Advertisement

Postmoderne Markenführung

Die Rolle von Brand Engagement und Brand Meaning
  • Ana JakićEmail author
  • Maximilian WagnerEmail author
  • Anton MeyerEmail author
Chapter
Part of the Springer Reference Wirtschaft book series (SRW)

Zusammenfassung

Im Zuge der Digitalisierung wird die Markenführung in der Postmoderne zunehmend komplexer. Die Verschmelzung von offline und online Inhalten, der Anstieg digitaler und nicht-digitaler Markenkontaktpunkte sowie die aktive Partizipation diverser Anspruchsgruppen (Stakeholder) verändern die traditionelle, autoritäre Markenführung. Marken agieren heutzutage als verknüpfendes Element in komplexen Marken-Dienstleistungs-Ökosystemen und müssen entsprechend neu definiert werden. Das eindimensionale Alignment zwischen Markenidentität und Markenimage reicht somit nicht mehr aus, um den gestiegenen Anforderungen an die heutige Markenführung gerecht zu werden.

Damit die Marke auch künftig nutzenstiftend für alle Stakeholder gestaltet und positioniert wird, sollten Marketer einen Markenkern entwickeln, der den Anforderungen einer Vielzahl unterschiedlicher Stakeholder entspricht. Darüber hinaus sollte ebenso verstärkt ein Fokus auf die Marken-Peripherie gelegt werden, die aktiv mit den Stakeholdern im co-creativen Prozess gestaltet wird. Durch diese Herangehensweise findet das Brand Meaning jedes einzelnen Stakeholders in der Markenführung Berücksichtigung und trägt zum Erfolg der gemeinsam geschaffenen Marke bei.

Schlüsselwörter

Brand Engagement Brand Meaning Marken-Dienstleistungs-Ökosysteme Neue Medien Co-creation 

Literatur

  1. Aaker, D. A. (1991). Managing brand equity. New York: The Free Press.Google Scholar
  2. Aaker, D. A. (1996). Building strong brands. New York: The Free Press.Google Scholar
  3. Akaka, M. A., Corsaro, D., Kelleher, C., Maglio, P. P., Seo, Y., Lusch, R. F., et al. (2014). The role of symbols in value cocreation. Marketing Theory, 14(3), 311–326.Google Scholar
  4. Asmussen, B., Harridge-March, S., Occhiocupo, N., & Farquhar, J. (2013). The multi-layered nature of the internet-based democratization of brand management. Journal of Business Research, 66(9), 1473–1483.Google Scholar
  5. Bertalanffy, L. V. von. (1969). General system theory: Foundations, development, applications. New York: Braziller.Google Scholar
  6. Berthon, P., Pitt, L. F., & Campbell, C. (2009). Does brand meaning exist in similarity or singularity? Journal of Business Research, 62(3), 356–361.Google Scholar
  7. Berthon, P. R., Pitt, L. F., Plangger, K., & Shapiro, D. (2012). Marketing meets Web 2.0, social media, and creative consumers: Implications for international marketing strategy. Business Horizons, 55(3), 261–271.Google Scholar
  8. Blümelhuber, C., Maier, M., & Meyer, A. (2004). Integriertes Markenverständnis und -management. In M. Bruhn (Hrsg.), Handbuch Markenführung (S. 1365–1384). Stuttgart: Gabler.Google Scholar
  9. Brodie, R. J., Hollebeek, L. D., Juric, B., & Ilic, A. (2011). Customer engagement: Conceptual domain, fundamental propositions, and implications for research. Journal of Service Research, 14(3), 252–271.Google Scholar
  10. Daugherty, T., Eastin, M. S., & Bright, L. (2008). Exploring consumer motivations for creating user-generated content. Journal of Interactive Advertising, 8(2), 16–25.Google Scholar
  11. Diamond, N., Sherry, J. F., Jr., Muñiz, A. M., Jr., McGrath, M. A., Kozinets, R. V., & Borghini, S. (2009). American Girl and the brand gestalt: Closing the loop on sociocultural branding research. Journal of Marketing, 73(3), 118–134.Google Scholar
  12. Doorn, J. van, Lemon, K. N., Mittal, V., Nass, S., Pick, D., Pirner, P., et al. (2010). Customer engagement behavior: Theoretical foundations and research directions. Journal of Service Research, 13(3), 253–266.Google Scholar
  13. Driessen, P. H., Kok, R. A., & Hillebrand, B. (2013). Mechanisms for stakeholder integration: Bringing virtual stakeholder dialogue into organizations. Journal of Business Research, 66(9), 1465–1472.Google Scholar
  14. Edvardsson, B., Skålén, P., & Tronvoll, B. (2012). Service systems as a foundation for resource integration and value co-creation. Review of Marketing Research, 9(2), 79–126.Google Scholar
  15. Erdem, T., Keller, K. L., Kuksov, D., & Pieters, R. (2015). Understanding branding in a digitally empowered world. International Journal of Research in Marketing, 33(1), 3–10.Google Scholar
  16. Esch, F. R. (2014). Strategie und Technik der Markenführung. München: Vahlen.Google Scholar
  17. Esch, F.-R., & Stenger, D. (2008). Marken als Interaktionsobjekt. In Ch. Belz, M. Schögel, O. Arndt & V. Walter (Hsrg.), Interaktives Marketing (S. 287–306). Wiesbaden: Gabler.Google Scholar
  18. Federspiel, E., Schaffner, D., & Mohr, S. (2014). Customer engagement in online communities: A new conceptual framework integrating motives, incentives and motivation. Paper presented at the Bled eConference, Slovenien.Google Scholar
  19. Fliess, S., Nadzeika, A., & Nesper, J. (2012). Understanding patterns of customer engagement-how companies can gain a surplus from a social phenomenon. Journal of Marketing Development and Competitiveness, 6(2), 81–92.Google Scholar
  20. Fournier, S. (1998). Consumers and their brands: Developing relationship theory in consumer research. Journal of Consumer Research, 24(4), 343–353.Google Scholar
  21. Frow, P., McColl-Kennedy, J. R., Hilton, T., Davidson, A., Payne, A., & Brozovic, D. (2014). Value propositions a service ecosystems perspective. Marketing Theory, 14(3), 327–351.Google Scholar
  22. Frow, P., Nenonen, S., Payne, A., & Storbacka, K. (2015). Managing co‐creation design: A strategic approach to innovation. British Journal of Management, 26(3), 463–483.Google Scholar
  23. Füller, J. (2010). Refining virtual co-creation from a consumer perspective. California Management Review, 52(2), 98–122.Google Scholar
  24. Gensler, S., Völckner, F., Liu-Thompkins, Y., & Wiertz, C. (2013). Managing brands in the social media environment. Journal of Interactive Marketing, 27(4), 242–256.Google Scholar
  25. Göbel, F. (2013). Open Brands – Effekte nutzergenerierter Markenbotschaften auf die Markenwahrnehmung. München: FGM Fördergeschaft Marketing e.V.Google Scholar
  26. Goh, K.-Y., Heng, C.-S., & Lin, Z. (2013). Social media brand community and consumer behavior: Quantifying the relative impact of user- and marketer-generated content. Information Systems Research, 24(1), 88–107.Google Scholar
  27. Gregory, A. (2007). Involving stakeholders in developing corporate brands: The communication dimension. Journal of Marketing Management, 23(1–2), 59–73.Google Scholar
  28. Gyrd-Jones, R. I., & Kornum, N. (2013). Managing the co-created brand: Value and cultural complementarity in online and offline multi‐stakeholder ecosystems. Journal of Business Research, 66(9), 1484–1493.Google Scholar
  29. Hanna, R., Rohm, A., & Crittenden, V. L. (2011). We’re all connected: The power of the social media ecosystem. Business Horizons, 54(3), 265–273.Google Scholar
  30. Harrison, J. S., & Wicks, A. C. (2013). Stakeholder theory, value, and firm performance. Business Ethics Quarterly, 23(1), 97–124.Google Scholar
  31. Hatch, M. J., & Schultz, M. (2010). Toward a theory of brand co-creation with implications for brand governance. Journal of Brand Management, 17(8), 590–604.Google Scholar
  32. Henderson, P. W., Cote, J. A., Leong, S. M., & Schmitt, B. (2003). Building strong brands in Asia: Selecting the visual components of image to maximize brand strength. International Journal of Research in Marketing, 20(4), 297–313.Google Scholar
  33. Hennig-Thurau, T., Malthouse, E. C., Friege, C., Gensler, S., Lobschat, L., Rangaswamy, A., et al. (2010). The impact of new media on customer relationships. Journal of Service Research, 13(3), 311–330.Google Scholar
  34. Hennig-Thurau, T., Hofacker, C. F., & Bloching, B. (2013). Marketing the pinball way: Understanding how social media change the generation of value for consumers and companies. Journal of Interactive Marketing, 27(4), 237–241.Google Scholar
  35. Hermanns, A. (1979). Konsument und Werbewirkung. Bielefeld: Gieseking Wirtschaftsverlag GmbH.Google Scholar
  36. Hoffman, D. L., & Novak, T. P. (2012). Toward a deeper understanding of social media. Journal of Interactive Marketing, 26(2), 69–70.Google Scholar
  37. Hollenbeck, C. R., & Zinkhan, G. M. (2010). Anti‐brand communities, negotiation of brand meaning, and the learning process: The case of Wal‐Mart. Consumption, Markets and Culture, 13(3), 325–345.Google Scholar
  38. Jahn, B. (2014). Kunden-Engagement auf Marken-Fanpages: Chancen, Erfolgsfaktoren und Herausforderungen für das Kundenbeziehungsmanagement. München: FGM Fördergesellschaft Marketing e.V.Google Scholar
  39. Jakić, A. (2015). Interactivity in the social media context – Theoretical fountation, state of the art and research implications. Unveröffentlichtes Arbeitspapier, Ludwig-Maximilians-Universität, München.Google Scholar
  40. Kaplan, A. M., & Haenlein, M. (2010). Users of the world, unite! The challenges and opportunities of Social Media. Business Horizons, 53(1), 59–68.Google Scholar
  41. Katz, E., Haas, H., & Gurevitch, M. (1973). On the use of the mass media for important things. American Sociological Review, 38, 164–181.Google Scholar
  42. Keller, K. L. (2003). Strategic brand management: Building, measuring, and managing brand equity. Prentice Hall: University of California.Google Scholar
  43. Keller, L. K., Apéria, T., & Georgson, M. (2008). Strategic brand management – A European perspective. Essex: Pearson Education Limited.Google Scholar
  44. Kietzmann, J. H., Hermkens, K., McCarthy, I. P., & Silvestre, B. S. (2011). Social media? Get serious! Business Horizons, 54(3), 241–251.Google Scholar
  45. Kim, Y., & Slotegraaf, R. J. (2015). Brand-embedded interaction: A dynamic and personalized interaction for co-creation. Marketing Letters, 27(1), 183–193.Google Scholar
  46. 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(4), 257–269.Google Scholar
  47. Laud, G., Karpen, I. O., Mulye, R., & Rahman, K. (2015). The role of embeddedness for resource integration Complementing SD logic research through a social capital perspective. Marketing Theory, 15(4), 509–543.Google Scholar
  48. Leeflang, P. S., Verhoef, P. C., Dahlström, P., & Freundt, T. (2014). Challenges and solutions for marketing in a digital era. European Management Journal, 32(1), 1–12.Google Scholar
  49. Ligas, M., & Cotte, J. (1999). The process of negotiating brand meaning: A symbolic interactionist perspective. Advances in Consumer Research, 26(1), 609–614.Google Scholar
  50. Lovelock, C., & Gummesson, E. (2004). Whither services marketing? In search of a new paradigm and fresh perspectives. Journal of Service Research, 7(1), 20–41.Google Scholar
  51. Meffert, H., Burmann, C., & Kirchgeorg, M. (2015). Strategische Marketingplanung. Wiesbaden: Gabler.Google Scholar
  52. Mele, C., Pels, J., & Storbacka, K. (2015). A holistic market conceptualization. Journal of the Academy of Marketing Science, 43(1), 100–114.Google Scholar
  53. Merz, M. A., He, Y., & Vargo, S. L. (2009). The evolving brand logic: A service-dominant logic perspective. Journal of the Academy of Marketing Science, 37(3), 328–344.Google Scholar
  54. Meyer, A. (1983). Dienstleistungsmarketing: Erkenntnisse und praktische Beispiele. Augsburg: FGM Fördergeschaft Marketing e.V.Google Scholar
  55. Meyer, A., & Davidson, H. (2017). Offensives Marketing. München: Haufe Verlag.Google Scholar
  56. Meyer, A., Brudler, B., & Blümelhuber, C. (2009). Everybody’s darling? The target groups of a brand. In B. Schmitt & D. Rogers (Hrsg.), Handbook on brand and experience management (S. 99–109). Cheltenham: Edward Elgar Pub.Google Scholar
  57. Meyer, A., Göbel, F., & Dumler, A. (2010). Grundlegende Aspekte der Markendifferenzierung: Vom Marketing „to“ zum Marketing „with“. In U. Görg (Hrsg.), Erfolgreiche Markendifferenzierung: Strategie und Praxis professioneller Markenprofilierung (S. 32–57). Wiesbaden: Gabler.Google Scholar
  58. Meyer, A., Wagner, M., Jakić, A., & Neumann, C. (2015). Stakeholder Orientierung: Perspektiven der Unternehmensführung jenseits des klassischen Shareholder-Value-Ansatzes angesichts komplexerer Rahmenbedingungen. In K. Joos (Hrsg.), Politische Stakeholder Überzeugen (S. 41–77). Weinheim: Wiley.Google Scholar
  59. Moore, D. J., & Homer, P. M. (2008). Self-brand connections: The role of attitude strength and autobiographical memory primes. Journal of Business Research, 61(7), 707–714.Google Scholar
  60. Normann, R. (2001). Reframing business: When the map changes the landscape. Chichester: Wiley.Google Scholar
  61. Oakenfull, G., Blair, E., Gelb, B., & Dacin, P. (2000). Measuring brand meaning. Journal of Advertising Research, 40(5), 43–53.Google Scholar
  62. Plé, L., & Chumpitaz Cáceres, R. (2010). Not always co-creation: Introducing interactional co-destruction of value in service-dominant logic. Journal of Services Marketing, 24(6), 430–437.Google Scholar
  63. Porter, C. E., Donthu, N., MacElroy, W. H., & Wydra, D. (2011). How to foster and sustain engagement in virtual communities. California Management Review, 53(4), 80–110.Google Scholar
  64. Prahalad, C. K., & Ramaswamy, V. (2004). Co‐creation experiences: The next practice in value creation. Journal of Interactive Marketing, 18(3), 5–14.Google Scholar
  65. Ramaswamy, V., & Ozcan, K. (2016). Brand value co-creation in a digitalized world: An integrative framework and research implications. International Journal of Research in Marketing, 33(1), 93–106.Google Scholar
  66. Schmitt, B. (2009). Customer experience management. In M. Bruhn, F.-R. Esch & T. Langner (Hrsg.), Handbuch Kommunikation: Grundlagen – Innovative Ansätze – Praktische Umsetzungen (S. 697–711). Wiesbaden: Gabler.Google Scholar
  67. Searls, D., & Weinberger, D. (2015). The Cluetrain Manifesto. http://newclues.cluetrain.com/. Zugegriffen am 15.05.2016.
  68. Singaraju, S. P., Nguyen, Q. A., Niininen, O., & Sullivan-Mort, G. (2016). Social media and value co-creation in multi-stakeholder systems: A resource integration approach. Industrial Marketing Management, 54, 44–55.Google Scholar
  69. Urde, M. (2013). The corporate brand identity matrix. Journal of Brand Management, 20(9), 742–761.Google Scholar
  70. Urde, M. (2016). The brand core and its management over time. Journal of product & brand management, 25(1), 26–42.Google Scholar
  71. Vargo, S. L., & Lusch, R. F. (2004). Evolving to a new dominant logic for marketing. Journal of Marketing, 68(1), 1–17.Google Scholar
  72. Vargo, S. L., & Lusch, R. F. (2008). Service-dominant logic: Continuing the evolution. Journal of the Academy of Marketing Science, 36(1), 1–10.Google Scholar
  73. Vargo, S. L., & Lusch, R. F. (2011). It’s all B2B … and beyond: Toward a systems perspective of the market. Industrial Marketing Management, 40(2), 181–187.Google Scholar
  74. Wagner, M., Jakić, A., & Meyer, A. (2016). Brand co-creation in service ecosystems – An ambidextrous approach. Paper presented at the SERVSIG 2016, Maastricht.Google Scholar
  75. Yates, D., & Price, J. (2015). Communication design: Insights from the creative industries. New York: Bloomsbury Publishing.Google Scholar

Copyright information

© Springer Fachmedien Wiesbaden GmbH, ein Teil von Springer Nature 2019

Authors and Affiliations

  1. 1.Institut für MarketingLudwig-Maximilians-Universität MünchenMünchenDeutschland
  2. 2.Institut für MarketingLudwig-Maximilians-Universität MünchenMünchenDeutschland

Personalised recommendations