Transformative value positioning for service brands: key principles and challenges

Abstract

Purpose The aim of this paper is to integrate insights from service, branding and communication research to present key principles of a successful transformative value positioning for service brands. Design/methodology/approach This paper uses a conceptual approach that is rooted in the service, branding and communication literature. Findings The contribution of this paper is threefold. First, this paper explains why positioning a service brand is different from positioning a product brand and why this is especially challenging in case of transformative value. Second, an organizing framework is used to theorize that a successful transformative value positioning is based on the organizational DNA; is consistently implemented in actions, communications, employee behavior, and servicescapes; and inspires customer engagement. Based on this framework, this paper formulates key principles of a successful transformative value positioning for service brands. Third, this paper provides a research agenda to guide and stimulate future research. Practical implications The key principles provide guidelines for managers striving for a transformative value positioning. Not adhering to these guidelines could have severe implications for service brands in terms of washing perceptions ultimately deteriorating the brand image. Originality/value This paper combines insights from service, branding and communication research to provide a comprehensive and balanced perspective on a successful transformative value positioning for service brands.