Brands occupy an increasingly prominent place in the managerial mind as well as the cultural landscape. Recent research has shown that brands are interpreted or read in multiple ways, prompting an important and illuminating reconsideration of how branding "works," and shifting attention from brand producers toward consumer response to understand how branding interacts with consumers to create meaning. Largely missing from these insights, however, is an awareness of basic cultural processes that affect contemporary brands, including historical context, ethical concerns, and consumer response. Neither managers nor consumers completely control branding processes - cultural codes constrain how brands work to produce meaning. Brand Culture places brands firmly within culture to look at the complex underpinnings of branding processes.
The reader finds case studies of iconic global brands, such as Benetton, LEGO, and Ryanair, and offers practical managerial advice as well as thoughtful analyses of broad concepts and strategic brand management by leading brand researchers, including John Balmer, Stephen Brown, Mary Jo Hatch, Majken Schultz, Søren Askegaard, Richard Elliott and Jean-Noël Kapferer.