Strong brands and corporate brands

Abstract

Purpose This paper aims to review the development of branding theory, particularly from the organizational context of building an effective corporate brand. Design/methodology/approach This paper examines the literature on “strong brands” and the experience of several established brands. Findings The study finds that no coherent theory defines brand management tasks. Instead, paradigmatic cases of successful brands have come to define branding processes – the logic of the “strong brand” has shaped management branding practices. “Difference” and “consistency” are identified as the primary means of bringing about strong brands, yet these can be difficult to apply, particularly to corporate brands. Originality/value A new perspective of the social co‐production of brands as meaningful representations, each with its own logic, is proposed as a managerially useful framework to research and frame brand development tasks. Given the development of anti‐branding attacks, managers need to pay close attention to the new risks of managing corporate brands, and how they tie brands to their corporate social responsibility practices.

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