An application of Keller's brand equity model in a B2B context

Abstract

Purpose: The importance of branding in industrial contexts has increased, yet a comprehensive model of business-to-business (B2B) branding does not exist, nor has there been a thorough empirical study of the applicability of a full brand equity model in a B2Bcontext. This paper discusses the suitability and limitations of Keller's Customer-Based Brand Equity (CBBE) model and tests its applicability in a B2B market. Methodology/approach:The study involved the use of semi-structured interviews with senior buyers of technology for electronic tracking of waste management.Findings: Findings suggest that amongst organisational buyers there is a much greater emphasis on the selling organisation, including its corporate brand, credibility and staff, than on individual brands and their associated dimensions. Research limitations/implications:The study investigates real brands with real potential buyers, so there is a risk the results may represent industry-specific factors that are not representative of all B2B markets. Future research that validates the importance of the Keller elements in other industrial marketing contexts would be beneficial. Practical implications:The findings are relevant for marketing practitioners, researchers and managers as a starting point for their B2B brand equity research. Originality/value: Detailed insights and key lessons from the field with regards to how B2B brand equity should be conceptualised and measured are offered. A revised brand equity model for B2B application is also presented.

Conceptualizing Franchisee-based Brand Equity - A Framework of the Sources and Outcomes of the Brand’s Added Value for Franchisees

“…It mainly refers to the latters' problem-solving capacity. Functional benefits mirror previous research in B2B on the importance of product features and their performance in the brand evaluation (Kuhn et al, 2008). The second category refers to experiential benefits resulting from the sensory stimulation of consumers' by the brand.…”

“…The importance of these benefits in B2B branding is subject to controversy. Whereas some findings stress the rational aspect of B2B buyers, excluding the role of symbolic imagery (Kuhn et al, 2008), other studies report the role of emotional aspects of B2B brands for the buyers (Leek & Christodoulides, 2012;Lynch & de Chernatony, 2004). Franchisees are not standard B2B buyers.…”

“…Even though brand-equity research has mainly focused on consumer markets, a growing stream of research has investigated in recent years brand equity for B2B buyers, concluding that the concept is also relevant for understanding the brand's added value in B2B relationships (e.g. Bendixen, Bukasa & Abratt, 2004;Jensen & Klastrup, 2008;Kuhn, Alpert & Pope, 2008;Lindgreen, Wynstra & Farrelly, 2010;Zaichkowsky, Parlee & Hill, 2010). On the conceptual level, several studies carried out in this stream transpose tools and frameworks of www.ccsenet.org/ibr…”

“…2; studying and evaluating brand equity used on consumer markets (Leek & Christodoulides, 2011. Kuhn et al (2008) tested the applicability of Keller's (2001) customer-based brand equity pyramid to B2B customers, showing that this framework is applicable under certain modifications. Whereas Keller's (1993) original work distinguishes between the sources of brand equity (i.e.…”

Clarifying the Brand Orientation Construct for Business-to-Business Sector

“…Therefore, based on the behavioral school of thought, this article is proposing that corporate brand of industrial supplier is responsible to strengthen relationship between supplier and external entities (Kuhn et al, 2008;Vallaster & Lindgreen, 2011;Hadjikhani & LaPlaca, 2013). Theoretically, relationships are improved when inter-organizational trade is mutually beneficial.…”