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JCOM
11,2 Emerging metaphors in brand
management: towards a relational
approach
182
Pekka Tuominen
University of Tampere, Tampere, Finland
Abstract
Purpose – The purpose of this study is to describe, analyse, and understand the emerging metaphors
in brand management in the context of service brands.
Design/methodology/approach – This article takes the form of a conceptual study.
Findings – The silence metaphor illustrates the product paradigm and the monologue metaphor
describes the projective paradigm. The listening metaphor demonstrates the adaptive paradigm and
finally, the dialogue metaphor depicts the relational paradigm.
Research limitations/implications – The traditional understanding of service branding neglects
a key characteristic of services – the fact that services are processes – and this neglect causes the
crucial role of dialogue with the customer in service delivery to be relatively overlooked. There is an
emerging need to move towards a relational approach in brand management.
Practical implications – Service brands continuously develop as the customer relates to the flow of
communication in the form of diverse brand messages. These brand messages come from contact
personnel, from physical product elements in the service process, and from various planned and
unplanned communication messages.
Originality/value – The importance of creating brands in service offerings has become apparent,
and communication issues in branding have become extremely vital for service firms. By creating
dialogue in brand relationships, the customer is given an active role in service branding.
Keywords Brand management, Metaphors, Communication management, Marketing communications
Paper type Conceptual paper
Introduction
Consumers are not passive recipients of marketing activities, and branding is not done
to consumers; rather, branding is something that customers do things with. At one
extreme are brands that are unknown to most buyers in the marketplace. Then, there
are brands about which buyers have a degree of awareness in the form of recall and
recognition. Beyond brand awareness, there are brands that have a degree of brand
acceptability. Then there are brands that enjoy a degree of preference. Finally, there are
brands that command a degree of brand loyalty (Keller, 2003, p. 67).
Traditionally, the value of a firm has been measured in terms of its real estate,
tangible assets, plants, and equipment. However, it is now increasingly recognised that
a firm’s real value lies outside the business itself – in the minds of current and
Journal of Communication
potential buyers (Aaker, 2004). In paying very high prices for companies that have
Management recognised brands, buyers are actually purchasing a position in the minds of current
Vol. 11 No. 2, 2007
pp. 182-191 and potential customers (de Chernatony, 2002, p. 19; Kapferer, 2004, p. 10). The
q Emerald Group Publishing Limited
1363-254X
relationships between customers and brands are assets through which companies can
DOI 10.1108/13632540710747398 capitalise value (Lindberg-Repo and Grönroos, 2004, p. 238).
The purpose of this study is to describe, analyse, and understand the emerging Emerging
metaphors in brand management in the context of service brands. First, we discuss the metaphors
characteristics of service brands. Second, we elaborate the paradigms in brand
management. Finally, we provide conclusions and managerial applications.
These functions can be further categorised (de Chernatony, 2002, pp. 18-20), into three
perspectives:
(1) an input-based perspective (branding as a way of directing resources to
influence consumers and to achieve customer response);
(2) an output-based perspective (consumers’ interpretations of how brands enable
them to achieve more); and
(3) a time-based perspective (recognising brands as dynamic entities with an
evolutionary nature).
De Chernatony and Dall’Olmo Riley (1998, pp. 418-424) have distinguished 12 main
elements among the broad range of definitions of brand in the literature. These
elements referred to brands in terms of their role as:
(1) legal instruments;
(2) logos;
(3) company;
(4) communication shorthand;
(5) risk reducers;
(6) identity systems;
(7) images in consumers’ minds;
(8) value systems;
(9) having personalities;
(10) parties to a relationship;
(11) adding value; and
(12) evolving entities.
JCOM These 12 brand elements include various aspects of the company’s activities and the
11,2 consumers’ perceptions. The brand exists by virtue of a continuous process whereby
the values and expectations imbued in the brand are set and enacted by the company
and interpreted, and then redefined by the consumers (de Chernatony, 2002, pp. 18-58;
de Chernatony and Dall’Olmo Riley, 1998, pp. 427-428).
In the service industry, many definitions of brands miss the key characteristic of
184 services as processes by excluding the customer. In fact, in branding a service, the
involvement of the customer is of even greater significance than it is in the case of
branding a good – because a service is a much less standardised basis for branding
than is a tangible physical good. Because customers participate in the service process,
Grönroos (2000, p. 290) has proposed that a service brand is created in dynamic brand
relationships – whereby the customer forms a differentiating image of the service on
the basis of various brand contacts to which the customer is exposed. The brand thus
is created in the minds of a customer following the sequence of brand contacts that
form the ongoing relationship between the two parties. A relationship approach to
marketing posits such brand relationships as the means of developing, maintaining,
and enhancing a brand in the minds of current and potential customers, and other
stakeholders. If a brand relationship has been created and nurtured, the service
provider has achieved brand involvement with the customer. Strong brand
involvement means that a customer feels positively involved with the service
provider (Grönroos, 2000, p. 290).
185
Figure 1.
The paradigms of brand
management
view of the complexity and value of a brand both to firms and to consumers (Louro and
Cunha, 2001, pp. 854-855).
The horizontal dimension of customer centrality runs from a unilateral orientation
in which consumers are perceived as passive recipients of value created within the firm
to a multilateral orientation where consumers are viewed as active contributors in
value creation. Unilateral orientation focuses on the marketing activities of the firm as
the central determinants of value creation. Customers are conceptualised as a passive
audience enacting a predetermined role in consumption. Multilateral orientation
emphasises the interdependent nature of value creation. Customers are conceptualised
as sources of competence and co-developers of personalised experiences. Brand value is
continuously co-created, co-sustained, and co-transformed through the firm-customer
interface (Louro and Cunha, 2001, pp. 855-856).
190
Figure 2.
Metaphors in brand
management
brand value through rather tight and intensive firm-customer interaction. It is hard to
provide any checklists of questions for companies to determine which branding
metaphor they should follow. This conceptualisation can be best used to judge and
characterise firms and their branding practices.
Service brands continuously develop and change as the customer relates to the flow
of communication in the form of diverse brand messages. These brand messages come
from contact personnel, from physical product elements in the service process, and
from various planned and unplanned communication messages. When the customer is
given an active role in the service-branding process, a relationship emerges and
develops between the customer and the service brand. This brand relationship gives a
service brand a certain meaning in the minds of the customers as a result of how a
customer perceives the service-brand relationship over time (Grönroos, 2000, p. 287).
A well-established brand is imperative to a person because it connects with his or
her life, thus producing a behavioural, attitudinal, and emotional involvement with the
brand. The managerial aim of service branding is to establish a satisfying bond that
sustains buying and recommendation (Varey, 2002, p. 63).
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Corresponding author
Pekka Tuominen can be contacted at: pekka.tuominen@uta.fi