Article1997

Branding in practice: The profile and role of brand managers in the UK

38 citations0/0 files storedJournal of Marketing Management

No readable copy stored yet — this record is metadata only.

No open-access location is known for this record yet.

Literature note Cite in a project Citation map

Marketing and Advertising Strategies Consumer Behavior in Brand Consumption and Identification Corporate Identity and Reputation

Abstract

Marketing as an area of management has come under close scrutiny in recent years and the management of brands, both product and corporate, has been no exception. In particular, the brand manager as the champion of the brand has been under attack, namely, they are too young, inexperienced and focus too much on the short term. Indeed, the entire system of brand management has been questioned in the light of the rapidly changing marketing environment brought about by economic recession, internationalization and changing patterns of distribution. Add to this the growth of corporate branding and it is not difficult to understand the concerns. However, do these concerns reflect the reality? This paper explores the role and profile of the brand manager through a research survey carried out by the authors. The research examined the age, experience and remuneration package of brand managers and looked at their responsibilities, accountability and planning horizons within marketing departments. The results are discussed in the context of the wider marketing environment and trends towards alternative management systems such as category management and flatter organizational structures. It concludes that many of the criticisms are true but sometimes only in part. For example, brand managers are young and well educated but poorly trained. They manage more brands than they used to but have not widened their span of functional responsibilities to include the newer areas of marketing such as database marketing and trade marketing. They spend a relatively short period of time in one job, have short‐term objectives and are paid in proportion to the size of their advertising and promotion budgets but are nevertheless usually part of a strategy formulation team. The research also indicates that organizations have been slow to adopt new structures, which is resulting in an increasingly fragmented brand management process.

Paper brief

Loading…

Cite this work

Citation unavailable for this work.

BibTeX RIS CSL-JSON

No public copy is stored for this record, so only the metadata is cited.

Citations in this library

Citation map →

Stored only when both papers are in the corpus — 38 citations exist upstream.

References

1991Managing Brand Equity 1989The PIMS principles: Linking strategy to performance 1991The Role of Sponsorship in the Marketing Communications Mix 1996Brands Versus Private Labels: Fighting to Win 1994Brands, Brand Management, and the Brand Manager System: A Critical-Historical Evaluation 1994Strategic Brand Management: New Approaches to Creating and Evaluating Brand Equity 1995The network paradigm and the marketing organization 1993Postmodern Marketing?

Cited by

2001Brand orientation in the charity sector: a framework for discussion and research 2001Brand orientation in the Top 500 fundraising charities in the UK 1999An empirical study which compares the organisational structures of companies managing the World’s Top 100 brands with those managing Outsider brands 2019Reflections on global brands, global consumer culture and globalization 2011Brand management perspectives in the twenty‐first century 2001

Explore the map →

Papers that cite the same references — the relational fallback while embeddings are still backfilling.

Imported from OpenAlex (CC0) — nothing here is generated.