Brand management as an experientially-based cognitive process.

Abstract

This research tested a model of brand management strategic thinking based on the Theory of Idealized Cognitive Models (Lakoff 1987). The model suggests brand managers practice strategic thinking by constructing Idealized Cognitive Models (ICM's) of the strategic problem situations. The building blocks used for ICM's are simple preconscious concepts (kinesthetic image schemata and basic level concepts), and prior ICM's of past experiences. The construction process is iterative and incremental. Information processed initially elicits simple concepts, which in turn elicit prior ICM's. ICM construction must preserve conceptual coherence, determined solely by the manager's past experience. Since the process is triggered by initial information, it follows that differences in initial information can lead to different concepts being used to represent the problem and to possibly different solutions. This research asked a group of marketing managers to assume the role of brand managers solving a problem, and it manipulated the words used to express initial information. Goals, means, and indirect information were varied to be economic or consumer behavior oriented. The research proposed specific effects on the simple concepts and prior ICM's used by managers to represent the strategic problem, and on their solutions and use of market information. It also proposed effects for different levels of consistency in the words used for goals, means, and indirect information on the simple concepts and prior ICM's used. The research used verbal protocols and observations of behavior collected from the managers. The protocols were coded for the use of specific simple concepts. The managers were asked to assess their prior ICM's. Behavior information was coded as economic or consumer behavior oriented. MANOVA and step-down MANOVA were used to test the proposed experimental effects. The findings give partial support to the effect of different words in the initial information on the use of simple concepts and prior ICM's. Managers used different concepts in speaking of the problem situation. The findings also support the effect of different words on the manager's solutions and their use of market information through the use of specific building blocks.