April 24, 2017

Transfer of Brand Equity from One Brand to Another in a Corporate - Brand Portfolio Management

Companies that enter new businesses to escape a weak position generally become weaker still, because they move into markets where they lack the capabilities needed to succeed.

If you already have one successful product line, you want to be able to use that reputation to help boost your new product line. Reputation.com can help you utilize a positive reputation in various areas of your business. This will allow you to impact your business quicker and more effectively than trying to build your reputation from the ground up.

What is Corporate Reputation? 

There  are  3  elements  to  reputation,  known  as  the  reputational radar.

•  Brand  Reputation –  how  the  public  perceives  a  brand.
•  Organisational  reputation –  what  the  public  think  about  the  ‘organisation’  as  oppose  to  the  brand.  For  example, Unilever  PLC has a house of brands and also has individual sub brands. Therefore the  public  reputation  of  the  company  can  be  different  to  the reputation of the individual brands.
• Stakeholder reputation– the reputation that stakeholders have of  the  brand  or  the  company  that  they  are  dealing  with.
(Stakeholder  =  person  group  or  another  organisation that  has  a direct or indirect stake in a company.)
Corporate Reputation: definitions and representative history of literature
contributed by Toby Ingram

Brand name substitution and brand equity transfer
Journal of Product & Brand Management, 2012, Vol. 21 Issue: 2, pp.117-125,

Reputation Transfer to Enter New B-to-B Markets: Measuring and Modelling Approaches
Christine Falkenreck
Springer Science & Business Media, 17-Oct-2009 - Business & Economics - 229 pages

An increasing number of products and services are not differentiated by inherent features, but by the vendors, particularly their reputation and marketing commu- cation. Consequently, a positive reputation provides competing vendors with a virtually inimitable competitive advantage. Contemporary research concerning antecedents and consequences of reputation in the domain of marketing is dominated by branding and line extension issues. Organizations’ communication efforts and the relation of reputation and the c- munication media are not fully understood; nor have they been challenged up to now. Moreover, customers’ perception of reputation is clearly embedded in their cultural context. However, contemporary marketing research restricts both conceptual and empirical considerations to Western-type cultures. Frequently, even the differences in Western-type cultures are neglected. Considering these shortcomings in contemporary marketing research, Dr. Christine Falkenreck investigates the opportunities and limits, and also the potential bene?ts and dangers of transferring a vendor’s positive reputation to product categories never produced or offered by the considered vendor. Embedding the empirical investigation of both reputation management and reputation transfer in a coherent theoretical framework, which is grounded in the Commitment-Trust theory, is her merit. She derives and validates an integrated model that appears to be valid in all cultures considered in her study. The results of this analysis contribute substantially to our understanding of reputation measuring and managing. These results are not restricted to academic interests and they provided practitioners with a variety of new insights. Thus, this thesis will ho- fully be widely discussed in both academia and management practice.

Advances in Consumer Research Volume 30, 2003     Pages 72-79


Leif E. Hem, Norwegian School of Economics and Business Administration
Nina M. Iversen, Norwegian School of Economics and Business Administration


Top Management Challenges

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