Firms too often fixate on ‘digital’ as a silo entity when there are many dozens of forms that digital can take, each with its own objective, organisational players and digital technology. These digital forms can be organised into four types — support the offering and
its use, amplify other brand-building platforms, augment or enable the offering, and create digitally driven or enabled brand-building platforms. These last two, in particular, are often strategic and should be resourced and managed accordingly. One implication of this perspective is that
digital should not be in an isolated silo but should be embedded in business and marketing units. Another is that digital capabilities should be broad, in part because there is power and synergy in harnessing multiple technologies, and in part because different programmes will require different
technologies. Still another is that success measures should match programmes.
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Document Type: Research Article
Publication date: March 1, 2015
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Journal of Brand Strategy is the essential professional journal publishing in-depth, peer-reviewed articles on all aspects of brands.
Guided by a senior Editorial Board, consisting of leading branding experts, each quarterly 100-page issue – published in print and online – provides detailed, practical articles from leading branding professionals on innovative strategies, techniques and trends, together with the latest applied research in branding and detailed analysis of how leading brands are managed around the world. It does not publish advertising and all content is peer-reviewed to ensure that it is of direct, practical relevance to those working in the field.
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