Abstract

The success of today's brands increasingly relies on consumer-centred co- innovation. In this context, brands must play a role that is more proactive than their traditional one of serving as a communication tool. Based on an extensive review of the literature, this paper defines the new role of brands as a driving force for innovation and, to illustrate the potential of that new role, proposes a conceptual framework for building innovative brands that comprises the following five dimensions: (1) the command centre—the brand management team; (2) the strategic vision—the context of building innovative brands; (3) the organisational foundation—the organisation's innovation capability; (4) the cross-cultural perspective—driving innovation cross-culturally; and (5) the human-centred innovation approach—design thinking. It is hoped that the comprehensive, interdisciplinary, and strategic outcomes will inspire researchers and marketing professionals to apply the findings described here and to conduct further study on this topic.

Keywords:

branding; innovation; design thinking; strategic management

Creative Commons License

Creative Commons Attribution-Noncommercial 4.0 License
This work is licensed under a Creative Commons Attribution-Noncommercial 4.0 License

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Jun 17th, 12:00 AM

Critically Exploring the Development of a Conceptual Framework for Building Innovative Brands

The success of today's brands increasingly relies on consumer-centred co- innovation. In this context, brands must play a role that is more proactive than their traditional one of serving as a communication tool. Based on an extensive review of the literature, this paper defines the new role of brands as a driving force for innovation and, to illustrate the potential of that new role, proposes a conceptual framework for building innovative brands that comprises the following five dimensions: (1) the command centre—the brand management team; (2) the strategic vision—the context of building innovative brands; (3) the organisational foundation—the organisation's innovation capability; (4) the cross-cultural perspective—driving innovation cross-culturally; and (5) the human-centred innovation approach—design thinking. It is hoped that the comprehensive, interdisciplinary, and strategic outcomes will inspire researchers and marketing professionals to apply the findings described here and to conduct further study on this topic.

 

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