Abstract
This article argues that branding is changing away from an organization-centric approach to one that is highly participative. The implication of this is that managers need to build networks of participation both internally with employees and externally with consumers and other stakeholders. This heightened connectivity helps bring employees and stakeholders together to develop new insights, create new experiences and reduce risk. The implication of this change is that organizations need to have a clear understanding of their brands, but also a willingness to create the conditions in which others can help mould it. Using illustrative examples of LEGO, Mozilla and adidas, the article shows how some organizations are embracing this spirit of openness, but it also points out that there are challenges in managing brands that have become more fluid and complex.
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Ind, N. How participation is changing the practice of managing brands. J Brand Manag 21, 734–742 (2014). https://doi.org/10.1057/bm.2014.35
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DOI: https://doi.org/10.1057/bm.2014.35