Summary Overview of IBM (MAN-MMA035A) – 13
articles and 10 lectures (2025-2026)
1. KELLER (1993) – CUSTOMER BASED BRAND EQUITY (CBBE)...........................2
2. KIM AND KIM (2025) – EFFECTS OF BRAND MANAGEMENT CULTURE ON
EMPLOYEE BEHAVIORS....................................................................................3
3. THOMPSON, RINDFLEISCH & ARSEL (2006) – EMOTIONAL BRANDING AND THE
STRATEGIC VALUE OF THE DOPPELGÄNGER BRAND IMAGE................................4
4. PREECE, KERRIGAN & O’REILLY (2019) – BRAND LONGEVITY THROUGH
ASSEMBLAGE THEORY.....................................................................................6
5. ROKKA & CANNIFORD (2016) – SOCIAL MEDIA SELFIES DESTABILIZE LUXURY
BRAND MEANING............................................................................................7
6. JOHN ET AL. (2006) – BRAND CONCEPT MAPS: MAPPING BRAND ASSOCIATION
NETWORKS....................................................................................................8
7. FRANCE ET AL. (2025) – DIGITAL BRAND EQUITY...........................................9
8. FOURNIER (1998) – CONSUMER–BRAND RELATIONSHIPS.............................11
9. VREDENBURG ET AL. (2020) – AUTHENTIC BRAND ACTIVISM VS WOKE
WASHING..................................................................................................... 12
10. MONGA & JOHN (2010) – BRAND ELASTICITY.............................................13
11. HEDE, KERRIGAN & THYNE (2023) – RETHINKING BRAND EXTENSION
THEORY: FROM FAMILIES TO BRAND FOR RENT...............................................15
12. AAKER & JOACHIMSTHALER (2000) – THE BRAND RELATIONSHIP SPECTRUM:
THE KEY TO THE BRAND ARCHITECTURE CHALLENGE......................................16
13. GIESLER (2012) – HOW DOPPELGÄNGER BRAND IMAGES INFLUENCE THE
MARKET CREATION PROCESS.........................................................................17
LECTURE 2: BRAND EQUITY (CBBE & EBBE)....................................................19
LECTURE 3: BRAND POSITIONING & BRAND ELEMENTS...................................20
LECTURE 4: MARKETING PROGRAMS..............................................................22
LECTURE 7: MEASURING & TRACKING BRAND EQUITY.....................................23
LECTURE 8: RESPONSIBLE CONSUMER BRAND RELATIONSHIPS *.....................24
LECTURE 10: INTERNATIONAL BRAND MANAGEMENT AND DIGITAL BRAND
HISTORY...................................................................................................... 26
LECTURE 11: LEVERAGING BRAND KNOWLEDGE & EXTENSIONS *....................27
LECTURE 13: BRAND PORTFOLIOS & BRAND EVOLUTION.................................29
GUEST LECTURE 1: BRAND ARCHETYPING......................................................30
GUEST LECTURE 2: REJUVENATING ICONIC BRANDS........................................31
, 1. Keller (1993) – Customer Based Brand Equity (CBBE)
Dimension Explanation Findings Implications
Research The article asks how brands create value and The value of a brand comes from what To understand brands,
problem why some brands get better consumer consumers know, remember, and associate with it. we must understand how
responses than others, even when the products consumers store brand
are the same. information in memory.
Core idea Keller defines Customer Based Brand Equity as When people have clear and positive thoughts about Brand equity is something
the added effect a brand name has on a brand, they respond more favorably to everything that lives in consumer
consumer response compared to an unbranded the company does. memory, not in the
product. product itself.
Memory model The article uses the associative network The stronger and more consistent these links are, the Brands grow by
foundation memory model. A brand is a node in memory easier the brand comes to mind and the more it strengthening these
linked to many associations (thoughts, feelings, shapes perception and choice. memory links through
images, experiences). repeated, consistent
experiences.
Brand Awareness is how easily a consumer can Awareness increases familiarity, trust, and the A brand cannot create
awareness recognize a brand. chance the brand enters the consideration set (small equity unless people can
group of brands that a consumer seriously thinks first remember it.
about buying when making a choice). Even simple Building awareness is the
recognition gives a brand an advantage. foundation.
Brand image Brand image is the set of associations A strong brand image requires associations that Managing brand image is
connected to the brand in memory. are favorable (positive), strong (well learned), about shaping which
and unique (different from competitors). ideas consumers connect
to the brand and how
strongly.
Types of Associations can concern: attributes (like Consumers build associations from all touchpoints: Firms must manage every
associations product features), benefits (consisting of: product use, advertising, packaging, store brand contact, because
functional/experimental/symbolic) and environment, price, and word of mouth. everything contributes to
attitudes (overall evaluations of the brand). brand meaning.
How brand When brand knowledge (brand awareness and Equity leads to improved choice, loyalty, willingness Brand equity amplifies
equity works brand image) is strong, consumers interpret all to pay more, forgiveness for mistakes, and stronger the effectiveness of the
marketing actions more positively. reaction to marketing communication. entire marketing mix and
protects the brand from
competition.
,Building brand Equity is built by creating awareness, forming Identity, positioning, communication, and delivery Consistency over time is
equity strong associations, and ensuring that must work together. essential to strengthen
experiences reaffirm the desired brand memory structures.
meaning.
Leveraging Brands can “borrow” associations from sources Secondary associations transfer existing meanings Leveraging secondary
secondary like the company, country of origin, events, into the brand’s memory network. meaning is powerful but
associations celebrities, or other partnered brands. risky: if the partner’s
image declines, so does
the brand’s.
Measuring Two approaches: indirect (measure what Both are needed: one diagnoses the source of Firms must track
brand equity consumers know and believe about the brand) equity, the other measures its market impact. associations and
and direct (measure how they react to branded performance to manage
vs unbranded products). brand strength over time.
Managing brand Brands need reinforcement, coherence, and Long-term equity requires balance: staying Strong brands think long-
equity over time careful evolution to stay strong. consistent but updating when needed. term, not only in
campaign cycles.
2. Kim and Kim (2025) – Effects of Brand Management Culture on Employee Behaviors
Dimension Explanation Findings Implications
Research problem The article examines how an organization’s brand Employees behave better and more Internal brand culture is a
management culture influences employees’ creatively when they feel connected to the major driver of employee
attitudes and behaviors. brand and believe the organization performance, not only
performs well. external branding.
Core idea Brand management culture shapes employee Culture increases identification, Internal culture works
behavior through two psychological mechanisms: identification increases perceived through employees’ self-
performance, and perceived performance concept and confidence in
increases both in-role and innovative the company.
1) brand identification
behavior.
2) perceived organizational
performance.
Brand A culture where brand values are shared, When culture is strong, employees feel Living the brand internally
management practiced, and visible in daily work. Employees see aligned with the brand and understand what strengthens unity, pride, and
culture the brand as part of who they are. it stands for. clarity.
1. Brand Employees feel emotionally connected to the Strong identification makes employees feel Identification motivates
identification brand and see it as part of their identity (Social proud and belonging, which increases their employees to act in ways
Identity Theory). belief in the organization’s success. that support and protect the
brand.
, 2. Perceived Employees’ belief that the organization is Identification increases perceived When employees think the
organizational competent, successful, and respected. performance, and culture also increases company performs well, they
performance perceived performance directly. invest more effort and
creativity.
Outcome: In-role Employees doing their formal tasks: meeting Perceived performance strongly increases A strong identity-
behavior deadlines, being reliable, and performing in-role behavior. performance link leads to
responsibilities. more responsible and
consistent execution.
Outcome: Employees suggesting improvements, generating Perceived performance also increases Culture indirectly encourages
Innovative ideas, and trying new approaches. innovative behavior. Employees take innovation through pride and
behavior initiative when they feel part of a successful confidence.
organization.
Conceptual model Relationships are partially mediated: brand All links were supported. The mediation Employee behavior results
management culture → brand identification → explains how culture influences behavior. from both direct cultural
perceived performance → behaviors. influence and indirect
psychological mechanisms.
Brand management culture also directly increases
perceived performance.
Key findings Strong brand culture increases identification; Indirect effects confirm that culture works Strengthening internal
identification increases perceived performance; because employees feel they culture builds both
perceived performance increases both types of belong and believe the organization is responsible performance and
behavior. strong. creativity.
Managerial Leaders must consistently communicate and Simply telling employees the brand matters A strong internal brand
implications model brand values, share achievements, align HR is not enough — they must experience the builds a strong external
and marketing, and strengthen employees’ sense culture daily. brand.
of belonging.
3. Thompson, Rindfleisch & Arsel (2006) – Emotional Branding and the Strategic Value of the Doppelgänger Brand
Image
Dimension Explanation Findings Implications
Research problem The study looks at why emotional Emotional brands can create strong Emotional branding is powerful
brands (brands that try to connect with loyalty, but they can also trigger cultural but risky; brands must watch
consumers through feelings and identity) backlash when people feel the brand is no how their story is being received
sometimes become targets of criticism. longer authentic. culturally.
,Core idea Emotional branding works by telling a story that When the story no longer feels real, Emotional brands must keep
consumers use in their identity (e.g., creativity, people start mocking or criticizing the their promises believable.
authenticity, community). brand.
Emotional branding A branding strategy that tries to build Works when the story feels authentic and Emotional meaning must be
emotional meaning and identity around a fits cultural values. maintained through real actions,
brand. not just marketing.
Why emotional Emotional brands promise more than Because the promise is big, The more emotional the
brands are functional benefits — they promise identity, disappointment also becomes great. message, the more carefully a
vulnerable lifestyle, and personal meaning. People feel betrayed easily. brand must act.
Doppelgänger A negative or mocking version of the These images appear when people believe They show where the brand has
brand image brand created by consumers, bloggers, critics, the brand’s emotional story is fake or lost cultural credibility.
or culture jammers. exaggerated.
How Critics remix logos, slogans, or brand stories to These counter-images spread through Brands cannot fully control their
doppelgängers expose contradictions (e.g., “authentic” brand culture and become part of how people meaning; meaning is co-created
form acting corporate). talk about the brand. with culture.
Example: Starbucks Starbucks promoted itself as warm, local, Critics said it became corporate, Even strong emotional brands
artistic, and community focused. standardized, and profit driven. They lose authenticity when their
created satirical versions of the Starbucks actions contradict their story.
logo.
Role of authenticity A brand is seen as authentic only if people When cultural critics point out Authenticity must be maintained
believe it lives its story. contradictions, authenticity collapses. through consistent behavior, not
slogans.
Strategic value of The authors argue that brands should pay Doppelgängers highlight the exact parts of They act as warning signals that
doppelgänger attention to these negative images instead of the brand story that no longer feel the emotional branding strategy
ignoring them. believable. needs updating.
Managerial Managers must track cultural conversations Negative images often appear before sales Emotional brands must adapt
implications and understand why people mock or criticize or loyalty drop. their story and actions to restore
the brand. authenticity.
, 4. Preece, Kerrigan & O’Reilly (2019) – Brand Longevity Through Assemblage Theory
Dimension Explanation Findings Implications
Research The authors study why some brands stay culturally Longevity comes from Brand longevity is not automatic
problem relevant for decades while others fade away. They balancing continuity and change. Brands — it must be managed over time
focus on long-running “serial brands” like James must keep a recognizable core while still by keeping the brand familiar yet
Bond. evolving with society. updated.
Core idea Brands are assemblages: living systems made of Longevity happens when brands Brands survive when they adapt
many parts (stories, symbols, characters, visuals, continually “reassemble” themselves — without losing their identity.
people, meanings). These parts can be replaced or keeping some elements stable while
reinterpreted as long as the system stays coherent. refreshing others.
Assemblage A brand is structured on three levels: micro Longevity emerges from the interaction Managers must understand the
theory elements (characters, visuals), meso actors between these layers — each one brand at all three levels, not just
(managers, producers), and macro cultural context shapes how the brand evolves. through marketing tactics.
(social values, politics).
Serial brands Serial brands release new “episodes” repeatedly Too much sameness causes boredom; These brands offer a deep view
(films, books, games), so they must manage too much change confuses or alienates into how longevity works because
familiarity and novelty every time. fans. the balance must be constantly
recalibrated.
Micro level: The micro level is the brand formula — The formula provides continuity but is Strong formulas anchor identity.
The formula recognizable elements like the Bond character, also flexible. Every film rearranges But they must be refreshed
villains, gadgets, music, humor, and settings. familiar elements with small continuously to avoid feeling
innovations. outdated.
Micro level Examples: fewer gadgets in OHMSS, revenge-driven These shifts show controlled The micro level allows brands to
examples plot in Licence to Kill, revived heritage in Skyfall, experimentation. The brand changes but update identity without losing
new tones with each actor. stays recognizable. their essence.
Meso level: The meso level includes managers and producers Stewards decide what can change and Long-term stewardship creates
Brand who protect the brand’s identity. For Bond, it is the what must stay. They preserve core stability and prevents the brand
stewards Broccoli family. meaning while encouraging creative from drifting or fragmenting.
innovation.
Role of Stewards guard the brand’s “DNA,” ensure A stable leadership team enables Strong brands need a consistent
stewardship coherence across films, and resist outside pressure continuity over generations. authority that understands their
that risks damaging identity. history and guides evolution.
Macro level: The macro level is the wider society — politics, Bond evolved from Cold War hero, to Brands must respond to cultural
Cultural values, gender norms, technology, and global fears. humorous 1970s figure, to globalized change to stay relevant. Ignoring
context Each Bond era reflects its cultural moment. spy, to morally complex modern agent. cultural shifts leads to decline.
Interaction of Longevity results from how micro, meso, and macro Bond survives by blending heritage with Longevity is an ongoing process,
levels levels interact: the formula anchors identity, cultural adaptation each time a film is not a fixed brand property.
stewards manage balance, culture pushes reassembled.
evolution.
articles and 10 lectures (2025-2026)
1. KELLER (1993) – CUSTOMER BASED BRAND EQUITY (CBBE)...........................2
2. KIM AND KIM (2025) – EFFECTS OF BRAND MANAGEMENT CULTURE ON
EMPLOYEE BEHAVIORS....................................................................................3
3. THOMPSON, RINDFLEISCH & ARSEL (2006) – EMOTIONAL BRANDING AND THE
STRATEGIC VALUE OF THE DOPPELGÄNGER BRAND IMAGE................................4
4. PREECE, KERRIGAN & O’REILLY (2019) – BRAND LONGEVITY THROUGH
ASSEMBLAGE THEORY.....................................................................................6
5. ROKKA & CANNIFORD (2016) – SOCIAL MEDIA SELFIES DESTABILIZE LUXURY
BRAND MEANING............................................................................................7
6. JOHN ET AL. (2006) – BRAND CONCEPT MAPS: MAPPING BRAND ASSOCIATION
NETWORKS....................................................................................................8
7. FRANCE ET AL. (2025) – DIGITAL BRAND EQUITY...........................................9
8. FOURNIER (1998) – CONSUMER–BRAND RELATIONSHIPS.............................11
9. VREDENBURG ET AL. (2020) – AUTHENTIC BRAND ACTIVISM VS WOKE
WASHING..................................................................................................... 12
10. MONGA & JOHN (2010) – BRAND ELASTICITY.............................................13
11. HEDE, KERRIGAN & THYNE (2023) – RETHINKING BRAND EXTENSION
THEORY: FROM FAMILIES TO BRAND FOR RENT...............................................15
12. AAKER & JOACHIMSTHALER (2000) – THE BRAND RELATIONSHIP SPECTRUM:
THE KEY TO THE BRAND ARCHITECTURE CHALLENGE......................................16
13. GIESLER (2012) – HOW DOPPELGÄNGER BRAND IMAGES INFLUENCE THE
MARKET CREATION PROCESS.........................................................................17
LECTURE 2: BRAND EQUITY (CBBE & EBBE)....................................................19
LECTURE 3: BRAND POSITIONING & BRAND ELEMENTS...................................20
LECTURE 4: MARKETING PROGRAMS..............................................................22
LECTURE 7: MEASURING & TRACKING BRAND EQUITY.....................................23
LECTURE 8: RESPONSIBLE CONSUMER BRAND RELATIONSHIPS *.....................24
LECTURE 10: INTERNATIONAL BRAND MANAGEMENT AND DIGITAL BRAND
HISTORY...................................................................................................... 26
LECTURE 11: LEVERAGING BRAND KNOWLEDGE & EXTENSIONS *....................27
LECTURE 13: BRAND PORTFOLIOS & BRAND EVOLUTION.................................29
GUEST LECTURE 1: BRAND ARCHETYPING......................................................30
GUEST LECTURE 2: REJUVENATING ICONIC BRANDS........................................31
, 1. Keller (1993) – Customer Based Brand Equity (CBBE)
Dimension Explanation Findings Implications
Research The article asks how brands create value and The value of a brand comes from what To understand brands,
problem why some brands get better consumer consumers know, remember, and associate with it. we must understand how
responses than others, even when the products consumers store brand
are the same. information in memory.
Core idea Keller defines Customer Based Brand Equity as When people have clear and positive thoughts about Brand equity is something
the added effect a brand name has on a brand, they respond more favorably to everything that lives in consumer
consumer response compared to an unbranded the company does. memory, not in the
product. product itself.
Memory model The article uses the associative network The stronger and more consistent these links are, the Brands grow by
foundation memory model. A brand is a node in memory easier the brand comes to mind and the more it strengthening these
linked to many associations (thoughts, feelings, shapes perception and choice. memory links through
images, experiences). repeated, consistent
experiences.
Brand Awareness is how easily a consumer can Awareness increases familiarity, trust, and the A brand cannot create
awareness recognize a brand. chance the brand enters the consideration set (small equity unless people can
group of brands that a consumer seriously thinks first remember it.
about buying when making a choice). Even simple Building awareness is the
recognition gives a brand an advantage. foundation.
Brand image Brand image is the set of associations A strong brand image requires associations that Managing brand image is
connected to the brand in memory. are favorable (positive), strong (well learned), about shaping which
and unique (different from competitors). ideas consumers connect
to the brand and how
strongly.
Types of Associations can concern: attributes (like Consumers build associations from all touchpoints: Firms must manage every
associations product features), benefits (consisting of: product use, advertising, packaging, store brand contact, because
functional/experimental/symbolic) and environment, price, and word of mouth. everything contributes to
attitudes (overall evaluations of the brand). brand meaning.
How brand When brand knowledge (brand awareness and Equity leads to improved choice, loyalty, willingness Brand equity amplifies
equity works brand image) is strong, consumers interpret all to pay more, forgiveness for mistakes, and stronger the effectiveness of the
marketing actions more positively. reaction to marketing communication. entire marketing mix and
protects the brand from
competition.
,Building brand Equity is built by creating awareness, forming Identity, positioning, communication, and delivery Consistency over time is
equity strong associations, and ensuring that must work together. essential to strengthen
experiences reaffirm the desired brand memory structures.
meaning.
Leveraging Brands can “borrow” associations from sources Secondary associations transfer existing meanings Leveraging secondary
secondary like the company, country of origin, events, into the brand’s memory network. meaning is powerful but
associations celebrities, or other partnered brands. risky: if the partner’s
image declines, so does
the brand’s.
Measuring Two approaches: indirect (measure what Both are needed: one diagnoses the source of Firms must track
brand equity consumers know and believe about the brand) equity, the other measures its market impact. associations and
and direct (measure how they react to branded performance to manage
vs unbranded products). brand strength over time.
Managing brand Brands need reinforcement, coherence, and Long-term equity requires balance: staying Strong brands think long-
equity over time careful evolution to stay strong. consistent but updating when needed. term, not only in
campaign cycles.
2. Kim and Kim (2025) – Effects of Brand Management Culture on Employee Behaviors
Dimension Explanation Findings Implications
Research problem The article examines how an organization’s brand Employees behave better and more Internal brand culture is a
management culture influences employees’ creatively when they feel connected to the major driver of employee
attitudes and behaviors. brand and believe the organization performance, not only
performs well. external branding.
Core idea Brand management culture shapes employee Culture increases identification, Internal culture works
behavior through two psychological mechanisms: identification increases perceived through employees’ self-
performance, and perceived performance concept and confidence in
increases both in-role and innovative the company.
1) brand identification
behavior.
2) perceived organizational
performance.
Brand A culture where brand values are shared, When culture is strong, employees feel Living the brand internally
management practiced, and visible in daily work. Employees see aligned with the brand and understand what strengthens unity, pride, and
culture the brand as part of who they are. it stands for. clarity.
1. Brand Employees feel emotionally connected to the Strong identification makes employees feel Identification motivates
identification brand and see it as part of their identity (Social proud and belonging, which increases their employees to act in ways
Identity Theory). belief in the organization’s success. that support and protect the
brand.
, 2. Perceived Employees’ belief that the organization is Identification increases perceived When employees think the
organizational competent, successful, and respected. performance, and culture also increases company performs well, they
performance perceived performance directly. invest more effort and
creativity.
Outcome: In-role Employees doing their formal tasks: meeting Perceived performance strongly increases A strong identity-
behavior deadlines, being reliable, and performing in-role behavior. performance link leads to
responsibilities. more responsible and
consistent execution.
Outcome: Employees suggesting improvements, generating Perceived performance also increases Culture indirectly encourages
Innovative ideas, and trying new approaches. innovative behavior. Employees take innovation through pride and
behavior initiative when they feel part of a successful confidence.
organization.
Conceptual model Relationships are partially mediated: brand All links were supported. The mediation Employee behavior results
management culture → brand identification → explains how culture influences behavior. from both direct cultural
perceived performance → behaviors. influence and indirect
psychological mechanisms.
Brand management culture also directly increases
perceived performance.
Key findings Strong brand culture increases identification; Indirect effects confirm that culture works Strengthening internal
identification increases perceived performance; because employees feel they culture builds both
perceived performance increases both types of belong and believe the organization is responsible performance and
behavior. strong. creativity.
Managerial Leaders must consistently communicate and Simply telling employees the brand matters A strong internal brand
implications model brand values, share achievements, align HR is not enough — they must experience the builds a strong external
and marketing, and strengthen employees’ sense culture daily. brand.
of belonging.
3. Thompson, Rindfleisch & Arsel (2006) – Emotional Branding and the Strategic Value of the Doppelgänger Brand
Image
Dimension Explanation Findings Implications
Research problem The study looks at why emotional Emotional brands can create strong Emotional branding is powerful
brands (brands that try to connect with loyalty, but they can also trigger cultural but risky; brands must watch
consumers through feelings and identity) backlash when people feel the brand is no how their story is being received
sometimes become targets of criticism. longer authentic. culturally.
,Core idea Emotional branding works by telling a story that When the story no longer feels real, Emotional brands must keep
consumers use in their identity (e.g., creativity, people start mocking or criticizing the their promises believable.
authenticity, community). brand.
Emotional branding A branding strategy that tries to build Works when the story feels authentic and Emotional meaning must be
emotional meaning and identity around a fits cultural values. maintained through real actions,
brand. not just marketing.
Why emotional Emotional brands promise more than Because the promise is big, The more emotional the
brands are functional benefits — they promise identity, disappointment also becomes great. message, the more carefully a
vulnerable lifestyle, and personal meaning. People feel betrayed easily. brand must act.
Doppelgänger A negative or mocking version of the These images appear when people believe They show where the brand has
brand image brand created by consumers, bloggers, critics, the brand’s emotional story is fake or lost cultural credibility.
or culture jammers. exaggerated.
How Critics remix logos, slogans, or brand stories to These counter-images spread through Brands cannot fully control their
doppelgängers expose contradictions (e.g., “authentic” brand culture and become part of how people meaning; meaning is co-created
form acting corporate). talk about the brand. with culture.
Example: Starbucks Starbucks promoted itself as warm, local, Critics said it became corporate, Even strong emotional brands
artistic, and community focused. standardized, and profit driven. They lose authenticity when their
created satirical versions of the Starbucks actions contradict their story.
logo.
Role of authenticity A brand is seen as authentic only if people When cultural critics point out Authenticity must be maintained
believe it lives its story. contradictions, authenticity collapses. through consistent behavior, not
slogans.
Strategic value of The authors argue that brands should pay Doppelgängers highlight the exact parts of They act as warning signals that
doppelgänger attention to these negative images instead of the brand story that no longer feel the emotional branding strategy
ignoring them. believable. needs updating.
Managerial Managers must track cultural conversations Negative images often appear before sales Emotional brands must adapt
implications and understand why people mock or criticize or loyalty drop. their story and actions to restore
the brand. authenticity.
, 4. Preece, Kerrigan & O’Reilly (2019) – Brand Longevity Through Assemblage Theory
Dimension Explanation Findings Implications
Research The authors study why some brands stay culturally Longevity comes from Brand longevity is not automatic
problem relevant for decades while others fade away. They balancing continuity and change. Brands — it must be managed over time
focus on long-running “serial brands” like James must keep a recognizable core while still by keeping the brand familiar yet
Bond. evolving with society. updated.
Core idea Brands are assemblages: living systems made of Longevity happens when brands Brands survive when they adapt
many parts (stories, symbols, characters, visuals, continually “reassemble” themselves — without losing their identity.
people, meanings). These parts can be replaced or keeping some elements stable while
reinterpreted as long as the system stays coherent. refreshing others.
Assemblage A brand is structured on three levels: micro Longevity emerges from the interaction Managers must understand the
theory elements (characters, visuals), meso actors between these layers — each one brand at all three levels, not just
(managers, producers), and macro cultural context shapes how the brand evolves. through marketing tactics.
(social values, politics).
Serial brands Serial brands release new “episodes” repeatedly Too much sameness causes boredom; These brands offer a deep view
(films, books, games), so they must manage too much change confuses or alienates into how longevity works because
familiarity and novelty every time. fans. the balance must be constantly
recalibrated.
Micro level: The micro level is the brand formula — The formula provides continuity but is Strong formulas anchor identity.
The formula recognizable elements like the Bond character, also flexible. Every film rearranges But they must be refreshed
villains, gadgets, music, humor, and settings. familiar elements with small continuously to avoid feeling
innovations. outdated.
Micro level Examples: fewer gadgets in OHMSS, revenge-driven These shifts show controlled The micro level allows brands to
examples plot in Licence to Kill, revived heritage in Skyfall, experimentation. The brand changes but update identity without losing
new tones with each actor. stays recognizable. their essence.
Meso level: The meso level includes managers and producers Stewards decide what can change and Long-term stewardship creates
Brand who protect the brand’s identity. For Bond, it is the what must stay. They preserve core stability and prevents the brand
stewards Broccoli family. meaning while encouraging creative from drifting or fragmenting.
innovation.
Role of Stewards guard the brand’s “DNA,” ensure A stable leadership team enables Strong brands need a consistent
stewardship coherence across films, and resist outside pressure continuity over generations. authority that understands their
that risks damaging identity. history and guides evolution.
Macro level: The macro level is the wider society — politics, Bond evolved from Cold War hero, to Brands must respond to cultural
Cultural values, gender norms, technology, and global fears. humorous 1970s figure, to globalized change to stay relevant. Ignoring
context Each Bond era reflects its cultural moment. spy, to morally complex modern agent. cultural shifts leads to decline.
Interaction of Longevity results from how micro, meso, and macro Bond survives by blending heritage with Longevity is an ongoing process,
levels levels interact: the formula anchors identity, cultural adaptation each time a film is not a fixed brand property.
stewards manage balance, culture pushes reassembled.
evolution.
