Thesis (Ph. D.)--University of Missouri--Rolla, 2007. / Vita. The entire thesis text is included in file. Title from title screen of thesis/dissertation PDF file (viewed April 28, 2008) Includes bibliographical references (p. 83-86).

Thesis (Ph. D.)--University of Hawaii at Manoa, 2005. / Includes bibliographical references (leaves 165-174).

Thesis (M.A.) University of Missouri-Columbia, 2007. / The entire dissertation/thesis text is included in the research.pdf file; the official abstract appears in the short.pdf file (which also appears in the research.pdf); a non-technical general description, or public abstract, appears in the public.pdf file. Title from title screen of research.pdf file (viewed on April 15, 2008) Includes bibliographical references.

Thesis (M. Phil.)--University of Hong Kong, 1997. / Includes bibliographical references (leaf 209-219).

Since 1994, South Africa has witnessed the fundamental transformation and restructuring of its Higher Education Sector. The restructuring of Higher Education Institutions in the Eastern Cape Province is manifested by inter alia the incorporation of the Port Elizabeth branch of the Vista University into the University of Port Elizabeth as a first phase and, as the final phase, the merger between the University of Port Elizabeth and the Port Elizabeth Technikon. A new, comprehensive university, the Nelson Mandela Metropolitan University (NMMU), emerged from this merger on 1 January 2005. The previous institutions each had its own unique brand identity, brand image and brand name. With reference to the newly established NMMU, the question can be raised whether the brand identity of this newly established institution impacts on its perceived brand image among all stakeholders who have an interest in the institution. Given the merger background, the purpose of this research project is twofold: firstly, to analyse the impact of independent variables (‘reputation’, ‘relevance’, ‘personality’, ‘performance’ and ‘relationship’) on brand identity (moderating variable) and the impact of brand identity on brand image (dependent variable); and secondly, to gauge the perceptions of NMMU stakeholders of the brand image of the University in terms of both expectations and actual experiences. In order to give effect to the above, a conceptual model on brand identity and brand image based on secondary sources on branding, was empirically tested. Given the purpose and nature of the research in question, a positivistic research paradigm was adopted. By means of a Likert seven-point scale, primary data was sourced from 1 092 respondents, who shared their perceptions on the expectations and actual experiences of using the NMMU brand. The statistical analysis of the data comprised six phases. Initially, the data was subjected to an exploratory factor analysis to assess the discriminant validity of (xvi) the research instrument. This was followed by an assessment of the reliability of the research instrument through an internal consistency measure (Cronbach alpha reliability coefficients). The items that remained were included in the multiple regression model to assess the impact of brand identity variables on brand identity. The next phase comprised a regression analysis of the impact of brand identity on brand image. Fifthly, to assess any differences between stakeholders’ expectations and actual experiences when using the NMMU brand, pair-wise t-tests were performed. Finally, to gauge the level of satisfaction of NMMU stakeholders when using the brand, a “gap” analysis was conducted by converting the mean scores into relative percentage ratings. The empirical findings did not fully support the conceptual model. The testing of the conceptual model revealed that the independent variable ‘relevance’ did not demonstrate sufficient discriminant validity and, as a result, no evidence of construct validity. This variable therefore had to be removed from the conceptual model before it was subjected to further empirical assessment by means of the multiple linear regression analysis. Based on this finding on ‘relevance’, NMMU marketing communication strategists could perform an in-depth investigation on the positioning of the brand. Further, it was found that the dependent variable ‘brand image’ was not a uni-dimensional construct as suggested in the conceptual model. Ideally, images (in this case, brand images of the NMMU) should feed into strategic vision, serving as a mirror in which a university can reflect on its true standing. This implies that instead of using stakeholder images as exact assessments of brand performance compared with strategic vision, images held by stakeholders of who the university is and what it stands for (e.g. personality and relevance comparisons) should become part of the strategic envisioning process. The linkage between strategic intent and brand image should be evident. The results of the pair-wise t-tests revealed that significant statistical differences (xvii) existed between stakeholders’ perceptions of the expected and actual experiences when using the NMMU brand. To assess the magnitude of a possible ‘gap’ between stakeholders’ expectations and actual experiences of the NMMU brand, mean score differences were converted into relative percentage ratings. The most significant findings on actual experiences (on which the level of satisfaction is based) of the NMMU brand are as follows: All relative rating scores were below 92.05%. These relative satisfaction percentages imply that respondents were not satisfied with the NMMU brand, because their expectations were not fully met. The highest rating percentage (92.05%) was obtained in respect of the statement regarding “The NMMU slogan (‘for tomorrow’) reflects the NMMU brand identity”. The lowest rating percentage (78.33%) was given to the statement “The NMMU brand exceeds expectations in terms of promises”. The second lowest rating percentage (79.67%) was found for the statement “The NMMU brand delivers on promises”. The principal recommendations emanating from this study are summarised in three groups of recommendations, namely: Recommendations pertaining to the strategic implications of the findings for the NMMU marketing communication strategists. Recommendations pertaining to the interpretation of secondary sources on brand literature, and Recommendations for future research.

Thesis (M.M. (Strategic Marketing))--University of the Witwatersrand, Faculty of Commerce, Law and Management, Wits Business School, 2016 / Many organisations consider their brands strategic assets and want to manage them accordingly. The adoption of a corporate brand strategy is one way in which organisations show their commitment to being a brand-focused business. Organisations do however often find it difficult to translate the theory on corporate branding into practice. There are a number of reasons for this; in essence, brands are not always created equally due to the fact that organisations often inherit brands through mergers and acquisitions, each bringing with them a different degree of equity and strength to the brand portfolio. Aligning and strategically managing the brands in the portfolio is the end goal, but before that can happen, a good understanding of what each brand contributes to the brand portfolio and how best each brand can be leveraged to ultimately support the growth of the corporate brand is required. This is followed by identifying who is responsible for managing the changes in the portfolio and communicating them to the stakeholders. The research explored the above process and entailed conducting a literature review on the evaluation and analysis of corporate branding and corporate brand management and the basis on which brand decisions are made and the scope of their influence. This was followed up by in-depth interviews with ten purposefully selected, information-rich participants within Tsogo Sun, a pre-selected organisation that comprises a multi-brand portfolio, with the aim of gaining information on their understanding of corporate branding and corporate brand management in practice. iii Following the interrogation of the data, it was confirmed that corporate branding in practice cannot always follow the strict approaches proposed by the theory, resulting in a gap between the literature and the practical solution required in order to be suitable for organisational implementation. The result of the research proposes a framework that aims to address this gap with the intent that the application thereof would make decision-making pertaining to branding easier and keep branding on a strategic level within an organisation. / DM2016

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published_or_final_version / Business / Master / Master of Philosophy

Mode of access: World Wide Web. / Thesis (Ph. D.)--University of Hawaii at Manoa, 2005. / Includes bibliographical references (leaves 165-174). / Electronic reproduction. / Also available by subscription via World Wide Web / xiii, 174 leaves, bound ill. 29 cm

Due to the increasing competitiveness between organisations to attract and retain internal and external stakeholders so as to increase organisational competitive advantage, it is vitally important to the long-term success thereof that the inherent importance of organisational communication, specifically internal communication, is taken into consideration within the context of a rapidly changing business environment. This is to make sure that an alignment exists between internal organisational core values and the external image the organisation portrays. Thus within the context of banking service organisations so as to ensure a successful internal organisational alignment strategy, which promotes employee satisfaction and participation, improvement needs to be made to internal communication strategies. Based on this, three key concepts are identified as pertinent; namely internal organisational communication, the corporate identity aspect of internal branding and the organisational culture aspect of organisational alignment. Thus, the overriding purpose is to determine what the role of internal branding as a tool for internal organisational alignment is amongst banking service organisations in South Africa that have undergone an amalgamation. The motivation for this research is the fact that numerous organisations do not realise the importance of internal communication and branding initiatives to the internal stakeholders’ satisfaction, service delivery quality and ultimate impact on the organisation’s profitability. Absa Bank is the subject for the one-shot case study as it recently implemented new internal branding initiatives so as to engage and align internal stakeholders with the core organisational values and culture, to improve the quality of service rendered, to retain external customers, and to impact positively on the bank’s profitability. Through the use of qualitative research methods, which are a one-shot case study utilising a documentation study and telephonic and e-mail interviews, the goal of the study is achieved. The theoretical chapters set the context by introducing and defining relevant key concepts, as well as presenting a theoretical discussion on these concepts. The case study on Absa Bank forms the basis of the integration of theoretical concepts and the practical application thereof. Finally, the research findings are discussed and further recommendations proposed. Based on the research, a key contribution is the conceptualisation of the term integrated organisational communication. Keywords: organisational communication, internal organisational communication, corporate identity, internal branding, organisational culture, organisational alignment. / Andrea Crystal