmen/finanzdienstleister/: werbung-wer-den-spot-hat-hat-den-shitstorm/60150757.html Eilders, C. 2006. “News factors and news decisions. Theoretical and methodological advances in Germany.” Communications 31: 5-24. Neuberger, C., Nuernbergk, C., and Rischke, M. 2009. “Journalismus im Internet: Zwischen Profession, Partizipation und Technik. Ergebnisse eines DFG-Forschungsprojekts.” Media Perspektiven 4: 174-188. Stebner, B. 2013. “Barilla pasta executive in hot water for anti-gay comments.” New York Daily News, Sept. 26, http://www.nydailynews.com/news/world/pasta-exec-guido-barilla-hot-water-anti-gay-comments-article-1.1468731

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5 Communication and intangible

assets (part 1) track

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Conceptualising the corporate brand as a socially owned asset: A critical contemplation

Silvia Biraghi, LABCOM Università Cattolica del Sacro Cuore, silvia.biraghi@unicatt.it

Rossella C. Gambetti, LABCOM Università Cattolica del Sacro Cuore, rossella.gambetti@unicatt.it

Don E. Schultz, Northwestern University, dschultz@northwestern.edu Philip J. Kitchen, Rennes Business School, philip.kitchen@esc-rennes.fr

Over the past few years, brand preference appears to have declined, dramatically (Schultz and Block 2012; Schultz et al. 2013). Attempts have been made to offset that decline by developing company efforts to build and sustain a trustworthy corporate brand capable of supporting the entire product brand portfolio. In this paper we posit that managing the organization as a corporate brand may help companies differentiate their offerings and therefore regain some of their lost brand preference through enhancing and seeking to expand their social roles. In times of a severe decline in organizational social trust (2013 Edelman Barometer), companies which have traditionally carried out hard-selling product strategies are now switching to a corporate branding business philosophy (Biraghi and Gambetti, 2013). This enables them to face social scrutiny and also endorse their product brands through the development of a comprehensive and unique value proposition. Far beyond that, the argument is made that to sustain the credibility of the corporate brand’s bilateral promise, a societal view of the corporate brand as a socially constructed and managed asset could and should be developed. This should facilitate and underpin company differentiation which could restore brand preference. Here, we critically review the extant literature on corporate branding via the conceptual turning points taking place in the field (i.e. corporate marketing logic, corporate branding as a governance model and the ultimate view of corporate branding as a societal philosophy). In doing so, we highlight the progressive broadening of the corporate brand philosophy,

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which has moved from a marketing focus (Laforet and Saunders 1994; Brown and Dacin 1997; Keller and Aaker 1998; Aaker and Joachimsthaler 2000, Balmer 2001, 2009, 2011) to a pan-organizational (de Chernatony 2001; Hatch and Schultz 2001; Urde, 2003; Gotsi and Andriopoulos 2008; Balmer and Thomson 2009; Balmer et al. 2009; Balmer, 2012) and societal one (Gregory 2007; Hatch and Schultz, 2009, 2010; Järventie-Thesleff et al. 2011; Cornelissen et al. 2012; Melewar et al. 2012; Biraghi and Gambetti, 2013) which stretch beyond organizational boundaries. We illustrate the challenges brought about by each conceptual milestone in corporate branding that organizations currently face (Kitchen and Schultz, 2001; Schultz and Kitchen, 2004). Many challenges have resulted from the progressive managerial movement to develop corporate brands as socially owned assets. We support our polemic by providing evidence that accounts for how companies, in framing communications, open their corporate brand proposition to stakeholders and to society generally. This study, while conceptual, offers a valuable contribution by reshaping the agenda in the corporate branding field. This is done by refocusing current corporate brand management developments into the lively conceptual debate that has informed the corporate branding philosophy over time. We conceive the paper as a sense-making incubator that raises pertinent questions, rather than providing answers. It is designed to provoke reflection about changes in corporate activities toward the society and its constituencies which inform the evolution of corporate brand philosophy. Specifically, it opens a conceptual reflection on the “traces” detected in corporate branding practices that point to the emergence of a new societal view of the corporate brand. This reflective process, we argue, is a first step toward diagnosing the corporate branding practices on their route toward the development of the corporate brand as a societal asset. We believe the paper will stimulate lively and needed debate in both an academic and managerial context as to whether corporate brands should take up a more societal stance in today’s world.

Keywords: corporate brand, societal corporate branding, intangible assets, brand preference

References 2013 Edelman Barometer, retrieved at http://www.edelman.com/insights/intellectual-property/trust-2013/

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Aaker, D. A.; and E. Joachimsthaler. 2000. “The brand relationship spectrum.” California Management Review 42(4): 8-23. Balmer, J. M. T. 2001. “Corporate Identity, Corporate Branding and Corporate Marketing: Seeing Through the Fog.” European Journal of Marketing 35 (3/4): 248–291. Balmer, J. M. T. 2009. “Corporate marketing: apocalypse, advent and epiphany” Management Decision 47(4): 544–72. Balmer, J. M. T. 2011. “Corporate marketing myopia and the inexorable rise of a corporate marketing logic: perspectives from identity-based views of the firm.” European Journal of Marketing 45(9/10): 1329-1352. Balmer, J. M. T. 2012 “Corporate brand management imperatives: custodianship, credibility, and calibration” California Management Review 54(3): 6–33. Balmer, J. M. T., H. Stewart; and S.A. Greyser. 2009. “Aligning identity and strategy: corporate branding at British Airways in the late 20th century.” California Management Review, 51(3): 6–23 Balmer, J. M. T.; and I. Thomson. 2009. “The Shared Management and Ownership of Corporate Brands.” Journal of General Management 34 (4): 15–37. Biraghi, S.; and R. C. Gambetti. 2013. “Corporate branding: Where are we? A systematic communication-based inquiry.” Journal of Marketing Communications, DOI:10.1080/13527266.2013.768535 : 1-24. Brown, T. J.; and P. A. Dacin. 1997. “The Company and the Product: Corporate Associations and Consumer Product Responses.” Journal of Marketing 61 (1): 68–84. Cornelissen, J. P.; L. T. Christensen; and K. Kinuthia. 2012. “Corporate Brands and Identity: Developing Stronger Theory and the Call for Shifting Debate.” European Journal of Marketing 46 (7/8): 1093–1102. de Chernatony, Leslie. 2001. From Brand Vision to Brand Evaluation: Strategically Building and Sustaining Brands. Oxford: Butterworth-Heinemann. Gotsi, M.; and C. Andriopoulos. 2008. “Corporate Rebranding: Is Cultural Alignment the weakest link?” Management Decision 46 (1): 46–57. Gregory, A. 2007. “Involving Stakeholders in Developing Corporate Brands: The Communication Dimension.” Journal of Marketing Management 23 (1/2): 59–73. Hatch, M. J.; and M. Schultz. 2001. “Are the Strategic Stars Aligned for Your Corporate Brand?” Harvard Business Review 79 (2): 128–134. Hatch, M. J.; and M. Schultz. 2009. “Of Bricks and Brands. From Corporate to Enterprise Branding.” Organizational Dynamics 38 (2): 117–130. Hatch, M. J.; and M. Schultz. 2010. “Toward a Theory of Brand Co-Creation with Implications for Brand Governance.” Journal of Brand Management 17 (8): 590–604. Jarventie-Thesleff, R.; J. Moisander; and P.-M. Laine. 2011. “Organizational Dynamics and Complexities of Corporate Brand Building - A Practice Perspective.” Scandinavian Journal of Management 27: 196–204.Kapferer, 2001 Keller, K. L.; and D. A. Aaker. 1998. “The Impact of Corporate Marketing on a Company’s Brand Extensions.” Corporate Reputation Review 1: 356–378. Kitchen, P. J., and D. E. Schultz. 2001. Raising the Corporate Umbrella: Corporate Communications in the Twenty-First Century. Hampshire: Palgrave Macmillan. Laforet, S.; and J. Saunders. 1994. “Managing Brand Portfolios: How the Leaders Do It.” Journal of Advertising Research 34: 64–76.

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Melewar, T. C.; M. Gotsi; and C. Andriopoulos. 2012. “Shaping the Research Agenda for Corporate Branding.” European Journal of Marketing 46 (5): 600–608. Schultz D. E; and M. P. Block. 2011. “Understanding customer brand engagement behaviors in today's interactive marketplace” Micro & Macro Marketing (2), 227-244 Schultz, D. E., and P. J. Kitchen. 2004. “Managing the Changes in Corporate Branding and Communication: Closing and Re-opening the Corporate Umbrella.” Corporate Reputation Review 6: 347–366. Schultz, D.; and M. Block. 2012. “Rethinking brand loyalty in an age of interactivity.” The IUP Journal of Brand Management 9(3): 21-39. Schultz, D.E.; M. Block; and V. Viswanathan. 2013. “Brand preference being challenged”, International Colloquium on Consumer Brand Relationships. Urde, M. 2003. “Core Value-based Corporate Brand Building.” European Journal of Marketing 37 (7/8): 1017–1040.

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How does reputation win trust? A customer-based mediation analysis

Raza Ali, Middlesex University London, r.ali@mdx.ac.uk Kailin Wu, Middlesex University London Zhongqi Jin, Middlesex University London

T. C. Melewar, Middlesex University London, T.C.Melewar@mdx.ac.uk

This paper explores the process of developing customer trust through customer-based corporate reputation (CBR). Corporate reputation is the perceptual evaluation of an organization by its stakeholders (Fombrun, Gardberg, and Sever 2000). It may therefore vary for different stakeholder groups, and, researchers should study it separately for each group (Fombrun and Shanley 1990). This study focuses on customers due to their importance as a major source of revenues (Walsh et al. 2009) and their influence on marketing practices (Kotler 2011). The study of customer trust has received considerable attention (e.g., Morgan and Hunt 1994; Johnson and Grayson 2005) in the extant literature, since trust is a central construct in relationship marketing and serves as a key benefit of CBR (Eastlick, Lotz, and Warrington 2006; Jeng 2011). Drawing on attitude theory and the theory of customer perceived risk; this paper aims to address two objectives. First is to compare the contribution of the affective aspects of the CBR to consumer trust against the cognitive component. Second is to test the mediating role of customer perceived risk in the CBR-Trust relationship. Researchers have conceptualised reputation as an attitude-related construct consisting of both the cognitive and affective components (e.g., Schwaiger 2004; Einwiller, Carroll, and Korn 2010). While paying much attention to the study of the cognitive component of reputation (e.g., Eastlick, Lotz, and Warrington 2006; Keh and Xie 2009), they have somehow neglected the contribution of its affective aspect towards customer trust. We should study the affective reputation, as evidence suggests that this component works differently from the cognitive reputation (Raithel et al. 2010). Reputation helps customers reduce perceived risk in B-to-C relationships (Van den Poel and Leunis 1999). Given the role of positive reputation in mitigating the perceived risk (Lacey, Bruwer, and Li 2009) and the

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influence of perceived risk management on developing customer trust (Morgan and Hunt 1994), it is important to conceptualize and investigate the mediating effects of customer perceived risk in CBR-Trust relationship. We propose and test the following conceptual model (Fig. 1), which represents the direct and indirect (mediated) effects of CBR on the customer trust. Attitude theory and the research findings from the extant literature explain the direct effects, whereas, theory of customer perceived risk explains the mediating role of customer perceived risk in the CBR-Trust relationship. Keywords:

Customer-based corporate reputation; Customer trust; Customer perceived risk; Cognitive reputation; Affective reputation References: Bartikowski, B., G. Walsh, and S. E. Beatty. 2011. “Culture and Age as Moderators in the Corporate Reputation and Loyalty Relationship.” Journal of Business Research 64(9): 966-972. Chandon, P., and B. Wansink. 2007. “The Biasing Health Halos of Fast Food Restaurant Health Claims: Lower Calorie Estimates and Higher Side-Dish Consumption Intentions.” Journal of Consumer Research 34(3): 301–314. Chang, S. J., A. Van Witteloostuijn, and L. Eden. 2010. “From the Editors: Common Method Variance in International Business Research.” Journal of International Business Studies 41(2): 178-184. Eastlick, M. A., S. L. Lotz, and P. Warrington. 2006. “Understanding Online B-to-C Relationships: An Integrated Model of Privacy Concerns, Trust, and Commitment.” Journal of Business Research 59(8): 877-886. Einwiller, S., C. E. Carroll, and K. Korn. 2010. “Under What Conditions Do the News Media Influence Corporate Reputation? The Roles of Media Dependency and Need for Orientation.” Corporate Reputation Review 12(4): 299-315. Fombrun, C. J., N. A. Gardberg, and J. W. Sever. 2000. “The Reputation Quotient: A Multi-Stakeholder Measure of Corporate Reputation.” The Journal of Brand Management 7(4): 241–255. Fombrun, C., and M. Shanley. 1990. “What's in a Name? Reputation Building and Corporate Strategy.” Academy of Management Journal 33(2): 233-258. Jeng, S. P. 2011. “The Effect of Corporate Reputations on Customer Perceptions and Cross-Buying Intentions.” The Services Industries Journal 31(6): 851-862. Johnson, D., and K. Grayson. 2005. “Cognitive and Affective Trust in Service Relationships.” Journal of Business Research 58(4): 500–507. Keh, H. T., and Y. Xie. 2009. “Corporate Reputation and Customer Behavioural Intentions: The Roles of Trust, Identification and Commitment.” Industrial Marketing Management 38(7): 732-742.

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Kotler, P. 2011. “Reinventing Marketing to Manage the Environmental Imperative.” Journal of Marketing 75(4): 132 –135. Lacey, S., J. Bruwer, and E. Li. 2009. “The Role of Perceived Risk in Wine Purchase Decisions in Restaurants.” International Journal of Wine Business Research 21(2): 99-117. Ministry of Finance, Government of Pakistan. 2012. “Pakistan Economic Survey, 2011-2012, Chapter 12: Population Labour Force and Employment.” Accessed June 23. http://www.finance.gov.pk/survey/chapter_12/12-PopulationLabourForceAndEmployment.pdf. Morgan, R., and S. Hunt. 1994. “The Commitment-Trust Theory of Relationship Marketing.” Journal of Marketing 58(2): 20-38. Podsakoff, P. M., S. B. MacKenzie, J. Y. Lee, and N. P. Podsakoff. 2003. “Common Method Biases in Behavioural Research: A Critical Review of the Literature and Recommended Remedies.” Journal of Applied Psychology 88(5): 879-903. Raithel, S., P. Wilczynski, M. P. Schloderer, and M. Schwaiger. 2010. “The Value-Relevance of Corporate Reputation during the Financial Crisis.” Journal of Product and Brand Management 19(6): 389-400. Schwaiger, M. 2004. “Components and Parameters of Corporate Reputation – An Empirical Study.” Schmalenbach Business Review 56(1): 46-71. Van den Poel, D., and J. Leunis. 1999. “Consumer Acceptance of the Internet as a Channel of Distribution.” Journal of Business Research 45(3): 249–256. Walsh, G., V. W. Mitchell, P. R. Jackson, and S. E. Beatty. 2009. “Examining the Antecedents and Consequences of Corporate Reputation: A Customer Perspective.” British Journal of Management 20(2): 187-203. Zhao, X., J. G. Lynch, and Q. Chen. 2010. “Reconsidering Baron and Kenny: Myths and Truths about Mediation Analysis.” Journal of Consumer Research 37(2): 197-206.

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The role of multi-stakeholder identities in individuals’ perceptions of corporate reputation: Evidence from Russia, Bulgaria, Italy and

Australia

Petya Puncheva-Michelotti, ESC Rennes School of Business, ppuncheva@gmail.com

Marco Michelotti, ESC Rennes School of Business, mmichelotti70@gmail.com

Corporate reputation is a valuable intangible asset of organisations. It has often been associated with a range of competitive advantages which include enhancing a firm’s ability to attract consumers, investors and good employees particularly during periods of economic and financial instability (Roberts and Dowling, 2002; Gardberg and Fombrun, 2006; Rindova and Fombrun, 1999). Corporate reputation has traditionally been conceptualised as a collective representation of stakeholders’ impressions. These impressions are developed over time and are associated with the firm’s ability to deliver valued outcomes to various stakeholder groups (Helm, 2007; Walsh and Beatty, 2007). Companies with good reputations are very often assumed to provide good jobs, services and products to employees and customers (Turban and Greening, 1996; Michaelis, Woisetschläger, Backhaus and Ahlert, 2008). There is a well-established body of research work which has identified the multidimensional nature of corporate reputation also speculating that there are common organisational characteristics influencing the stakeholders’ impressions of a firm (Davies and Chun, 2002; Fombrun and Gardberg, 2000). While these impressions are collectively shared, they contribute to stakeholder-specific evaluations of the attractiveness of a company (Walsh and Beatty, 2007). As a result, scholars, in the marketing and management fields, have begun to investigate the management of corporate reputation according to a particular stakeholder group in order to develop stakeholder-specific communication strategies (Walsh and Beatty, 2007; Helm, 2007; Van Hoye, Bas, Cromheecke and Lievens, 2012). Within this stream of research there is a general consensus that stakeholder groups differ in their expectations, values and norms and rely on corporate reputation to serve different needs.

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While this line of inquiry focuses on the perception of groups, social identity theory also suggests that individuals can hold multiple identities (Brewer and Pierce, 2005; Roccas and Brewer, 2002). This is extremely important because individuals are also very often required to balance different mix of identities (i.e. the identity of a consumer and that of an employee) with this mix influencing the final perception of both tangible and intangible assets. However, while corporate reputation has been studied in light of the interests of specific stakeholder groups, its salience for individuals holding multiple stakeholder identities has been almost completely ignored. Against this background, the primary aim of this paper is to analyse how, and the extent to which different identities have the potential to influence individuals’ perception of corporate reputation. We are also interested to explore the extent to which one specific identity (i.e. the consumer identity) may influence other identities (i.e. the employee or investor identities) in shaping the individual’s perception of corporate reputation. We do so by considering two commonly assumed identities - that of a consumer and job seeker within both established (Australia and Italy) and transition economies (Russia and Bulgaria). This is relevant because in the latter countries the transition to market based principles has often been associated with changes in individuals’ identities (Patico and Caldwell, 2002; Hörschelmann, 2008). We use a within-subject experimental design build upon research on stakeholder identity (Kleine,1997) and identity complexity (Roccas, 2002; Brewer and Pierce, 2005) to test our main hypotheses. Consistent with this work we define stakeholder identity as task-specific identity which drives individuals’ intentions and behaviours towards firms. In the context of corporate reputation this identity determines individuals’ expectations of companies as prospective providers of products and employment opportunities (Walsh and Beatty, 2007). The final instrument included the 20 item RQ scale (Fombrun et al; 2000) where individuals were asked to rate the importance of these items for their intentions to purchase and take employment opportunities with a company. The data was collected from Russia, Bulgaria, Italy and Australia (N=1083). The initial data analysis suggests that there are significant differences in the importance of the reputation dimensions according to individual identities, with these differences being less pronounced in transition countries. Specifically, consumer identities seem to influence employee identities to a much larger

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extent in Russia and Bulgaria than what is the case in Italy and Australia. Russian and Bulgarian individuals seem to hold more blurred stakeholder identities, in relation to corporate reputation, than their Italian and Australian counterparts. The results have important implications for the management of corporate communication strategies. Our findings indicate that companies should differentiate their corporate communication strategies according to the country they are operating in as well as the individual identity they are targeting. Keywords: stakeholder identity, corporate reputation, corporate communication, social identity

References Brewer, M. B., & Pierce, K. P. (2005). Social identity complexity and outgroup tolerance. Personality and Social Psychology Bulletin, 31(3), 428-437. Davies, G., & Chun, R. (2002). Gaps between the internal and external perceptions of the corporate brand. Corporate Reputation Review, 5(2-3), 2-3. Fombrun, C. J., Gardberg, N. A. & Sever (2000). ‘The Reputation Quotient: A multi-stakeholder measure of corporate reputation’. The Journal of Brand Management, 7(4): 241-255. Gardberg, N. A. & C. J. Fombrun (2006). ‘Corporate citizenship: Creating intangible assets across institutional environments’. Academy of Management Review, 31(4): 329-346. Helm, S. (2007). One reputation or many?: Comparing stakeholders' perceptions of corporate reputation. Corporate Communications: An International Journal, 12(3), 238-254. Hörschelmann, K. (2008). Transitions to work and the making of neoliberal selves: Growing up in (the former) East Germany. Social justice and neoliberalism: Global perspectives, 135-63. Michaelis, M., Woisetschläger, D. M., Backhaus, C., & Ahlert, D. (2008). The effects of country of origin and corporate reputation on initial trust: an experimental evaluation of the perception of Polish consumers. International Marketing Review, 25(4), 404-422. Patico, J., & Caldwell, M. L. (2002). Consumers exiting socialism: ethnographic perspectives on daily life in post-communist Europe. Ethnos, 67(3), 285-294. Rindova, V. P., & Fombrun, C. J. (1999). Constructing competitive advantage: the role of firm–constituent interactions. Strategic management journal, 20(8), 691-710. Roberts, P. W., & Dowling, G. R. (2002). Corporate reputation and sustained superior financial performance. Strategic management journal, 23(12), 1077-1093. Roccas, S., & Brewer, M. B. (2002). Social identity complexity. Personality and Social Psychology Review, 6(2), 88-106. Turban, D. B. & D. W. Greening (1996). ‘Corporate social performance and organizational attractiveness to prospective employees’. Academy of Management Journal, 40(3): 658-672.

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Van Hoye, G., Bas, T., Cromheecke, S., & Lievens, F. (2012). The Instrumental and Symbolic Dimensions of Organisations' Image as an Employer: A Large‐Scale Field Study on Employer Branding in Turkey. Applied Psychology. Walsh G., & Beatty, S.E. (2007). Measuring customer-based corporate reputation: Scale development, validation, and application. Journal of the Academy of Marketing Science; 35(1):127–43. Walsh, G., & Beatty, S. E. (2007). Customer-based corporate reputation of a service firm: scale development and validation. Journal of the academy of Marketing Science, 35(1), 127-143.

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The state of play of corporate identity research: progress, change

and further developments

L. Devereux, Middlesex University London

T.C. Melewar, Middlesex University London, T.C.Melewar@mdx.ac.uk

Corporate identity is a construct that is notoriously surrounded by a myriad of definitions and terms. This hard to define nature is subsequently proving to be a hindrance to the construct’s development. This is especially so when corporate identity is perhaps heading into increasingly exciting and fractured times. With more platforms open for identity dissemination and evolving needs of stakeholders (both internal and external) wishing to become co-creators of identities, the very notion of identity is being pulled in a multitude of directions. Technology has had a massive impact on this. The arrival of digital technologies has created many new opportunities for identity creation and dissemination along with instigating behaviours in stakeholders. Behaviours that cause them to crave more transparency, more content and more opportunities to contribute to the identities they are being presented with. These changing stakeholder behaviours have caused corporations to react in different ways, and show more of their identities. In some cases though, being reactive rather than proactive. Thus resulting in corporations adopting new behaviours that have become large parts of their corporate identity. This is perhaps particularly evident in CSR related behaviours. This is also potentially a subtle way of stakeholders influencing identity. A subtle dialogue, as opposed to an overt one. These digital technologies are also increasing the number of platforms to disseminate this identity from. And not only platforms, but forms themselves. Be it an image on Instagram, a video on Vine, an interactive app. The corporate identity now can exist amongst all of these platforms offering a more immersive experience for stakeholders. The non-digital world has also gone through changes as a result of online taking precedent in many stakeholders lives. It has given rise to a love of tangible experiences for stakeholders via experiential marketing, and thus a focus on atmospherics and more sensory identity perspectives being

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employed to convey identity. The corporate identity is increasingly being enjoyed by all the senses. The dialogues taking place are also not simply between corporation and stakeholder, but then amongst external stakeholders themselves. Identities are being shared around with the click of a mouse or the tap of screen. This idea of co creation has led to more power of the identity leaning in favour of the external stakeholders, especially evident in the form of user-generated content. The internal dialogue of corporations has also started going through changes, especially with increasing use of social media as an internal communication tool. This has also given stronger identities to the subcultures within an organization. Therefore, in light of these increasingly complex times it is proposed the identity of corporate identity re-examined, stripped back to its purest form to create a new foundation to build further research. Melewar’s 2003 taxonomy (Melewar, 2003) and Kitchen et al. (2013) will be taken as the basis and thus used to see what new factors are major parts of the corporate identity, resulting in a new model for the corporate identity construct. There have been massive changes to the idea of identity, and it is time to readdress these, reflect such changes. Hold a mirror up to the current state of corporate identity, so that a clear progression forward be made. One that revels in the excitingly complex times that surround corporate identity. The research objectives would be as follows: to find from the literature the purest definition of corporate identity, to conduct qualitative research into what practitioners believe to be the main factors of the corporate identity construct and to create an updated taxonomy of corporate identity that reflects the current state of corporate identity, and pave the way for future research. The original value of the paper would be to update of Melewar’s taxonomy (Melewar, 2003) to see what is seen to be integral elements of corporate identity. A model will be created to reflect the changes that have taken place since this original taxonomy was created. It is also an in depth look at how corporate identity has evolved over time. The theoretical relevance is that a stripped back version of corporate identity shall be presented along with an updated model to show what changes have happened to the corporate identity construct, and thus how the construct has evolved.

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The benefit practitioners could take from this is that it could help create their corporate identity, and highlight what elements are impacting on it. Therefore giving them greater control over their identity. Offering up a fully in depth, and up to date vision of what constitutes corporate identity, supplying a good foundation to work from. Keywords: Corporate Identity, Brand Identity, Corporate Image, Corporate Reputation, Organizational Identity References Melewar, T.C. (2003) ‘Determinants of the corporate identity construct: a review of the literature’, Journal of Marketing Communications, 9(4), pp. 195-220. Kitchen, P., Tourky, M., Dean, D. and Shaalan A. (2013) ‘Corporate identity antecedents and components: toward a theoretical framework’, Corporate Reputation Review, 16 (4), pp. 263-284.

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6 Social media communication track

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Dialogic Communication through Social Media: How Turkish Non-Profit Organizations (NPOs) Use Facebook to Build Relationships?

Sema Misci Kip, Izmir University of Economics, sema.misci@ieu.edu.tr Ebru Uzunoğlu, Izmir University of Economics, ebru.uzunoglu@ieu.edu.tr

Dialogic communication, which stems from two-way symmetrical communication, is considered as an approach that can allow organizations to generate sustainable relationships through the facilitation of dynamic and interactive communication. This form of communication between organizations and their publics is built upon two-way interaction, which includes informing, listening and responding, thus resulting in an ongoing connection among parties. In mid 1980s, Grunig first suggested the concept of a two-way symmetrical communication, which encourages feedback, response, and relationship building between an organization and its stakeholders (Kent and Taylor 1998). However, dialogic communication and two-way symmetrical communication are not necessarily synonymous. Kent, Taylor and Mcallister-Spooner (2008) claimed that two-way symmetrical communication does not actually involve responding to stakeholders as equals, and differentiated the symmetrical model from dialogic communication, emphasizing the latter’s focus on relationships rather than feedback. Symmetrical communication depends on listening and soliciting feedback, whereas dialogic communication relies solely on building relationships. The current evolving media landscape necessitates using both on-line and off-line communication tools to achieve diverse relational exchange between organizations and their stakeholders. By its very nature, social media encourages users to contact, participate, engage and become involved with others. Therefore, individuals use this platform not only to exchange information but also to participate in a conversation which, in this study, we refer to as dialogue. Social media have also received significant attention in the communication practices of organizations. This platform enables a level of participation in the on-going dialogue which would be much more difficult to achieve through conventional off-line media alone. Social media can provide various benefits for organizations; this method of

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communication is inexpensive when compared with traditional media, and can build stronger and more sincere relationships based on trust and mutual understanding. As Men and Tsai (2012) stated, social media can humanize organizations through the personal touch (Kent & Taylor 1998), using functions such as “friends”, “like”, “follow”, “share” options. In addition, social networks allow organizations to become more transparent among their on-line publics by offering open and dialogic communication channels. Building and maintaining relationships with stakeholder groups is crucial for non-profit organizations (NPOs), which conduct most activity on a voluntary basis. NPOs are organizations which highlight particular social and environmental issues, promote alternative solutions, and act as the “lawyers” or “spokespersons” of society (Scherer and Palazzo 2007, 1101). Social media allows these organizations to generate attention and recruit the public in order to achieve their aims. Emerging social media that facilitate dialogic communication thus provide NPOs with interactive dimensions for direct communication with their publics. As it has all the characteristics of interaction, social media is considered by many scholars as an effective channel for developing relationships. Kent (2010) identifies the main features of social media as interactivity, interchangeability, responsiveness, and dialogue; characteristics, which are considered to provide a range opportunities for nonprofits, such as supporting fundraising, maintaining contact with donors and volunteers, disseminating updated news, and encouraging public interest in the organization. Studies focusing on the usage of social media by NPOs have mainly concentrated on how non-profit organizations use social networks to foster two-way dialogues (Waters et al. 2009; Briones, Kuch, Liu and Jin 2011; Baumgarten 2011; Inauen, Schoeneborn and Scherer 2011; Lovejoy, Waters and Saxton 2012). Others have focused specifically on Turkish NPOs’ social media accounts (Onat 2010; Waters and Lo 2012; Özdemir 2012; Solmaz and Görkemli 2012). However, these studies did not directly emphasize the dialogic potential of these platforms. Addressing this gap, our study investigates how nonprofit organizations exploit social media to foster a dialogue with their publics. The Facebook accounts of Turkish environmental NPOs were selected as the unit of analysis since Facebook has the greatest number of users (32,131,260) of all social networks in Turkey (Internet World Stats 2012). The parameters of dialogic communication through Facebook will be derived from the studies of related articles identified from literature review (Taylor, Kent and White

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2001; Waters, Burnett, Lamm and Lucas 2009; Baumgarten 2011; Lovejoy, Waters and Saxton 2012). Our research based on a content analysis of 50 NPO accounts on Facebook, aims to explore following research questions:

RQ 1: How far do Turkish environmental NPOs’ Facebook accounts incorporate dialogic principles? RQ 2: Which types of Facebook practices are used by NPOs in terms of dialogic communication principles?

References Baumgarten, C. 2011. Chirping for Charity: How U.S. Nonprofit Organizations are Using Twitter to Foster Dialogic Communication. The Elon Journal of Undergraduate Research in Communications 2(2), 5-14. Briones, Rowena L., Beth Kuch, Brooke Fisher Liu, and Yan Jin. 2011. Keeping up with the Digital Age: How the American Red Cross Uses Social Media to Build Relationships. Public Relations Review, 37(1), 37-43. Inauen, S., D. Schoeneborn, and A. G. Scherer. 2011. Twitter and its Usage for Dialogic Stakeholder Communication by MNCs and NGOs. Chair of Foundations of Business Administration and Theories of the Firm University of Zurich Working Paper Series, Working Paper No.208. Internet World Stats. 2012. Internet and Facebook Usage in Europe. Accessed November 20. http://www.internetworldstats.com/stats4.htm#europe Kent, M. L. 2010. “Directions in Social Media for Professionals and Scholars.” Chap. 45 In The SAGE Handbook of Public Relations, Edited by R. L. Heath, 643-656. Thousand Oaks, CA: Sage. Kent, M. L., and M. Taylor. 1998. Building Dialogic Relationships through the World Wide Web. Public Relations Review, 24(3), 321-334. Kent, M. L., M. Taylor, and S. M. McAllister-Spooner. 2008. Research in Dialogic Theory and Public Relations. In Public Relations: An Ethics Engagement Edited by R. R. Mathur. New Delhi, India: Icfai University Press. Lovejoy, K., R. D. Waters, and G. D. Saxton. 2012. Engaging Stakeholders through Twitter: How Nonprofit Organizations are Getting More out of 140 Characters or Less. Public Relations Review 38 (2012), 313-318. Men R. L and W. S. Tsai. 2012. How Companies Cultivate Relationships with Publics on Social Network Sites: Evidence From China and the United States, Public Relations Review, 38(5), 723-730. Onat, F. 2010. Bir Halkla İlişkiler Uygulama Alanı Olarak Sosyal Medya Kullanımı: Sivil Toplum Örgütleri Üzerine Bir İnceleme. Gazi Üniversitesi İletişim Fakültesi İletişim Kuram ve Araştırma Dergisi, 31, 103-122. Özdemir B. P. 2012. Social Media as a Tool for Online Advocacy Campaigns: Greenpeace Mediterranean’s Anti Genetically Engineered Food Campaign in Turkey. Global Media Journal - Canadian Edition. 5(2), 23-39.

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Scherer, A. G. and G. Palazzo. 2007. Toward a Political Conception of Corporate Responsibility: Business and Society Seen from a Habermasian Perspective. Academy of Management Review, 32 (4), 1096-1120. Solmaz, B., and H. N. Görkemli. 2012. Use of Social Media as a New Communication Tool: The Case of Konya Woman Associations. Selçuk Üniversitesi Sosyal Bilimler Enstitüsü Dergisi, 28, 183-189. Taylor, M., M. L. Kent, and W. J. White. 2001. How Activist Organizations are Using the Internet to Build Relationships. Public Relations Review, 27(3), 263-284. Waters, R. D., and K. D. Lo. 2012. Exploring the Impact of Culture in the Social Media Sphere: A Content Analysis of Nonprofit Organizations’ Use of Facebook. Journal of Intercultural Communication Research, 41(3), 297-319. Waters, Richard D., Emile Burnett, Anna Lamm, and Jessica Lucas, 2009. Engaging Stakeholders through Social Networking: How Nonprofit Organizations are Using Facebook. Public Relations Review, 35(2), 102-106.

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Implementing and managing social media marketing within SMEs

L. Arnone , University of Mons, laurent.arnone@umons.ac.be

In recent years, authors have pointed to the relevance of social media technologies as a new panacea for the marketing of Small and Medium Enterprises (SMEs) (e.g. Harris and Rae, 2010; Barnes et al. 2012; Michaelidou et al. 2012; Stockdale et al. 2012). Putting the emphasis on the cost advantage and the apparent simplicity of these technologies, authors consider that social media represents a huge opportunity for SMEs. According to Barnes et al. (2012, 688) “many of the tools of Web 2.0 are cheap to acquire and operate, and require little technical expertise”, what makes them particularly suitable for smaller businesses. Harris and Rae (2010) stated that social media will have a critical role in the survival of small firms and change the dimension of their competition with larger businesses. As a matter of fact, a growing number of SMEs are currently experiencing with social media. A study of Michaelidou et al. (2011) shows that most of them have the intention to increase their spending on social media. As a result, for many small businesses, social media has become their largest web presence, overtaking their corporate websites programmes (Neff, 2010). Research on the use of social media in a SME context has been growing since a couple of years. From this stream of literature, authors have investigated the uses small businesses are making of social media technologies and the benefits they could derive from such uses (Chua et al., 2009; Rae and Harris, 2010; Michaelidou et al., 2011; Barnes et al., 2012; Nakara et al., 2012; Persaud et al., 2012). As far as marketing objectives are concerned, authors’ suggestions and empirical findings generally converge towards the same set of opportunities offered by social media in a SME context, ranging from attracting new customers to brand building, and community management. Nakara et al. (2012) highlight that SMEs actually use social media tools mainly for networking, reputation building and advertising. Nevertheless, authors point out that small firms still underuse these technologies.

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Michaelidou et al. (2011) found that the main barrier to using social media in SMEs derives from a lack of perceived relevance of these tools. As interest for SMEs approaches on social media grows, researchers are calling for further investigation into the potential of Web 2.0 and social media technologies within small firms (Barnes et al., 2012; Persaud et al., 2012). In particular, no research has yet investigated how smaller companies actually implement and manage social media tools and derive the benefits promised by researchers and practitioners alike. The literature, mostly hogged by consultants and practitioners, is replete with recommendations on how to implement and benefit from social media technologies (e.g. Weber, 2009; Weinberg, 2009; Safko, 2012). Nevertheless, most of the literature available on social media focuses on large businesses, with little academic research studying how social media can be adopted by SMEs (Chua et al., 2009). In this context, it is now useful that researchers and practitioners question the peculiarities of the implementation and uses of social media technologies in a SME context. Indeed, the specific context in which SMEs are operating makes the propositions found in the literature less relevant to their peculiarities in terms of planning, resource availability (e.i. time, money and expertise) and modus operandi. This lack of research into the actual practices of SMEs regarding social media technologies and the pertaining strategies provides the impetus for our study. The objective of this paper is to analyse how SMEs are actually implementing and managing their social media presence in the framework of their marketing efforts. In this perspective, the research should answer the following questions: how are social media tools implemented and managed in SMEs? What are the different stages of their implementation? Who are the players involved in this process? How are the decisions pertaining to the strategy and the day-to-day management organised? In line with the objectives of our research, Cova, Mazet and Salle (1994) show that an exploratory approach can be valuable in bringing a better knowledge of an underexplored subject. A multiple case study (Yin, 1991) using the Decision Systems Analysis (Capon and Hulbert, 1975) has been realized with a sample of 6 SMEs (in UK and in Belgium) having implemented an active social media presence. Following the recommendations of Capon and Hulbert (1975), our data collection is based on a hypothetical model, built from our literature review and from managerial recommendations. Face-to-face, semi-structured interviews have

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been conducted with the players involved in the social media implementation and management processes within these SMEs (owner-manager, marketing manager or employees, etc.). Data have been complemented with managerial documents, when they were available (copy-strategy, strategic guidelines, action plan, etc.) The data collected are being analysed in the light of a literature review of SMEs specificities in terms of marketing (e.g. Carson, 1990; Gilmore et al., 2001; O’Donnell, 2011), and have allowed us to adapt the model and to identify the different stages of the implementation and management processes of social media strategies in the context of SMEs. First results show that the development of social media efforts in SMEs is rather reactive and impulsive, and their implementation does not follow a structured and standardised process. Nevertheless, as experience with social media increases, management becomes more organised and introduces action plans and a distribution of specialised tasks among players. The day-to-day management of social media varies according to the size and expertise of the SME and, in all cases, has implied an increased workload for the owner-manager. Interestingly, whereas marketing communication in small firms usually relies on mere oral communication and word-of-mouth and is rather spontaneous (Hogarth-Scott et al., 1996; Pacitto et al., 2007), the use of social media tools by SMEs seems to make owner-managers more aware of the notion of branding and leads them to improve their overall marketing and communication approaches. Keywords : social media, SME, implementation process, decision system analysis, case study References Barnes D., F. Clear, R. Dyerson, G. Harindranath, L. Harris, and H. Rae. 2012. “Web 2.0 and micro businesses: an exploratory investigation.” Journal of Small Business and Enterprise Development 19 (4): 687-711. Capon N., and J. Hulbert. 1975. “Decision Systems Analysis in Industrial Marketing” Industrial Marketing Management 4: 143-160. Carson D. 1990. « Some Exploratory Models for Assessing Small Firms' Marketing Performance (A Qualitative Approach). » European Journal of Marketing 24 (11) : 8-51. Chua A., K. Deans, and C.M. Parker. 2009. « Exploring the types of SMEs which could use blogs as a marketing tool: A proposed future research agenda. » Australasian Journal of Information Systems 16 (1) : 117-136.

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Cova B., F. Mazet, and R. Salle. 1994. “From Competitive Tendering to Strategic Marketing: An Inductive Approach for Theory Building.” Journal of Strategic Marketing 2 (1): 29-48. Harris L., and A. Rae. 2010. « The online connection: transforming marketing strategy for small businesses. » Journal of Business Strategy 31 (2) : 4-12. Hogarth-Scott S., K. Watson, and N. Wilson. 1996. « Do small businesses have to practise marketing to survive and grow? » Marketing Intelligence & Planning 14 (1): 6-18 Gilmore A., D. Carson, and K. Grant. 2001. “SME marketing in practice” Marketing Intelligence and Planning 19 (1): 6-11. Neff, J. 2010. “What happens when Facebook trumps your brand site?” Advertising Age 81 ( 30): 2-22. Michaelidou N., N-T. Siamagka, and G. Christodoulides. 2011. “Usage, Barriers and Measurement of Social Media Marketing: An Exploratory Investigation of Small and Medium B2B Brands.” Industrial Marketing Management 40 (7): 1153-1159. Nakara W. A., F-Z. Benmoussa, and A. Jaouen. 2012. « Entrepreneurship and social media marketing: evidence from French small business. » International Journal of Entrepreneurship and Small Business 16 (4) : 386-405. O'Donnell A. 2011. "Small firm marketing: synthesising and supporting received wisdom. » Journal of Small Business and Enterprise Development 18 (4): 781–805. Pacitto J-C., P-A. Julien, and P. Bizeul. 2007. « Les moyennes entreprises pratiquent-elles le marketing ? Une exploration franco-québécoise. » Revue Management et Avenir (11): 119-146. Persaud A., M. Spence, and M. Rahman. 2012. “Social Media Implementation in Small Service Firms.” International Journal of E-Business Development 2 (2): 62-65. Safko L. 2010. The Social Media Bible: Tactics, Tools, and Strategies for Business Success. New-Jersey : John Wiley & Sons. Stockdale R., A. Ahmed, and H. Scheepers. 2012. « Identifying business value from the use of social media : an SME perspective. » Paper presented at of the Pacific Asia Conference on Information Systems, Ho Chi Min (Vietnam), July 13. Weber L. 2009. Marketing to the social web. New-Jersey : John Wiley & Sons. Weinberg T. 2009. The New Community Rules: Marketing on the Social Web. Sebastopol : O’Reilly Media. Yin R. 2009. Case Study Research: Design and Methods. Fourth Edition. California : Sage Publications.

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Industry and agency views of social media: issues implementing dialogic communication for organisations of the digital age

Margo Buchanan-Oliver, University of Auckland, m.buchanan-oliver@auckland.ac.nz

Emma Fitzgerald, University of Auckland, emmamaynz@gmail.com

An organisation’s long term success depends on its ability to gain the support of stakeholders. The ubiquity of social media and the interactive nature of communications in the digital age are raising awareness of the necessity of an integrated, total stakeholder view to dialogic communications. Even though dialogic communications represent communication par excellence, this research finds that implementing a dialogue based approach to social media is proving to be extremely elusive for many organisations. The empirical findings of this research explore how marketing and communications professionals from a diverse range of industry and agency role contexts view social media, and finds that there is a division between how industry and agency professionals view how organisations approach, manage, and apply social media for corporate communication. These differences are inhibiting the ability to move beyond control and implement dialogic communications that engage with an organisation’s stakeholders to gain their support in the digital age. Keywords: social media; stakeholder engagement; corporate communication; dialogic communications; total communications; IMC; integrated marketing communications

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Social Media in the CSR Communication: a theoretical framework

Andrea Moretti, Università di Udine, andrea.moretti@uniud.it Annamaria Tuan, Un Università di Udine, annamaria.tuan@uniud.it

The aim of the paper is to develop a theorethical framework in order to understand which are the predictors and the outcomes related to the adoption of the Social Media in the CSR Communication. This question is worthy of investigation because, thanks to the literature review about the CSR Communication, we have observed an increasing attention towards the topic of Social Media in the CSR field. Social Media are indeed becoming even more important in the firms’ communication strategies. Relying on the literature, internal and external predictors of CSR Communication are developed. After having analyzed the relationship between strategic/tactical CSR Communication and the adoption of Social Media, we will gain insights about the outcomes related to the institutional, organizational and individual level of analysis. In this paper, in particular, we will analyze the institutional level of analysis by comparing the outcomes of the CSR practices highlighted by the literature and the ones mentioned by the Social Media literature. Then we will present the research propositions, which, in a second step of the research, will be tested thanks to an empirical investigation. Finally some managerial implications and streams of future research are developed. Keywords: Corporate Social Responsibility Communication; Social Media Marketing; Marketing Communication; Virtual CSR Dialogs References Aguinis H., Glavas A. 2012. “What We Know and Don’t Know About Corporate Social Responsibility A Review and Research Agenda” Journal of Management 38(4): 932-968 Aula 2010. "Social media, reputation risk and ambient publicity management" Strategy and Leadership 38 (6): 43-49.

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7 Product placement, celebrity

endorsement, and content

marketing track

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Examining the significance of content marketing. New approach in digital marketing or management fashion?

Agostino Vollero, Università di Salerno, avollero@unisa.it Alfonso Siano, Università di Salerno, sianoalf@unisa.it Maria Palazzo, Università di Salerno, mpalazzo@unisa.it

Purpose – Over the past five years, “content marketing” has been subject to research being redefined and given different perspectives by several practitioners. Despite its pervasive penetration in the marketing and communication management world, very little has been said, however, about “content marketing” theoretical robustness as well as its actual significance for marketing and advertising research. This makes defining this topic a challenging one, as there are several areas of focus depending on which dimension it is looked (branded content, advertorial/informational marketing, custom media, consumer engagement, etc.). However, the different perspectives on this topic agreed on the fact that content marketing have varied impacts on the lives of companies and customers. Actually, “Content marketing” has been described as a new approach in digital marketing practice able to reach a variety of marketing goals (audience engagement, lead generation, brand awareness, customer loyalty, etc.). Thus, the paper aims at reducing the gap between the perceptions of practitioners and academics about “content marketing”, discussing then main definitions, issues, benefits and barriers surrounding the concept. Design/methodology/approach – Firstly, the paper deepens some theoretical considerations on “content marketing”, and then the study breaks down the key elements to critically assess the construct. At the same time, the study presents a Delphi-type predictive survey of several experts, with the aim of producing one view of content marketing. Expected findings – The results will try to summarise the unique characteristics of digital content, and associated consequences for content marketing. Taking the discrepancy between the different meanings of “content marketing” into consideration, the study will confirm the potential contribution of the role played by content marketing in reshaping some digital marketing research trends such as reproducibility and multiplicability

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of digital content; contextual value/linking value; interactivity; customer empowerment and engagement, etc. Theoretical/practical implications – While academic research is moving slowly on this topics, practitioners in the field insist they have been implementing “content marketing” widely and successfully. The paper details some managerial implications of the concepts based on several selected key points and develops a research agenda of “content marketing” issues. Originality/value – The paper tries to give some indications on the future development of content marketing and illustrates a virtuous circle showing how such activities can be integrated in the overall marketing communications strategy. Moreover, the study would like not to leave the topic of content marketing only into practitioners and communication experts’ hands, but to reach an integrated definition in order to allow companies that are implementing content marketing in a systematic way to achieve business goals and to measure their communication efforts in a clear and effective way.

Keywords: content marketing, branded content, digital marketing, Delphi Approach References Baer, J. 2013. Youtility: Why Smart Marketing Is about Help Not Hype, USA: Penguin Group. Berger, J., Milkman, K.L. 2012. What Makes Online Content Viral?. Journal of Marketing Research 49, no. 2: 192-205. Handley, A., Chapman, C.C. 2010. Content Rules. New York: John Wiley & Sons. Kietzmann, J.H., Hermkens, K., McCarthy, I.P., Silvestre, B.S. 2011. Social media? Get serious! Understanding the functional building blocks of social media. Business Horizons 54, no. 3: 241-251. Kucuk, S.U., Krishnamurthy, S. 2007. An Analysis of Consumer Power on the Internet. Technovation, 27, no. 1-2: 47-56. Labrecque, L.I, vor dem Esche, J., Mathwick, C., Novak, T. P., Hofacker, C. F. 2013. Consumer Power: Evolution in the Digital Age. Journal of Interactive Marketing 27, no. 4: 257-269. Malthouse, E.C., Haenlein, M., Skiera, B., Wege, E., Zhang, M. 2013. Managing Customer Relationships in the Social Media Era: Introducing the Social CRM House. Journal of Interactive Marketing 27, no. 4: 270–280. Pulizzi, J., Barrett, N. 2009. Get Content, Get Customers: Turn Prospects into Buyers with Content Marketing, McGraw-Hill, New York.

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Rowley, J. 2008, “Understanding digital content marketing”, Journal of Marketing Management, 24 no. 5-6: 517-540. Scott, D. M. 2007. The new rules of marketing and PR. Hoboken, NJ: Wiley and Sons, Winer, R.S. 2009. “New Communications Approaches in Marketing: Issues and Research Directions”, Journal of Interactive Marketing 23, no. 2: 108-117. Yadav, M.S., Pavlou, P.A. 2013. Marketing in Computer-Mediated Environments: Research Synthesis and New Directions. Journal of Marketing, in press, doi: http://dx.doi.org/10.1509/jm.12.0020.

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Product placement and celebrity endorsement impact on consumer’s behavior: An empirical investigation

Theodoridis Prokopis, University of Patras proth@upatras.gr Boukouvala Vasiliki, University of Patras, bikybob@hotmail.com

The purpose of this study is to analyze the impact on consumer’s behavior through the interaction of celebrity endorsement and product placement in electronic and entertaining media. Product placement, as well as celebrity endorsement, is considered as very effective communication method/tool for businesses, separately. The proposed research construct and the relative formulated hypothesis investigate the impact of celebrity endorsement in conjunction with product placement on consumer’s brand attitude and purchase intention. Keywords: product placement, endorsement, purchase intention References Assael, H. (1984), “Consumer Behavior and Market Action” Boston, Massachusetts: Kent Publishing Company. Atkin, C. and Martin, B. 1983, “Effectiveness of Celebrity Endorsers”, Journal of Advertising Research, February/March 23, 1, 57-62. Balakrishnan L. and Kumar, C. S. (2011), “Effect of Celebrity Based Advertisements on the Purchase Attitude of Consumers towards Durable Products”, World Review of Business Research , 2, 98 -112. Brennan, S., Rosenberger P.J. and Hementera, V. (2004), “Product Placement in Movies: An Australian Consumer Perspective on Their Ethicality and Acceptability”, Marketing Bulletin, 15,1 16-31. De Mooij, M. (2005), “Global Marketing and Advertising: Understanding Cultural Paradoxe”, (2nd ed.) Thousand Oaks: Sage Publications. Erdem, T., Swait, J. and Valenzuela, A. (2006), “Brands as signals: a cross-country validation study”, Journal of Marketing, 70, 1, 34-49. Erdogan, B.Z. and Baker, M.J. (2000), “Towards a practitioner-based model of selecting celebrity endorsers”, International Journal of Advertising, 19(1), 25–43. Friedman, H. H. and Friedman, L. (1979), “Endorser Effectiveness by Product Type”, Journal of Advertising Research, 19 (5), 63-71

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Goldsmith, R.E., Lafferty, B.A. and Newell, S.J. (2000), “The impact of corporate credibility and celebrity credibility on consumer reaction to advertisements and brands”, Journal of Advertising, 29, 3, 43-54. Hong, S., Wang, Y. J. and De Los Santos, G. (2008), “The effective product placement: Finding appropriate methods and context for higher brand salience”, Journal of Promotion Management, 14, 103-120. Kamins, M.A. (1990), “An investigation into the ‘match-up’ hypothesis in celebrity advertising: when beauty may be only skin deep”, Journal of McCracken, Grant (1989), “Who Is the Celebrity Endorser? Cultural Foundations of the Endorsement Process”, Journal of Consumer Research, 16 (December), 310-321. McDonnell, J., and Drennan, J. (2010), “Virtual product placement as a new approach to measure effectiveness of placements”, Journal of Promotion Management, 16, 25-38. Mitchell, A. and Olson, J. (1981), “Are product attribute beliefs the only mediator of advertising effects on brand attitude?”, Journal of Marketing Research, 18(August), 318-332. Newell, S. J., and Goldsmith, R. E. (2001), “The development of a scale to measure perceived corporate credibility”, Journal of Business Research, 52,(3), 235–24. Ohanian, R. (1990), “Construction and Validation of a Scale to Measure Celebrity Endorsers' Perceived Expertise, Trustworthiness, and Attractiveness”, Journal of Advertising, 19, 3, 39-52. Petty R., Cacioppo J. and Schumann D. (1983), “Central and Peripheral Routes to Advertising Effectiveness: The Moderating Role of Involvement”, Journal of Consumer Research 10, σελ. 135-146 Russell, C. A. (1998), “Toward a Framework of Product Placement: Theoretical Propositions”, Advances in Consumer Research, 25, 357-362. Russell, C. A. (2002), “Investigating the Effectiveness of Product Placements in Television Shows: The Role of Modality and Plot Connection Congruence on Brand Memory and Attitude”, Journal of Consumer Research, 29, 306-318. Shapiro, S., Maoinnis, D.J. and Heokler, S. E. (1997), “The Effects of Incidental Ad Exposure on the Formation of Consideration Sets”, Journal of Consumer Research, Vol. 24, No. 1, 94-102.

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Storytelling or story-managing? Museum marketing and content creation in FIBAC’s conception

Mario Siglioccolo, Università di Salerno, msiglioccolo@unisa.it Alfonso Siano, Università di Salerno, sianoalf@unisa.it Matteo Gaeta, Università di Salerno, mgaeta@unisa.it Angelo Gaeta, Università di Salerno, agaeta@unisa.it

Stories and the telling of stories have been with humankind since the beginning of human existence (James, Minnis 2004). In every age man has told stories; the need to tell stories, as well as the need to listen to them, have always permeated our existence. In this sense, stories, including myths, legends, and folktales (Reamy 2002), have been used to pass on wisdom, knowledge, and culture for thousands of years (Sole, Wilson 2002: 1). Even nowadays, we all continuously create and share stories of what happened, why, and what might happen next, replete with a cast of characters, multiple plots and drama (Bruner 1992).

The opportunity of content sharing and knowledge diffusion through storytelling has also been considered by museums, which have started taking into account stories as an useful asset to perform their educational programs (Pellowski 1990). Indeed, museum storytelling is regarded as a vehicle to recreate the intellectual and emotional framework of ancient cultures (Di Blasio, Di Blasio 1983).

Despite the introduction in museum context, storytelling is far from being adequately framed as a managerial asset for museum marketing and museums may be missing the managerial implications related to the productive use of this precious tool. The possibility to identify management assets and tools helpful to museum practitioners has long aroused the interest of museum managers and academic Scholars, favouring the production of several contributions in the field of museum marketing (Moore 2013; Lord, Lord 2009; Sandell, Janes 2007). Reduction in public funding available to support the upkeep of museums and to fund their acquisitions, together with the increased need for accountability, have led to a sharper focus on the active marketing of museums, with the potential to

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contribute to their viability (Rentschler 1998, 2002). Contributions translate to museum field approaches previously consolidated in management sciences, and highlight the necessary evolution in museum management, assuming a predominantly focus on attracting visitors and developing ongoing relationships with them and with other stakeholders. Despite the consideration of a number of principles and tools contextualized to museum field, storytelling has been regarded for educational purposes, and surprisingly little is known about its managerial relevance to museums. This seems such a lacuna, considering the managerial relevance of this asset, which is still undiscovered.

In the opportunity of finding new ways of cultural fruition, FIBAC’s (Innovative Fruition of Artistic and Cultural Assets) project, carried on by a number of parties including Poste Italiane Spa, the Department of Information Engineering, Electric Engineering and Applied Mathematics (DIEM) and the Research Centre in Pure and Applied Mathematics (CRMPA), both based in the University of Salerno, has defined a model for cultural re-mediation to rethink the traditional concept of fruition typical of museums, from the monologue to a “metalogue”, where solutions for an innovative fruition of cultural heritage are provided.

Research objectives

Based on these assumptions, the purpose of the paper consists in supporting FIBAC’s project in depicting the role of storytelling in museum marketing. The process of marketing management is represented through a contextualization of marketing models to museum peculiarities. Within this framework, the managerial relevance of storytelling is investigated, with the intention to study the opportunities of content creation as a museum marketing tools. The idea is to investigate the impact of storytelling in museum marketing activities (research, segmentation, positioning etc.) and analyse the opportunities and the managerial implications deriving from its application in each marketing activity.

Research method

The role of content creation in marketing activities is identified with the support of a conceptual framework that represents marketing process in museum context. The framework is delineated through a review of the existing literature on the models of museum marketing (Colbert et al. 2001;

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Bradford 1991). Authors have identified a number of differences between industrial/commercial marketing and museum marketing, and produced frameworks describing those differences. The frameworks provided are enriched with a clear sequence of the circular process of museum marketing.

The narrative model identified in FIBAC’s project, based on the difference among fibula, story and narrative, constitutes an useful reference point to link storytelling concepts to museum marketing. Research findings and limits

Storytelling opportunities can be seen as a valuable means to support the process of museum marketing in different stages, both at strategic and operative level.

Managerial implications of museum storytelling may regard namely: 1) the definition of museum mission; 2) the characterization of museum positioning; 3) the improvement of information diffusion about museum and its collections; 4) the research of content about museum and its collections provided by visitors.

Opportunities deriving from storytelling applied to museum marketing activities are identified and described, and the role of narration is framed ultimately within museum marketing process. Original value of the paper

Although contributions have provided preliminary considerations on the link between and industrial/commercial marketing (Fontana et al. 2011), this paper represents a first attempt to contextualize the managerial implications of storytelling to museum field. This seems particularly appropriate as museums are seeking for tools which may improve the sharing of content.

Furthermore, the paper provides a clear assessment of storytelling role in museum marketing, by means of linking it to a comprehensive framework, which depicts museum marketing process.

Theoretical relevance and managerial relevance

The theoretical relevance of the paper may be traced in the comprehensive view of the role of storytelling in the process of museum marketing. The clear visualization and the description of the links between marketing activities and storytelling opportunities consent to go beyond a

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traditional view towards a more modern and adequate conception, based on the concept of “story-managing”. The later does not have to be considered only a label, but a new approach in the management of content for museums, supporting the scope of museum marketing and FIBAC’s project. References

Bradford H. 1991. “A New Framework for Museum Marketing”. In Kavanagh G (ed.), The Museums Profession: External and Internal Relations. Leicester: Leicester University Press. Bruner J.S. 1992. “The narrative construction of reality”. In Beilin H. and Pufall P.B. (eds.) Piaget’s theory: Prospects and possibilities. Hillsdale, NJ: Erlbaum. Pp: 229-248. Colbert F., Nantel J., Bilodeau S. and Rich. J.D. 2001. Marketing Culture and the Arts, 2nd

Edition. Montreal: Presses HEC. Di Blasio M. and Di Blasio R. 1983. Constructing a Cultural Context through Museum Storytelling. The journal of museum education. Roundtable Reports 8(3) (Spring): 7-9. Fontana A, Sassoon J., Soranzo R. 2011. Marketing narrativo. Usare lo storytelling nel marketing contemporaneo. Milano: Franco Angeli. Genette G. 1976. Figure III, Discorso del racconto. Torino: Einaudi. James C.H. and Minnis W.C. 2004. “Organizational storytelling: it makes sense”. Business Horizons 47(4): 23-32. Lord G.D. and Lord B. 2009. The Manual of Museum Management, Plymouth: Altamira. Moore K. 2013. Museum management. London: Routledge. Pellowsky A. 1990. The world of storytelling. New York: Hw Wilson Company. Reamy T. 2002. “Imparting knowledge through storytelling”. KM World 11(7). Available at: www.kmworld.com (accessed 10 Dicember 2003). Rentschler R. 1998. “Museum and performing arts marketing: A climate of change”. Journal of Arts Management, Law and Society 28(1): 83-96. Rentschler R. 2002. “Museum and performing arts marketing: The age of discovery”. Journal of Arts Management, Law and Society 32(1): 7-14. Sandell R. and Janes, R.R. (eds.). 2007. Museum management and marketing. Obingdon: Routledge. Sole D. and Wilson D. 2002. “Storytelling in Organisations”. LILA. Harvard: Graduate School of Education.

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Understanding Meaning Transfer in Celebrity Endorsements: A Qualitative Exploration

Varsha Jain, Mudra Institute of Communications, varsha@micamail.in Subhadip Roy, Indian Institute of Management, subhadip.roy@iimu.ac.in

Celebrity endorsements as a marketing practice is older by a century, but still the academia and industry are investigating issues related to selection, use and effectiveness of celebrity endorsers. Out of the three major streams of research in in celebrity endorsements, the ‘Meaning Transfer Model (MTM)’ has received the least attention from researchers. The present study aims to investigate the basic components of the “Meaning Transfer Model” proposed by McCracken (1986, 1989). A qualitative exploration of the MTM based on four research questions formulated from a comprehensive literature review was conducted to this end. Eight focused groups were conducted with the audience from across India.Content and thematic analysis was carried out on the FGD transcripts and the word association test results. The results indicated seven themes of celebrity meaning namely Personality, Credibility, Physical Appearance, Feelings, Performance, Values, and Cogent Power. Most of the meanings were found to be transferred to a brand via the endorsement. The possibility of reverse meaning transfer and celebrity meanings changing over time were also observed. With detailed probing, it was evident that a considerable number of participants were consuming more than just the basic functions of the product. The major contribution of the present study is to develop a measurable and more applicable model of meaning transfer in celebrity endorsements. Keywords: Celebrity Endorsements, Meaning Transfer, Qualitative Research, Conceptual Model, India.

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References Baker, Michael J, and Gilbert A. Churchill, Jr. 1977.“The Impact of Physically Attractive Models on Advertising Evaluations.”Journal of Marketing Research 14: 538-555.URL: http://www.jstor.org/stable/3151194 Caballero, Marjorie J., James R. Lumpkin, and Charles S. Madden. 1989. “Using physical attractiveness as an advertising tool: an empirical test of the attraction phenomenon.” Journal of Advertising Research, 29: 16-22. URL: http://psycnet.apa.org/psycinfo/1990-11195-001 Erdogan, Zafer B. 1999. “Celebrity endorsement: A literature review.” Journal of Marketing Management, 15: 291-314.doi: 10.1362/026725799784870379 Fleck, Nathalie D., Michael Korchia, and Isabella Le Roy.2012. “Celebrities in Advertising: Looking for Congruence or Likability?.” Psychology and Marketing, 29: 651-662. doi: 10.1002/mar.20551 Halonen-Knight, Elina, and Leila Hurmerinta. 2010. “Who endorses whom? Meanings transfer in celebrity endorsement.” Journal of Product & Brand Management, 19 (6): 452-460. doi: 10.1108/10610421011085767 Kahle, Lynn R, and Pamela M. Homer. 1985. “Physical Attractiveness of the Celebrity Endorser: A Social Adaptation Perspective.” Journal of Consumer Research, 11: 954-961. URL: http://www.jstor.org/stable/2489220 Kaikati, Jack G. 1987. “Celebrity Advertising: A Review and Synthesis.” International Journal of Advertising, 6(2): 93-105. URL: http://www.internationaljournalofadvertising.com/ArticleViewer.aspx?ID=5074 Kamins, A. 1989.“Celebrity and non-celebrity advertising in a two-sided context.”Journal of Advertising Research, 29 (3): 34-42. Kamins, A. 1990.“An investigation into the `match-up' hypothesis in celebrity advertising: When beauty may be only skin deep.” Journal of Advertising, 19(1): 4-13. URL: http://www.jstor.org/stable/4188750 Keel, Astrid, and R. Nataraajan. 2012. “Celebrity Endorsements and Beyond: New Avenues for Celebrity Branding.” Psychology & Marketing, 29: 690-703. doi: 10.1002/mar.20555 A. Kirmani, and B. Shiv. 1998. “Effects of Source Congruity on Brand Attitudes and Beliefs: The Moderating Role of Issue-relevant elaboration.” Journal of Consumer Psychology, 7 (1): 25-47. URL: http://www.sciencedirect.com/science/article/pii/S1057740898703638 La-Ferle, C., and Choi, S. M., 2005.“The importance of perceived endorser credibility in South Korean advertising.”Journal of Current Issues & Research in Advertising, 27 (2): 67-81.doi: 10.1080/10641734.2005.10505182 L. Langmeyer, and Walker, M. 1991.“A First Step to Identify the Meaning in Celebrity Endorsers.”Advances in Consumer Research, 18(1): 364-371. URL: http://www.acrwebsite.org/search/view-conference-proceedings.aspx?Id=7186 Lee, J.G., and Thorson, E. 2008.“The impact of celebrity-product incongruence on the effectiveness of product endorsement.”Journalof Advertising Research, 48: 433-449.doi: 10.2501/S0021849908080446

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James, and Drue, Schuler. 1994. “The match-up effect of spokesperson and product congruency: A schema theory interpretation.”Psychology and Marketing, 11: 417-445. doi: 10.1002/mar.4220110502 McCracken, G. 1986. “Culture and Consumption: A Theoretical Account of the Structure and Movement of the Cultural Meaning of Consumer Goods.” Journal of Consumer Research, 13: 71-84. URL: http://www.jstor.org/stable/2489287 McCracken, G.1989. “Who is the Celebrity Endorser? Cultural Foundation of the Endorsement Process.”Journal of Consumer Research, 16: 310-321. URL: http://www.jstor.org/stable/2489512 Misra, S., and S. E. Beatty. 1990. ”Celebrity Spokesperson and Brand Congruence: An Assessment of Recall and Affect.” Journal of Business Research, 21(2), 159-171. URL: http://www.sciencedirect.com/science/article/pii/014829639090050N Ohanian, Roobina. 1990. “Construction and Validation of a Scale to Measure Celebrity Endorsers Perceived Expertise, Trustworthiness, and Attractiveness.” Journal of Advertising, 19(3): 39-52. URL: http://www.jstor.org/stable/4188769 Roy, S. and Y. L. R. Moorthi. 2012. “Investigating endorser personality effects on brand personality, causation & reverse causation in India.” Journal of Brand Strategy, 1: 164-179. URL: http://henrystewart.metapress.com/openurl.asp?genre=article&issn=2045-855X&volume=1&issue=2&spage=164 Saxena, R. (2008). It’s not working. Business Standard: The Strategist, (April 22), p.1. Spry, A., Pappu, R., and B. T. Cornwell. 2011. “Celebrity endorsement, brand credibility and brand equity.” European Journal of Marketing, 45 (6): 882-909.doi: 10.1108/03090561111119958 Strauss, Anselm, and Juliet Corbin."Grounded theory methodology."Handbook of qualitative research (1994): 273-285.URL: http://www.sagepub.com/refbooks/Book233401 Tantiseneepong, Nisachon, Gorton, M. and White J. 2012.“Evaluating responses to celebrity endorsements using projective techniques.”Qualitative Market Research: an International Journal, 15: 57-69. Doi: 10.1108/13522751211191991 Till, D. (2001), “Managing Athlete Endorser Image: The Effect of Endorsed Product,” Sport MarketingQuarterly, 10 (1): 35-42.

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8 Designing consumer experience

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Augmented in-Store Experience: a preliminary study

Maria Teresa Cuomo, Università di Salerno, mcuomo@unisa.it Debora Tortora, Università di Salerno, dtortora@unisa.it

Gerardino Metallo, Università di Salerno, gemetall@unisa.it

Crucial for the competitiveness of retail systems is the multi-channel strategy based on open trustworthy relationships, on the support of new communication tools (e.g. social media), and on innovative devices (24/7 connections), whereby potential, processes and consumption are enhanced. Innovative information technologies render the store a privileged area of integration between real and digital, where brand management strategies confront new social spaces. Furthermore, augmented reality adds ulterior levels of information to consumer knowledge. As augmented reality reshapes the commercial area, providing information in situ available to potential customers when needed, so integration with mobility reshapes mode of use and new links with users. In addition, the generation of bottom-up and top-down content changes through social networking,the individual from tryer to buyer to advertiser, thus generating greater value experiences and, therefore, additional sales. Keywords: augmented reality, in-store experience, diminished reality.

References Addis, M., L’esperienza di consumo. Analisi e prospettive di marketing, Pearson- Prentice Hall, Milano, 2005. Arvidsson, A., Giordano, A., Societing reloaded. Pubblici produttivi e innovazione sociale, Egea, Milano, 2013. Caudell, T.P., Mitzell, D.W., Augmented reality: an application of heads-up display technology to manual manufacturing processes. System Sciences, 2, 1992, 659-69. Cuomo, M.T., Metallo, G., Tortora, D., Opportunità, limiti e criticità dei social network. Esperienze d’impresa, 2, 2011, 25-48. Cuomo, M.T., Metallo, G., Tortora, D., Testa, M., Kitchen, P.J., Building brand equity: the genetic coding of Mediterranea brands. Euromed Journal of Business, 4, 3, 2009, 237-253. De Felice, L, Marketing conversazionale: dialogare con i clienti attraverso i social media e il Real-Time Web di Twitter, FriendFeed, Facebook, Foursquare, Il Sole 24 Ore, Milano, 2011.

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Editoriale, Realtà Aumentata e QR code a confronto. www.arnews.it, 25 gennaio, 2013b. Editoriale, Realtà aumentata: suo impiego nel mondo retail. www.puntodivendita.info, 11 febbraio, 2013a. Enomoto, A., Saito, H., Diminished reality using multiple handheld cameras. Proc. ACCV, 7, 2007, 130-135. Filardo, V., Messina, M., Bortolussi, S., Marino, S., Megna, L. (a cura di), Augmented reality. Nuove applicazioni, nuove soluzioni, in La comunicazione multimediale, 2012, http://www.arproject.altervista.org/intro.html. Frà, C., Lamorte, L., Martini, G., Dall’augmented reality al check-in. Notiziario tecnico Telecom Italia, 3, 2011, 20-31. Herling, J., Broll, W., Advanced Self-contained Object Removal for Realizing Real-time Diminished Reality in Unconstrained Environments, IEEE International Symposium on Mixed and Augmented Reality, Science and Technology Proceedings, 2010, October 13 -16, Seoul, Korea, 207-212 Kim, H.W., Lee, H-L., Son, J.E., An exploratory study on the determinants of smartphone app purchase, in Proc. 0f the 11th International DSI and the 16th APDSI Joint Meeting, Taipei, Taiwan, July 12 – 16, 2011, 1-10. Mandelli, A., Accoto, C., Social Mobile Marketing. L’innovazione dell’ubiquitous marketing con device mobili, social media e realtà aumentata, Egea, Milano, 2012. Mandelli, A., Processes of Value Creation in Markets as Mediated Conversations.Working paper, 2011. Mardegan, P., Riva, G., Pettiti, M., Mobile Marketing: la pubblicità in tasca, Lupetti Editore, Bologna, 2012. Pantano, E., Servidio, R., Modeling innovative points of sales through virtual and immersive technologies. Journal of Retailing and Consumer Services, 19, 2012, 279–286. Pine, J.B. II, Gilmore, J.H., L’economia delle esperienze. Oltre il sevizio, Etas, Milano, 2000. Prunesti, A., Lalli, F., Geolocalizzazione e mobile marketing. Fare business con le App e i social game, Franco Angeli, Milano, 2011. Riva, G., Digital Marketing 2.0. Multicanale, Sociale, Esperienziale, Mobile. Micro & Macro marketing, 2, 2012, 213-218. Riva, G., I social network, Il Mulino, Bologna, 2010. Rohm, A.J., Gao T., Sultan, F., Pagani, M., Brand in the hand: A cross-market investigation of consumer acceptance of mobile marketing. Business Horizons, 55, 2012, 485-493. Scatena, S., Mardegan, P., Mobile Marketing: stato dell’arte e applicazioni pratiche. Micro & Macro marketing, 2, 2012, 219-235. Schultz, D.E., Block, M.P., Understanding customer brand engagement behaviors in today’s interactive marketplace. Micro & Macro marketing, 2, 2011, 227-244. Tortora, D., Experience marketing e creazione di valore. Relazioni e interazioni tra consumatore, offerta e contesto, Giappichelli editore, Torino, 2007. Trubow, M., Augmented reality marketing strategies: the how to guide for marketers. Hidden Creative Ltd, www.hiddenltd.com, 22 marzo, 2011b, 1-18. Trubow, M., Sales technology: selling with augmented reality. Hidden Creative Ltd, www.hiddenltd.com, 5 settembre, 2011a, 1-14. Varnali, K., Toker, A., Mobile marketing research: The-state-of-the-art. International Journal of Information Management, 30, 2010, 144-151.

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Dimensions of the user digital experience on social networking sites: the case of luxury brands’ fan pages

Laurent Arnone, University of Mons, laurent.arnone@umons.ac.be Angy Geerts, University of Mons, angy.geerts@umons.ac.be

Stefano Pace, Kedge Business School, stefano.pace@kedgebs.com

For long considered as incompatible, luxury (praising extreme selectivity, elitism and rarity) and Internet (rather associated with mass communication) (Betchtold, 1991; Roux 1994; Nueno et Quelch, 1998), now seem to have reached a compromise enabling the most prestigious brands to integrate Internet tools in their communication approaches. According to Okonkwo (2009), the coexistence of these two universes can be considered and could be profitable for luxury brands, only if the consumer experience is guaranteed on the website. Indeed, experience is a core dimension of the luxury brand management (Kapferer and Bastien, 2008), and Okonkwo (2009) highlights five key elements of the website design that brands should take care of: visuals, music, animations, usability and customization options. The combination of these components contributes to the improvement of the website design and atmosphere (or “luxemosphere”, in the author's words) and, in turn, to the creation of the user’s digital experience. Surprisingly, once freed from their reluctance to on-line strategies, luxury brands have quickly developed their presence on social media. Nowadays, a vast majority of the brands accepted in the Comité Colbert have their own “fan page” on the most famous social networking sites: Facebook. In this framework, the idea of the user digital experience, essential to the cohabitation between luxury and Internet, becomes a tricky issue. Indeed, social networking platforms are usually characterized by a standardized design which makes it difficult for luxury brands to comply with the recommendations of the literature pertaining to the creation of the “luxemosphere” (Okonkwo, 2009). Therefore one can question how luxury brands manage to transfer their essence in these confined virtual environments and ensure the consumer experience. The literature pertaining to luxury brands strategies on social media is still

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in its infancy and, up to now, existing research has mainly questioned the consequences of the use of such tools. Seung-A (2012), for instance, has studied users’ satisfaction with luxury brands' fan pages, its impact on attitude toward brand and on purchase intentions. Kim and Ko (2012) study the use of social media marketing among luxury fashion brands, and show that social media activities can positively influence relationship equity as well as brand equity and, in turn, foster purchase intentions. The user experience, although key to the on-line strategy, has not been covered in previous research. The web is the domain of brand-customer interaction. A growing literature shows how users of the Internet − and social media in particular − interact with brands to shape and co-create them (Hatch and Schultz, 2010; Merz, He, and Vargo, 2009; Muñiz and Schau, 2011). Brand co-creation is an essential part of the customer experience online, because through the Internet, “organizations have recognized that they can become part of the customer experience” (Ind, Iglesias, and Schultz, 2013, 7). However, the basic assumption of these studies on online interaction between brand and customers is that the brand is a mass-produced entity that is accessible enough to let this co-creation occur. A luxury brand is instead characterized by its uniqueness (Wiedmann, Hennigs, and Siebels, 2007) that might make it partly “unaccessible” to customers’ interaction and therefore closed the usual mechanism of customer-brand interaction. For instance, Fuchs and colleagues (2013) show that – differently from mass-produced brands – users do not perceive benefits from co-creating luxury brands, because they do not perceive a higher quality and an agentic feeling stemming from their interaction with the luxury brand. In fact, “being "close" to users does not help but rather harms luxury fashion brands, because user design hinders consumers from signaling high status” (Fuchs et al, 2013, 76). While that study refers to the generation of ideas for new products, it indicates a more general effect, which is a different online customer experience when luxury brands are considered. In line with these considerations, our research aims at identifying the dimensions of the user experience on the fan pages of luxury brands that have developed their presence on the social networking site, Facebook. If characteristics of the user digital experience have been studied in previous research (e.g., Novak et al., 2000; Ben Nasr and Bonnefont, 2006; Djamasbi et al., 2011; Nambisan et Watt, 2011), the peculiarities of this experience on

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social networking sites have not been analysed yet (Kietzmann et al., 2011). However, this is an important dimension of the way these tools can contribute to branding, and is even more essential in the case of luxury brands. The exploratory nature of this research have led us to consider a qualitative approach consisting of semi-structured interviews with users of social networks (Poncin and Garnier, 2011), including buyers and non buyers of luxury goods. These interviews are systematically realised after the user has visited several “fan pages”. The data collected will allow us to answer the main questions at the basis of this research : What are the dimensions of the digital experience users have on luxury brands' Facebook pages? What are the factors influencing the nature of this experience? What distinguishes this experience from the one users have with the brand website? How this virtual experience influences the perception consumers have of the luxury brand? Beyond their academic interest, the findings of our research should also bring about valuable insights for luxury brand managers and should allow them to better understand how fan pages can contribute to the development of a strong brand experience and how these tools can be used in complement to luxury brands' traditional websites. Keywords : social media, luxury, digital experience, social networks References Bechtold, M. 1991, « Le paradoxe du luxe », Revue Française du Marketing, 132-133 : 2-3. Ben Nasr, I., and A. Bonnefont. 2006. « Incidence de l’expérience de visite du site d’une marque sur son image auprès de l’internaute : proposition d’un cadre conceptuel », in Actes de la 6ème Journée de Recherche sur le e-Marketing, edited by J.-F. Lemoine, Nantes. Djamasbi, S., Siegel, M., Skorinko, J., and T. Tullis. 2011. « Online Viewing and Aesthetic Preferences of Generation Y and the Baby Boom Generation: Testing User Web Site Experience Through Eye Tracking », International Journal of Electronic Commerce, 15 (4): 121-157. Fuchs, C., Prandelli, E., Schreier, M., and D. Dahl. 2013. « All That Is Users Might Not Be Gold: How Labeling Products as User Designed Backfires in the Context of Luxury Fashion Brands », Journal of Marketing, 77 (5): 75-91. Hatch, M.J., and M. Schultz. 2010. « Toward a theory of brand co-creation with implications for brand governance », Journal of Brand Management, 17 (8): 590-604. Ind N., Iglesias O., and M. Schultz. 2013. « Building brands together: emergence and outcomes of co-creation », California Management Review, 55 (3): 5-26. Kapferer, J.-N. and V. Bastien. 2008. The luxury strategy : break the rules of marketing to build luxury brands, 2nd ed., Kogan Page.

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Kietzmann, J., Hermkens, K., McCarthy, I. and B. Silvestre. 2011. « Social media ? Get serious ! Understanding the functional building blocks of social media », Business Horizons, 54: 241-251. Kim, A. and E. Ko. 2012. « Do social media marketing activities enhance customer equity? An empirical study of luxury fashion brand », Journal of Business Research, 65: 1480-1486. Kozinets, R., de Valck, K., Wojnicki, A., and S. Wilner. 2010, « Networked narratives : understanding word-of-mouth marketing in online communities », Journal of Marketing, 74: 71-89. Merz, M.A., He, Y., and S. L. Vargo. 2009. « The evolving brand logic: a service-dominant logic perspective », Journal of the Academy of Marketing Science, 37 (3): 328-344. Muñiz A.M. Jr, and H.J. Schau. 2011.« How to inspire value-laden collaborative consumer-generated content », Business Horizons, 54 (3): 209-217. Nambisan, P., and J. Watt. 2011. « Managing expériences in online product communities », Journal of Business Research, 64 (8): 889-895 Nueno, J.L., and J.A. Quelch. 1998. « The mass marketing of luxury », Business Horizons, 41 (6): 61-8. Novak, T., Hoffman, D. and Y-F. Yung. 2000. « Measuring the Customer Experience in Online Environments: a Structural Modeling Approach », Marketing Science, 19 (1): 22-42. Okonkwo, U. 2009. « Sustaining Luxury Brands on the Internet », Journal of Brand Management, 16 (5/6): 302-310. Poncin, I. and M. Garnier. 2011. « L’expérience 3D. Le vrai, le faux et le virtuel: à la croisée des chemins », Management et avenir, 2 (32): 173-191. Roux, E. 1994. « Le luxe : entre prestige et marché de masse », Décisions marketing, 1 (April): 15-22. Seung-A, A. 2012. “The potential of social media for luxury brands management”, Marketing Intelligence and Planning, 30 (7): 687-699. Wiedmann, K.P., Hennigs, N., and A. Siebels. 2007. « Measuring Consumers’ Luxury Value Perception: A Cross-Cultural Framework », Academy of Marketing Science Review, 11 (7): 1-21.

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Should it be Green or Not? Investigating what Constitutes Prototypical Packaging Design for Organic Food

Polymeros Chrysochou, Aarhus University, polyc@asb.dk Alexandra Festila, Aarhus University

Aleksandra Georgieva, Aarhus University Diana Todorova, Aarhus University

The market for organic food products showed impressive growth rates in 2010, accounting for 59 billion US dollars (Sahota, 2012). This high growth is underpinned by an increased availability of organic food products through big retail chains and by following similar marketing strategies to conventional brands. Hence, communication at the point of sale that the product is organic is of increased importance in order to be distinguished from conventional ones. Packaging is among those marketing tools that contribute in brand differentiation and establish brand identity and, since most of the food choices are made in store, it represents the only source of information available for consumers to make their purchase decisions (Underwood & Klein, 2002). Similarly, together with labelling, packaging provides the means to communicate that a product is organic. Existing literature focuses on the impact of organic packaging design attributes on either consumers’ preferences and buying behaviour or willingness to pay (Baik, Suk, Suh, & Kim, 2011; Gifford & Bernard, 2004). However, information is scarce when it comes to what represents an organic food package and which are the elements that build it up. Toward this direction, we investigate which are the most prototypical elements for organic food packaging. More specifically, we conduct a content analysis of packages launched between 2008 and 2012 in four countries (Austria, Denmark, Sweden and Switzerland) across four product categories (butter, cereals, fruit juice and milk). We extracted the data from the Mintel GNPD database (www.gnpd.com) and in total we analyze packaging design of 866 products that were registered in the database during this period. We account for a number of packaging design elements (i.e. pack material, pack type, color and imagery) and compare their frequency of appearance between conventional and organic food packages.

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Results show that plastic is less likely to be used for packaging of organic food and more likely to be used for conventional food products. Furthermore, carton also seems to be less typical for organic food packages than for conventional. In relation to colour, white and green are more typical colours for organic products than for conventional. Additionally, an image of nature is also more likely to be used for organic food packages than for conventional ones. However, these characteristics vary across product categories and countries. This research provides a starting point for a better understanding of what constitutes a prototypical organic food packaging design. Furthermore, it provides guidelines to food brand managers on how to better choose food packaging elements that successfully convey the ‘organic’ message. In fact, successful communication should not only rely on verbal packaging elements (e.g. product claims), since non-verbal elements (e.g. visual imagery, colour) have also the power to convey the desired message (Chrysochou and Grunert, in press). References Baik, M., Suk, H. J., Suh, T., & Kim, Y. S. (2011). Organic food package design management in SMES. A conjoint analysis approach. Paper presented at the 4th World Conference on Design Research, Delft, Netherlands. Chrysochou, P., & Grunert, K. G. (in press). Health-related ad information and health motivation effects on product evaluations. Journal of Business Research. Gifford, K., & Bernard, J. C. (2004). Packaging of organic and conventional products. A comparison. Journal of Food Distribution Research, 35 (1), 107-108. Sahota, A. (2012). Global organic food and drink market. Paper presented at the BioFach Congres, Messezentrum Nürnberg, Germany. Underwood, R. L., & Klein, N. M. (2002). Packaging as brand communication. Effects of product pictures on consumer responses to the package and brand. Journal of Marketing Theory and Practice, 10(4), 58-68.

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Speaking of brands: post-modernising the narrative approach to brand management

Sophie Esmann Andersen, Aarhus University, sea@asb.dk Trine Susanne Johansen, Aarhus University, tsj@asb.dk

According to Salzer-Mörling and Strannegård (2004, 224), the use of narratives in brand management, as “the process of expressing core values through the use of persuasive stories”, is inadequate and obsolete in postmodern contexts. Arguing that postmodern consumers are active co-producers of meaning who are driven by, and oriented towards, aesthetic and visual aspects of consumption rather than narrative ones, Salzer-Mörling and Strannegård (2004) search for new branding processes, which accentuate the aesthetic dimensions of brands. However, the question is if their critique of the use of narratives in brand management is well-founded. We argue, that it is not narrative per se, which conflicts with the values of postmodern consumer culture, but rather the approach, use and understanding of narrative in current brand management that create the contradistinction. Thus, the argument is more complex. Rather than viewing narrative and aesthetic approaches to branding processes as modern and postmodern respectively and hence as mutually exclusive and contradictory, we propose that: 1) modern and postmodern approaches to brand management reflect

fundamental differences and entail different conceptualisations of consumers and communication processes as well as relations between senders and receivers;

2) postmodern brand management can be conceptualised and approached from both narrative and aesthetic perspectives; and that

3) postmodern narrative and aesthetic approaches to brand management do not mutually exclude each other but are premised upon different assumptions of consumers as well as of what drives consumption.

Following this, our purpose is to theoretically explore the implications of ontologically rethinking brands from a modern narrative approach to a postmodern narrative approach in order to discuss how it differs from and supplements a postmodern aesthetic approach to brand management. The

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paper thus contributes to branding literature by post-modernising the narrative approach to brand management. Design

This paper is designed as a conceptual response to Salzer-Mörling and Strannegård’s (2004) discussion and rejection of narratives within brand management. We argue that they build their argument on a modern approach to narrative, which they subsequently reject from a postmodern stance. As an alternative to rejecting the narrative frame, we propose a re-conceptualisation of narrative. In order to explicate the notion of narrative use as articulated by Salzer-Mörling and Strannegård (2004), we initially outline the predominant approach to narratives within branding literature, drawing additional insights from classic brand management (e.g. Aaker 1996; Kapferer 1997). We identify three dominant uses of narratives within the literature; 1) brand characters and archetypes (e.g. Mark and Pearson 2001; Fog, Budtz, and Yakaboylu 2005; Herskovitz and Crystal 2010) 2); brand rhetoric and persuasion (e.g. Deighton, Romer and McQueen 1989; Padgett and Allen 1997; Chiu, Hsieh, and Kuo 2012); and 3) brand story and heritage (e.g. Hakala, Lätti and Sandberg 2011). We demonstrate how these narrative characteristics build on classic structuralist narratology (cf. the morphology of Propp and the actant model of Greimas) and thus are based on underlying premises, assumptions and ideals of modernity (cf. Brown 2006), including the notion of narrative truth and the omniscient author. On that basis, we challenge the idea that the discussion centres on the modality or mode of communication, i.e. narratives versus aesthetics. Instead, we relocate the discussion within a philosophical stance, i.e. modern versus postmodern. The next step is therefore to explore the nature of postmodern narratives, arguing that postmodern philosophies (Cova 1996; Brown 2006) change the status, meanings and roles of narratives (Cohn 1999; Richardson 2002). Consequently, new models, concepts and conventions come into play, including new narratologies, which accentuate the contextuality, anti-essentialism and non-referentiality of the narrative (Rimmon-Kenan 2002). Subsequently, we relate these models, concepts and conventions to branding focusing on how to conceptualise the postmodern brand from a narrative approach and discuss what it has to offer in comparison with a postmodern aesthetics approach. In line with Oestergaard and Jantzen (2001) who propose that consumers are driven by different needs, wants and desires, we

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further argue, that postmodern brand narratives subscribe to a notion of consumers as ‘tourists’ who desire emotional and narcissistic dimensions of brand meaning in order to perform individual identity projects (cf. Elliott 1997), whereas the aestheticized brand assumes tribal consumption practices where consumers perform communal brand rituals in order to perform social linkage (cf. Cova and Cova 2002). Through examples of brand and marketing communication we highlight the value of viewing the approaches as complementary, rather than contradictory. Conclusively, we address the implications of the postmodern brand narrative for brand management practice as well as branding research. Findings and implications

This paper contributes to branding literature by exploring the philosophical assumptions guiding the narrative approach to brands in order to revitalise and post-modernise the use of narratives in current brand management. The paper presents two overall conclusions: First, a postmodern narrative approach to brand management suggests brands to be polyphonic, polytheistic, fragmented, non-linear, incoherent and contextual. It may therefore be argued, that a narrative approach to brands includes more than seductive storytelling and persuasive narrative strategies; rather, it embraces a fundamental way of making sense. Consequently, the brand is not a container of stories to be transferred to consumers, but part of a network of narratives within which brand meaning is negotiated and anchored in consumer narratives. This challenges the predominant use of narratives in brand management and propose the ideal of corporate authored and managed stories to be replaced by notions of flexibility, dynamic interactions and consumer co-authored stories. Second, postmodern narrative and aesthetic approaches to brand management are not mutually exclusive. They build upon shared assumptions of consumers as active co-producers and hence of converging roles of producers and consumers. However, the two approaches suggest consumers to be driven by different motives in consumer choices; whereas an aesthetic approach suggests consumers to be driven by visual and expressive consumption symbols and manifests as fundamentally social or tribal in consumer practices; the narrative approach constitutes consumers as identity-seeking individuals emotionally driven by interpretations of narrative fragments. We suggest the two approaches to converge in brand management in order for corporations to enter into dialogue with and embrace the multifaceted

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stories and symbols, voices and images in consumer culture. The two approaches thus offer different tools and vocabularies for understanding different dimensions of a postmodern, complex consumer. Keywords: brand management, narrative, aesthetics, modern vs. postmodern References Aaker, David A. 1996. Building strong brands. London: Free Press Business. Brown, Stephen. 2006. “Recycling Postmodern Marketing”. The Marketing Review 6: 211-230. Cohn, Dorrit. 1999. The distinction of fiction. London: The John Hopkins University Press. Cova, Bernard. 1996. ”What postmodernism means to marketing managers”. European Management Journal 14 (5): 494-499. Cova, Bernard, and Veronique Cova. 2002. ”Tribal marketing. The tribalisation of society and its impact on the conduct of marketing”. European Journal of Marketing 36 (5/6): 595-620. Deighton, John, Daniel Romer, and Josh McQueen. 1989. “Using drama to persuade”. Journal of Consumer Research 16 (3): 335-343. Elliott, Richard. 1997. ”Existential consumption and irrational desire”. European Journal of Marketing 31 (3/4): 285-296. Fog, K., Christian Budtz, and Baris Yakaboylu. 2005. Storytelling: Branding in practice. Berlin: Springer Greimas, Algirdas Julien. 1983 [1966]. Structural Semantics: An Attempt at a Method. Nebraska: University of Nebraska Press. Hakala, U., Sonja Lätti, and Birgitte Sandberg. 2011. ”Operationalising brand heritage and cultural heritage”. Journal of Product and Brand Management 20 (6): 447-456. Herskovitz, Stephen, and Malcolm Crystal. 2010. ”The essential brand persona: storytelling and branding”. Journal of Business Strategy 38 (3): 21-28. Hung-Chang, Chiu, Yi-Ching Hsieh, and Kuo Yi-Chu. 2012. “How to Align your Brand Stories with Your Products.” Journal of Retailing 88 (2): 262-275 Kapferer, Jean-Nöel. 1997. The new strategic brand management. London: Kogan Page. Mark, Margaret, and Carol S. Pearson. 2001. The hero and the outlaw: building extraordinary brands through the power of archetypes. New York: McGraw-Hill. Oestergaard, Per, and Christian Jantzen. 2001. ”Shifting perspectives in consumer research: from buyer behaviour to consumption studies”. In Suzanne C. Beckmann and Richard H. Elliott (eds.). Interpretive consumer research. Copenhagen: Copenhagen Business School Press: 9-23. Padgett, Dan, and Douglas Allen. 1997. ”Communicating Experiences: A Narrative Approach to Creating Service Brand Image”. Journal of Advertising 26 (4): 49-62 Propp, Vladimir. 2009 [1968]. Morphology of the folktale. Texas: University of Texas Press.

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Richardson, Brian (ed). 2002. Narrative dynamics. Essays on time, plot, closure and frames. Columbus: Ohio State University Press. Rimmon-Kenan, Shlomith. 2002. Narrative fiction: contemporary poetics. New York: Routledge. Salzer-Mörling, Miriam, and Lars Strannegård. 2004. ”Silence of the brands.” European Journal of Marketing 38 (1/2): 224-238.

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The influence of website design, culture and language on perceived web usability, satisfaction and perceived risk online

Juan Miguel Alcántara-Pilar, University of Granada, jmap@ugr.es Salvador del Barrio-García, University of Granada, dbarrio@ugr.es

The current markets globalization as a result of ICT development in general and the Internet in particular, have enhanced the importance of the websites design, which is a powerful communications medium for companies operating in international markets (Turban and Gehrek, 2000). The website of the company represents its image in the Internet as an intermediary with potential clients (Roy, Dewit and Aubert, 2001). Some researchers have found that much of the success of an e-service depends on website usability (Flavián, Guinalíu and Gurrea, 2006). Usability and appearance are two indicators that represent the utilitarian aspects of a website, together with its appeal. Those websites with a high level of usability in their design enable users to carry out their tasks coherently and achieve the results they expect (Palmer, 2000). In fact, this perception of control during the browsing process is positively related to the sensation of security and satisfaction (Diamantopoulos and Winklhofer, 2001; Casaló, Flavián and Guinalíu, 2008). In this international context, culture plays an increasingly relevant role in the use of information and communication technology. This is likely to affect how usability is understood, thus adding an additional factor to our understanding of culture´s effect on usability (Wallace, Reid, Clinciu and Kang, 2013). The importance of cultural factors in communications has been reinforced since the web can now link diverse regions and communities across the globe that were relatively isolated by time and space. The growth of global communications has increased and intensified the need for leaning to communicate successfully with a multitude of cultures. Regarding to these international situation, the crucial role of language in intercultural relations is widely acknowledged, with the words of a language being ‘symbols’ that acts as the vehicles for cultural transfer (Hofstede, 2001). The literature shows that the way in which a person processes information is conditioned

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by cultural values (Tavassoli, 2002). Furthermore, recent research has demonstrated that language is associated with cultural frameworks, such that communication in a given language can increase access to the cultural values associated with that language (Wong and Hong, 2005) and how users from the same culture, when processing information in different languages, obtain significantly different results in terms of perceived risk online (Alcántara-Pilar, Del Barrio-García and Porcu, 2013). Based on these premises, we aim to demonstrate how cultural values, language as a cultural framework and website design can moderate the perceived usability, the perceived risk online and the satisfaction online in tourism sector. The reasoning behind choosing this sector as the focus for the research was that the World Tourism Organization (WTO) has declared that the key to success in this medium as a source of tourism information is to swiftly identify consumers’ needs and establish direct contact with tourists. Furthermore, the WTO has asserted that websites should offer tourists information that is comprehensive, personalized and up-to-date (Vich-I-Martorell 2004). The Internet is one of the main sources of information used by tourists when making travel plans (Buhalis and Law 2008; Wu, Wei and Chen 2008). This behavior can be considered habitual and common throughout the great majority of countries and cultures, hence the decision to use this sector for the purposes of the present study. To achieve the research scope, an experiment was designed with three independent variables, each with two levels: culture (Spanish vs. British), website design type (V1: high usability vs. V2: low usability) and processing language (Spanish vs. English). Hence the experiment used a 2 x 2 x 2 between-subjects design. The Spanish and British cultures in particular were chosen due to the cultural differences between them as measured by means of the Hofstede indices (2001). To control the factor relating to individuals’ processing language, subjects were randomly assigned a website on a tourist destination written either in their mother tongue (L1) or in their second language (L2). With regard to the site design, we followed the recommendations and works of Moss (2004) and Nielsen (1993, 1999, 2004, 2009), with two treatments being established: (1) website design with high usability (V1) and (2) website design with low usability (V2). The experiment required a professional website to be purpose-built, providing information on a fictitious tourist destination called “Buyuada” (www.buyuada.org). Six versions of the site were created; two for each factor. The subjects were selected by an external company which was

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commissioned to establish an Internet data panel for the experiment. Internet users from the UK and Spain were invited to participate, on the understanding that they had a suitable level of Spanish or English, respectively. The users were asked to browse through the website and put together their own tourism package based on an outward flight, return flight, hotel accommodation and a restaurant, from the multiple options on offer. Once browsing was completed, subjects were redirected to a questionnaire. The final sample comprised 491 Internet users, of which 47% were Spanish and 53% British. To ensure that users came from Spain and the UK, Google Analytics was used during the data collection. The results indicated that the website design and the language used for browsing moderate the perceived risk online. Moreover, the website design moderates the perceived usability, regardless of the language used for navigation. As a limitation, the use of two national cultures and an utilitarian website design could be limiting the obtained results. In terms of future research, it would be interesting to replicate this study in other countries and compare the results across cultures, taking into account two factors in website design (the utilitarian and the aesthetic). Keywords: cross-cultural study, language, website design, online satisfaction, perceived risk online

References Alcántara-Pilar, J.M., Del Barrio-García, S. and Porcu, L. (2013), “A cross-cultural analysis of the effect of language on perceived risk online”, Computers in Human Behavior, vol. 29, n. 3, pp. 596–603. Buhalis, D. (1998), “Strategic use of information technologies in the tourist industry”, Tourism Management, vol. 19, n. 5, pp. 409–21. Casaló, L.V., Flavian, C. and Guinalíu (2008), “The role of satisfaction and website usability in developing customer loyalty and positive word-of-mouth in the e-banking services”, The International Journal of Bank Marketing, vol. 26, n. 6, pp. 399-417. Diamantopoulos, A. and Winklhofer, H.M. (2001), “Index construction with formative indicators: An alternative to scale development”, Journal of Marketing Research, vol. 38, n. 2, pp. 269–277. Flavián, C., Guinalíu, M. and Gurrea. R. (2006), “The role played by perceived usability, satisfaction and consumer trust on website loyalty”, Information & Management, vol. 34, pp. 1–14 Hofstede, G. (2001). Culture’s consequences. Comparing values, behaviors, institutions and organizations across nations. 2nd ed. Sage Publications. California.

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Moss, T. (2004), Web usability: the basics. [online] Usability and Accessibility Working Group (http://www.webcredible.co.uk/user-friendly-resources/web-usability/basics.shtml). Nielsen, J. (1993). Usability engineering. Morgan Kaufmann. Academic Press. San Diego (CA). Nielsen, J. (1999). Designing Web Usability. New Riders Publishing. Indianapolis. Nielsen, J. (2004). Top Ten Mistakes In Web Design. Accessible via: www.useit.com/alertbox/9605.html. Nielsen, J. (2009). Top 10 Information Architecture Mistakes. Accessible via: www.useit.com/alertbox/ia-mistakes.html. Palmer, J.W. (2002), “Web site usability, Design, and performance metrics”, Information Systems Research, vol. 13, n. 2, pp. 151–167. Roy, M.C., Dewit, O. and Aubert, B.A. (2001), “The impact of interface usability on trust in Web retailers”, Internet Research: Electronic Networking Applications and Policy, vol. 11, n. 5, pp. 388-398. Tavassoli, N. (2002), “Language and Flexibility”, Advances in Consumer Research, vol. 29, pp. 185-187. Turban, E. and Gehrke, D. (2000), “Determinants for e-commerce Website”, Human Systems Management, vol. 19, n. 2, pp. 111-120. Vich-I-Martorell, G.A. (2003), “The Internet and Tourism Principals In The Balearic Islands”, Tourism and Hospitality Research, vol. 5, n. 1, pp. 25–44. Wallace, S., Reid, A., Clinciu, D. and Kang, J. (2013), “Culture and the importance of usability attributes”, Information Technology & People, vol. 26, n. 1, pp. 77-93. Wu, S. I., Wei, P. L. and Chen, J.-H. (2008), “Influential factors and relational structure of Internet banner advertising in the tourism industry”, Tourism Management, vol. 29, pp. 221–236. Cheney, G. and Christensen, L.T. (2001). Organizational identity: Linkages between internal and external communication. In The new handbook of organizational communication: Advances in theory, research, and methods, F. M. Jablin and L. L. Putnam (Eds.), Thousand Oaks, CA: Sage,(231-269). Cho, C. and Cheon, H. J. (2004). Why do people avoid advertising on the Internet?”. Journal of Advertising, 33(4): 89-97. Cho, C., Lee, J and Tharp, M. (2001). Different forced exposure levels to banner advertisements. Journal of Advertising Research, 41(4): 45–56.

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9 Communication and performance

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Defining and measuring corporate orientation to dialogue: the development of an index for digital media

Stefania Romenti, Università IULM, stefania.romenti@iulm.it Grazia Murtarelli, Università IULM, grazia.murtarelli@gmail.com

One of the most prominent stream of research in corporate communication domain assumes that organizational orientation to dialogue is an antecedent of positive organization public relationships (OPR) and finally of good corporate reputation (Aula, 2011; Bronn, 2007; Carvalho, 2004) A first step in testing this hypothesis is to define and operationalize the concept of dialogue. Despite the interest in the concept, there is still no widely agreed-upon definition. Most of the literature on dialogue can be neatly classified into two groups: researches by management scholars who assume a functional perspective and researches by communication theorists who adopt an ethical perspective. Management scholars indicate a huge variety of organizational purposes that dialogue may serve (Gergen, et al., 2004). Studies relies largely on the analysis of contextual conditions where dialogue occurs (i.e. corporate aims, organizational settings, expected outcomes for organizations) (Isaacs, 2001; Cunliffe, 2002). Furthermore, Beech et al. (2010) point out that several dimensions characterize the dialogue process (i.e. position of involved actor, intention of dialogue; trajectory of dialogue; results to achieve). Mengis and Eppler (2008) identify six pivotal elements of dialogue (i.e. the form and the content of messages; the conversational process; the dialogue intents; the mental models of participants; the groups’ dynamics; the communicational background). As such, management studies on dialogue tend to concentrate on the point of view of organization (organisation centered approach). This indicates an important gap in the understanding of expectations of as well as value received by others’ involved actors. These studies capture only part of the picture of dialogue among organizations and their stakeholders. Differently, communication scholars argue that dialogue is an ethical orientation (Kent, Taylor, 1998; Theunissen, Wan Noordin, 2012), a rhetorical tool to drive organizational decision-making processes (Kent, 2011), a mechanism useful to encourage participation and collaboration with

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internal and external stakeholders (de Bussy, 2010; Heath et al., 2006; Johansen, Nielsen, 2011; Roper et al., 2004; Weaver, 2007). Authentic dialogue occurs when symmetry exists among organizations and involved stakeholders, as well as when value which is created can be shared among all the actors during the conversation (Kent, Taylor, 1998; 2002). Following communication scholars, effectiveness of dialogue depends on the existence of the right balance of points of view, expectations and benefits received from each subject, both organizations and their stakeholders (stakeholder-centered approach). In summary, dialogue is a complex, multi-faced, polysomic phenomenon which has attracted a lot of attention in the academic field. With the huge widespread of social networks within organizations, it seems that dialogue has become a must to overcome critics raising from digital publics or to create online buzz around new products and corporate activities. Shifting attention away from intrinsic characteristics of online dialogue processes, most empirical studies focus on the frequency of usage of social media by organizations, the amount of messages exchanged with publics (Avery et al., 2010; Cho, Huh, 2010; Kitchen, Panopoulos, 2010). According to these remarks, this research has two main objectives. First of all, it aims to develop a measure of organizational orientation to an organizational-centered rather than a stakeholder-centered online dialogue. The measure will be conceptually developed and operationalized on the basis of 40 dimensions emerging from organizational, management and communication studies concerning the concept of dialogue. Dimensions have been clustered numerically within the groups corresponding to the two different approaches to dialogue. The dominant approach used by an organization has been identified by assigning a unitary weight and applying the following equation:

a*OC + b*SC = 1 Second, the measure will be applied on the first ten dialogic threads carried out in the last fiscal quarter of 2011 (from October to December) both on Facebook and Twitter by the first 50 organizations selected from the Global RepTrak™ Pulse 100. Cases were screened on following criteria: a) they are the organizations with the highest reputation scores (N: 50); b) they provide official English language pages, both on Facebook and Twitter.

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The data consist of 1620 Facebook statements (both posts and replies) and 993 tweets (both replies and re-tweets) collected in three four-month periods. In order to investigate the organizations’ online dialogic profiles, single cases were examined attentively and they were coded on the items identifying the above mentioned dimensions, by verifying the presence (1) or the absence (0) of each indicator of the model in the analysed dialogic threads. References Aula, P. 2011. “Meshworked reputation: Publicists‘ views on the reputational impacts of online communication”, Public Relations Review, 37(1), 28-36 Avery, E., Lariscy, R, Amador, E., Ickowitz, T., Primm, C. and Taylor, A. 2010. “Diffusion of Social Media Among Public Relations Practitioners in Health Departments Across Various Community Population Sizes”. Journal of Public Relations Research 2,(3), 336-358 Beech, N., MacIntosh, R. and MacLean, D. (2010). “Dialogues between academics and practitioners: The role of generative dialogic encounters”. Organization Studies, 31, 1341-1367 Brønn,, P.S. 2007. “Relationship outcomes as determinants of reputation”, Corporate Communications: An International Journal, 12 (4), 376-393 Carvalho, R. D. 2004. “Reputation management as relationship management”, ANZCA04 Conference, Sydney, July 2004 Cho, S. and Huh, J. 2010. Content analysis of corporate blogs as a relationship management tool. Corporate Communications: an International Journal, 15 (1), 30-48 Cunliffe, A. 2002. “Reflexive dialogical practice in management learning”, Management Learning, 33(1), 35-61. Cutlip, S.M., Center, A.H. and Broom, G.M. 1994. Effective public relations. Englewood Cliffs, NJ: Prentice-Hall De Bussy, N.M. 2010. “Dialogue as a Basis for Stakeholder Engagement Defining and Measuring the Core Competencies”, in Heath, R.L. (Ed.). The Sage Handbook of Public Relations. SAGE Publication: London (pp. 127-144) Dixon, N. 1996. Perspectives on Dialogue: Making Talk Developmental for Individuals and Organizations. Center for Creative Leadership, Greensboro, North Carolina Dozier, D.M., Grunig, L.A. and Grunig, J.E. 2001. “Public relations as communication campaign”. Public communication campaigns, 3, 231-248 Eisenhardt, K.M. and Graebner, M.E. 2007. “Theory building from cases: opportunities and challenges”. Academy of management journal, 50 (1), 25-32 Elsas J.L. and Carbonell, J.G. 2009. “It pays to be picky: an evaluation of thread retrieval in online forums”. Proceedings of the 32nd international ACM SIGIR conference on Research and development in information retrieval, pp. 714-715 Gergen, K., Gergen, M. and Barrett, F. 2004. “Dialogue: life and death of the organization”. In Grant, D., Hardy, C., Oswick, C., and Putnam, L. (2004). The Sage Handbook of Organizational Discourse. Sage Publications, London

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Heath, R.G., Pearce, W.B., Shotter J., Taylor J.R., Kersten A., Zorn, T. Roper, J., Motion, J. and Deetz, S. 2006. “The Process of Dialogue. Participation and Legitimation”. Management Communication Quarterly, 19 (3), 341-375 Isaacs, W. 2001. “Towards an action theory of dialogue”, International Journal of Public Administration, 24 (7-8), 709-748. Johansen, T.S. and Nielsen, A.E. 2011. "Strategic stakeholder dialogues: a discursive perspective on relationship building". Corporate Communications: An International Journal, 16(3), 204 – 217 Kent, M.L. and Taylor, M. 1998. “Building dialogic relationships through the World Wide Web”. Public relations review, 24(3), 321-334 Kent, M. L. and Taylor, M. 2002. “Toward a dialogic theory of public relations”. Public relations review, 28(1), 21-37 Kent, M.L. 2011. “Public Relations Rhetoric: Criticism, Dialogue, and the Long Now”. Management Communication Quarterly, 25(3), 550– 559 Kitchen, P. J. and Panopoulos, A. 2010. “Online Public Relations: the adoption process and innovation challenge, a Greek example”. Public Relations Review, 36(3), 222-229 Ledingham, J.A. 2003. “Explicating relationship management as a general theory of public relations”. Journal of Public Relations Research, 15(2), 181-198 Mengis, J. and Eppler, M.J. 2008. “Understanding and managing conversations from a knowledge perspective: An analysis of the roles and rules of face-to-face conversations in organizations”. Organization Studies, 29(10), 1287-1313. Oluseyi, M.V. and Gallop, J.D. 2010. “Self-service and social media: communication hierarchy and message diffusion in participatory media”. Professional Communication Conference (IPCC), 2010 IEEE International (pp. 243-254). IEEE Pieczka, M. 2011. "Public relations as dialogic expertise?". Journal of Communication Management, 15(2), 108 – 124 Roper, J., Zorn and T.E., Weaver, C.K. 2004. The communicative properties of science and technology dialogue: a project for the Ministry of Research, Science and Technology. Hamilton, New Zealand: University of Waikato Theunissen, P. and Wan Noordin, W.N. 2012. “Revisiting the concept “dialogue” in public relations”. Public Relations Review, 38(1), 5-13 Weaver, C.K. 2007. “Reinventing the public intellectual through communication dialogue civic capacity building”. Management Communication Quarterly, 21(1), 92-104 Ye, S. and Wu, F. 2013. “Measuring message propagation and social influence on Twitter. Com”. International Journal of Communication Networks and Distributed Systems, 11(1), 59-76

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The applications of Video analytics in marketing: from data to value based information

Matteo Testori, Università Cattolica del Sacro Cuore, matteo.testori@dialogica.it

Since 2008 we have adopted video analytics, audience measurement and face detection system to make analysis in marketing applications. We have used the system in several fields: A) Digital out of home B) Super and Hyper markets C) Luxury goods D) Store outlets E) Brand F) Events G) Automotive H) Telco We have collected a huge experience in the usage the data from audience measurement tools. The data were used to develop an analytical platform that generates analytics and insight: A) Attraction Index B) Attention Index C) Relevance Index D) Engagement E) Net impressions F) Frequency G) GRP H) Sale index I) Convertion (Out/In) ratio (for store outlets) Please, refer to the glossary attached for explanations. From data to value based informations

Intends to present the state of the art in the application of audience measurement to the marketing. In summary, it will cover the following topics: A) The needs of marketers, advertisers, retailers: less data more insight.

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B) How to use Audience measurement data (Traffic, Viewers, Dwell/Attention time) to generate insight and analytics. C) Measurement and insight/analytics generation in different settings: Super/Hypermarkets retail outlets, Dooh. D) The reliability of data from Audience measurement systems. E) The merge of Audience measurement with traditional surveys. Brief description: A) The complexity of the markets, the hyper competition, the booming of sales channel, need new outcomes to be interpreted. This generated the booming of data. Data, itself, do not necessarily produce informations and help to understand facts. The professionals in marketing and advertising need more focused insight, in real time, affordable and reliable. New media, like DOOH, have suffered because of a lack of measures and analytics (like GRP, Net Impressions, Frequency) currently used by broadcast media. In this section will be exposed, briefly, the necessity of informations and how the audience measurement technology can help. B) Will expose how row data from Audience measurement technology can generate insight and analytics i.e. how data may become information, then, value. C) Different analytics and insight for different locations: every context will be explored, with examples from real cases (generally blind, but, where possible, branded) to understand the usage of outcomes and how they support the decision process in Brand and store management. The case of Grandi Stazioni network. D) A brief overview, from our experience and cases, of the level of accuracy needed for Audience measurement data, to be acceptable in different settings. E) Examples of how real time, continuous data (like the one of Audience measurement tools) can be merged with traditional marketing research techniques (interviews) and the additional value achievable.

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All topics will be supported by examples taken from real applications (Digital Signage, Retail, Brands).

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The Audible Corporation: Quantitative Findings of Corporate Auditory Identity Management

from the UK

Roland H. Bartholmé, Independent Researcher, rb@sensory-identity.com T. C. Melewar, Middlesex University, t.c.melewar@mdx.ac.uk

Corporate visual identity (CVI) has been recognised by many academics to be an important part of the corporate identity mix and to be crucial when conveying the identity of an organisation (Baker and Balmer 1997; Melewar and Saunders 1999; Van den Bosch et al. 2006). Alternative sensory communication referring to hearing, smelling, touching and tasting however has received less attention until now, even though some academics have argued that non-visual elements can play a vital role regarding the communication of corporate identity (CI) or corporate brands and the formation of corporate image. Drawing on a holistic sensory perspective, this paper focuses on the auditory dimension as one element of sensory identity (Bartholmé and Melewar 2009), following the definitions of corporate auditory identity (CAI) and corporate auditory identity management (CAIM) provided by Bartholmé and Melewar (2009, 62; 2011, 95-96). In contrast to the academic area, corporate sound has been considerably applied in the business environment (e.g. background music, jingles, sonic logos) (Lindstrom 2005) and has received some attention in anecdotal literature (e.g. sonic logo of Intel©) (Jackson 2003; Treasure 2007). However, the auditory dimension so far has been widely neglected in academic research, resulting in a palpable gap in academic literature. Even though many academics advocate the integration of communication activities as broad as possible (Bernstein 1984; Bick et al. 2003; Gray and Balmer 1998; Simões et al. 2005), auditory cues have neither been linked to the corporate identity mix nor to corporate identity management or image formation (cf. Abratt 1989; Balmer 1998; Bick et al. 2003; Markwick and Fill 1997; Stuart 1998). Consequently, a lack of understanding of the auditory dimension as constituent of the communication mix and as a company-controlled communication factor of identity management is

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evident (cf. Birkigt and Stadler 1986; Schmidt 1995). This is particularly the case when drawing on the integrated communication paradigm, which advocates consistent and congruent messages to all stakeholders through all corporate communication mix elements (Bick et al. 2003). Based on quantitative data collected from UK companies in the media, information and communication as well as the banking and finance industry, this paper addresses the lack of academic research on CAI by investigating potential consequences of CAIM based on commonly accepted consequences of visual identity, which have derived from an extensive literature review. In detail, the study tested whether managers that put effort into the strategic management of sound expect to be rewarded by positive effects that are analogue to the well-established benefits of managing corporate visual identity. A sample of 82 was analysed using PLS-SEM to test for the linkage between CAIM and ten consequences as perceived by managers, showing significant path relations between CAIM and all ten proposed consequences. In detail, organisations that employ a high degree of CAIM more likely perceive (1) gaining differentiation, (2) gaining competitive advantage as well as (3) improving the image of the organisation as a consequence of CAIM. Furthermore, such organisations expect to (4) support their communication activities and to achieve (5) communication consistency. In addition, results show that organisations with a higher degree of CAIM more likely perceive the management of corporate sound as a way of (6) strengthening the identification of employees with the organisation, (7) increasing recognisability and (8) familiarity as well as (9) generating trust and finally (10) influencing consumers’ buying behaviour. Bearing in mind that the proposed consequences have derived based on visual identity management, the quantitative data supports a conceptual similarity between visual and auditory identity regarding the consequences that are expected to derive from managing the two disciplines. The identified linkages result in a number of academic implications and recommendations. First, this study is one of the first attempts to investigate the under-researched field of CAI in relation to CI from a corporate perspective based on primary quantitative data from corporations, thus acting as a foundation for future research. Second, the support for the conceptualisation of CAI as an additional element of CI management and corporate communication alongside visual identity helps to overcome the criticised visual predominance in identity and

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related literature (Balmer 2001) and could act as catalyst for the broader multi-sensory concept, thereby opening a new research avenue. Third, based on the indicated significance of CAIM the authors recommend academics to adopt a more holistic conceptualisation of corporate identity by integrating CAI as additional element into the corporate identity mix and into future CI models. Fourth, by revealing managers’ expectations about the potential of CAIM in supporting the dissemination of consistent messages, this study expands the knowledge about orchestrating elements that convey corporate identity, which consequently advances the understanding of the integrated communication paradigm (Bick et al. 2003; Van Riel 1995). Additionally, the following managerial implications can be drawn. First, the similarity of beneficial consequences through the management of both disciplines for an organisation eliminates some of the vagueness still associated with the auditory topic. Consequently, managers are encouraged to build on visual expertise and adapt established concepts when addressing auditory identity. Moreover, managers are facilitated to better integrate sound into the set of communication activities in the future, thus overcoming the traditional visually dominated approach. Second, while ignoring the management of sound in some cases might only mean to miss out on the potential of sound, with regard to the consequence of consistent communication, ignoring CAIM might be harmful. That is, building on the integrated communication paradigm, failing to align auditory identity with visual identity leads to inconsistency in the various communication channels. Since many organisations are little aware of existing auditory applications and elements (i.e. sonic touch-points) (Jackson 2003), such misalignment often will occur unnoticed. Third, increasing interest in the auditory topic in the future is likely. Consequently, demand for consultancy work on auditory identity might grow accordingly. Since this area so far has been neglected by companies and agencies alike, corporate sound could offer promising business opportunities for consultants. Agencies therefore are advised to include CAI into their service portfolio and to build up expertise to adequately react to clients’ future demands. In conclusion, quantitative data indicate that managers expect CAIM to provide beneficial consequences similar if not identical to the consequences assigned to the management of CVI, thus showing that CAI is a potent communication element next to visual identity. Consequently, consultants

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and managers are advised to include CAI by default into their communication strategies. Moreover, academics and scholars in the identity, branding and communication discipline are advised to include the auditory facet into their future thinking, concepts, frameworks and models. Keywords: corporate auditory identity, corporate identity, corporate communication, corporate sensory identity, corporate visual identity, PLS

References Abratt, R. 1989. “A New Approach to the Corporate Image Management Process.” European Journal of Marketing 5 (1): 63-76. Baker, M.J. and J.M.T. Balmer. 1997. “Visual Identity - Trappings or Substance?” European Journal of Marketing 31 (5/6): 366-382. Balmer, J.M.T. 1998. “Corporate Identity and the Advent of Corporate Marketing.” Journal of Marketing Management 14: 963-996. Balmer, J.M.T. 2001. “Corporate Identity, Corporate Branding and Corporate Marketing - Seeing through the Fog.” European Journal of Marketing 35 (3/4): 248-291. Bartholmé, R.H. and T.C. Melewar. 2009. “Adding New Dimensions to Corporate Identity Management and Corporate Communication - Exploring the Sensory Perspective.” The Marketing Review 9 (2): 155-169. Bartholmé, R.H. and T.C. Melewar. 2011. “Remodelling the Corporate Visual Identity Construct.” Corporate Communications: An International Journal 16 (1): 53-64. Bernstein, D. 1984. Company Image and Reality - a Critique of Corporate Communications. London: Cassell. Bick, G., M.C. Jacobson and R. Abratt. 2003. “The Corporate Identity Management Process Revisited.” Journal of Marketing Management 19 (7-8): 835-855. Birkigt, K. and M.M. Stadler. 1986. Corporate Identity: Grundlagen, Funktionen, Fallbeispiele. 3rd ed. Landsberg am Lech: Verlag Moderne Industrie. Gray, E.R. and J.M.T. Balmer. 1998. “Managing Corporate Image and Corporate Reputation.” Long Range Planning 31 (5): 695-702. Jackson, D.M. 2003. Sonic Branding - an Introduction. Houndmills, Basingstoke: Palgrave Macmillan. Lindstrom, M. 2005. “Broad Sensory Branding.” Journal of Product & Brand Management 14 (2): 84-87. Markwick, N. and C. Fill. 1997. “Towards a Framework for Managing Corporate Identity.” European Journal of Marketing 31 (5/6): 396-409. Melewar, T.C. and J. Saunders. 1999. “International Corporate Visual Identity - Standardisation or Localisation?” Journal of International Business Studies 30 (3): 583-598. Schmidt, K., (Ed.). 1995. The Quest for Identity - Corporate Identity, Strategies, Methods and Examples. London: Cassell. Simões, C., S. Dibb and R.P. Fisk. 2005. “Managing Corporate Identity - an Internal Perspective.” Journal of the Academy of Marketing Science 33 (2): 153-168.

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Stuart, H. 1998. “Exploring the Corporate Identity/Corporate Image Interface - an Empirical Study of Accountancy Firms.” Journal of Communication Management 2 (4): 357-373. Treasure, J. 2007. Sound Business. Kemble, Gloucestershire: Management Books 2000 Ltd. Van Den Bosch, A.L.M., M.D.T. De Jong and W.J.L. Elving. 2006. “Managing Corporate Visual Identity - Exploring the Difference between Manufacturing and Service, and Profit-Making and Nonprofit Organizations.” Journal of Business Communication 43 (2): 138-157. Van Riel, C.B.M. 1995. Principles of Corporate Communication. Hemel Hempstead: Prentice Hall.

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The effect of high arousal advertising design on brand recall and ad recall

Daniel Belanche, Universidad de Zaragoza, belan@unizar.es Carlos Flavián, Universidad de Zaragoza, cflavian@unizar.es

Alfredo Pérez-Rueda, Universidad de Zaragoza, alfredo.perez.rueda@gmail.com

Professionals of advertising create emotional ads to get the attention of consumers and increase advertising effectiveness. This research explores the concept of arousal on video ads and analyzes its relationship with brand recall and ad recall. Specifically, our work in progress studies how different temporal sequences of high arousal and brand logo presentation may affect brand recall and ad recall. Skin conductivity and survey techniques are combined in the research methodology. Preliminary results of two experiments confirm that post-arousal brand logo presentation increases brand recall compared to pre-arousal and during arousal brand logo presentation conditions. Nevertheless, when brand logo is presented after the high arousal peak, the time length between both moments does not affect brand recall. In addition, the different sequences of brand logo presentation and high arousal do not influence ad recall. The conclusion section discusses the role of arousal on consumers’ attention and cognitive information processing. Results also suggest interesting implications for ad design and further research lines in consumer behavior to advance on the study of advertising arousal, attention and memory.

Keywords: arousal, advertising, brand recall, ad recall, skin conductivity References Aaker, D. A., D. M. Stayman, and M. R. Hagerty. 1986. “Warmth in advertising: Measurement, impact, and sequence effects.” Journal of Consumer Research 12 (4): 365-381. Ariely, D., and G. S. Berns. 2010. “Neuromarketing: the hope and hype of neuroimaging in business.” Nature Reviews Neuroscience 11 (4): 284-292. Astolfi, L., F. De Vico Fallani, F. Cincotti, D. Mattia, L. Bianchi, M. G. Marciani, and F. Babiloni. 2008. “Neural basis for brain responses to TV commercials: a high-resolution

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EEG study.” Neural Systems and Rehabilitation Engineering, IEEE Transactions on 16 (6): 522-531. Bagozzi, R. P., M. Gopinath, and, P. U. Nyer. 1999. “The role of emotions in marketing.” Journal of the Academy of Marketing Science 27 (2): 184-206. Batra, R., and M. L. Ray. 1986. “Affective responses mediating acceptance of advertising.” Journal of consumer research 13 (2): 234-249. Benedek, M., and C. Kaernbach. 2010. “Decomposition of skin conductance data by means of nonnegative deconvolution.” Psychophysiology 47 (4): 647-658. Bialkova, S., and H. van Trijp. 2010. “What determines consumer attention to nutrition labels?.” Food Quality and Preference 21 (8): 1042-1051. Boucsein, W. 1992. “Electrodermal activity.” New York: Plenum University Press. Bradley, M. M., and P. J. Lang. 2000. “Affective reactions to acoustic stimuli.” Psychophysiology 37 (2): 204-215. Burnkrant, R. E., and A. G. Sawyer. 1983. “Effects of involvement and message content on information-processing intensity.” Information processing research in advertising 12 (2): 46-64. Coull, J. T., and A.C. Nobre. 1998. “Where and when to pay attention: the neural systems for directing attention to spatial locations and to time intervals as revealed by both PET and fMRI.” The Journal of Neuroscience 18 (18): 7426-7435. Damasio, A. 2008. “Descartes' error: Emotion, reason and the human brain.” Random House. Damasio, A. R., B. J. Everitt, and D. Bishop. 1996. “The somatic marker hypothesis and the possible functions of the prefrontal cortex.”Philosophical Transactions of the Royal Society of London. Series B: Biological Sciences 351 (1346): 1413-1420. Lang, A. 2000. “The limited capacity model of mediated message processing.” Journal of Communication 50 (1): 46-70. Desimone, R., and J. Duncan. 1995. “Neural mechanisms of selective visual attention.” Annual review of neuroscience 18 (1): 193-222. Durgin, F. H., E. Doyle, and L. Egan. 2008. “Upper-left gaze bias reveals competing search strategies in a reverse Stroop task.” Acta psychologica 127 (2): 428-448. Eason, R. G., M. R. Harter, and C. T. White. 1969. “Effects of attention and arousal on visually evoked cortical potentials and reaction time in man.” Physiology & Behavior 4 (3): 283-289. Efron, R., and E. W. Yund. 1996. “Spatial nonuniformities in visual search.” Brain and Cognition 31 (3): 331-368. Greenwald, A. G., and C. Leavitt. 1984. “Audience involvement in advertising: Four levels.” Journal of consumer research 11: 581-592. Gómez, P., and B. Danuser. 2004. “Affective and psychophysiological response to environmental noises and music.” International Journal of Psychophysiology 53: 91- 103. Gould, D., and V. Krane. 1992. “The arousal–athletic performance relationship: Current status and future directions.” Human Kinetics Publishers. Hazlett, R. L., and S. Y. Hazlett. 1999. “Emotional response to television commercials: Facial EMG vs. self-report.” Journal of Advertising Research 39: 7-24. Heath, R., D. Brandt, and A. Nairn. 2006. “Brand relationships: Strengthened by emotion, weakened by attention.” Journal os advertising research-New York 46 (4): 410.

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Henthorne, T. L., M. S. LaTour, and R. Nataraajan. 1993. “Fear appeals in print advertising: an analysis of arousal and ad response.” Journal of Advertising 22 (2): 59-69. Holbrook, M. B., and R. Batra. 1987. “Assessing the role of emotions as mediators of consumer responses to advertising.” Journal of consumer research 14: 404-420. Holbrook, M. B., and E. C. Hirschman. 1982. “The experiential aspects of consumption: consumer fantasies, feelings, and fun.” Journal of consumer research 9 (2): 132-140. Jeong, E. J., and F. A. Biocca. 2012. “Are there optimal levels of arousal to memory? Effects of arousal, centrality, and familiarity on brand memory in video games.” Computers in human behavior 28 (2): 285-291. Johar, G. V., D. Maheswaran, and L. A. Peracchio. 2006. “Mapping the frontiers: Theoretical advances in consumer research on memory, affect, and persuasion.” Journal of Consumer Research 33 (1): 139-149. Knudsen, E. I. 2007. “Fundamental components of attention”. Annual Review of

Neuroscience 30: 57-78. Kunzmann, U., C. S. Kupperbusch,and R. W. Levenson. 2005. “Behavioral inhibition and amplification during emotional arousal: A comparison of two age groups.” Psychology and Aging 20 (1): 144-158. Kohan, X. 1968. “A physiological measure of commercial effectiveness.” Journal of Advertising Research 8: 46-48. Lang, P. J., M. K. Greenwald, M. M. Bradley, and A. O. Hamm. 1993. “Looking at pictures: Affective, facial, visceral, and behavioral reactions.” Psychophysiology 30 (3): 261-273. La Ferle, C., and S.M. Edwards. 2006. "Product placement: How brands appear on television." Journal of Advertising 35 (4): 65-86. LaTour, M. S. 1990. "Female nudity in print advertising: An analysis of gender differences in arousal and ad response." Psychology & Marketing 7 (1): 65-81. Luria, A. R. 1984. "Atención y memoria." Barcelona: Martínez Roca. Mattes, J., and J. Cantor. 1982. "Enhancing responses to television advertisements via the transfer of residual arousal from prior programming." Journal of Broadcasting & Electronic Media 26 (2): 553-566. Mickley Steinmetz, K; K. Schmidt, H. Zucker, and E. Kensinger. 2012. "The effect of emotional arousal and retention delay on subsequent-memory effects”. Cognitive

Neuroscience 3 (4): 150–159. Moores, E., L. Laiti, and L. Chelazzi. 2003. “Associate knowledge controls deployment of visual selective attention.” Nature Neuroscience 6: 182–189. Öhman, A., and N. Birbaumer. 1993. “Psychophysiological and cognitive-clinical perspectives on emotion: Introduction and overview.” The Structure of Emotion: Psychophysiological, Cognitive, and Clinical Aspects. Öhman, A., A. Flykt, and D. Lundqvist. 2000. “Unconscious emotion: Evolutionary perspectives, psychophysiological data and neuropsychological mechanisms.” Cognitive neuroscience of emotion. Ohme, R., M. Matukin, and T. Szczurko. 2010. “Neurophysiology uncovers secrets of TV commercials.” Der markt 49 (3-4): 133-142.

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Ohme, R., D. Reykowska, D. Wiener, and A. Choromanska. 2009. “Analysis of neurophysiological reactions to advertising stimuli by means of EEG and galvanic skin response measures.” Journal of Neuroscience, Psychology, and Economics 2 (1): 21. Parkhurst, D. J., and E. Niebur. 2005. “Stimulus-driven guidance of visual attention in natural scenes.” Neurobiology of Attention 240-245. Pavelchak, M. A., J. H. Antil, and J. M. Munch. 1988. “The Super Bowl: An investigation into the relationship among program context, emotional experience, and ad recall.” Journal of Consumer Research 15: 360-367.

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10 Communication and intangible

assets (part 2) track

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An interdisciplinary approach to Italian museum reputation development:

Bohem’s spiral revisited for FIBAC’s project

Mario Siglioccolo, Università di Salerno, msiglioccolo@unisa.it Alfonso Siano, Università di Salerno, sianoalf@unisa.it Matteo Gaeta, Università di Salerno, mgaeta@unisa.it Angelo Gaeta, Università di Salerno, agaeta@unisa.it

The purpose of culture and knowledge diffusion which features museums leads to consider communication as an essential activity to perform their educational role (Hooper-Greenhill 1999). Nevertheless, even in recent times museums are usually far from being considered as providers of a public and social service, but are rather featured with an elitist attitude (Hanson 2011; Witcomb 2003) that leads to huge gaps in communication with a wide range of users. With regard to Italian museums, the prevailing self-referentiality is often the result of a lack in management skills and in resources (technical, organizational, financial etc.), frequently destined to preserve the cultural heritage, and also to the limited recourse to fund raising from private investors (Bodo 2003). This leads to a failure in providing visitors with adequate tools that make it possible to understand properly the collections and, consequently, get into the visit and the activities of the museums. In this context, FIBAC’s (Innovative Fruition of Artistic and Cultural Assets) project, carried on by a number of parties including Poste Italiane Spa, the Department of Information Engineering, Electric Engineering and Applied Mathematics (DIEM) and the Research Centre in Pure and Applied Mathematics (CRMPA), both based in the University of Salerno, has defined a model of cultural re-mediation to rethink the traditional concept of fruition typical of museums, from the monologue to a “metalogue”, where solutions for an innovative fruition of cultural heritage are provided. The “metalogue” involves all of museum stakeholders; as any organization, museums have to communicate with a wide range of public. Nevertheless, contributions that have adopted a managerial perspective to analyse museum

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have basically considered visitors as the unique addressee of museum communication (Colbert 2000; Solima 1998); this conception may be traced back to a concrete focus of museums on visitor attraction, in response to reductions in museum budgets and to the need to generate self-financed income (Hooper-Greenhill 1999). Although valid to represent a starting point, communication models focused on visitors are short-sighted and inadequate to represent the variety of stakeholders which relate to museum, and the range of communication activities addressed to these specific publics. The peculiarities of museum communication and the need to enhance the value of collections move forward to elaborate a more recent and appropriate model of museum communication, which may reflect the advantages deriving from the development of museum reputation and support FIBAC’s scope of better knowledge sharing.

Research objectives

The paper aims to define an interdisciplinary approach to provide a model describing the virtuous circles which may potentially be generated through the development of a favourable museum reputation. The recognition of an innovative model of museum communication requires the neglect of a traditional myopic focus on visitors, towards the adoption of a long-term perspective; the latter favours consents to overcome the focus on visitor previously adopted reasonably by FIBAC’s project, to recognise the variety of museum stakeholders and, lastly, museum reputation building as the final purpose of museum communication. Indeed, a favourable reputation results in improved museum performance (Bennett, Kottasz 2000; Fombrun, van Riel 2004); in this sense, the paper intends to identify the benefits deriving from a good museum reputation. The contextualization of key concepts of corporate communication (Fombrun, Rindova 1999; Siano 2001) enables to support the purpose of FIBAC’s project, by means of acknowledging museum reputation as the final purpose of museum communication, and aims to illustrate the process of museum reputation development and reflect possible peculiarities in museum reputation building.

Research method

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Based on the previous assumptions, the paper benefits of the principles of Boehm’s spiral model (Boehm 1988), used for software development and later on successfully contextualized to other fields (including, for example, project management). The spiral model joins the advantages of further management models, through the use of an iterative approach that enables to provide an innovative communication model, refined gradually according to a series of incremental steps. The physical metaphor of spiral in Boehm’s method is functional to improve each step identified by means of defining clearly objectives, constraints, stakeholder relationships and opportunities deriving from museum reputation. The various steps of the spherical process enable to take a broad view of the current concept of museum communication, and consider it as a starting point to refine the opportunities arising from museum reputation.

Research findings and limits

The paradigmatic nature of Boehm’s meta-model consents to move incrementally from the current conception of museum communication to an advanced view based on museum reputation building. The adoption of a descriptive-normative approach is serviceable to identify the range of museum stakeholders, and the peculiar communication activities destined to each of them to develop a favourable reputation. Opportunities arising from a good reputation (e.g. increasing assets, growing appeal for investors etc.) are identified; this enables to recognize virtuous circles arising from the development of relations with key stakeholders (e.g. peculiar communication activities to visitors lead to increase museum awareness; increased museum appeal may be spent to attract investors; involvement of investors may produce additional resources to draw other visitors and so on), which results in a better diffusion of culture and knowledge, innate in museum educational role.

The adoption of Boehm’s method presents advantages and limits; the focus on risks typical of the spiral model is adapted to the peculiarities of Italian museums, commonly featured with a number of constraints (e.g. low budget, limited competences in marketing and communication, inadequate integration with their territory etc.), which the prescriptions provided by the model aim to overcome.

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Original value of the paper

By using a novel approach of this kind, we present a preliminary attempt to move from the current view of museum communication to a more innovative and adequate conception. Consequently, the value provided within this paper derives from challenging the current models of museum communication to develop a new one, which considers museum reputation as a meta-resource to attract a wide range of stakeholders. The paper identifies new developments and trends emerging from museum communication, and represents them by means of the physical metaphor of Boehm’s spiral. The result is an overall framework arising from the effective involvement of stakeholders.

Theoretical relevance and managerial relevance

The paper aims to fill a gap in the literature on museum marketing and communication, whose contribution have reserved limited attention to the opportunities deriving from a favourable museum reputation. The framework represents an operative tool which may productively be considered both by museum practitioners to manage museum communication, and by FIBAC’s executives, in order to fulfil the purposes of the project. With regard to Italian museums, the paper provides concrete suggestions to move from a traditional concept of museum communication to a new emerging one. The implications of the model intend to be functional to the development of relations with museum stakeholders, which support the development of museum reputation over time. Keywords: museum communication; spiral model; museum communication opportunities

References Bennett R. and Kottasz R. 2000. “Practitioner Perceptions of Corporate Reputation: an Empirical Investigation. Corporate Communications: An International Journal 5(4): 224-234. Bodo S. 2003. Il museo relazionale. Riflessioni ed esperienze europee. Edizioni Fondazione Giovanni Agnelli: Torino. Bohem B.W. 1988. “A Spiral Model of Software Development and Enhancement”. IEEE Computer 21(5): 61-72. Colbert F. 2000. Marketing delle arti e della cultura. Milano: Etas.

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Fombrun C.J. and Rindova V.P. 1999. “Constructing Competitive Advantage: the Role of Firm-Constituents Interactions”. Strategic Management Journal, 20(8): 691-710. Fombrun C.J. and van Riel C.B.M. 2004. Fame and Fortune: How the World’s Top Companies Develop Winning Reputations. New York: Pearson Publishing and the Financial Times. Hanson J.H. 1997. “Strategic management and fundraising: a planning model for resource development in the nonprofit organisation”. International Journal of Nonprofit and Voluntary Sector Marketing 2(4): 315-323. Hooper-Greenhill E. 1999. The Educational Role of the Museum. London: Routledge. Siano A. 2001. Competenze e Comunicazione del Sistema d’Impresa. Il Vantaggio Competitivo tra Ambiguità e Trasparenza. Milano: Giuffrè. Solima L. 1998. La gestione imprenditoriale dei musei. Padova: Cedam Witcomb A. 2003. Re-imagining the museum: beyond the mausoleum. London: Routledge.

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Examining the influence of corporate website management on corporate reputation, e-loyalty and identification: a research

agenda

Elena Ageeva, Middlesex University London T C Melewar, Middlesex University London, T.C.Melewar@mdx.ac.uk

This research is primarily concerned with extending the current knowledge of corporate website management within the discipline of marketing by developing a comprehensive conceptual model of its influence on corporate reputation, e-loyalty and identification. Despite the significant and positive view of the corporate website as an element of corporate identity, little systematic research has examined the effect of the components of corporate websites on consumer evaluations of these websites (Tarafdar and Zhang, 2008) and of the relationship between the corporate website, its dimensions, antecedents and consequences (Cox and Emmott, 2007; Hendricks, 2007; Lombard and Hite, 2007; Taylor et al., 2002). From this point, one purpose of the present study will be to investigate the notion of corporate website management in the service setting, in particular in higher education, due to the dramatic increase of interest in services from academics and practitioners in today’s global economy. The other is to examine the antecedents and consequences of the under-researched construct of corporate website management, with particular reference to corporate reputation, e-loyalty and identification.

Keywords: Corporate visual identity, corporate website management, corporate reputation, e- loyalty, identification.

References Adams, K.E. and Cassner, M. (2002) Content and design of academic library web sites for distance learners: an analysis of ARL libraries, Journal of Library Administration, Vol. 3, No. 1/2, pp. 3-13. Beatty R. C., Shim J. P. and Jones, M. C. (2001) Factors influencing corporate web site adoption: a time-based assessment, Information and Management, Vol.38, pp. 337-354.

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Chen, Q. and Wells, W. D. (1999) Attitude Toward the Web, Journal of Advertising Research, Vol.39, No. 5, pp. 27-37. Cox, A. and Emmott, S. (2007) A survey of UK university web management: staffing, systems and issues, Campus-Wide Information Systems, Vol. 24,No.5, pp. 308-330. Gardner, S., Juricek, J. and Xu, F. (2008) An analysis of academic library web pages for faculty, The Journal of Academic Librarianship, Vol. 34, No.1, pp. 16-24. Hendricks, A. (2007) Webmasters, web policies and academic libraries: a survey, Library Hi Tech, Vol. 25, No.1, pp. 136-146. Kim, S.E., Shaw, T. and Schneider, H. (2003) Web site design benchmarking within industry groups, Internet Research: Electronic Networking Applications and Policy, Vol. 13, No.1, pp.17-26. Lombard, E. and Hite, L.A. (2007) Academic Library Websites: Balancing University Guidelines with User Needs, Journal of Web Librarianship, Vol.1, No.2, pp. 57-69. Melewar, T. C. and Karaosmanoglu, E. (2006) Seven dimensions of corporate identity: a categorization from the practitioners’ perspectives, European Journal of Marketing, Vol 40, No. 7/8, pp. 846-869. Palmer, J.W. (2002) Web site usability, design and performance metrics, Information Systems Research, Vol. 13, No.2, pp. 151-167. Ranganathan, C. and Ganapathy, S. (2002) Key Dimensions of Business to Consumer Websites, Information and Management, Vol.39, pp. 457-465. Scheffelmaier, G.W. and Vinsonhaler, J.F. (2002) A Synthesis of Research on the Properties of Effective Internet Commerce Websites, Journal of Computer Information Systems, Vol. 43, No. 2, pp. 23-30. Schlosser, A.E. (2003) Computers as situational cues: implications for consumers’ product cognitions and attitudes. Journal of Consumer Psychology, Vol.13, pp. 103–112. Shchiglik, C. and Barnes, S. J. (2004) Evaluating Website Quality in the Airline Industry, Journal of Computer Information Systems, Vol. 44, No. 3, pp. 17-25. Tarafdar, M. and Zhang, J. (2008) Determinants of reach and loyalty – a study of Website performance and implications for Website design, Journal of Computer Information Systems, Vol. 48,No. 2, pp. 16. Taylor, M.J, McWilliam, J., Forsyth, H. and Wade, S. (2002) Methodologies and website development: a survey of practice. Information and Software Technology, Vol. 44, No.6, pp. 381- 391. Van den Bosch, A.L.M., De Jong, M.D.T. and Elving, W.J.L. (2006) Managing corporate visual identity – exploring the difference between manufacturing and service and profit-making and nonprofit organisations, Journal of Business Communication, Vol. 43, No. 2, pp. 138-57.

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Stakeholder engagement as a contested dialogic territory: an interpretive glance

Rossella C. Gambetti, LABCOM Università Cattolica del Sacro Cuore, rossella.gambetti@unicatt.it

Silvia Biraghi, LABCOM Università Cattolica del Sacro Cuore, silvia.biraghi@unicatt.it

Stefania Romenti, Università IULM, stefania.romenti@iulm.it

Stakeholder engagement (SE) is emerging as a central topic in current management strategies (Andriof and Waddock, 2002; Tapscott and Ticoll, 2003; Waddock, 2004; O'Dwyer, 2005; Burchell and Cook, 2006; Noland and Phillips, 2010). Nonetheless, the concept due to its novelty has been dealt with so far in widely and sometimes contradictory ways. These contradictions stem from the multidisciplinary nature of the engagement construct, which has been developed and investigated across different domains (i.e. management, organization studies, psychology, marketing, communication). Although engagement is presently considered a priority in the management scholars’ research agenda, there is still no shared theory on the engagement concept nor on its management. While showing the potential of SE for companies, extant studies also highlights SE as a chaotic and multifaceted conceptual territory, where no single perspective seems to stand out for its universal valence. Moreover all the existing viewpoints seem to add increasing complexity to SE, impairing the understanding of its true conceptual essence and pragmatic potential for the company. For this reason we claim for a basic exploratory research aimed at advancing knowledge on SE and building a social consensus on its characteristics and development. Hence, our study is aimed at depicting and at the same time disentangling the complexity of the SE concept, by outlining its distinctive characteristics and the different perspectives coexisting entailed in the SE concept. We designed our study according to a Delphi methodology which currently is considered one of the most useful methods for eliciting and aggregating experts’ opinion whenever there is a lack of viable knowledge on an emerging and practice-relevant topic (Armstrong, 2006). More specifically,

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Delphi method can be defined as medium-term qualitative conceptualizing and forecasting method that is based on building a consensus among group of experts (Linstone and Turoff, 1975; Murry and Hammons, 1995; Landeta, 2006). Our Delphi study is built on four subsequent rounds of data collection and iterative processing which involved a purposive sample of scholarly and managerial experts selected on the basis of their established expertise in stakeholder relationship management practices. This method allows an exchange of viewpoints amongst a panel of experts over a number of subsequent rounds that enables them to reflect and react to the insights gathered during round and to fine-tune their conceptualization by means of a feedback mechanism (Bonnemaizon et al., 2007). In this working paper, we present and discuss the result of the first two rounds of our Delphi study, which highlight SE as a dynamic, recurring and self-propelling dialogic process, started and managed by the firm. This process is marked by a progressive opening of the company toward stakeholders which relies on sharing and negotiating a stake that company and stakeholders put forth for confrontation and adjustment. Dialogue appears as the fuel encouraging and moving on this process by allowing parenthetic interaction, reciprocal understanding, and anticipation of stakeholder expectations. Furthermore, SE emerges as a process difficult to tackle with due to its complexity and ambivalence characterized by inner contrasting tensions. Future developments of our study will allow for a deep and eventually provocative reflection on the managerial implications stemming from a unifying SE framework in order to reorient relevant business practices. Keywords: stakeholder engagement, Delphi study, ethical management, dialogue References Waddock, S. 2004. Parallel Universes: Companies, Academics, and the Progress of Corporate Citizenship. Business and Society Review 109: 5-42. Tapscott D, Ticoll D. 2003. The naked corporation: How the age of transparency will revolutionize business. Free Press. Andriof J, Waddock S. 2002. Unfolding Stakeholder Engagement. In Unfolding Stakeholder Thinking, Andriof J , Waddock S, Husted B, Rahman SS. (eds). Greenleaf Publishing Limited.

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Burchell J, Cook J. 2006. It's Good to Talk? Examining Attitude Towards Corporate Social Responsibility Dialogue and Engagement Process. Business Ethics: A European Review 15: 154-170. Noland J, Phillips R. 2010. Stakeholder Engagement, Discourse Ethics and Strategic Management. International Journal of Management Reviews 12: 39-49. O’Dwyer B. 2005. Stakeholder Democracy: Challenges and Contributions from Social Accounting. Business Ethics: A European Review 14: 28-41.

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Understanding the relationship between the communicated political brand identity and understand political brand image of

David Cameron’s UK Conservative Party

Christopher Pich, Nottingham Business School, Christopher.pich@ntu.ac.uk

Dianne Dean, Hull University Business School, d.m.dean@hull.ac.uk

Despite the various conceptualisations of brand identity and brand image, these are often used interchangeably and occasionally misunderstood (Nandan 2005; Wong 2010). Nandan (2005) and Bosch et al. (2006) argued that a brand’s envisaged identity may not be perceived in the same way by the consumer, with separate viewpoints existing. Furthermore, these communication discrepancy gaps need to be as small as possible and ultimately narrowed or eliminated in order for the brand to be considered strong, trusted and valued (Nandan 2005). Existing research tends to focus on either brand identity or brand image. There have been a few attempts at exploring the identity and image of a brand in the same study (Bosch et al. 2006; de Chernatony 1999; Harris and de Chernatony 2001; Roy and Banerjee 2007; Davies and Chun 2002). However, there are limited studies that focus on application and operationalisation of brand identity and brand image frameworks. Furthermore, there is a paucity of identity and image research in the context of political branding. Responding to the identified gap, this research focuses on the transfer potential of Kapferer’s brand identity prism and brand image framework (Bosch et al. 2006) used to explore how David Cameron’s Conservative Party brand was projected and understood prior the 2010 UK General Election. Research Objectives This research focused on three objectives. The first objective focused on the application of Kapferer’s brand identity prism to explore the UK Conservative Party from an internal orientation. The second objective assessed the transfer potential of the brand image framework (Bosch et al. 2006) to understand the UK Conservative Party from an external

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perspective. The third objective examined the coherency of the UK Conservative Party brand by amalgamating the applied frameworks. Research Method Stage one involved thirty in-depth interviews with internal stakeholders of the UK Conservative Party, spanning all three elements; Parliamentary, Professional and Voluntary. Stage two of the study involved eight focus group discussions (forty-six participants in total) with external stakeholders aged 18-24 years. As young citizens aged 18-24 years were considered an untapped and potentially lucrative market and specifically targeted by David Cameron’s Conservative Party (Charles 2009) it can be argued that it was appropriate to consider young citizens aged 18-24 years as external stakeholders. Interviews and focus group discussions were conducted by the researcher between December 2009 and 6th May 2010 (polling day - UK General Election). Interviews/focus groups were transcribed by the researcher and analysed using Butler-Kisber’s (2010) two stage thematic inquiry analytical process. Findings The findings indicated that applying a political brand to Kapferer’s (2008) brand identity prism and the brand image framework (Bosch et al. 2006) can be problematic. However, in the first instance a number of dimensions/components had to be adapted to meet the unique qualities of a political brand. The findings also highlighted that the combination of the conceptual frameworks (Kapferer 2008; Bosch et al. 2006) provide a mechanism to highlight both inconsistencies and consistencies between the brand identity and brand image of the UK Conservative Party. The UK Conservative Party brand identity needs to pay close attention to the lack of internal coherency. The UK Conservative Party brand image is contentious, ambiguous and remains associated with previously held perceptions and imagery. In addition, the discrepancy gaps between the concepts of brand identity and brand image also require attention. Nevertheless this study provides deep insight into the brand identity and brand image of the UK Conservative Party and highlights some detoxification of the ‘Tory brand’. Original Value Despite this research demonstrating the concepts of brand identity and brand image can be applied to a political brand, this research indicated that there are areas of improvement for the amalgamated framework. The ‘brand identity-image network’ therefore enables researchers to explore the internal

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brand identity and external brand image with greater clarity without undermining the related yet distinct nature of brand identity and brand image. This research also addressed the limited understanding of how a political brand is communicated and understood in the same study. Furthermore, this research adds to the paucity of literature that critically applies and operationalises the concepts of brand identity and brand image. Theoretical/Managerial Relevance The findings have implications not only for political parties but also for politicians, candidates and other political entities. Organisations will be able to generate a deeper understanding of their brands from an internal and external orientation and investigate whether their projected brand identity is coherent with the understood external brand image. Inconsistencies between internal brand identity and external brand image can then be addressed. This research also made a theoretical contribution to the body of knowledge with the application, operationalisation and development of the brand identity-image network which could be used beyond the context of political branding. References Ashcroft, M.A. (2010), Minority Verdict: The Conservative Party, the voters and the 2010 election, London: Biteback Publishing Ltd. Ashcroft, M.A. (2005), Smell the Coffee: A wake-up call for the Conservative Party, Great Britain: CGI Europe. Azoulay, A. and Kapferer, J. (2003), ‘Do brand personality scales really measure brand personality?’ Journal of Brand Management, 11 (2), 93-95. Baines, P.R. Lewis, B.R. and Ingham, B. (1999), ‘Exploring the positioning process in political campaigning’, Journal of Communication Management, 3 (4), 325-336. Bale, T. (2011), The Conservative Party from Thatcher to Cameron, Cambridge UK: Polity Press. Bale, T. (2008), ‘A Bit Less Bunny-Hugging and a Bit More Bunny-Boiling? Qualifying Conservative Party Change under David Cameron’, British Politics, 3, 270-299. Bosch, J. Venter, E. Han, Y. and Boshoff, C. (2006), ‘The Impact of brand identity on the perceived brand image of a merged higher education institution: Part one’, Management Dynamics, 15 (2), 10-30. Bosch, J. Venter, E. Han, Y. and Boshoff, C. (2006), ‘The Impact of brand identity on the perceived brand image of a merged higher education institution: Part two’, Management Dynamics, 15 (3), 36-47. Budge, I. Crewe, I. McKay, D. and Newton, K. (2001), The New British Politics, Essex: Pearson Education Ltd. Butler-Kisber, L. (2010), Qualitative Inquiry: Thematic, Narrative and Arts-Informed Perspectives, London: Sage Publications Ltd.

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Campbell, J. (2008), ‘In defence of David Cameron: How the Tories have gotten past soul searching in opposition’, Review – Institute of Public Affairs, 60 (1), 33-36. Charles, G. (2009), ‘Conservative Party targets young voters with Spotify ad campaign’, Chen, Y. (2010), ‘The Drivers of Green Brand Equity: Green Brand Image, Green Satisfaction, and Green Trust’, Journal of Business Ethics, 93 (2), 307-319. Creswell, J.W. (2007), Qualitative Inquiry and Research Design, London: Sage Publications Ltd. Cretu, A. E. and R. J. Brodie: 2007, ‘The Influence of Brand Image and Company Reputation Where Manufacturers Market to Small Firms: A Customer Value Perspective’, Industrial Marketing Management, 36 (2), 230–240. Dahlen, M. Lange, F. and Smith, T. (2010), Marketing Communications: A Brand Narrative Approach, West Sussex: John Wiley and Sons Ltd. Davies, G. and Chun, R. (2002), ‘Gaps Between the Internal and External Perceptions of the Corporate Brand’, Corporate Reputation Review, 5 (2/3), 144-158. de Chernatony, L. (2007), From Brand Vision to Brand Evaluation, Oxford: Butterworth-Heinemann. de Chernatony, L. (2006), From Brand Vision to Brand Evaluation, Oxford: Butterworth-Heinemann. de Chernatony, L. (1999), ‘Brand Management Through Narrowing the Gap Between Brand Identity and Brand Reputation’, Journal of Marketing Management, 15, 157-179. Denham, A. and O’Hara, K. (2007), ‘The Three ‘Mantras’: ‘Modernisation’ and the Conservative Party’, British Politics, 2, 167-190. Fill, C. (2006), Marketing Communications, Essex: Pearson Education Ltd. French, A. and Smith, G. (2010), ‘Measuring political brand equity: a consumer oriented approach’, European Journal of Marketing, 44 (3/4), 460-477. Gordon, W. (1999) ‘Assessing the Brand through Research’ in Cowley, D. (1999), Understanding Brands, London: Kogan Page Ltd. Guzman, F. and Sierra, V. (2009), ‘A political candidate’s brand image scale: Are political candidates brands?’ Journal of Brand Management, 17 (3), 207-217. Harris, F. and de Chernatony, L. (2001), ‘Corporate Branding and Corporate Brand Performance’, European Journal of Marketing, 35 (3/4), 441-456. Henrik, S. and Fredrik, T. (2006), ‘When Communication Challenges brand associations: a framework for understanding consumer responses to brand image incongruity’, Journal of Consumer Behaviour, 5 (1), 32-42. Johns, N. and Gylmothy, S. (2008), ‘Assessing the brand position of Danish Kros’, Journal of Vacation Marketing, 14 (3), 257-281. Kapferer, J.N. (2008), The New Strategic Brand Management: creating and sustaining brand equity long term, London: Kogan Page Ltd. Kapferer, J. (2001), Strategic Brand Management, London: Kogan Page Ltd. Kavanagh, D. (2000), British Politics: Continuities and Change, Oxford: Oxford University Press. Knox, S. and Freeman, C. (2006), ‘Measuring and Managing Employer Brand Image in the Service Industry’, Journal of Marketing Management, 22 (7-8), 695-716. Langford, J. and McDonagh, D. (2003), Focus Groups: Supporting Effective Product Development, London: Taylor and Francis.

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Lee, S. and Beech, M. (2009), The Conservatives Under David Cameron: Built to Last? Hampshire: Palgrave Macmillan. Lees-Marshment, J. (2009), Political Marketing: Principles and Applications, Abingdon Oxon: Routledge. Lilleker, D.G. (2005), ‘Political Marketing: The Cause of an Emerging Democratic Deficit in Britain’, Journal of Nonprofit and Public Sector Marketing, 14 (1/2), 5-26. Lloyd, J. (2006), ‘The 2005 General Election and the emergence of the negative brand’, In Lilleker, D.G. Jackson, N.A. and Scullion, R. (2006), The Marketing of Political Parties: Political Marketing at the 2005 British General Election, Manchester: Manchester University Press. Mauser, G.A. (1983), Political Marketing; An Approach to Campaign Strategy, New York: Praeger Publishers. McEnally, M. and de Chernatony, L. (1999), ‘The evolving nature of branding: consumer and managerial considerations’, Academy of Marketing Science Review; 1999 (2), 1-30. Nandan, S. (2005), ‘An exploration of the brand identity-brand image linkage: A communications perspective’, Journal of Brand Management, 12 (4), 264-278. Needham, C. (2005), ‘Brand Leaders: Clinton, Blair and the Limitations of the Permanent Campaign’, Political Studies, 53, 343-361. Needham, C. (2006), ‘Special issue papers Brands and political loyalty’, Journal of Brand Management, 13 (3), 178-187 Norton, P. (1996), The Conservative Party, Hertfordshire: Prentice Hall/Harvester Wheatsheaf. Panwar, J.S. (2004), Beyond Consumer Marketing: Sectional Marketing and Emerging Trends, London: Sage Publications Ltd. Peng, N. and Hackley, C. (2009), ‘Are Voters, Consumers? A qualitative exploration of the voter-consumer analogy in political marketing’, Qualitative Market Research: An International Journal, 12 (2), 171-186. Phipps, M. Brace-Govan, J. and Jevons, C. (2010), ‘The duality of political brand equity’, European Journal of Marketing, 44 (3/4), 496-514. Poiesz, T.B.C. (1989), ‘The Image of Concept: Its place in consumer psychology’, Journal of Economic Psychology, 10, 457-472. Rawson, E.A.G. (2007), ‘Perceptions of the United States of America: Exploring the political brand of a nation’, Place Branding and Public Diplomacy, 3 (3), 213-221. Rekom, J.V. Jacobs, G. Verlegh, P.W.J. and Podnar, K. (2006), ‘Capturing the essence of a corporate brand personality: A Western brand in Eastern Europe’, Journal of Brand Management, 14 (1/2), 114-124. Reeves, P. Chernatony, L.D. and Carrigan, M. (2006), ‘Building a political brand: Ideology or Voter-driven strategy’, Journal of Brand Management, 13 (6), 418-428. Reid, T. (2009), ‘White House moves to protect Brand Obama’, The Times, 3 Feb 2009, p31. Robinson, J. (2004), ‘Repackaging our Politicians: Marketing MPs in an MMP world’, New Zealand Marketing Magazine, 23 (5), 12-19. Roy, D. and Banerjee, S. (2007), ‘CARE-ing strategy for integration of brand identity with brand image’, International Journal of Commerce and Management, 17 (1/2), 140-148. Rubin, H.J. and Rubin, I.S. (1995), Qualitative Interviewing: The Art of Hearing Data, London: Sage Publications Ltd.

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Schneider, H. (2004), ‘Branding in Politics – Manifestations, Relevance and Identity-Oriented Management’, Journal of Political Marketing, 3 (3), 41-67. Smith, D. (2009), ‘The Party’s Truly Over’, The Sunday Times Magazine, 20 Dec 2009, p70-71. Smith, G. (2009), ‘Conceptualising and Testing Brand Personality in British Politics’, Journal of Political Marketing, 8 (3), 209-232. Smith, G. (2005), Positioning Political Parties: The 2005 UK General Election, Journal of Marketing Management, 21, 1135-1149. Smith, G. (2001), ‘The 2001 General Election: Factors Influencing the Brand Image of Political Parties and their Leaders’, Journal of Marketing Management, 17, 989-1006. Smith, G. and French, A. (2009), ‘The political brand: A consumer perspective’, Marketing Theory, 9 (2), 209-226. Stewart, D.W. and Shamdasani, P.N. (1990), Focus Groups: Theory and Practice, London: Sage Publications Ltd. Van Ham, P. (2001), ‘The Rise of the Brand State: The Postmodern Politics of Image and Reputation’, Foreign Affairs, 80 (5) 2-6. Warren, C.A.B. and Karner, T.X. (2005), Discovering Qualitative Methods: Field Research, Interviews and Analysis, California: Roxbury Publishing Company. White, J. and de Chernatony, L. (2002), ‘New Labour: A Study of the Creation, Development and Demise of a Political Brand’, Journal of Political Marketing; 1 (2/3), 45-52. Wong, J. (2010), ‘Using a Brand Identity Index for Relevancy in Teaching Collegiate Marketing’, Journal of Applied Business and Economics, 10 (5), 52-60.

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11 Communication across cultures (part

2) track

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From Control to Collaboration: Navigating the Collaborative Turn in Brand Management – A South African Perspective

Sonja Verwey, University of Johannesburg, sverwey@uj.ac.za Clarissa Muir, University of Johannesburg, cmuir@uj.ac.za

The evolution of the global economy has seen a rise in the digital market space where consumers are no longer passive but they have become active participants in brand building. The development of Web 2.0 has not only led to virtually limitless connectivity and low cost access, but has also resulted in a need for new communication models in the digital market space. Van Dijk (2009, 46) suggests that with the full implementation of Web 2.0 technologies, and the subsequent emergence of many user generated content sites, business interest has shifted from consumption activities, and gravitated towards production activities which has afford users more power over content, and which can either add or detract from business value. The collaborative and expressive nature of social media allows users to participate in the production of brand content which is published and disseminated. This gives rise to what Mullins (2011) and Patricios (2011, 20) refer to as the collaboration economy where consumers become marketers and co-creators in building (and destroying) brands as they become increasingly involved in the dialogue surrounding a brand. The challenge that open source brand management poses is the loss of control over the management of the brand as a result of co-creation and co-production of brand communication. While marketers and brand managers struggle to come to terms with open source branding because of its volatility and unpredictability, it is changing some of the fundamental principles of value creation that marketers have taken for granted for decades within previous paradigms. As a result marketers have been compelled to seek new strategies aimed at collaborating and positively leveraging the influence of open source branding, while also devising new brand strategies aimed at brand protection rather than brand building. This entails that brand agencies and managers have to mobilize the brand community through continuous market conversation, and perpetual monitoring of trends in order to

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stimulate affinity and identification-based trust amongst the community (Hafkesbrink & Schroll 2011). Consequently, a reconsideration of the strategies for managing brands is required in a brand context where customers and managers have become so called ‘consumanagers’ who together co-manage the future of brand. This paper draws on three previous exploratory studies conducted by the authors within South African communities of practice in 2011, 2012 and 2013 amongst brand experts, brand managers and brand agencies of the top ten South African reputation brands (as identified by and independent measure) to identify the impact of open source branding on digital brand management strategies. This paper draws on the literature and the findings of these three studies to identify emergent core drivers and shifts, and to make recommendations on how brand management strategies could be revised to deal with the “collaborative turn” brought about by the interactive web. Keywords: control; collaboration; open source branding; communities of affinity; co-creation; brand strategies

References Hafkesbrink, J, and M Schroll. 2011. “Innovation 3.0: embedding into community knowledge – collaborative organizational learning beyond open innovation.” Journal of Innovation Economics 1 (7): 55-92. Mullins, R. 2011. “Digital Strategy is all about doing better business.” Accessed August 11. http/www/bizcommunity.com/article/ 196/16/62752.html Patricios, O. 2011. “Branding in the Collaboration Economy.” Advantage Magazine 18: 20-21. Van Dijk, J. 2009. “Users like you? Theorizing agency in user-generated content.” Media Culture Society 31 (1): 41-58.

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Perception of Consumer loyalty of Foreign Brands (Georgian Case)

Nugzar Todua, University St. No. 2 Tbilisi, nugzartodua@yahoo.com Charita Jashi, University St. No. 2 Tbilisi, charitajashi@hotmail.com

The paper aims to reduce existing gap and extent knowledge in Georgia by determining group of factors influencing brand`s loyalty. Investigation revealed that Georgian consumer actively consumes the different types of the foreign brands, but index of loyalty is not high. Majority of consumer`s in the process of buy -decisions pay attention on the brand’s country of origin. Investigation argues that consumer attitude toward foreign brands facilitate motivation of entrepreneurs to promote local brands. Keywords: brand, loyalty, attitude, market, Georgian consumer, communication, country of origin References Aaker, D. (1991). Managing Brand Equity, San Francisco: Free Press. Creyer, E.H. & Ross, W.T. (1997). The Influence of Firm Behavior and Purchase intention: Do consumers really care about business ethics? Journal of Consumer Marketing, vol. 14 (6) , pp.421-32. Dick, A.S. & Basu, K. (1994). Customer Loyalty: Toward an Integrated Conceptual Framework. Journal of the Academy of Marketing Science, Vol. 22, No. 2, pp. 99-113. Hoeffler, S. & Keller, K. (2003). The Marketing Advantages of Strong Brands. Journal of Brand Management, Vol. 10 No. 6, pp. 421-445. Ingram, R., Skinner, S. & Taylor, V. (2005). Consumers’ Evaluation of Unethical Marketing Behaviors: The Role of Customer Commitment. Journal of Business Ethics, vol. 62 (3), pp. 237-252. Jacomy , J. & Chestnut, R. (1978). Brand loyalty: Measurement and Management, New York. Kotler, P. & Keller, K. (2013). Marketing Management. 14 edition , Pearson Publisher. Kuusik, A. (2007). Affecting customer loyalty: do different factors have various influences in different loyalty levels? The University of Tartu Faculty of Economics and Business Administration Working Paper, Iss. 58-2007, pp. 3-29. Morgan, R. M. & Hunt, S. D. (1995). The Commitment –Trust Theory of Relationship marketing. Journal of Marketing, Vol. 58, Iss. 3, pp. 20–39.

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Schmitt, B. (2003). Customer Experience Management: A Revolutionary Approach to Connecting with Your Customer. Published by John Wiley & Sons, Inc., Hoboken, New Jersey.

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Representations of Japanese Companies’ Corporate Environmental Communication

Normalis Amzah, National University of Singapore, A0080152@nus.edu.sg

During the UN conference on climate change in Durban, South Africa, in December 2011, Japan dissented from the extension of the agreement of Kyoto Protocol. This is an anticipated outcome because the Keidanren (Japan Business Federation) has been urging the Japanese government to abandon the target to cut CO2 emission because the target is perceived as an obstacle for companies’ growth (Keidanren, 2001). Japan’s withdrawal from the Kyoto Protocol marks a new phase in the narrative of Japanese companies in relation to environmental issues. The narrative of Japanese companies encounter with environmental issues since the post war until the Kyoto Protocol consists of four phases. The phases are divided chronologically based on the events that occurred, the norms or sets of expectation and behavior during those periods and companies’ reactions towards those events (Hattori, 2007; Nakamaru, 2010; Toyozumi, 2010). They are labeled as 1) industrial pollution and economic growth, 2) oil shock and energy efficiency, 3) global environmental problems and international contribution, and 4) Kyoto Protocol and environmental protection. The narrative leads to the hypothesis that “Japanese companies are striving to lead public green awareness and consciousness through the proliferation of green communication with the objective to mold public environmental consciousness into a superficial consciousness that will only benefit the company in term of profit maximization.” Consequently, the proliferation of companies’ environmental communication are overwhelming and require an investigation that may reveal a new paradigm of understanding to deconstruct the messages and arguments underlying those exquisite and glossy representations of corporate greenness. The purpose of this study is to explore and analyze the content of companies’ environmental communication most accessible to the public. The samples consist of 45 samples of environmental print advertisement and 20 samples of environmental television commercials of various Japanese companies.

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The analysis of the samples generates three main findings. They are; the type of companies’ communication, the types of information utilized in depicting environmental concern and the visual analysis. The initial findings reveal that more than 50% of the samples are product promotion and challenges previous studies who stated that environmental communication mainly appears in corporate advertising or companies’ CSR report (Farache & Perks, 2009; Fukukawa & Teramoto, 2009). This result indicates that companies environmental concern has expanded from external activities unrelated to companies’ core business to internal activities interrelated with companies profit maximization. The second finding for the analysis is the cues to express environmental concern. They are the environmental benefit and techniques applied to express environmental concerns. The environmental benefit can be defined as the benefit the consumer gained in terms of environmental protection. Among the most frequent benefit communicated is the ‘Reduce of CO2’ and ‘Energy Efficiency’. In Japan, the discourse of Kyoto Protocol has exposed the Japanese with the notion of ‘reduce carbon emission’. The media portrayed how reducing the carbon emission will contribute to global environmental protection and these companies seems to take this opportunity to position themselves as one of the main parties contributing to the global environmental protection effort. The next benefit, ‘Energy Efficiency’ is the second most frequent environmental benefit appears in the sample. Generally, energy efficiency is related to technology that enables the independency from fossil fuel thus, coined as ‘energy efficient’. The increasing of fossil fuel price and the consequences it brings making the purpose of decreasing dependency on fossil fuel as among the popular environmental benefit. The techniques can be categorized as process cycle, scientific data, testimony, slogan, sponsorship. The most significant technique applied to express environmental concerns is process cycle. Indicating the process cycle with environmental benefit convince consumer that the companies’ environmental communication is a concrete action and not merely rhetoric in achieving its legitimacy. This suggest that companies try to avoid being abstract or vague in expressing their environmental concern as claimed by Cho, Roberts, & Patten (2010) and Bowers (2010). Other than indicating process cycle, the acquiring of environmental accreditation through environmental label or certificate, the mentioning of scientific data and

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testimony are other instruments utilized in the samples with an aim to avoid their environmental claim to be vague or abstract. The use of slogan and environmental activities sponsorship are the least convincing way of expressing their environmental concern. In the samples, these two techniques are accompanied by other techniques such as process cycle and testimony. The third finding generated by the analysis is the analysis of visual aspects. The most significant finding of visual analysis is the high frequency of the color blue and white along with green color in companies’ environmental communication. The settings that represent these two colors are the blue sky with clouds or the planet earth. This suggests that green may not be the only color that represents the environment but sky blue and white may become the theme color of environmental communication. The second important visual analysis finding is the use of children as the presenter in the print advertisements. Although the product promoted may not directly relate with children, those samples use children to represent the word mirai or future in expressing their environmental values. Instead of using old people as the presenter of their product promotion parallel with the aging population in Japan, there is tendency to twist this image and use the picture of children to illustrate environmental aspects. The findings above are crucial in suggesting a concrete framework or analysis procedure for research that study corporate environmental communication. Although the sample used in the analysis are rather small, it proves to be useful in categorizing the type of information appeared in Japanese corporate environmental communication through the variety of industries the sample represents. The small number of samples also enables deeper discussion that includes the input from people of the industries. However, the random samples from various companies prevent the analysis to seek in-depth explanation pertaining to the policy or corporate communication objectives of a particular company. Thus, the next step of this research is to collect samples from same companies or similar industries namely Toyota and Panasonic for in-depth analysis. If the number of companies or industries is limited and not too diverse, the explanation can use the arguments from the companies’ internal discourse as well as industrial discourse in drawing comprehensive conclusion from the findings. These discourses can be find either through interview or through the analysis of trade journals that focuses on the discussion among those involves in the industries.

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Keywords: corporate environmental communication; advertising; environmental studies

References Bowers, T. (2010). From image to economic value: a genre analysis of sustainability reporting. Corporate Communications, 15(3), 249 - 262. Cho, C. H., Roberts, R. W., & Patten, D. M. (2010). The language of US corporate environmental disclosure. Accounting, Organizations and Society, 35, 431 - 443. Farache, F., & Perks, K. J. (2009). CSR advertisements: a legitimacy tool? Corporate Communications : An International Journal, 15(3), 235 248. Fukukawa, K., & Teramoto, Y. (2009). Understanding Japanese CSR: The Reflections of Managers in the Field of Global Operations. Journal of Business Ethics, 85, 133-146. Hattori, T. (2007). The Rise of Japanese Climate Change Policy : Balancing the Norms of Economic Growth, Energy Efficiency, International Contribution and Environmental Protection. In M. E. Pettenger (Ed.), The Social Construction of Climate Change: Power Knowledge, Norms, Discourses. Hampshire: Ashgate. Keidanren. (2001). Request for Calm and Patiend Negotiations on the Issues of Global Warning: Keidanren (Japanese Federation of Economic Organization). Nakamaru, H. (2010). Trends and future issues of environmental management in Japan. Asian Business & Management, 9, 189-207. Toyozumi, T. (2010). Environmental management strategy for small and medium-sized enterprises: Why do SMBs practice environmental management? Asian Business & Management, 9, 265-280.

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Empirical Evidence of Consumer Based Brand Equity in Emerging Economics: The Case of Egyptian Banking Sector

Ahmed Hegazy, Al-Azhar University, a.e.hegazy@stir.ac.uk Adelina Broadbridge, University of Stirling, a.m.broadbridge@stir.ac.uk

Ahmed S. Shaalan, Hull University, a. shaalan@hull.ac.uk

There is a death of published research on consumer based brand equity (CBBE) in service sector in general and precisely in banking service in developing countries. This research seeks to study CBBE in banking sector in a developing economy in Middle East (Egypt) and examine If and how the CBBE differs across bank types (local vs. foreign). Although services represent fifty percent of the GDP in Egypt, most of this comes from tourism and transport (essentially Suez Canal revenues). The potential in making better use of services in Egypt is vast, but is as yet untapped. In addition, most research conducted on service branding and CBBE in banking sectors refers to a Western context. This study use brand equity model developed based on Aaker (1991). A questionnaire derived from existing literature was completed by 468 actual customers of banks operating in Egypt using two modes of data collection by face to face interview and by Internet. The initial findings, obtained using multiple regression analysis, indicate that private and foreign banks are similar and different from public banks. Reliable staff, brand personality, organisational association and brand loyalty are the dimensions which influenced brand equity in public banks. While, brand awareness, brand personality and brand loyalty are the dimensions which influenced brand equity for private and foreign banks Keywords: Service brands, CBBE, Foreign and Local brands, banking sector, Emerging markets, Egypt. References

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Aaker, D.A. (1991), Managing Brand Equity, Free Press, New York. Berry, L.L. (2000) ‘Cultivating service brand equity’, Journal of the Academy of Marketing Science, vol. 28, no. 1, pp. 128–137. Business Studies and Analysis Center. (September 2008). Banking sector developments in Egypt. Christodoulides, George & de Chernatony, Leslie 2010, "Consumer-based brand equity conceptualisation and measurement: A literature review", International Journal of Market Research, vol. 52, no. 1, pp. 43-66. de Chernatony, L. and Riley, F.D. (1999) ‘Expert's Views About Defining Services Brands and the Principles of Services Branding’, Journal of Business Research, vol. 46, no. 2, pp. 181-192. Elsharnouby, T. and Parsons, E. (2010) ‘A broader concept of relationships: Identifying new forms of consumer–provider interactions in Egyptian financial services’, Journal of Marketing Management, vol. 26, no. 13–14, pp. 1367–1388. Ghoneim, A.F. (2007) ‘Access to Services and Its Impact on Competitiveness of Egyptian Firms’, The Journal of International Trade and Diplomacy, vol. 1, no. 2, pp. 203-230. Keller, K.L. (1998) Strategic Brand Management, Prentice Hall, New Jersey. Keller, K.L. (1993) ‘Conceptualizing, measuring, anquity’, Journal of Marketing, vol. 57, no. 1, pp. 1–22. Mourad,Maha,Ennew,Christine and Kortam,Wael 2010, " Descriptive Evidence on the Role of Corporate Brands in Marketing Higher Education Services", Service Science, vol. 2, no. 3, pp. 154-166. Yoo, B., Donthu, N. & Lee, S. (2000), " An examination of selected marketing mix elements and brand equity ", Journal of the Academy of Marketing Science, vol. 28, no. 2, pp. 195-211.