Corporate heritage brands and the precepts of corporate heritage brand management: Insights from the British Monarchy on the eve of the royal wedding of Prince William (April 2011) and Queen Elizabeth II's Diamond Jubilee (1952–2012)

2011 ◽  
Vol 18 (8) ◽  
pp. 517-544 ◽  
Author(s):  
John M T Balmer
Keyword(s):  
Brand Management ◽  
Corporate Heritage ◽  
Corporate Heritage Brands

Restoring luxury corporate heritage brands: From crisis to ascendency

2015 ◽  
Vol 22 (5) ◽  
pp. 448-466 ◽  
Author(s):  
Holly Cooper ◽  
Dale Miller ◽  
Bill Merrilees
Keyword(s):  
Corporate Heritage ◽  
Corporate Heritage Brands

scholarly journals A bittersweet past: The negative equity of corporate heritage brands

2018 ◽  
pp. 146954051877380 ◽  
Author(s):  
Anders Ravn Sørensen ◽  
Ellen M Korsager ◽  
Michael Heller
Keyword(s):  
Corporate Heritage ◽  
Corporate Heritage Brands

Corporate Heritage Brands

2017 ◽  
pp. 151-166 ◽  
Author(s):  
Bradford T. Hudson ◽  
John M. T. Balmer
Keyword(s):  
Corporate Heritage ◽  
Corporate Heritage Brands

Corporate heritage tourism brand attractiveness and national identity

2016 ◽  
Vol 25 (3) ◽  
pp. 223-238 ◽  
Author(s):  
John M.T. Balmer ◽  
Weifeng Chen
Keyword(s):  
National Identity ◽  
Heritage Tourism ◽  
Role Identity ◽  
Content Type ◽  
Role Identities ◽  
Republic Of China ◽  
Ethnic Chinese ◽  
Corporate Heritage ◽  
Corporate Heritage Brands ◽  
Brand Attractiveness

Purpose This paper aims to examine the attractiveness of the Tong Ren Tang (TRT) as a Chinese corporate heritage tourism brand and consider the significance of TRT for Chinese national identity. The study considers the saliency of Balmer’s augmented role identity notion vis-à-vis corporate heritage institutions/corporate brands. Insights are made from and for corporate heritage, heritage tourism and national identity literature. Design/methodology/approach A conceptual model comprising five hypotheses was developed and this informed a survey-based questionnaire administered to domestic tourists/customers visiting Tong Ren Tang’s flagship shop in Beijing. Findings The attractiveness to domestic Chinese tourists/customers of the TRT corporate heritage tourism brand was found to be attributable to its multiple role identities: national, corporate, temporal, familial and imperial. As such, this study lends credence to Balmer’s augmented role identity notion. Chinese domestic tourists/customers – as members of an ethnic Chinese community – in visiting TRT not only consume an extant corporate heritage by tangible and intangible means but can also be seen to express, and reaffirm, their sense of Chinese national identity. Practical implications For TRT’s managers, there should be an appreciation that the attractiveness of TRT as a corporate heritage tourism brand rests not only on what it sells but also in what it symbolises in national and cultural terms. This finding is applicable to the managers of many other corporate heritage/corporate heritage tourism brands. Social implications Adopting a primordial perspective, the TRT pharmacy was found to be of singular significance to China’s national identity. Traditional Chinese Medicine, Confucian and Daoist religious/philosophical and China’s erstwhile Imperial polity are significant and enduring precepts of Chinese national identity. As such the TRT flagship shop/brand is of singular importance, as China has eviscerated much of its cultural heritage – particularly in relation to its corporate heritage brands. Originality/value This is the first empirical study to focus on corporate heritage tourism brands and one of the first studies to examine a Chinese corporate heritage/corporate heritage tourism brand. Also significant in focussing on the TRT corporate heritage brand. Established in 1669, TRT’s history spans five centuries: a corporate provenance which is exceptional within the People’s Republic of China. The study links the corporate brand notion with the nascent corporate heritage brand domain and the established area of heritage tourism.

The Nobel Prize: the identity of a corporate heritage brand

2015 ◽  
Vol 24 (4) ◽  
pp. 318-332 ◽  
Author(s):  
Mats Urde ◽  
Stephen A Greyser
Keyword(s):  
Nobel Prize ◽  
Brand Management ◽  
Brand Identity ◽  
Corporate Brand ◽  
Content Type ◽  
Corporate Heritage ◽  
Combined Application ◽  
Management Perspective ◽  
Corporate Brand Identity

Purpose – The purpose of this study is to understand the identity of the Nobel Prize as a corporate heritage brand and its management challenges. Design/methodology/approach – An in-depth case study analysed within a heritage brand model and a corporate brand identity framework. Findings – The Nobel Prize is a corporate heritage brand – one whose value proposition is based on heritage – in this case “achievements for the benefit of mankind” (derived directly from Alfred Nobel’s will). It is also defined as a “networked brand”, one where four independent collaborating organisations around the (Nobel) hub create and sustain the Nobel Prize’s identity and reputation, acting as a “federated republic”. Research limitations/implications – The new and combined application of the Heritage Quotient framework and the Corporate Brand Identity Matrix in the Heritage Brand Identity Process (HBIP) offers a structured approach to integrate the identity of a corporate heritage brand. In a networked situation, understanding the role of stewardship in collaborating organisations is essential: The network entities maintain their own identities and goals, but share common values of the network hub. Practical implications – The integrated frameworks (HBIP) provides a platform for managing a corporate heritage brand. Originality/value – This is the first field-based study of the Nobel Prize from a strategic brand management perspective.

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