Traditional brand theory has been criticised for approximately three decades on the grounds that it cannot survive the rapidly changing marketing environment. Academia’s reflection upon the development of brand theory is still in progress. In this context, the paradigm shift in marketing theory from goods-dominant (G-D) to service-dominant (S-D) logic has encouraged some brand scholars to consider the role that brands should play in today’s market environment. The mainstream view among brand research is that brands should play the role of a communication tool. This research study embraces the S-D logic of marketing and suggests that brands should be considered as a driving force for innovation, leading service systems (i.e. companies) to always serve better. It identifies three functions for this new role, which echoes to the three key concepts of S-D logic: operant resources, value co-creation and relationships. According to the S-D logic of marketing, the most important task of marketing is designing within the service system (the company) a Resource Integration Mechanism (RIM) that drives and supports customer-centred value co-creation. Based on this view, this thesis puts forward the idea that brand managers have the potential to design such a RIM centred on brand-driven innovation for their companies. Such a RIM can help the company to embrace the S-D logic of marketing and gain market competitiveness through innovation. Integrating management and design research is considered important for designing the RIM. This research study conducted a multiple-case study to explore the feasibility of designing such a RIM centred and to identify the value of integrating management and design research in the design of the RIM. The findings confirm this study’s initial ideas and provide rich information for further discussion.