Journal of Strategic Management Studies

Journal of Strategic Management Studies

Designing a brand heritage discontinuity model with the Interpretive Structural Modeling (ISM)

Document Type : Research

Authors
Saeid Saeida Ardakani 1
Mohammad Reza Dehghani Firoozabad 2
1 Professor, Faculty of Economics, Management & Accounting, Yazd University, Yazd, Iran
2 Instructor, Acecr-Yazd organization, Yazd, Iran
10.22034/smsj.2025.488588.2089
Abstract
Introduction
In today's world, businesses face many challenges and changes, and brand, as one of the few organizational resources, can provide them with a long-term competitive advantage. In today's era, the brand offers convenience, trust, identity, ease and prestige to the customers and in return, it receives from them a desire to buy. In fact, a brand is a seller's permanent commitment to provide certain features, benefits and services to buyers. Examining world famous companies and brands shows that many of them have a significant lifespan; As Hodson's (۲۰۰۷) studies showed that among the top hundred global brands, more than a quarter of them have existed since the ۱۹th century. This shows that important brands have more life than several human generations and some of them are very old. This feature allows brands to succeed in the market and provides multiple benefits to both brands and consumers. As one of the intangible and valuable assets of the organization, brand heritage plays a key role in creating differentiation, strengthening brand identity and increasing customer loyalty. But a look at Iranian businesses and brands shows that instability and short life are recurring phenomena. Among them, it is an issue that has deprived many Iranian brands of enjoying and benefiting from brand heritage and has created a phenomenon that is discussed in this article. It has been referred to as a "disruption of brand heritage". The current research was carried out with the aim of identifying, analyzing and leveling the factors affecting "disruption of brand heritage".
Methodology
In order to achieve this goal, the Interpretive Structural Modeling (ISM) method was used, which is known as a powerful tool for analyzing complex relationships between different factors. Factors affecting the "disruption of brand heritage" have been extracted by studying the history of ۴۲ Iranian brands and the final factors have been categorized and entered into the model in the form of ۱۱ influential and influential factors on the disintegration of the heritage. The identified variables are placed in ۴ levels based on the power of influence and dependence. In order to confirm the model, the help of Mic Mac analysis was also used.
 Results and Discussion
According to the ۱۱ factors identified and using the opinion of experts, a four-level model was developed. In this model, "instability of society" was placed as the most important factor at a higher level, which shows that the instability of society and extensive changes in Iranian society play a key role in the phenomenon of breaking brand heritage. In other words, the stability and sustainability of the society is a necessary prerequisite to deal with the break of the brand's heritage. The results of this research show that factors such as "change in symbols", "longevity", "fundamental values", "brand nature", "illegal restrictions imposed on managers", "intensification of competition", "weak management" and "accidents" ", they all affect the phenomenon of brand heritage discontinuity. However, what provides the basis for the emergence of these factors is social instability, which itself leads to "instability in laws and policies" and "illegal actions" among companies. Therefore, social security and stability can be considered as one of the critical inputs for the sustainability of brands, which governments and society are considered as valuable sources of these inputs.
Conclusion
Based on the evidence and model presented in this research, it can be concluded that creating stability and stability in the society is the basic solution to overcome the instability of Iranian brands. This goal is achieved through strengthening the rule of law, increasing government accountability to the people, and supporting the private sector. Of course, creating stability and stability in society is a long and difficult path. Therefore, in the short term, economic enterprises can take measures to protect themselves and their brands from the negative effects of social instability. The study of Iranian brands in this research showed that some brands with strategies such as "continuous monitoring of social conditions", "conscious reactions to complications caused by social instability", "participation and cooperation with other companies to control instability", and "management of relations with the government" ", have been able to somewhat resist the damage caused by an unstable and unstable society. The results of this research remind the importance of stability in the society as a key element in the sustainability of brands, and on the one hand, it can help the policy makers of the society in strengthening Iranian businesses, and on the other hand, it can help to improve branding strategies and strengthen brand heritage in Iranian companies. and finally, ensure the stability and long-term success of Iranian brands in the domestic and international markets.
Keywords
Iran
brand
Discontinuity of brand heritage
Brand heritage
Interpretive Structural modeling

Subjects

1.      Aaker, D. A. (2004). Leveraging the corporate brand. California Management Review, 46(3), 6–18. https://doi.org/10.1177/000812560404600301
2.      Ashraf, A. (1980). The historical barriers to the growth of capitalism in Iran: Qajar era. Tehran: Zamineh Publications. [in Persian[
3.      Ashraf, A. (2010). Anatomy of revolution: The role of industrial workers in the Iranian revolution. Goftogu Journal, 55, 55–113. [in Persian[
4.      Azizi, S. (2024). Brand management basic to advanced. Tehran: Ketab-e Mehraban. [in Persian[
5.      Balmer, J. M. T. (2013). Corporate heritage, corporate heritage marketing, and total corporate heritage communications: What are they? What of them?. Corporate Communications: An International Journal, 18(3), 290–326. http://dx.doi.org/10.1108/CCIJ-05-2013-0031
6.      Balmer, J. M. T., & Chen, W. (2017). Corporate heritage brands, augmented role identity and customer satisfaction. European Journal of Marketing, 51(9/10), 1510–1521. https://doi.org 10.1108/EJM-07-2017-0449
7.      Banerjee, S. (2008). Strategic brand-culture fit: A conceptual framework for brand management. Journal of Brand Management, 15(5), 312–321. https://doi.org/10.1057/palgrave.bm.2550098
8.      Blombäck, A., & Brunninge, O. (2013). The dual opening to brand heritage in family businesses. Corporate Communications: An International Journal, 18(3), 327–346. https://doi.org/10.1108/CCIJ-01-2012-0010
9.      Brown, S., Kozinets, R., & Sherry, J. (2003). Teaching old brands new tricks: Retro branding and the revival of brand meaning. The Journal of Marketing, 67, 19–33. https://doi.org/10.1509/jmkg.67.3.19.18657
10.   Dion, D., & Mazzalovo, G. (2016). Reviving sleeping beauty brands by rearticulating brand heritage. Journal of Business Research, 27(2), 1–7. http://dx.doi.org/10.1016/j.jbusres.2016.04.105
11.   Esfidani, M. R., Ramezani, S., & Shahhoseini, M. A. (2016). Interpretive structural modeling of corporate brand identity in the market by looking at the IT industry B2B marketing performance. Journal of Business Management, 8(2), 259–280. https://doi.org/ 10.22059/jibm.2016.58691 [in Persian]
12.   Haghighi Kafash, M., Hamidi Beinabaj, M., Karimi Alavijeh, M. R., & Khalilnejad, Sh. (2020). Strategic branding. Strategic Management Studies Quarterly, 11(43), 21–43. [in Persian]
13.   Hakala, U., Lätti, S., & Sandberg, B. (2011). Operationalising brand heritage and cultural heritage. Journal of Product & Brand Management, 20(6), 447–456. https://doi.org/10610421111166595/10.1108
14.   Katouzian, M. A. (2013). Iran, short-term society and three other articles (A. Kowsari, Trans.). Tehran: Nay Publishing House. [in Persian]
15. Hudson, B. T. (2007). Longevity among leading brands. Working paper, Boston University, Boston, MA, August 15.
16.   Hudson, B. T. (2011). Brand heritage and the renaissance of Cunard. European Journal of Marketing, 45(9/10), 1538–1556. http://dx.doi.org/10.1108/03090561111151880
17.   Hudson, B. T., & Balmer, J. M. T. (2013). Corporate heritage brands: Mead's theory of the past. Corporate Communications: An International Journal, 18(3), 347–361. http://dx.doi.org/10.1108/CCIJ-Apr-2012-0027
18.   Kordnaeij, A., Nejat, S., & Shahi, M. (2018). Impact of brand nostalgia and brand heritage on the formation of purchase intention (case study: Nokia mobile phone). New Marketing Research Journal, 8(3), 1–18. https://doi.org/ 10.22108/nmrj.2018.105487.1340 [in Persian]
19.   Lindemann, J. (2003). Brand valuation. In R. Clifton & J. Simmons (Eds.), Brands and branding . London: Profile Books.
20.   Loveland, K. E., Smeesters, D., & Mandel, N. (2010). Still preoccupied with 1995: The need to belong and preference for nostalgic products. Journal of Consumer Research, 37(3), 393–408. https://doi.org/10.1086/653043
21.   Mahboobi Ardekani, H. (1989). History of modern civil institutions in Iran. Tehran: Tehran University. [in Persian]
22.   Mead, G. H. (1929). The nature of the past. In J. Coss (Ed.), Essays in honor of John Dewey: On the occasion of his seventieth birthday (235–242). New York, NY: Henry Holt.
23.   Mead, G. H. (1932). The philosophy of the present. Chicago, IL: Open Court.
24.   Nuryanti, W. (1996). Heritage and postmodern tourism. Annals of Tourism Research, 23(2), 249–260.
25. Pecot, F., Merchant, A., Valette-Florence, P., & De Barnier, V. (2018). Cognitive outcomes of brand heritage: A signaling perspective. Journal of Business Research, 85, 304–316. https://doi.org/10.1016/j.jbusres.2018.01.016
26.   Pirjamadi, S., Mahmoudi, A., Hemmati Afif, A., & Dezahang, M. (2022). Brand heritage model and nostalgic experience on brand love and preference in sports products. Strategic Management Studies Quarterly, 13(52), 159–172. https://doi.org/ 10.22034/smsj.2022.163803 [in Persian]
27.   Rapport, N. (2002). British subjects: An anthology of Britain. London: Routledge.
28.   Saeedi, A. (2016). Technocracy and economic policy-making in Iran: Narrated by Reza Niyazmand. Tehran: Luh-e Fekr Publications. [in Persian]
29.   Saeedi, A. (2017). Nationalization had no positive effect. Tejarat Farda Weekly, 250. [in Persian]
30.   Saeedi, A., & Shirin Kam, F. (2016). The position of industrial owners in Pahlavi Iran (Life and career of Mohammad Rahim Motaghi Irvani). Tehran: Gam-e No. [in Persian]
31.   Saeida Ardakani, S., Tabataba'i-Nasab, S., Alhoseini Almodarresi, S., & Dehghani Firoozabadi, M.R. (2019). Role of brand heritage constitutive elements (BHCE) in development and growth of businesses. Journal of Business Administration Researches, 10(20), 329–351. https://doi.org/10.29252/bar.2019.1332 [in Persian]  
32.   Sammour, A. A., Chen, W., & Balmer, J. M. T. (2020). Corporate heritage brand traits and corporate heritage brand identity: The case study of John Lewis. Qualitative Market Research: An International Journal, 23(3), 447–470 https://doi.org/10.1108/QMR-03-2018-0039
33.   Schultz, M., & de Chernatony, L. (2002). The challenge of corporate branding. Corporate Reputation Review, 5(2/3), 105–112. https://doi.org/10.1057/palgrave.crr.1540168
34.   Shafaghi, A. (2011). Brand architecture and branding. Tehran: Behineh Faragir. [in Persian]
35.   Shirin Kam, F., & Farjam Nia, I. (2014). The history of fifty economic actors in Iran. Tehran: Farhang-e Saba. [in Persian]
36.   Sadeghi, M. (2015). The book of matches in Iran. Tehran: Rasem. [in Persian]
37.   Sidi, M. (1966). A brief history of matches in Iran. [in Persian]
38.   Smith, G. D., & Steadman, L. E. (1981). Present value of corporate history. Harvard Business Review, 59(6), 164–173. https://doi.org/???
39.   Urde, M. (2003). Core value-based corporate brand building. European Journal of Marketing, 37(7/8), 1017–1040. https://doi.org/10.1108/03090560310477645
40.   Urde, M., Greyser, S. A., & Balmer, J. M. T. (2007). Corporate brands with a heritage. Journal of Brand Management, 15(1), 4–19. https://doi.org/10.1057/palgrave.bm.2550106
41.   Warfield, J. N. (1974). Toward interpretation of complex structural modeling. IEEE Transactions on Systems, Man, and Cybernetics, 4, 405–417. https://doi.org/ 10.1109/TSMC.1974.4309336
42. Wiedmann, K.-P., Hennigs, N., Schmidt, S., & Wuestefeld, T. (2011). Drivers and outcomes of brand heritage: consumers' perception of heritage brands in the automotive industry. Journal of Marketing Theory and Practice, 19(2), 205–220. https://doi.org/10.2753/MTP1069-6679190206
 

  • Receive Date 17 November 2024
  • Revise Date 17 March 2025
  • Accept Date 28 July 2025