Brand-driven leadership for change management in retailing

Günther Botschen*, Ian Combe, Eva Thelen

*Corresponding author for this work

Research output: Chapter in Book/Report/Conference proceedingChapter (peer-reviewed)

Abstract

Change management theorists largely overlook using the brand as a vehicle for change. Similarly, while branding has become an increasingly popular research and business topic, the branding literature appears to neglect change management. Our research bridges this gap through the development of brand identity as the main driver of organizational renewal. In the article we provide insights into brand-driven leadership for change which have been develope by collaborative action research with CEOs and owners of retail firms over a twenty year period. In contrast to the usual planning of change attempting to fit the firm to external trends and considering internal resources our brand-driven approach is based on resonance with consumers by the use of external socio-cultural meanings in society. We highlight phases in the development of brand identity by reference to a prototypical retail case study and presenta framework to help managers with brand-driven leadership for change.
Original languageEnglish
Title of host publicationEuropean retail research
Subtitle of host publication2012, Volume 26, Issue II
EditorsHanna Schramm-Klein
PublisherSpringer
Pages1-18
Number of pages18
ISBN (Electronic)978-3-658-00717-1
ISBN (Print)978-3-658-00716-4
DOIs
Publication statusPublished - 29 Mar 2013

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Keywords

  • aesthetic differentiation
  • brand identity
  • brand-driven renewal
  • change leadership
  • socio-cultural meanings

Cite this

Botschen, G., Combe, I., & Thelen, E. (2013). Brand-driven leadership for change management in retailing. In H. Schramm-Klein (Ed.), European retail research: 2012, Volume 26, Issue II (pp. 1-18). Springer. https://doi.org/10.1007/978-3-658-00717-1_1