| Summary: | As the world of marketing continues to evolve and shift from its traditional
confines, towards a more service-dominant and interactional environment,
collaborating with one another to create value has never been more pertinent. In
order to keep up with these changing times, it is important for organisations to
manage their brands appropriately through processes of brand repositioning,
brand restructuring, and brand revitalisation.
However, in this developing environment, for an organisation to manage its brand
on its own is to risk not fulfilling the maximum potential value. One way in which
the brand value created by the management of a brand can be optimised is to
approach this from an angle of co-creation. As a result, an important question
arises: how does the ‘co-creation of value’ affect brand management in terms of
brand repositioning, brand restructuring and brand revitalisation?
Well, depending on the position of the organisation, this could be a very easy
question to answer. If the organisation in question is a business-to-consumer
company, they could peruse the panoply of literature sources to help. However, if
the organisation was a business-to-business company, then it would soon find
itself facing a far scarcer reality, that the literature stocks are far lesser in this
aspect. As a result of this void in the literature, this research seeks to plug the
gap.
This dissertation hopes to answer the question: How does the ‘co-creation of value’
affect brand management in terms of brand repositioning, brand restructuring and
brand revitalisation for business-to-business organisations?
The objective of this research seeks to understand the perspectives of different
stakeholders within the co-creation process to understand the role that they
believe the ‘co-creation of value’ can have on the brand management of their
organisation, as well as those that they work with both internally and externally.
The way that this was achieved was through a phenomenological study of a
company within the defence industry, looking at stakeholders ascertained through
an assessment of the six markets stakeholder model in relation to the focal
organisation. This study provides a unique perspective of the ‘co-creation of value’
in branding across multiple stakeholders of a business-to-business organisation,
challenging the assertions made across literature and providing a valuable
contribution to academia, management practice, and the business-to-business
organisations in the defence industry amongst potentially countless others.
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