Digital Brand Equity in the Digital Age

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Tools and metrics for brand equity are proving inadequate in the rapidly evolving digital era.

The study proposes a novel approach to Digital Brand Equity metrics.

These metrics should not be based solely on social media and current digital indicators.

New metrics should incorporate the share of search, digital brand awareness, and digital brand sentiment constructs.

The study develops a Digital Brand Equity research agenda and underscores the critical research and policy questions

Mots clés

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01:55
In times of crisis, SME entrepreneurs update and replace the firm’s resources and capabilities within strategic renewal processes in order to maintain organizational resilience. Appearing in the form of internal development and external sourcing, the outcomes of strategic renewal are explained by the synergy of individual, organizational, and environmental factors that reinforce SMEs’ dynamic capabilities. This research presents a qualitative comparative analysis (QCA) of the conjunctural causality between multi-level dynamic capability configurations and SME strategic renewal outcomes.
WANG Yihan - EM Normandie |
02:53
An option is the right to buy (call) or sell (put) an underlying asset at a predetermined expiration date and price, known as the strike price. The underlying asset can be a commodity, currency, interest rate, stock, or bond. The expiration date is the date on which the option is exercised. Options can be used as hedging tools or to speculate on whether the price of an underlying asset will rise or fall.
LEGROS Benjamin - EM Normandie |
02:38
Cette étude analyse 2 986 entreprises d’Amérique latine (2009–2017, base LAIS) pour comprendre comment les collaborations universités–entreprises influencent le lien entre dépenses d’innovation et résultats d’innovation. Les résultats montrent (1) une relation positive entre dépenses et résultats, et (2) un effet modérateur significatif de la collaboration universitaire : à budget équivalent, les entreprises partenaires des universités obtiennent davantage d’innovations. La qualité des partenariats compte autant que leur existence. Implications : structurer la coopération (objectifs, IP), investir dans le capital humain, et mobiliser les ressources académiques comme amplificateurs de capacité.
PLATA Carlos - EM Normandie |
04:30
Les entreprises investissent massivement en R&D, mais l’impact reste parfois inégal. Travailler avec les universités aide à passer des idées aux solutions utiles—non seulement via les brevets ou les équipements, mais grâce à la dimension humaine des connaissances. Un langage partagé, des routines simples et un apprentissage conjoint alignent les équipes et évitent les retours en arrière. En co-concevant le cahier des charges, en libérant un peu de temps aux chercheurs et en s’appuyant sur un soutien juridique et de gestion de projet solide, la collaboration avance mieux. Le prestige peut ouvrir la première porte, mais la valeur naît du travail quotidien ensemble : adoption plus rapide, processus améliorés, compétences qui restent dans l’entreprise. Quand les universités reconnaissent et valorisent ces résultats, les partenariats se renforcent. En bref : investir dans la relation qui porte le savoir-faire sécurise et améliore le rendement de la R&D.
PLATA Carlos - EM Normandie |

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