미디어 확장과 진화에 따른 트랜스브랜딩(Transbranding)

다국어 초록 (Multilingual Abstract)

Background With the emergence of constantly changing media and the importance placed on interconnectivity from the context of new social cultural paradigms, it is now critical to understand, anticipate and manage the phenomena of change. This study examines the phenomena of change in the expansion and evolution of the media environment through the new concept of “transing” and proposes “transbranding” as an effective strategic method for future corporate brand management. This paper further suggests that transbranding can become the new standard for Branding 2.0 to enable corporations and brands to overcome the chaos and uncertainty that is representative of the current marketing environment to achieve a more dynamic style brand management.
Methods An empirical study was conducted to analyze relevant case studies in order to project the appropriate conceptual and strategic implications for transbranding. In order to develop a systematic framework for transbranding, theoretical research related to transing, transmarketing and transmedia was initiated to establish an operational structure for corporate brand management. Some of the key studies that were referenced to formulate a road map for transbranding included Slywotzky & Morrison(2000)’s Digital Business Design(DDB) matrix which formed the basis to create key components and future usability of transmedia. In addition, using the 2012 brand valuation ranking by Interbrand, the study chose top ranked global companies such as Coca-Cola, Google and IKEA for an empirical case analysis of their current transbranding capabilities. An analytical tool Transmedia Mix was used to measure four attributes: Evolution
Interaction(EI), Collaborative Creation(CC), Systematic Multi-experience(SM), Sustainable Identity(SI) to evaluate the relevant brand design criteria for assessing the Style Management(SM) components in establishing a 2F(Flexible Fit) strategy.
Results As for the key findings of the empirical research using the transmedia mix model, Coca-Cola, Google and Ikea were all found to have maintained unique brand values that reflected both the dynamic and participatory characteristics of transbranding. Although there were some slight differences in the effectiveness between the three companies upon analyzing the transbranding strategic criteria, there were overall high marks for both transmedia and brand design and clear indications that efficient usage projected a distinctive brand image. In addition, it was found that effective transbranding could be achieved when companies successfully adapt a balanced combination of the four components of transmedia mix strategy to effectively produce an extended 2F(Flexible Fit) system that can enable a coherent brand experience to enhance the key values of the companies.
Conclusion In closing, it is predicted that the future role of transbranding will become more relevant as media continues to expand and evolve. As a new approach to branding will be necessitated to encompass the extended variables that include media, business, and design technology, a transdisciplinary method can become a viable alternative solution. Thus, the proper style management implementation for transmedia strategies can better communicate the experiential aspirations of the modern consumer. Furthermore, successful transbranding can be better realized with an effective brand system implementation of the 2F strategy that is integrated with the evolving technological elements of changing design media.