Experiential Branding in Traditional Industries: The Case of the Spanish Iberian Sector

1. INTRODUCTION  

The Iberian ham sector in Spain is a benchmark of cultural identity,  gastronomic tradition and economic value,  although  its  strategic  development  in  terms  of  brand  management  shows  significant  inequalities. Despite  the  product's  recognition  for  its  quality  and  territorial  roots,  building  strong  and  emotionally meaningful  brands  remains  a  challenge.  In  a  context  where  consumer  experiences  determine competitiveness, understanding how these companies manage their brands becomes essential (Aaker, 1991; Bravo et al., 2024; De Chernatony & McDonald, 2003; Donthu et al., 2022; Kapferer, 2012; Keller, 2008; Santibáñez Vásquez, 2024 and Wood et al., 2021). 

Experiential branding, understood as a strategy that connects the brand and the consumer through sensory and emotional dimensions, has gained prominence in recent decades (Pine & Gilmore, 1999; Schmitt, 2000). This  approach  transcends  traditional  communication  and  orients  management  toward  the  creation  of comprehensive  experiences  that  generate  value  and  engagement.  However,  its  application  in  traditional sectors such as the Iberian one remains in its early stages, with a product- and transaction-centered vision still predominating. 

The study aims to identify the degree of implementation of experiential branding in companies within the sector  and  to  compare  business  perceptions  with  expert  insights.  Using  a  mixed-methods  approach  — a structured questionnaire for brand managers and the Delphi method with communication experts — a rigorous diagnosis  is  proposed  to  validate  strategic  guidelines  adapted  to the  specific  context.  Thus, the research contributes to rethinking brand management in the sector, demonstrating that experience is a lever for differentiation and competitiveness that balances cultural heritage with communicative innovation. 

1.1. Brand Management

Historically, the progressive saturation of markets, along with the economic model resulting from the oil crisis and inflationary processes in Western economies, especially in the United States, contributed to a shift in the role  of the  brand  concept  during  the  1980s. Until then, the  brand was  conceived  as  a  resource  directly connected to the product, to the tangible, playing a secondary role within companies (Kotler et al., 2011). However, this scenario evolved toward the concept of the brand as an intangible asset, a strategic aspect based on differential value. 

All of this stems from the need to create meaningful connections with consumers through strategies based on emotional and meaningful storytelling. In this way, the brand has evolved from transactional variables to models focused on value creation. 

Brand management is a strategic and comprehensive discipline that has gained relevance in recent decades, as intangible assets consolidate as a key competitive advantage. It involves identifying audiences, analyzing the market and generating differentiated value propositions, aligned with the brand identity and consumer needs (Limonta Más et al., 2020; Mantilla Manjarrés, 2025; and Singh & Shukla, 2024). 

In this context, tangible attributes have lost their ability to differentiate themselves from the competition, being reinterpreted by consumers as necessary conditions, where emotional and experiential values emerge as the central axis linked to the brand. 

This is where the brand cannot be reduced to formal aspects, such as logos, symbols, or visual identities. These elements function as identity markers, but they acquire meaning when integrated into a system of signification derived from deep insights provided by individuals. These insights allow for the construction of a distinct brand personality, which is projected through strategies (Maza-Maza et al., 2020). 

The brand is configured as an intangible asset of a strategic nature, which transcends the business sphere to be situated in the experiential realm of people. On the one hand, it generates competitive advantages for companies; on the other, it acts as a catalyst for experiences that contribute to the construction of the identity  of  the  people  who  consume  them  (Ruiz-Aguilar  &  Avalos-Pelayo,  2020).  Today,  people  demand brands that connect in a more personalized way and create unforgettable experiences, which intensifies the role of the brand as a privileged interface. 

1.1.1. Brand Concept

Originally, brands were “a name, term, sign, symbol, design, or a combination thereof, whose objective is to identify the products or services of a seller or group of sellers and differentiate them from their competitors” (De Chernatony & Riley, 1997, p. 90). However, brands have evolved into fundamental elements, shifting towards a set of mental associations expressed in different processes of social construction (Benavides, 2013; Branward, 2021). They have turned towards the management of intangibles and companies are realizing that the sources of differentiation in the market between brands no longer reside in the products or services themselves, but are generated by excellent brand management (Alloza, 2015). 

Likewise, the brand's strength lies in its ability to "connect the promise with the experience. It guarantees that consumer expectations are met. Because the more a brand promises, the more it is obligated to provide” (Velilla, 2022b). Therefore, brand associations "are created, sustained and gain value with each experience and encounter that consumers have with the brand” (Batey, 2013, p. 29). 

Expanding on the concept of branding, specialists could add several nuances, although they all agree that brands are created as a result of company strategies and that companies must be aware that the brand is the main link: enhancing, helping to differentiate and generating value (Salinas, 2007). Furthermore, as Keller and Lehman (2006) observed, brands simplify consumer choice and generate trust, as that element created by aspects related to the brand image that do not involve physical aspects or benefits of the product the brand represents. Even Costa (2013) argued that the brand is the inextricable fabric in which diverse elements coexist—some material and others symbolic, some constant and others variable—but all connected, with a structure, mechanisms and laws. 

These aspects lead to conduct a detailed analysis of the brand concept. Due to the continuous evolution of brand trends, its meaning has also evolved. However, drawing inspiration from Mayorga Escalada's (2018) classification of brand perspectives—product, image, or connection—it was possible to reflect the variety of brand concepts according to different authors. 

1.2. Experiential Branding

This concept begins at the moment when markets are saturated and competitive and it is not enough to work on the price strategy, but the brand has to focus on the consumer and their experiences, those they live when they connect with the brand (Pine & Gilmore, 1999). 

Brand  experience  is  conceptualized  as  a  subjective  aspect:  internal  consumer  responses,  sensations  and feelings  and  behavioral responses  evoked  by  brands  through  their  stimuli, which  are  part  of the design, identity, packaging, communication and environment (Brakus et al., 2009). Furthermore, brand experience is not limited to the functional promise or symbolic value, but rather is the sum of interactions and perceptions that arise from the connection between the person and the brand. Moreover, to be effective, it must be authentic,  non-replicable  and  aligned  with  the  brand's  values  (Alume-Cusme  &  Lozano-Zumba,  2025; Stalman, 2018). 

This is why experiential branding is presented as an evolution of the approach based on attributes that are functional to brand management  and that are oriented towards creating meaningful experiences for the consumer. It is based on the activation of senses, the generation of emotions and the symbolic connection with the brand universe (Brakus et al., 2009; Jeon & Lee, 2021; Onyeke et al., 2024 and Schmitt, 2000). 

This perspective demands comprehensive management of all points of contact between brand and audience, incorporating  consistency  between  what  is  promised,  communicated  and  experienced  (Carolina,  2020). Moreover, the customer journey is shaped by the multiple touchpoints between a brand and its customers, where each individual's experiences and emotions play a fundamental role. Furthermore, all of this is subject to social, cultural and economic influences, affecting brand building due to the customer's perception, trust and loyalty. Lemon and Verhoef (2016) conceive of the individual's experience as a cognitive, emotional, behavioral, sensory and social construct that occurs throughout the entire consumer journey, encompassing its different phases: pre-purchase, purchase and post-purchase. 

The  relationship  between  the  customer  journey  and  the  brand  development  is  best  understood  if  one introduces the concept of brand experience and brand equity based on the consumer. Keller (1993, 2003) defines the brand equity, from the customer's perspective, as the differential effect that brand awareness has on the response to marketing; this "awareness” is fueled by the experiences accumulated at all points of contact in the journey. 

For  their  part,  Brakus  et al.  (2009)  consider  that  brand  experience  is  the  response  to  the  impacts  of organizations  during  the  consumer  journey  we  discussed  earlier,  reinforcing  the  idea  that  the  customer journey is the place where the brand experience is built. 

Furthermore,  the  economic  impact  is  based  on  the  dialogue  between  brand  and  consumer,  recognizing people and speaking with them, recreating interactions based on human connection (Lenderman & Sánchez, 2008). It is this dialogue, the consumer's positive experiences, their satisfaction with the purchase and their repeat purchases in the near future that generate an emotional connection with the brand and benefits for the company (Mittelstaednt, 2019). 

Thus, brand experience emerges as a multisensory and emotional process involving stimuli created by the company  and  individual  interpretations,  along  with  sociocultural,  technological  and  economic  contexts. Swaminathan (2020) proposes that experiences not only connect brand and consumer more strongly, but also  contribute  different  values  such  as  sensory,  emotional,  cognitive,  behavioral  and  relational  ones, replacing purely functional values. 

These experiential tools (sensory, emotional and symbolic), which are a strategy designed to connect with people,  as  we  have  previously  discussed,  through  unique  experiences,  will  be  fundamental  when  asking online questions to brand representatives about the importance they place on brand experience and how they foster it through strategies that activate emotional connections, going beyond the rational aspect; also with questions related to actions carried out where there are physical stimuli designed to activate the five senses in an immersive environment, adapting the experiences to consumers in a positive way and also questioning  how  their  clients  received  the  intangible  information  of  the  brand  based  on  the  unique experience and the importance they gave to it. 

Therefore,  it  is  not  only  about  satisfying  tangible  expectations,  but  also  about  generating  memorable experiences  that  provide  a  symbolic  difference  compared  to  competing  brands.  Brands  that  are  able  to position themselves meaningfully in the consumer's memory will activate diffusion processes that amplify symbolic capital (Yagüez & Merino, 2021). 

In this context, branding is understood as the management process that builds a positive and emotionally meaningful perception of the brand. A strong brand attracts and retains consumers and also acts as an engine for generating economic and symbolic value (Bravo et al., 2024; Keller, 2008). Credibility and communicative consistency are fundamental in a digital environment and a constantly evolving society (Donthu et al., 2022). For this reason, branding responds to a new reality in which brands, beyond their functional value, operate as cultural and social signifiers that must generate authentic and sustainable experiences over time (Fernández- Blanco et al., 2017). Ultimately, it is about fulfilling promises, building solid relationships through a coherent and planned brand experience (Durán Medina, 2020; Mayorga Escalada & Lalwani Lalwani, 2023). 

In this sense, the brand must be managed in a planned, strategic and coherent way, integrating rational, emotional and experiential dimensions into its narrative and brand managers assume that fundamental role in connecting with the public (Swaminathan et al., 2020). 

Experiences also connect the company and the brand with the customer's lifestyle and place the customer's personal actions and the purchase occasion within a broader social context. In short, experiences provide sensory, emotional, cognitive, behavioral and relational values that replace functional values (Schmitt, 2000). 

In short, experiential branding shifts the focus from simply delivering the message to the experience each individual has, recognizing that the true value of a brand lies in the connection within the intangible realm where meaning, emotion and experience intertwine. As Stalman (2018) points out, emotions are essential to consumer experiences and it is crucial that brands address this to connect positively with diverse audiences. Experiential branding centers on the experiences individuals have with the brand. In this way, experiences are generated as a result of the connection between brand and consumer. 

1.3. Traditional Sectors

In traditional sectors like Iberian products, this vision presents both an opportunity and a challenge due to the limited professional development of experiential branding practices and tools within companies in this sector. On the one hand, these products possess significant symbolic potential (territory, tradition, know- how); on the other, organizational structures appear rigid, with limited professionalization and a corporate culture initially focused on the product. 

1.3.1. The Iberian sector in Spain: context and communication challenges

The pig sector represents a key part of the Spanish agri-food economy, contributing 14% to final agricultural production  and  39%  to  total  livestock  production.  Spain  leads  Europe  in  pig  population  and  production (Ministerio  de  Agricultura,  Pesca  y  Alimentación[1]  [MAPA],  2024;  Subdirección  General  de  Producciones Ganaderas y Cinegéticas y Agrarios[2], 2024). 

Despite the challenges arising from increased costs and the current financial context, the sector has shown a sustained recovery after the pandemic, driven by exports, the Horeca channel, the sliced format and fresh meat (Alimarket, 2023). 

Brands  with  Protected  Designation  of  Origin  status  play  a  key  role  in  this  differentiation,  providing  a guarantee of quality and a link to the territory. However, brand communication in the sector remains largely conventional, focused on technical attributes rather than on building experiences. This situation highlights a gap between the symbolic potential of the product and the strategic management of its brand. 

1.3.2. Protected Designations of Origin for Iberian Ham in Spain (PDO) as a Symbolic Driving Force

Protected Designations of Origin (PDOs) are regulatory instruments that guarantee the authenticity, quality and traceability of a product. In the case of Iberian ham, the PDOs—Jabugo (Andalucía), Guijuelo (Castilla y León), Los Pedroches (Andalucía) and Dehesa de Extremadura (Extremadura)—strengthen the connection between product, territory and culture, adding value to the brand narrative. These PDOs not only certify processes  and  origin  but  also  create  an  ideal  identity  ecosystem  for  developing  experiential  branding strategies. The link to the dehesa, artisanal production and local traditions offers a distinctive symbolic capital that can be transformed into a coherent, emotionally resonant and culturally significant brand experience. 

Figure 1. Protected Designations of Origin for Iberian Ham in Spain

Source: Jamón Lovers, 2023. 

2. OBJECTIVES 

This study aims to analyze the degree of implementation of experiential branding in the Iberian ham sector in Spain, as well as to understand brand managers' perceptions of its strategic value and potential applications. Based  on  this  analysis,  the  study  seeks  to  validate  guidelines  that  will  direct  the  evolution  of  brand management towards an experiential model that is innovative and consistent with the sector's identity. 

In accordance with this general objective, the following specific objectives are defined: 

•          To diagnose the level of implementation of practices and tools associated with experiential branding in companies in the sector. 
•          To characterize the perceptions of brand managers regarding the value, usefulness and barriers of the experiential approach. 
•          To analyze the heterogeneity of implementation and perceptions according to organizational variables such as company size, level of professionalization or affiliation with a Designation of Origin. 
•          To estimate the relationship between the perception of the strategic value of experiential branding and its degree of effective adoption in the companies analyzed. 
•          To validate, using the Delphi technique, a set of strategic guidelines aimed at boosting experiential brand management in the Iberian sector. 
•          To propose a model of practical guidelines that serves as a reference for the communication and brand update in traditional industries with a strong territorial identity. 

In accordance with the objectives defined in the research, the following hypotheses are formulated: 

•          The degree of formal implementation of experiential branding in the Iberian sector is low or incipient. 
•          There  are  significant  differences  in  the  degree  of  implementation  and  in  perceptions  about  the experiential  approach  according  to  company  size  and  level  of  professionalization  of  the  brand function. 
•          The perception of the strategic value of experiential branding is positively associated with its degree of adoption reported by the company. 
•          Branding  and  communication  experts  consider  guidelines  focused  on  professionalization, communicative  innovation  and  consumer  orientation  to  be  priorities  for  boosting  experiential branding in the Iberian ham sector. 

3. METHODOLOGY 

The study employs a mixed-methods approach with a predominantly quantitative focus, aimed at diagnosing the degree of implementation of experiential branding in the Iberian ham sector in Spain and validating, through expert consensus, a set of strategic guidelines for its development. The combination of two phases  (an empirical-descriptive phase and a validation phase) allows for the integration of the business perspective with the academic vision, ensuring the analytical rigor and applicability of the results. 

The research adopts an exploratory sequential design, in which the first phase, quantitative-descriptive in nature, provides an initial diagnosis of brand management in the sector. The results of this phase serve as the basis for the second stage, focused on expert validation using the Delphi method, with the aim of comparing and interpreting the findings and proposing strategic lines for improvement. 

3.1. Questionnaire for Brand Managers: Business Diagnosis

The first phase of the research was based on a structured questionnaire administered to a sample of brand managers from companies belonging to the four Protected Designations of Origin (PDOs) for Iberian ham in Spain: Guijuelo, Dehesa de Extremadura, Los Pedroches and Jabugo. From a population of 137 companies belonging to these four designations, a theoretical sample was designed with the aim of representing almost a  census.  This  theoretical  sample  consisted  of  107  companies  selected  based  on  criteria  of  sectoral representativeness (geographic diversity, size and level of professionalization). Given the lack of studies in the Iberian  ham  sector,  the  sample was designed  to  cover  as  much  of the  sector  as  possible.  However,  the discrepancy between the planned sample design and the final sample of 30 questionnaires is due to non- response error, as more than 70 companies declined to participate in the study, despite being contacted by email and even telephone. 

Therefore, the final sample (30) comprises companies belonging to the four Protected Designations of Origin (PDOs) for Iberian ham in Spain. Regarding the respondents' profiles, management positions predominate (40%), followed by marketing/communications managers (23.3%). Some 53.3% of companies do not have a brand manager dedicated exclusively to that role, which indicates a low level of professionalization. The sample size reflects a purposive sampling approach based on the availability of key informants. Although this limits the generalizability of the findings, it is appropriate for an exploratory study in a specific sector. 

The questionnaire included 5-point Likert-type scales, organized into four main thematic blocks: 

1.       General brand management and positioning
2.       Application of experiential tools (sensory, emotional and narrative)
3.       Channels and practices of communication with the consumer
4.       Perception of the value and benefits of experiential branding

The instrument was validated through expert judgment (three academics and two branding professionals) and was administered electronically using Google Forms. The data obtained were analyzed using descriptive statistics (frequencies, means, standard deviations) and a comparative analysis based on company size and type. 

The data obtained were analyzed using IBM SPSS Statistics software. In the first phase, descriptive analyses (frequencies, means and standard deviations) were performed. In the second phase, comparative analyses were conducted between groups. The Student's t-test for independent samples was used for comparisons between two groups, while analysis of variance was applied for comparisons between more than two groups. The significance level adopted was p < 0.05. 

A  Pearson  correlation  analysis  was  also  conducted  to  examine  the  relationship  between  the  perceived strategic value of experiential branding and its degree of implementation. The internal consistency of the scales was assessed using Cronbach's alpha coefficient, yielding values greater than 0.70, indicating adequate reliability of the instrument. 

Online surveys were conducted between August 2023 and February 2024 and lasted approximately 10-15 minutes. A relevant methodological aspect is that prior to sending the surveys to those responsible, each company  was  contacted  so  that  they  could  identify  the  person  responsible  or  brand  management department and their email address. 

3.2. Expert Validation Using the Delphi Method

The second phase aimed to validate the questionnaire results and reach a consensus on a set of strategic guidelines applicable to the sector. The Delphi method was used, recognized for its ability to integrate expert opinion into strategic decision-making processes and the construction of theoretical models. 

Twenty-three experts participated, selected through intentional sampling, based on criteria of experience and professional or academic background in branding, strategic communication or marketing. 

•          Sociologist. Strategy & Innovation Consultant. Member of the LUAfund Advisory Team. 
•          EMEA Third-Party Measurement Lead at Meta. 
•          Co-founder and CEO of TOTEM Branding. “Mr. Branding.” 
•          Founding Partner at Allegro 234 and Doctorate from UPSA. 
•          Senior Strategy Advisor at Future Brand. 
•          Member of the Editorial Board of Branders Magazine. 
•          Academic Director at IE Business School. President of AEBRAND. 
•          Member of the Faculty at EAE Business School. Member of the Board of Directors of I+A España. 
•          Martech professor at IE Business School Executive Education. 
•          Ph.D. Professor of marketing at the UPSA School of Communication. 
•          Brand Strategist. Professor of Brand Strategy at Camilo José Cela University and EUDE Business School. 
•          Brand, Content and Narrative Strategist. Professor of the Expert Course in Social Media, Strategy and Digital Communication at the University of Alicante (UA). 
•          Global CEO of Interbrand. 
•          Branding  at  Comuniza.  Professor  of  Branding  at  The  Valley  Digital  Business  School.  Director  of Brandemia and Master’s Program in Strategic Design at Mondragon Unibertsitatea. 
•          Advertising Strategy & Brand Management Consultant. 
•          Full Professor at the Complutense University of Madrid. Emeritus 
•          Country Manager for S-EMEA at Comscore. 
•          Professor of Neuromarketing and Digital Experience at ESIC Business & Marketing School. Professor of Neuromarketing and Consumer Behavior at the Complutense University of Madrid. 
•          Professor at ESADE. 
•          General Director of the Forum of Renowned Spanish Brands and Director of Institutional Relations at the Forum of Renowned Spanish Brands Foundation 
•          Faculty Member and Researcher at the University of Salamanca. Director of Communications. 
•          Professor at the University of Navarra. Professor of Marketing and Digital Communication at ISEM Fashion Business School. 
•          Marketing, Sales and Digital Consultant. Strategic Advisor. President of the International Marketing Forum (Foromarketing). 

The process was carried out in two successive rounds between January and April 2024, between which the aggregated results were returned to the participants to encourage reflection and adjustment of individual assessments. 

The Delphi process made it possible to identify and validate a set of strategic guidelines grouped into three dimensions: professionalization, communicative innovation and consumer orientation (see Table 1). 

In the second round, the convergence of opinions was analyzed by calculating the percentage of agreement, setting the consensus threshold at 70%. 

The group of experts participating in the Delphi study received successive rounds of questions (via Google Forms) via email, along with an invitation letter. The Delphi results allowed for the testing of hypothesis H4, the identification of guidelines with the strongest expert support and the prioritization of key dimensions for implementing experiential branding in traditional sectors. 

4. RESULTS 

The combined analysis of the results from the questionnaire administered to brand managers and the Delphi method used with the expert panel allows for a comprehensive diagnosis of the current state of experiential branding in the Iberian ham sector in Spain. The findings reveal an uneven and fragmented implementation, characterized by the coexistence of traditional product-centric practices with emerging initiatives focused on the consumer experience. The main results of both phases are presented below. 

4.1. Business Diagnosis: Implementation and Perceptions

4.1.1. General Level of Implementation

The results of the questionnaire are obtained from brand managers belonging to the following departments: management  (40%),  communications/marketing  (23.3%),  administrative  management  (16.7%),  quality (13.3%),  technical  service  (3.3%)  and  sales  (3.3%);  another  53.3%  of  companies  do  not  have  a  person dedicated  exclusively  to  brand  management.  These  results  indicate  that  the  formal  implementation  of experiential branding in Iberian companies is low. Overall, the average adoption of experiential tools and strategies is around 2.8 out of 5, denoting partial and heterogeneous development. Only 23% of companies report applying any type of strategy aimed at creating brand experiences in a structured way, while 57% acknowledge using them occasionally or intuitively, without formal planning. The remaining 20% state that they have not yet incorporated these approaches, although they consider them relevant in the medium term (Figure 2).

Figure 2. Level of Implementation of Experiential Branding (%)

Source: Elaborated by the authors. 

The most frequent actions are related to social media communication, participation in food fairs or events and  the  use  of  narratives  linked  to  the  territory  or  origin.  These  initiatives,  although  limited,  reflect  an attempt to connect with the consumer beyond the tangible product. However, the sensory, emotional and symbolic dimensions—essential elements of experiential branding— are only marginally applied: less than 30% of companies use experiential resources consistent with a defined strategy. 

4.1.2. Perceptions About the Value and Barriers of the Experiential Approach

Most  brand  managers  have  a  favorable  attitude  toward  experiential  branding:  the  84%  believe  it  can generate added value for the company and 72% perceive it as an opportunity to differentiate themselves from the competition. However, this positive assessment contrasts with the limited practical implementation, revealing a gap between strategic awareness and operational execution. 

The main barriers identified are a lack of training in marketing and communication (68%), the absence of specialized  personnel  (63%)  and  a  shortage  of  financial  resources  allocated  to  the  brand  (57%).  Several respondents  also  mentioned  resistance  to  change  and  prioritizing  product  over  experience  as  significant internal obstacles. 

In qualitative terms, some managers point out that experiential branding is perceived as a strategy more suited to urban or technological sectors, suggesting the need to adapt its principles to the idiosyncrasies of traditional agri-food companies. 

4.1.3. Differences According to Size and Professionalization

The comparative analysis revealed differences based on company size and level of professionalization. These differences  were  confirmed  using  analysis  of  variance,  which  showed  statistical  significance  (p  <  0.05). Medium  and  large  companies  exhibited  higher  adoption  levels  (M=3.4)  compared  to  small  companies (M=2.5).  Furthermore,  companies  with  their  own  communication  or  marketing  department  obtained significantly higher scores on the implementation, innovation and customer orientation scales. 

On the other hand, companies integrated into  PDOs with collective communication strategies (especially Jabugo and Guijuelo) show a greater awareness of the importance of the brand as an intangible asset, which could be interpreted as an organizational learning effect derived from sectoral cooperation. 

4.1.4. Association Between Perception and Adoption

The  relationship  between  the  perception  index  of  the  strategic  value  of  experiential  branding  and  the implementation index was analyzed using Pearson's correlation coefficient. The results show a moderate positive correlation (r = 0.52; p < 0.05). 

This suggests that companies that value the experiential approach more tend to incorporate more actions in that direction, although the relationship is neither linear nor sufficient to guarantee its consolidation. 

The  interpretation  of  this  result  suggests  that  awareness  of  the  value  of  the  experiential  approach  is  a necessary  but  not  sufficient  condition  for  its  effective  implementation:  it  also  requires  technical  skills, managerial leadership and sustainable resources over time. 

Figure 3. The Reality of Branding in Spanish Iberian Companies (%) 

Source: Elaborated by the authors. 

4.2. Expert Validation: Delphi Method

The Delphi panel, composed of 23 experts in branding, communication and marketing, allowed the findings of the questionnaire to be validated and a set of 15 strategic guidelines to be formulated, grouped into three priority areas of action: 

• Professionalizing  brand  management:  Experts  agree  that  the  lack  of  training  and  professional structure  is  the  main  limitation  to  the  development  of  experiential  strategies.  They  recommend promoting  specific  training  in  branding  and  strategic  communication,  incorporating  specialized professional  profiles  and  establishing  collaborative  networks  between  universities,  industry institutions and companies. 
•          Communication innovation and digital transformation: The need to update communication formats is emphasized, enhancing digital presence and the use of narrative, sensory and technological resources (augmented  reality,  audiovisual  storytelling,  immersive  experiences,  etc.)  consistent  with  the product's  authenticity  and  its  region.  This  focus  is  considered  a  catalyst  for  modernization  and emotional connection with the consumer. 
•          Consumer orientation and relational experience: Experts emphasize the importance of placing the consumer at the heart of the brand strategy, promoting active listening, two-way interaction and personalized experiences. They recommend developing tools for continuous feedback and monitoring of the consumer experience to strengthen the emotional connection. 

Table 1. Strategic Guidelines for Experiential Branding in the Iberian Ham Sector (Delphi Validation)

Professionalization of brand  To incorporate profiles specialized in brand 

management  management (brand manager). 

To integrate brand management into the overall 

business strategy. 

To promote training in branding and strategic 

communication. 

To establish specific organizational structures for 

brand management. 

To define brand objectives aligned with corporate 

objectives. 

Communication innovation and brand  To develop brand narratives that are consistent 

development  with the identity and positioning. 

To overcome the focus solely on product and 

price. 

To incorporate intangible values into brand 

building. 

To modernize communication channels and 

formats. 

To implement two-way and relational 

communication strategies. 

Consumer orientation and experiential  To put the consumer at the center of the brand 

approach  strategy. 

To design brand experiences based on emotions 

and experiences. 

To generate content that provides value and 

knowledge to the consumer. 

To balance communication between brand 

identity and public perception. 

To adapt the strategy to different audiences, 

including end consumers and distributors. 

Source: Elaborated by the authors.

In addition to the three main areas, the Delphi method allowed for the incorporation of complementary observations that enrich the interpretation of the results: 

•          To strengthen the origin storytelling, highlighting the link between the territory, the culture and the brand values. 
•          To  enhance  coherence between  visual  identity,  discourse  and  experience  to  avoid  communicative dissonances. 
•          To foster synergies between companies and Designations of Origin that facilitate joint communication and experiential promotion strategies. 
•          To move towards a model of communicative sustainability, in which brand experiences are integrated with social responsibility and environmental respect. 

Figure 4. Expert Perceptions on Brand Management (%)

Source: Elaborated by the authors. 

The  contributions  of  the  experts  reflect  a  conceptual  consensus  on  the  need  for  the  Iberian  sector  to transition towards a more experiential, emotional and participatory brand management model, which does not renounce its authenticity or its link with tradition (Table 2) 

Table 2. Expert Validation of the Strategic Areas of Brand Management in the Iberian Ham Sector

Traditional  market,  focused  on  It should be professionalized, through the commercial  transactions  with  quick  brand manager work, relying on the CEO results.  for strategic aspects. 

Brands based on product and price.  To  build  a  solid  and  coherent  narrative 

based  on  the  brand's  objectives  and 

audiences. 

Traditional  communication,  limited  to  To  build  a  brand  based  on  intangible tangible  and  physical  aspects  of  the  values. 

product. 

Lack of awareness of the importance of  To  connect  with  the  consumer  through the brand and its strategic value.  emotions and experiences. 

Lack of knowledge or value that should  To  utilize  innovative  communication be provided to the consumer.  channels  and  a  human,  two-way 

connection. 

PDOs  should  provide  brands  with  To  target  the  end  consumer,  without distinction  and  positioning  and  forgetting the 'distributors'. There has to consumers with guarantees and trust. be a balance.

Source: Elaborated by the authors.

After two rounds of evaluation, the Delphi study reached an average consensus level of 76%, considered to be satisfactory in methodological terms. The overall trend shows a high degree of agreement on the strategic importance  of  experiential  branding  as  a  driver  of  innovation  and  competitiveness,  although  there  are nuances regarding its applicability within the Iberian ham sector.

Table 3. Level of Expert Consensus

Professionalization  5  82%  High Communication innovation  5  76%  High 

Consumer orientation  5  70%  Average Source: Elaborated by the authors.

5. DISCUSSION 

The results obtained make it possible to situate the case of the Iberian ham sector in Spain within the broader discussion on the evolution of brand management in traditional contexts. As Pine and Gilmore (1999) argue, the shift from a product economy to an experience economy requires organizations to generate emotional and symbolic connections with consumers, moving beyond transactional approaches. In line with Schmitt (2000), experiential branding involves a sensory, affective and intellectual management of the brand that acts as a source of added value and differentiation. 

However, the data from this research are beginning to show that the Iberian ham sector is still in the early stages  of  this  transition.  Companies  tend  to  maintain  a  predominantly  production-oriented  approach,  in which tangible quality and certification of origin remain the central pillars of their positioning. This finding aligns with the studies by Alloza (2015) and Stalman (2018), who note that in traditional sectors, the brand is managed more as a sign of reputation than as a tool for experience or relationships. 

5.1. From Strategic Awareness to Experiential Action

One of the most significant aspects that emerges from the analysis is the disconnect between awareness of the strategic value of experiential branding and its practical implementation. Most brand managers recognize its importance, but a lack of resources, specialized personnel and a long-term vision limits its execution. This phenomenon reflects what Keller (2008) calls the “brand consistency gap”: the distance between what the company claims to be and what it actually communicates or makes its audiences feel. 

The identified gap can also be interpreted as a problem of symbolic and competency capital, in the sense of Bourdieu (1990): Iberian ham companies possess great symbolic wealth (territory, tradition, authenticity), but lack the technical and narrative tools to transform it into structured experiential value. The experience is produced,  but  spontaneously  and  without  management;  The  companies  analyzed  through  the  online questionnaire mostly revealed a lack of professional strategic planning in their brand management. This is largely due to the company's focus on the tangible aspects of the product, which act as the backbone of its strategic proposal. Consequently, the construction of meaning based on intangible brand values is relegated to a secondary role, resulting in a brand-product model based on physical elements rather than experiential values. 

Despite this, the Iberian companies that responded to this study recognize the importance of building brands from  an  emotional  and  experiential  perspective,  but  in  practice,  the  effective  incorporation  of  these dimensions remains very limited. Therefore, a gap exists between knowledge and practice, revealing a lack of commitment to the brand and its strategic aspects, particularly those that could develop a stronger symbolic presence. 

However, it is significant that the majority of respondents intend to evolve towards brand models capable of connecting  with  consumers  through  experiences,  allowing  them  to  differentiate  themselves  from  the competition  through  intangible  aspects  that  foster  preference  for  a  particular  brand.  This  indicates  that brands in the sector are not oblivious to market dynamics or the strategic importance of strong brands; however, in practice, they continue to rely on tangible elements. 

The results indicate that, with few exceptions, companies lack professional brand management tools. Instead, they carry out a few communication actions, mostly through external companies, that are not based on an annual strategic plan, but rather on a one-off strategy. 

Regarding brand experience, from the experts' perspective, 96.7% recognize its high value in building a brand, primarily associating it with customer loyalty (66.7%), reputation (63.3%) and customer satisfaction (60%). However, there is a trend toward reinterpreting the concept, considering the experience in terms of tangible attributes  linked  to  the  product,  such  as  quality  or  the  purchasing  process.  This  reveals  a  limited understanding of brand strategy, which is evolving toward a more experiential and emotional brand concept, as is happening in other food sectors, such as the wine industry. 

Despite this, there is broad consensus that a brand is considered an indispensable strategic asset, capable of generating  value  by  incorporating  emotions,  experiences,  personality  and  meaning.  Brands  perceived  as strong and connected to people are rated as more competitive and profitable in the market, thus reinforcing the core idea of the brand as one of companies' most important intangible assets. 

With these contributions and in this context, the Iberian ham sector in Spain presents a clear opportunity to evolve  toward  branding  models,  moving  beyond  the  traditional  approach  that—with  a  few  exceptions— focuses solely on the product, price and quality. For this reason, incorporating intangible experiential values and adopting a stakeholder-oriented approach would make it possible to develop unique, experience-based propositions—an  area  that  has  been  largely  untapped,  except  in  specific  cases  linked  to  tradition, naturalness, or sustainability. 

Experiential branding is therefore a strategic approach with high potential because it enables differentiation through the creation of unique experiences, strengthening the emotional connection with the consumer. In a market where products tend toward homogenization, experience is a key element, allowing companies to stand out by communicating values and commitments and of course, by adapting to changing consumer demands. 

Because  of  these  potential  shifts  in  opinion,  management  must  be  proactive,  especially  the  strategic management of brand experience, as it involves the consistent alignment of all audience touchpoints, which will contribute to building strong and meaningful brands. In this sense, experiences not only provide added value but also constitute a resource that is difficult for competitors to imitate, reinforcing the relevance of their strategy. 

Furthermore, the results confirm that experiential branding does not currently hold a priority position in the brand  strategies  of  the  Iberian  ham  sector.  This  is  consistent  with  the  traditional  nature  of  the  market, characterized by its product-oriented approach. For this reason, developing robust strategies is presented as a necessary step before implementing more advanced approaches such as experiential branding. 

Although some companies have successfully positioned themselves through strategies based on tradition and craftsmanship,  the  sector,  in  general,  still  faces  significant  challenges  in  terms  of  differentiation  and generating unforgettable brand experiences. 

5.2. Communicative Innovation and Territory as Axes of Modernization

The Delphi method confirmed the relevance of three strategic pillars that articulate the transition towards a mature experiential branding: professionalization, communicative innovation and consumer orientation. 

First, professionalization emerges as a structural condition. In line with Aaker (1991), building a strong brand requires leadership, consistency and dedicated resources. The lack of these elements explains the dispersion and weakness of the strategies observed. Experts agree that training, both internal and inter-institutional, is the starting point for consolidating brand management and leadership capabilities. 

Second, communication innovation emerges as a driver of competitiveness. As noted, the agri-food sectors can  benefit  from  hybrid  strategies  that  combine  local  and  digital  elements.  The  study  confirms  that companies  that  have  begun  to  integrate  narrative,  sensory  and  digital  resources  demonstrate  greater dynamism and a stronger connection with consumers. Digitalization, however, should not be viewed as a break with tradition, but rather as a channel for amplifying regional identity. 

Third, consumer orientation constitutes the relational axis of the new paradigm. Following Schmitt (2009), brand experience is based on the ability to generate shared and memorable meanings. The Delphi results underscore the need to move from one-way communication —centered on the company— to participatory interaction where the consumer becomes a co-creator of the experience. 

5.3. Revaluation of the Territory and Identity Coherence

A  key  finding  is  the  strategic  role  of  territory  as  an  experiential  resource.  Iberian  ham  brands  possess significant potential for building narratives of authenticity, sustainability and cultural heritage. In this respect, the results support the idea of Hakala et al. (2011), according to which territorial identity can act as a catalyst for brand value if managed from an emotional and coherent perspective. 

Experts insist that the key lies not in "inventing” experiences, but in systematizing and better communicating existing ones: artisanal tradition, the connection to the dehesa, the seasonality of the product and family history. This approach allows for the evolution toward authentic experiential  branding, far removed from superficiality or the imitation of urban models. 

5.4. Theoretical and Practical Implications

From a theoretical perspective, the study contributes to broadening the analytical framework for experiential branding in traditional sectors, suggesting that its implementation depends not only on consumer orientation but also on organizational structure and corporate culture. Empirically, it provides a typology of barriers and levers applicable to other sectors with local identity or protected designation of origin. 

On  a  practical  level,  the  results  suggest  the  need  for  institutional  support  policies  and  intersectoral cooperation  that  foster  communicative  innovation  and  professionalization.  Adopting  an  experiential approach  could  be  integrated  into  regional  competitiveness  plans  and  gastronomic  tourism  strategies, generating synergies among producers, distributors and regions. 

Although the results provide a solid overview of the state of experiential branding in the Iberian ham sector, the study has certain limitations. The size and scope of the sample, focused on Spanish companies with Protected Designation of Origin (PDO) status, restricts the generalizability of the findings. Furthermore, the quantitative and expert approach does not allow for an in-depth exploration of the consumer experience, an issue that will be addressed in future research using qualitative techniques. These limitations point to new lines of inquiry aimed at a more comprehensive understanding of the link between brand, territory and experience. 

6. CONCLUSIONS 

In conclusion, experiential branding in the Iberian ham sector is still in its early stages, characterized primarily by fragmented and uneven implementation. Although most companies recognize the strategic value of the experiential approach, its implementation is limited by a lack of resources, insufficient professionalization and the  persistence  of  traditional,  product-centric  business  structures.  This  gap  between  awareness  of  the potential and practical execution reflects the need to move towards a more holistic brand conception, in which the consumer experience is considered a central driver of competitiveness and sustainability. 

The contrast between the questionnaire results and expert validation using the Delphi method confirms the relevance  of  three  strategic  pillars:  professional  brand  management,  communicative  innovation  and  a consumer-centric  approach.  Experts  agree  that  developing  experiential  branding  requires  equipping  the sector  with technical  capabilities,  specialized  human  resources  and  a narrative  consistent with  territorial identity. Far from implying a break with tradition, this approach represents a reinterpretation of the Iberian cultural and symbolic heritage through contemporary communication and experiential lenses. 

Research  suggests  that  experiential  branding  represents  a  genuine  opportunity  for  transformation  in traditional sectors, provided it is managed with authenticity, consistency and a deep understanding of the consumer. The case of Iberian ham in Spain offers a replicable model that combines business analysis and expert  validation,  providing  a  framework  adaptable  to  other  contexts  with  a  strong  regional  identity. Consolidating this transition will require further exploration, in future research, of the qualitative dimensions of  brand  experience  and  the  impact  of  new  technologies  on  building  emotional  connections  between company, region and consumer. 

These results should be interpreted with caution due to the exploratory nature of the study and the sample size, although they provide a relevant empirical basis for future research. 

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AUTHORS' CONTRIBUTIONS, FUNDING AND ACKNOWLEDGMENTS 

Authors' Contributions

Conceptualization:  Marcos  Torres,  Nuria;  Fernández  Blanco,  Elena.  Software:  Fernández  Blanco,  Elena. Validation: Fernández Blanco, Elena. Formal Analysis: Marcos Torres, Nuria; Fernández Blanco, Elena. Data Curation: Marcos Torres, Nuria; Fernández Blanco, Elena. Drafting, Preparation of the Original Draft: Marcos Torres,  Nuria;  Fernández  Blanco,  Elena.  Drafting, Revision and Editing:  Marcos  Torres,  Nuria;  Fernández Blanco,  Elena.  Visualization:  Marcos  Torres, Nuria.  Supervision: Marcos  Torres, Nuria;  Fernández  Blanco, Elena. Project Management: Fernández Blanco, Elena. All Authors Have Read and Accepted the Published Version of the Manuscript: Marcos Torres, Nuria; Fernández Blanco, Elena. 

Funding: The authors declare that they have not received funding for this research. Conflict of interest: The authors declare that there are none.

AUTHORS 

Nuria Marcos Torres 

Pontifical University of Salamanca. 

Doctorate in Innovation in Social Sciences from the Pontifical University of Salamanca. Associate Professor teaching courses on research in advertising and public relations, as well as brand management, in the School of  Communication  at  the  Pontifical  University  of  Salamanca.  Her  doctoral  dissertation,  titled  “Brand Management  of  Iberian  Ham  in  Spain,” was  awarded the highest  grade  of  “Outstanding”  (CUM  LAUDE). Winner of the 5th edition of the #HiloTesis Contest, organized by the Network for Scientific Dissemination and Culture (RedDivulga) of the Conference of Rectors of Spanish Universities (CRUE) in collaboration with the Ignacio Larramendi Foundation and organized at UPSA by the Scientific Culture Unit (UCCI) as part of its 2024–2027 Plan for Research Dissemination, Communication and Transfer 

nmarcosto@upsa.es  

Orcid ID: https://orcid.org/0009-0007-0377-211X  

Iralis URL: https://www.iralis.org/app/ficha34273 

ResearchGate: https://www.researchgate.net/profile/Nuria-Marcos-Torres