Resource Based View of Brands

Topics: Research, Strategic management, Brand management Pages: 73 (22886 words) Published: September 8, 2013

|Module Code |MG 5510 | |Module Title |Dissertation | |Module leader |Dimitrios Koufopoulos |

|Student ID number |0839648 | |Student name | |

|I understand that the School does not tolerate plagiarism.  Plagiarism is the knowing or reckless presentation of another | |person’s thoughts, writings, inventions, as one’s own. It includes the incorporation of another person’s work from published | |or unpublished sources, without indicating that the material is derived from those sources. It includes the use of material | |obtained from the internet. (Senate Regulations 6.46) | | | |I confirm that I adhere to the School’s Policy on plagiarism.  |

Brunel Business School

MSc in Corporate Brand Management

Academic Year 2010-2011

Resource-Based View of Brands


A Dissertation submitted in partial fulfilment of the requirement for the degree of Master of Science

Brunel University
Brunel Business School
Uxbridge, Middlesex UB8 3PH
United Kingdom
Tel: +44 (0) 1895 267007
Fax: +44 (0) 1895 269865

A brand, according to Kotler (1994), can be referred to as a name, term, sign, symbol, or design, or a combination of these things, intended to identify and differentiate the goods or services of one company from another. Naturally, the primary aim of any firm is to create economic value and if possible, sustain a competitive advantage. To achieve this desire, firms must be able to successfully differentiate their products or services from other competing firms. The brand comes in as an important tool, as it ensures differentiation guarantees economic value. Hence, it should be safe to label the brand as a valuable strategic resource, as it is a value generating entity the company owns.

However, upon reviewing literature, it was discovered that very little academic work existed that related the brand as a resource to strategic advantages it can offer to the firm. This lead to the development of the research objectives which are: 1. Determine to what degree brands drive strategic decision within an organisation. 2. Determine if indeed the brand is perceived as a valuable strategic resource; and 3. Determine if, like any other firm resource, the brand can fit into any resource analysis framework (e.g. RBV).

An exploratory research is conducted through interpretive means, and data was collected through semi-structured interviews. The data collected is analysed using qualitative means and after analysis, it was discovered: •The brand is a valuable strategic resource as 100% percent of the respondents agreed that the brand is a valuable strategic resource based on general knowledge; and 82% agreed with the VRIO framework. •In terms of consideration in strategic decision process making, the brand is not as highly regarded as other resources available to the firm. •The concerns over why this research area is not widely examined in academia has revealed that based on the perception of the brand within industry, significant concerns have not been raised...

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