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2023 | OriginalPaper | Chapter

6. Influencer Branding in Brand Management

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Zusammenfassung

Research up to this point classifies SMIs as a category of opinion leaders, as they move within the bounds of social media. While opinion leaders are those members of a group who exert a stronger personal influence than others within the frame of the communication process and thus influence the opinion of other group members, SMIs can be employed as the voice of the brand. Due to the high trustworthiness and authenticity attributed by their followers, SMIs can act as an effective communication tool for swaying opinions, views and behaviors within the brands’ intended target audiences.

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Footnotes
1
Cf. BURMANN (2018), pp. 253 et seq.
 
2
Cf. BURMANN (2018), pp. 253; SÁNCHEZ-FERNÁNDEZ/JIMÉNEZ-CASTILLO (2021), p. 1137.
 
3
Cf. BURMANN (2018), p. 222; FINK (2020), p. 35; VRONTIS ET AL. (2020), p. 618.
 
4
SMI authenticity is defined as an individual’s active engagement with occupations that the individual finds interesting. Cf. AUDREZET/DE KERVILER/MOULARD (2020), p. 565. However, an SMIs desire to not only create content that they are passionate about, but also endorse brands for financial gain may threaten the SMIs authenticity. Cf. AUDREZET/DE KERVILER/MOULARD (2020), p. 559. SMI-authenticity is not to be confused with brand-authenticity, which is defined by BURMANN/SCHALLEHN (2008) as the perceived viridity of brand. Cf. BURMANN/SCHALLEN (2008), p. 44.
 
5
Cf. BURMANN ET AL. (2018), p. 255; DE VEIRMAN/HUDDERS/NELSON (2019), p. 6; KLEIN/BECKER (2018), p. 2; SCHOUTEN ET AL. (2020), p. 277.
 
6
Cf. BURMANN ET AL. (2018), p. 14; MEFFERT/BURMANN (1996).
 
7
Cf. BURMANN ET AL. (2017), p. 26; BURMANN ET AL. (2018), p. 253; FREBERG ET AL. (2011), p. 90; DE VEIRMAN ET AL. (2017), p. 798; MARTÍNEZ-LÓPEZ ET AL. (2020), p. 1813.
 
8
Cf. BURMANN ET AL. (2017), pp. 14 et seqq.
 
9
Cf. BURMANN ET AL. (2018), p. 14.; Brand identity is defined as “all spatiotemporally homogeneous characteristics which, from the viewpoint of internal target groups, determine the character of that brand.” Cf. BURMANN ET AL. (2017), p. 27. Brand identity is comprised of six dimensions, namely brand vision, brand origin, brand values, brand competences, brand personality and brand offer. For a more detailed overview see BURMANN ET AL. (2018), pp. 31 et seq. Cf. MEFFERT ET AL. (2019), pp. 331, 669.
 
10
Cf. BURMANN AL. (2018), pp. 100 et seqq.
 
11
Cf. BURMANN ET AL. (2017), p. 56; The identity-based branding approach defines the brand image as „a multidimensional construct […] which represents the perceptions of the brand in the mind of external stakeholders.” BURMANN ET AL. (2017), p. 56.; The brand image comprises of two chief components: brand attitudes and brand benefits (functional and non-functional). For a more detailed overview see BURMANN ET AL. (2017), pp. 57 et seq., BURMANN ET AL. (2018), pp. 48 et seq., Cf. MEFFERT ET AL. (2019), pp. 333, 669.
 
12
Cf. BURMANN ET AL. (2018), p. 48.
 
13
Cf. BURMANN ET AL. (2017), p. 28.
 
14
Cf. BURMANN ET AL. (2018), p. 201, Cf. BURMANN AL. (2018), pp. 80 et seq.
 
15
Cf. BURMANN ET AL. (2017), p. 105, BURMANN AL. (2018), pp. 80 et seq.
 
16
Cf. BURMANN AL. (2017), p. 102; BURMANN AL. (2018), pp. 20 et seqq., SINNIG (2019), pp. 33 et seqq. For more details on: “brand image” see BURMANN/STOLLE (2007). For “brand attachment” see BURMANN/FUCHS (2020) and BURMANN AL. (2018), p. 41. For “brand trust” see HEGNER (2012), BURMANN AL. (2018), p. 59 and ATULKAR (2020). For “customer satisfaction” see SKALA-GAST (2012) and for “purchase and recommendation intention” see MEFFERT ET AL. (2019), p. 572; SOKOLOVA/KEFI (2019).
 
17
Cf. BURMANN ET AL. (2017), pp. 102 et seqq.; BURMANN ET AL. (2018), p. 89.
 
18
Cf. BURMANN ET AL. (2017), p. 105.
 
19
Cf. SCHADE (2012), pp. 33 et seq.; FINK (2020), p. 37; LIENEMANN (2020), p. 42.
 
20
Cf. SCHADE (2012), pp. 33 et seq.; LIENEMANN (2020), p. 42.
 
21
Cf. SCHADE (2012), pp. 33 et seq.
 
22
Cf. HAN ET AL. (2011), p. 1008; SCHADE (2012), p. 33; BASARAN (2016), p. 2.
 
23
Cf. TROMMSDORFF (2009), p. 151; SCHADE (2012), p. 33.
 
24
Cf. FISHBEIN/AJZEN (1975), pp. 14 et seq.; FISHBEIN/AJZEN (1979), pp. 65 et seqq.; DILLARD/PFAU (2012), pp. 259 et seqq.
 
25
Cf. FISHBEIN/AZJEN (1975), pp. 14 et seqq.; FISHBEIN/AZJEN (1980), pp. 5 et seqq.
 
26
Cf. DILLARD/PFAU (2012), pp. 259, 276 et seqq.; HANISCH (2017), p. 73.
 
27
Cf. AJZEN (1985), pp. 11 et seq.; MANSTEAD/PARKER (2011), pp. 69 et seqq.; SNIEHOTTA ET AL. (2014), pp. 1 et seqq.; HANISCH (2017), p. 73.
 
28
Cf. SCHADE (2012), pp. 35 et seqq.; KANITZ (2013), pp. 20 et seqq.; SINNIG (2019), p. 35; LIENEMANN (2020), p. 43; ABRAHAM (2020), p. 58.
 
29
Cf. MADAHI/SUKATI (2012), p. 153.
 
30
Cf. KANITZ (2013), pp. 113 et seqq.; HANISCH (2017), p. 73.
 
31
Cf. SCHADE (2012), p. 31.
 
32
Cf. PHUA/JIN/KIM (2017), pp. 115 et seqq.; STUBB/COLLIANDER (2019b), p. 210; TRACKALYTICS (2022).
 
33
Cf. STATISTA (2019d).
 
34
Cf. JAAKONMÄKI/MÜLLER/VOM BROCKE (2017), p. 1153.
 
35
Cf. EVANS ET AL. (2017), p. 138.
 
36
Cf. DE VEIRMAN/CAUBERGHE/HUDDERS (2017), p. 801; SINNIG (2019), p. 40.
 
37
Cf. BURMANN ET AL. (2018), p. 237.
 
38
Cf. SCHÖGEL/TOMCZAK (2020); SINNIG (2019), p. 38; HIDDESSEN (2021), p. 9.
 
39
Cf. KARAGÜR/BECKER/KLEIN/EDELING (2021), p. 1.
 
40
Cf. MEFFERT ET AL. (2018), p. 739; BURMANN ET AL. (2018), p. 237; SINNIG (2019), p. 40; KARAGÜR/BECKER/KLEIN/EDELING (2021), p. 1.
 
41
Cf. SINNIG (2019), p. 40; LIENEMANN (2021), p. 45.
 
42
Cf. BURMANN ET AL. (2018), pp. 63 et seq.
 
43
Cf. EVANS ET AL. (2017), p. 138.
 
44
Cf. BURMANN ET AL. (2018), pp. 63 et seq.
 
45
Cf. BURMANN ET AL. (2017), pp. 91 et seqq.; BURMANN ET AL. (2018), pp. 63 et seq.; MEFFERT ET AL. (2019), pp. 269 et seqq.
 
46
Cf. BURMANN ET AL. (2017), pp. 173 et seq.
 
47
Cf. MEFFERT ET AL. (2019), p. 739; BURMANN ET AL. (2017), pp. 233 et seqq.
 
48
Cf. BURMANN ET AL. (2018), p. 201. The customer journey represents the process of all brand touch points of a customer with which he comes into contact up to the defined target action.
 
49
Cf. BURMANN ET AL. (2018), p. 200.
 
50
Cf. BURMANN ET AL. (2017), p. 81.
 
51
Cf. BURMANN ET AL. (2018), p. 222.
 
52
Cf. MEFFERT ET AL. (2019), p. 652; BURMANN ET AL. (2018), p. 222.
 
53
Cf. MEFFERT ET AL. (2019), p. 633; FINK (2020) p. 38.
 
54
Cf. MEFFERT ET AL. (2019), p. 700; TROMMSDORFF (2009), p. 15.
 
55
Cf. BURMANN ET AL. (2018), pp. 224 et seq.; MEFFERT ET AL. (2019), p. 652; LOVETT/STAELIN (2016), p. 142.
 
56
Cf. BURMANN ET AL.,(2018), p. 224.
 
57
Cf. BURMANN ET AL.,(2018), p. 224; BAETZGEN/TROPP (2015), p. 137; MEFFERT ET AL. (2019), p. 653.
 
58
Cf. BURMANN ET AL. (2018), p. 224.
 
59
Cf. BURMANN ET AL. (2018), p. 224; BAETZGEN/TROPP (2015), p. 132; MEFFERT ET AL. (2018) p. 654.
 
60
Cf. BAXENDALE/MACDONALD/WILSON (2015), p. 235.
 
61
Cf. BAETZGEN/TROPP (2015), p. 137; SINNIG (2019), p. 38.
 
62
Cf. EVANS ET AL. (2017), p. 138; STUBB/COLLIANDER (2019b), p. 210.
 
63
Cf. BOERMAN (2020) p. 199; DE VEIRMAN ET AL. (2017), p. 2.
 
64
Cf. DE VEIRMAN ET AL. (2017), p. 2; BOERMAN (2020), p. 199.
 
65
Cf. BOERMAN ET AL. (2020), p. 199.
 
66
Cf. KARAGÜR/BECKER/KLEIN/EDELING (2021), p. 1; AUDREZET ET AL. (2020), pp. 557 et seq.; BOERMAN ET AL. (2017), p. 82.
 
67
Cf. KLEIN/BECKER (2018), p. 2; BOERMAN ET AL. (2020), p. 199; AUDREZET/DE KERVILER/MOULARD, (2020), p. 558.
 
68
Cf. STUBB/COLLIANDER (2019b).
 
69
Cf. BOERMAN ET AL. (2017), p. 82.
 
70
Cf. AUDREZET/DE KERVILER/MOULARD (2020), p. 578.
 
Metadata
Title
Influencer Branding in Brand Management
Author
Corina Oprea
Copyright Year
2023
DOI
https://doi.org/10.1007/978-3-658-41364-4_6

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