This case study of gender in advertising through the lens of two campaigns – one by Virgin Atlantic and one by Bud Light – examines these brands’ alignment with modern gender perceptions and the subsequent consumer responses. It considers how advertising mirrors or moulds society’s gender norms and how companies navigate this spectrum. Beginning with Virgin Atlantic’s ‘See the World Differently’ campaign and updated gender-identity policy in 2022, this example indicates the campaign’s success in its positive reception. Conversely, Bud Light’s collaboration with trans activist Dylan Mulvaney for the ‘Easy Carry Contest’ faced a polarised reception. While aiming to resonate with a younger, more inclusive demographic, the backlash from conservative corners illustrated the risks involved when a brand ventures into socially charged territories without thorough consideration of its diverse customer base.

The comparison between Virgin Atlantic’s holistic approach to embedding inclusivity into their brand ethos contrasts with Bud Light’s reactive stance, highlighting the importance of proactive engagement with social issues in brand strategy.

The chapter articulates the transition from consistent brand image projection to engaging consumer landmarks through advocacy and identity affiliation, spotlighting the integral role of brand equity. In exploring the different interpretations of brand symbols across varied consumer groups, it acknowledges the challenges brands face in maintaining relevance and authenticity in an increasingly complex digital landscape. This underscores the necessity for brands to evolve as landmarks within the cultural landscape, guiding consumer engagement and fostering community and belonging, while avoiding the pitfalls of perceived intrusiveness.

The focus in this chapter is on addressing the evolving power dynamics in brand–consumer relationships within the cultural landscape, underscoring the role of brands as both landmarks and co-creators of cultural narratives with consumers. It challenges the effectiveness of top-down approaches in altering behavioural norms, suggesting instead that brands must adapt to the consumer’s role in co-authoring brand identity. It emphasises that brands symbolise aspects of self that consumers constantly negotiate, seeking alignment between their self-identity and self-projection.

This negotiation occurs within a complex cultural landscape where brands must be both visible and adaptable to maintain their relevance and position. The narrative structures that brands establish are pivotal, serving as paths that guide consumers towards or away from brands, thus shaping the brand’s role and visibility in the cultural landscape. This chapter encourages brands to understand and leverage their symbolic capital, develop clear narrative structures, and foster consumer co-ownership to become and remain landmarks within the cultural landscape amidst constant shifts in consumer power and cultural contexts.

The concept of the cultural landscape represents a liminal space where physical and digital geographies intersect, creating a dynamic terrain where consumers, brands, and the landscape itself interact to create meaning and establish value. This introduction highlights the intricate relationship between brands and consumers within this landscape, exploring the fluid exchange of power and identity construction that occurs in these interactions. With a focus on how brands and consumers co-create meaning and value, the book examines the formation and exchange of capital, gender, authenticity, activism, and the power dynamics that come into play between consumers and brands.

This chapter argues that power is not only a product of capital control and movement but also of the strategic placement and narrative construct of brands. Brands that successfully become navigational beacons in the cultural landscape do so by establishing a narrative structure that resonates with consumers, thus gaining a form of power and becoming landmarks in the cultural landscape. Here, brands wield significant power in the cultural landscape by crafting identities and spaces that consumers navigate. However, this power is not absolute; it fluctuates with the consumer’s perception, community acceptance, and the brand’s ability to adapt and resonate on a local level while maintaining a wider presence. The real power of a brand lies in its ability to harmonise its institutional power with the cultural and individual identities of its consumers.

This chapter first considers the evolution of the concept of the ‘cultural landscape’, expanding from its traditional connection with physical geography and heritage to a broader humanities-based discourse. It examines the interactions among landscapes, societies, and their collective memories, illustrating how these connections transcend geographical boundaries and historical epochs. The chapter underscores the shift towards a landscape culturalism that acknowledges the symbiosis between digital and physical landscapes, which influences cultural and individual identities. In presenting the cultural landscape as a dynamic space where organisations, societies, and consumers’ perceptions vary based on temporal and cultural contexts, it proposes a framework for understanding how brands interact within this landscape, influencing consumer behaviour and the construction of cultural identity both in physical and digital spaces, including digital cities and suburbs.

This chapter focusses on the role of brands in shaping cultural intelligibility and consumer identity. It illustrates how brands, beyond their commercial role, embody cultural categories and stabilise societal norms. Brands are seen as multifaceted entities, serving as signs and symbols within a media-rich consumer environment. In exploring the company, consumer, and societal perspectives, this chapter presents an integrated approach to understanding the intricate relationship between brands and their audiences. This approach considers the complex milieu in which brands operate and the subjective realities constructed through social interactions in the habitus in branding, reflecting on how brands and consumers develop dispositions influencing social expectations. The dynamics of capital are highlighted in the exchange of economic, social, cultural, and symbolic capital, wherein power, often veiled in accepted cultural perceptions, is dissected as a subtle force that both brands and consumers wield.

This chapter examines the relationship between ownership and power in the context of consumer identity and brand dynamics within the cultural landscape. Ownership extends beyond the legal possession of objects to include psychological territory where brands become integral to consumers’ self-identity and self-projection. This multifaceted concept of ownership is explored through the lens of various stakeholders – consumers, employees, and corporations – each wielding influence over brand perception and value. This chapter further explores how consumers, as stakeholders, gain power by shaping brand value and meaning, emphasising the role of community and collective identity in this process. With the advent of digital platforms even lurkers contribute to the brand’s narrative, challenging traditional notions of ownership and control.

This chapter explores how value creation is shifting. Amidst the saturated media environment where consumer attention is a prized commodity, brands face the challenge of standing out and maintaining relevance. Traditional metrics of competition such as price and quality are no longer sufficient differentiators; instead, brands are increasingly evaluated by their contributions to society and the authenticity of their engagement in cultural and social issues. In articulating the complexity of value in the context of brand and society, this chapter suggests that value is not merely about economic transactions but also involves co-creation with consumers and societal impact. It explores how brands are moving beyond traditional corporate social responsibility (CSR) towards more polarising and purpose-driven stances: that is, engaging in brand activism. This new dynamic places brands as facilitators of change, influencing culture and engaging with consumers on deeper ethical and moral grounds. Brand activism has implications on consumer perception and loyalty, where the importance of authenticity in brand activism is picked up on by consumers and can drive meaningful consumer/brand connections.

Historically, marketing has viewed women primarily as consumers and men as producers, a perspective deeply ingrained in societal gender constructs. Contemporary shifts in consumer culture, particularly the integration of physical and digital realms, have transformed the roles women play as both consumers and producers, challenging traditional gender-based market segmentation. Central to the discussion is the concept of gender as a cultural performance, with brands acting as signifiers aiding consumers in navigating their cultural landscapes. This navigation is influenced by a consumer’s gender identity and their desire for self-expression. Brands, therefore, are not just products but markers that consumers use to articulate and negotiate their identities within a gendered cultural context. Gender is presented as a spectrum, influencing how consumers relate to brands and how brands can segment their markets more effectively by gender identity rather than biological sex. Brands that understand and engage with the gendered performances of a consumer’s sense of self can create ‘safe spaces’ for consumers to express their identities, fostering deeper connections and brand loyalty.

This chapter considers the significance of authenticity in the context of branding and consumer behaviour. Authenticity is a complex construct that cannot be directly measured or calculated like other marketing metrics. It is particularly valued during times of change and uncertainty, serving not just as a unique selling proposition for brands but also as a means for consumers to align their choices with their self-identity and self-projection, underscoring the importance of consistency, conformity, and connection in understanding authenticity. These aspects not only help in defining what is ‘authentic’ but also demonstrate the strategic use of authenticity by brands to establish themselves as landmarks within the cultural landscape of consumers.

This chapter explores how perceived authenticity, influenced by a consumer’s narrative of self-identity and self-projection, aids in navigating the cultural landscape. This navigation involves using brands as landmarks to move closer to, or further from, consumers’ ‘authentic’ selves, thereby underscoring the crucial role that brand authenticity plays in consumers’ lives.

Economic capital is not the sole determinant of a brand’s power; rather, consumer interactions and cultural positioning significantly influence brand narrative and ownership. This chapter focusses on how technologies have complicated these power relations, enabling consumers to co-author brand narratives in digital brand communities. This has led to a fluidity of power where some brands have adeptly navigated the currents, repositioning themselves and engaging new consumers. Using Skype, Burberry, and Old Spice as examples, this case study discusses the failures and successes of brands in maintaining equilibrium in the power dynamic. Burberry’s journey illustrates the brand’s struggle and eventual success in reclaiming its image from unintended consumer associations, while Skype’s decline showcases the challenges of sustaining consumer connection and relevance in a rapidly evolving technological landscape. Old Spice exemplifies the successful redirection of brand power towards a new narrative that resonates with both male and female consumers.

The second case study in this book offers a deep dive into the brand activism of two distinct entities: the fashion giant Kate Spade and the social enterprise organisation Change Please. These two brands show how brand activism, especially when authentically aligned with a brand’s mission, can significantly influence targeted societal groups. Kate Spade is highlighted as a brand with activism ingrained in its DNA, focussing on women’s empowerment and mental health. Change Please is showcased as a social enterprise born with a mission to tackle homelessness through the daily habit of coffee drinking. It demonstrates how a brand built on social activism can enable significant societal change while operating a sustainable business model. Furthermore, this chapter indicates the importance of partnerships in amplifying brand activism, showing how Kate Spade and Change Please exemplify the ways in which brands can serve as navigational landmarks for consumers, and thus providing a blueprint for other entities seeking to embed activism into their business models.