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This paper seeks to develop a framework for understanding what drives customer‐based brand equity and price premium for grocery products.

The paper reviews empirical studies made within the area of brand equity and studies of grocery products. It compares and analyses the results from an explorative and qualitative field study with previous research on brand equity and food quality.

The study finds that brand equity and price premium focusing on the grocery sector specifically highlights the role of uniqueness, together with the four traditionally basic dimensions of brand equity proposed: awareness, qualities, associations and loyalty. Relevant brand associations (origin, health, environment/animal friendliness, organisational associations and social image), and quality attributes (taste, odour, consistency/texture, appearance, function, packaging and ingredients) specific to groceries are identified and proposed for future measurement scales and model validating research.

The development of a customer‐based brand equity model, that adds awareness, associations and loyalty to previous discussions on price and quality, brings to the table a more nuanced and multi‐faced tool for marketing of consumer packaged food.

The paper provides a framework for understanding, evaluating, measuring and managing brand equity for grocery products. As this paper presents the first conceptual brand equity framework for groceries, there is a contribution to research on food branding. Also, there is a contribution to the general field of brand equity as previous models have been very general.

The aim is to propose a conceptual framework consisting of research propositions concerning the key strategies required for the successful involvement of customers in the co‐creation of new technology‐based services.

The methodology involves a single case study from which data are derived and analyzed using the grounded theory methodology of “constant comparative analysis.” User‐generated ideas for future mobile phone services are collected from four user involvement projects and analyzed at several workshops attended by senior managers from telecommunications firms.

Seven key strategies are identified as being essential for successful user involvement in new product development. Each strategy is described and illustrated in relation to existing theory and presented as a research proposition.

The exploratory nature of the research means that the findings are tentative and need to be confirmed in other settings by other researchers, including quantitative large‐scale studies.

The results of the study provide management with guidelines for organizing successful user involvement projects with a market‐oriented approach.

Despite the increasing popularity of user involvement, little research has examined the conditions required for successful user involvement in new product development. This study makes an original contribution by proposing strategies critical for a successful outcome.

This chapter discusses the role of energy production in the global capitalist economy and its relationship to the Sustainable Development Goals (SDGs), with particular focus on SDG 8 – ‘Promote sustained, inclusive and sustainable economic growth, full and productive employment and decent work for all’ – and SDG 12 – ‘Ensure sustainable consumption and production patterns’. It achieves this by first introducing the Club of Rome report the Limits to Growth which utilised a system dynamics computer model to simulate the interactions of five global economic subsystems (population, food production, industrial production, pollution and consumption of nonrenewable natural resources) (Meadows, Meadows, Randers, & Behrens III, 1972), the results of which posed serious challenges for global sustainability, to better understand and contextualise unconventional (also referred to as ‘extreme’) and ‘renewable’ energy production as examples of the paradoxical nature of sustainable development in the global capitalist economy. Demonstrating that unconventional energy production methods are much less efficient, more carbon intensive, more environmentally destructive and just as unsustainable, and that renewable energy relies on the extraction of nonrenewable natural resources such as lithium that result in similar environmental and social issues, this chapter will interrogate this and ask the question – is the capitalist system in its current form capable of making ‘sustainable development something more than the oxymoron it appears?’.

High-growth firms have recently received considerable attention in the firm growth literature. These firms might have grown despite the existence of growth barriers, and evidence also suggests that, having already grown exponentially, they may not be in the best position to grow further. Policies targeting high-growth firms may therefore be misdirected. We argue that entrepreneurship researchers should concentrate more on firms that are not hiring, despite having high profits. We call these firms “sleeping gazelles,” and demonstrate that they represented almost 10% of all limited liability firms in Sweden from 1997 to 2010. Nearly half of these firms continued to earn high or moderate profits in subsequent three-year periods, while still displaying no growth. Regression analyses indicate that these firms were significantly smaller, older, more likely to be active in industries with high profit uncertainty, and more likely to be located in less densely populated municipalities than were corresponding growing firms.

The aim is to understand customers' willingness, or unwillingness, to pay a price premium in the market for consumer packaged food and what kind of images brands can use in order to achieve a price premium.

The study is based on a quantitative survey of brand images found in food and branding literature and their impact on loyalty as well as customers' willingness to pay a price premium for consumer packaged food.

The survey shows that quality is a significant determinant of price premium, but adding other image dimensions doubles the predictability and understanding about price premium. The strongest determinants of price premium are social image, uniqueness and home country origin. Other significant determinants are corporate social responsibility (CSR) and awareness.

The results help brand managers to recognise the importance of incorporating price premium and to develop a better understanding of what drives price premium in addition to more traditional dimensions as quality and loyalty.

In grocery retailing, the competition for customers, margins and price premiums between manufacturer and private labels is fierce. Traditionally, the literature on this competition has focused on quality and product improvements as the main tool for creating distance to low priced competition. This study looks into other more branding related dimensions to distance from price competition.

Digitalisation has been identified as a driving force behind retail sector transformation. The purpose of this paper is to provide a deeper understanding of how omni-channel strategies link to the digitalisation phenomenon. The study is explorative in nature and aims to expand existing knowledge by using a business model (BM) perspective.

The study uses a qualitative approach. Data collection involved a questionnaire answered by 13 firms from three retail segments (i.e. fashion, consumer electronics and bookstores and media) and a group discussion with senior managers. The data were complemented with information from websites, applications and available online reports.

The findings present empirical insights about different strategic and BM approaches to omni-channel retailing and highlight examples of pioneering retailers from the Italian market. The proposed framework consolidates earlier studies and puts forward three dimensions for a successful transition to omni-channel retailing BMs: a seamless customer experience, an integrated analytics system and an effective supply chain and logistics.

Managers can employ an overview of mobile commerce usage to manage the process of integrating channels, within their BMs, alongside the customer journey. Particular attention should be paid to development and the use of data analytics tools as one of the dimensions with a significant impact on omni-channel management.

First, this paper applies a BM perspective as a novel approach for analysing a transition to omni-channel retailing. Second, it is based on empirical analysis of three retail segments, which provide new insights into omni-channel strategies in the retailing literature.

Electronic commerce enables business development for marketing channel intermediaries and strengthens their existing operations and strategic management. This research shows that electronic commerce provides stepwise business development refinement and repositioning in the form of process change and increased customer service. Based on marketing and logistics literature, a business development model with three developmental phases is proposed in this paper. The findings are based on the electronic commerce development of three intermediaries providing industrial products and services in the northern European market. Refinement is achieved through a focus on activities for internal efficiency, and through changing processes for increased integration, shorter time and lower costs. Repositioning involves extended focus on service improvements, image and customer tailored services. It is found that electronic commerce has not radically reshaped and developed the role of marketing channel intermediaries. Instead, it has strengthened existing business. Future electronic commerce efforts need to be viewed in a business wide development context, including structural change and reaching new segments or markets, to utilise fully the development potential of electronic commerce.

The purpose of this study is to investigate the relationship between an organization’s human resource management (HRM) image and its customer-based brand equity. Research into HRM in relation to branding has mostly dealt with how to attract and maintain employees through employer branding. The present study attempts to link HRM directly to marketing and branding aimed at customers as an altruistic dimension of the brand image and as something that applies to customers’ sociological needs.

The study is based on a survey of Swedish customers in two different retail categories: groceries and home decoration.

The results show that HRM image is distinct from a more traditional service image and that there is a significant relationship between favourable customer perceptions of an organization’s HRM and customers’ willingness to buy and pay a premium for products provided by the retail chain. This finding leads to the conclusion that HRM is not only relevant for employer branding, internal branding and operations management but also plays a significant role in building customer-based brand equity. The results show that further integration of HRM and brand management is needed, both in theory and practice.

This study takes a holistic approach to marketing and is one of the first attempts to incorporate HRM and employer branding into the customer-based brand equity framework. Implications for future research, retailing and other businesses are discussed in the conclusion.

The purpose of this paper is to extend the literature on how actors manage competing logics in an organizational field. The authors do so by introducing the concept of organizational irony to the literature on how to manage competing logics, and analyze a collaborative cultural project encompassing actors subjected to competing institutional logics.

The case study is built on qualitative data from in-depth interviews, newspaper articles and observations.

The authors describe and analyze a cultural project encompassing actors subjected to competing institutional logics and show how they responded to institutional pressures in their environment with the use of organizational irony. Thereby, the actors could collaborate with actors subjected to a competing institutional logic and still maintain adherence to their respective institutional logic.

Most studies of how to manage competing logics asserts that one logic will prevail over a competing one, either through “battles” or gradual dominance (Reay and Hinings, 2009). This study supports and adds to Reay and Hinings’ (2009) finding that actors also can collaborate and maintain adherence to their respective logic under such circumstances. In particular, it supports two identified mechanisms of how this can be achieved, namely, to separate decisions and to jointly innovate in experimental sites. It also adds to these mechanisms by showing that this can be done through the use of organizational irony. The authors only study one cultural project in one organizational field. It remains unclear if these findings are common in other cultural projects or in other organizational field, and the authors therefore encourage other researchers to extend or challenge the findings of this study.

The authors believe that the analysis and findings can be useful for politicians to take into account and address either to minimize the risk of organizational irony or on the contrary encourage it as a source of reflexive critique of society and cultural politics. The authors also believe that the response of organizational irony to institutional pressures broadens the acting space of cultural actors, provide media and critics with an analytical tool to analyze and deconstruct practices that otherwise would risk to be silenced or neglected. Finally, the authors believe that an analysis of organizational irony has the potential to make people attend to contradictions and multiple meanings in the artworks under study in a novel way.

The paper provides an intriguing and complex empirical case to demonstrate how actors manage competing logics in an organizational field through the production of organizational irony. The authors believe that its theoretical contributions and practical implications can inspire future research on how paradoxes can be managed through the use of organizational irony in other projects and organizational fields.

The purpose of this paper is to develop an understanding of the ways in which food companies can work with branding to perform better in the market. The authors achieve this purpose by comparing how different managers of food brands prioritise and evaluate their brands, in relation to a theoretical ideal framework.

A survey of 77 managers of domestic and international brands.

Beliefs and priorities are similar between managers. What differs is how they measure and monitor their brands. Managers of high performing brands, for example, in general measure brand equity to a greater extent than other managers, and they focus significantly more on monitoring typical brand equity elements such as brand awareness, uniqueness, and feelings. Also managers of international brands measure and monitor more intensively than those of domestic brands.

Weaker and domestic brands could learn from the better-performing brands, by becoming more oriented towards key brand equity elements when performing monitoring, rather than focusing mainly on perceived quality.

A comparative and systematic method that suggests an alternative and analytical approach to strengthening domestic and weaker brands