Managing TV Brands with Social Media: An Empirical Analysis by Jennifer Berz

By Jennifer Berz

Jennifer Berz explores the employment of social media instruments for model administration reasons in regards to serialised tv manufacturers. Drawing upon an intensive literature evaluation of the study fields of media model administration, tv branding, in addition to social media and correct neighbouring fields of analysis, the writer develops a version that investigates relationships among social media, tv and model comparable constructs. Social media recommendations are discovered to have a good effect on clients’ loyalty in the direction of serialised tv manufacturers and their relationships with those brands.

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Brand as part of social media communication. Brand as product This approach regards the brand as a branded product or service, as studies by Nienstedt, Huber, and Seelmann (2012, p. 4) or Chan-Olmsted and Cha (2008, p. 41) have conceptualized it (Malmelin & Moisander 2014, p. 13). Another view on brands as product is research in ingredient branding (Lis & Post 2013). Brand as extension Media companies can stretch their brands “across media channels and delivery formats”, by “windowing, modifying, and re-issuing content in order to increase lifespan”, and by “creating new revenues by turning content into products and services” (Ots 2008, p.

36). The fundamental quality of brand performance determines in which way a brand can be used by the consumer and which functional benefits it will have (Burmann & Meffert 2005a, p. 60). Brand identity as a management concept serves two purposes: Firstly, brand identity allows for a positioning of the brand with regard to external target groups (Meffert, Burmann, & Kirchgeorg 2008, p. 372). Secondly, since consumer-brand interaction takes place at all consumer-brand touchpoints, many of which are determined by employees from all corporate departments, the positioning against the backdrop of the internal perspective is of utmost importance (Burmann & Zeplin 2005, p.

864). The firm’s input activities were managed using feedback from consumers by analysing the brand image in order to change identity, making thorough market research crucial (de Chernatony & Dall’Olmo Riley 1998, p. 426). On this basis, the identity-based brand management approach evolved in the 1990s. It balances brand identity and brand image so that brand value and meaning are created through collaboration between organisations and consumers (Joao Louro & Vieira Cunha 2001, p. 865). Source Ogilvy 1951 Aaker 1991, p.

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