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International Encyclopedia of Civil Society Springer Science+Business Media, LLC 2010 10.1007/978-0-387-93996-4_141 Helmut K. Anheier and Stefan Toepler Brands and Branding Jane Hudson1 (1) University of the West of England, Bristol Business School, Bristol, UK J a n e H u d s o n Email: Jane.Hudson@uwe.ac.uk Without Abstract Introduction The twenty-first century has seen companies recognize the power of a strong brand. At the time when the global economy is subject to changing market dynamics and heightened competition, the role of brands in the commercial domain has never been greater. Furthermore, with the war in the Middle East causing political and economic unease, investors, customers, and employees are questioning whom they can trust; the ability of a familiar brand to deliver proven value is undeniable (Khermouch, 2002). Brands and brand management have been key focal areas for academics and practitioners alike. The ability of a strong brand to differentiate itself from similar competitors is not in question. Nonprofit branding appears to have come of age. The Habitat for Humanity brand, for example, was recently valued at $1.8 billion (Quelch et al., 2004) reinforcing the significance of the practice of branding to nonprofit organizations. It is argued that such recognition is well overdue. Historically, nonprofits have been relatively slow to adopt branding practices because of difficulties in committing internal stakeholders to the process (Grounds Harkness, 1996) and a perception on the part of some nonprofit managers that branding is too “commercial” or even immoral (Ritchie et al., 1998). Furthermore, there has been concern that formally recognizing a charity as a brand may have a negative impact on donations as potential donors may believe those to be unjustifiable expenses and inap