A Framework of Brand Contestation: Toward Brand Antifragility
通过历史案例分析和高管访谈，构建了品牌争议的理论过程模型，揭示争议如何影响品牌，并指出管理者可利用消费者争议能量增强品牌反脆弱性。
Abstract The consumer literature on branding to date coalesces around the notion that brands are constantly contested. Brand contestation arises where the actions of consumer brand actors meet, and sometimes confront, those of the brands’ legal owners. This article integrates the extant branding research, a qualitative prestudy, and two complementary empirical studies to advance a theoretical process model of brand contestation. First, an in-depth analysis of thirty historical cases reveals its dynamics and how both the magnitude of contestation and the momentum of mobilization affect brand contestations’ scope and evolution. Second, interviews with upper-level marketing and branding executives add an emerging perspective that brand managers can use the energy generated by consumers’ contestation to develop antifragility—a brand’s ability to grow and thrive as a result of contestation.