Abstract
This paper provides the rationale for a research programme to better appreciate the way managers work as teams to develop and sustain brands. It argues why there may be different perceptions among the brand's team about the basis for differentiating their firm's brand. Using a seven component model of a brand, interviews were undertaken with managers in four financial services sectors. Varying degrees of diversity were seen among members of the brand's team and the managerial implications of this are considered.
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1Leslie de Chernatony is Beneficial Bank Professor of Brand Marketing at The Open University Business School. With a doctorate in branding, he has a significant number of publications on branding in European and American journals, is a regular presenter at international conferences and is lead author of the popular text ‘Creating Powerful Brands’. He has run acclaimed branding workshops in Europe, the Middle East and Far East. Professor de Chernatony is a member of the Editorial Board of The Journal of Brand Management.
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de Chernatony, L. The managerial challenge of brand diversity. J Brand Manag 3, 315–326 (1996). https://doi.org/10.1057/bm.1996.13
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DOI: https://doi.org/10.1057/bm.1996.13