Antecedents and consequences of brand-oriented companies

Abstract

If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. AbstractPurpose -Building a strong brand is an important way to build a competitive advantage in the marketplace. Brand-oriented companies regard their brands as strategic resources, and they create value and increase competitiveness by building a strong brand. However, studies on how companies become brand-oriented and how brand orientation influences brand performance are still rather limited. Therefore, the purpose of this paper is to propose a theoretical model explaining what factors contribute to brand orientation, as well as the impact of brand orientation. Design/methodology/approach -Questionnaire surveys were distributed to branding companies in Taiwan. The sample data of 106 branding companies were collected in order to test the theoretical model using partial least squares (PLS). Findings -The empirical results showed that organizational resources (product differentiation capability), organizational structure (cross-function departmental integration), and organizational culture (members' organizational identification and long-term remuneration criteria) could facilitate the building of brand-oriented companies. It was also found that a higher level of brand orientation contributed to better brand performance. Practical implications -According to this research, corporate managers can understand how to build brand-oriented companies by shaping their organizational context. In other words, if companies want to become brand-oriented, they should build product differentiation capabilities, promote cross-functional integration among departments, and develop an organizational culture with high organizational members' identification and long-term remuneration criteria. Originality/value -This paper is the first study to propose some antecedents of brand-oriented companies based on the organizational context perspective. The empirical results of this study illustrate how companies can become brand-oriented by arranging their organizational context, as well as the impact of brand orientation on brand performance.

Brand image and equity: the mediating role of brand equity drivers and moderating effects of product type and word of mouth

“…Thus, it can be assumed that positive attitude leads to high consumer-based brand equity. Huang and Tsai (2013) suggested that brand awareness is one of the factors that companies with a brand orientation enjoy. Brand awareness is one of the most important components in creating brand equity (Seno and Lukas 2007); hence, it is reasonable to propose that a high level of consumer awareness toward a brand may lead to high consumer-based brand equity.…”

Why doesn’t our branding pay off: optimising the effects of branding through innovation

“…Given the significant amount of knowledge they have about the brand, its operations and level of performance (e.g., Huang and Tsai, 2013), senior-level personnel responsible for overseeing the day-to-day management of the brands were targeted as key informants, to whom self-administered surveys were dispatched through the assistance provided by a professional market research firm. Informants were instructed to focus specifically on the brand for which they were managerially responsible.…”

The Impact Of Market And Brand Orientation On Performance: An Empirical Study

“…Finally, brand orientation also requires the shared brand vision of the organizational members (Wong, & Merrilees 2008, Wong, & Merrilees, 2007 and the putting of brand main values and promises into daily practice (Baumgarth, 2010). Researches on internal branding have indicated the importance of establishing a brand culture (Huang, and Tsai 2013). As a result, the establishment of brand orientation is influenced by organizational culture (Hirvonen, & Laukkanen 2014).…”

“…Businesses are planning brand orientation marketing activities to ensure sustainable competitiveness. Some of the academic studies in this area are performed by Hu et al (2012); Huang and Tsai (2013) ;Wong, ve Merrilees (2007) ;Wong, ve Merrilees (2008); Hirvonen, & Laukkanen (2014). Moreover, in order to fulfill the main values of the brand and create unique customer values, brand orientation also necessitates the combination of the knowhow and personnel skills at different internal departments in a company (Hirvonen, & Laukkanen 2014, Hu et al 2012).…”