Antecedents and Performance Consequences of Integrated Brand Management in China: An Exploratory Study

Abstract

This study explores the role of integrated brand management in China. Using the survey data for 309 brands, our results show that integrated brand management has a positive effect on business performance in China. We also find that top management emphasis and corporate supportive resources directly foster integrated brand management. In addition, the emphasis of top management indirectly affects integrated brand management through reward system. Furthermore, we find that these relations vary between high-and low-performance brands. The implications for transitional economies are discussed.

A descriptive inventory study of recent China marketing research

“…In the research sample, 24 articles were found (24%) which dealt with marketing strategy. Topics investigated include the following: branding (Ga et al, 2006;Bennet, 2008;Wang et al, 2009;Fu et al, 2009;Bodet, 2010;Chen et al, 2011;Chaoying et al, 2011;Leng and Zhang, 2011), distribution channels (Wing, 1994;Luk et al, 2003;Yi and Jaffe, 2007;Sternquist and Wang, 2010), pricing (Tian et al, 2005;Liu and Tang, 2005;Zhang and Zhou, 2010;Jiang et al, 2011), product positioning (Skallerud and Grønhaug, 2010), and service quality (Prugsamatz and Ofstad, 2006;Gebauer and von Zedtwitz, 2007;Stanworth, 2009). From this, it can be seen that branding was the most popular topic for authors writing about marketing strategy in China.…”

Antecedents and Outcomes of Brand Management from the Perspective of Resource Based View (RBV) Theory

“…However, even though substantial works has been published about brand management, an extensive literature reveals issues related to internal factors contributing to the success of brand management based on RBV have yet to be fully covered. This "internal" brand management is crucial in brand building and management as without supportive internal processes no brand objectives can be really accomplished (Chen, Lam, & Zou, 2011). In spite of the diverse perspectives adopted in previous studies, brand management in this present study will involve three sets of variables namely antecedents, brand management, and performance outcomes.…”

“…In spite of the diverse perspectives adopted in previous studies, brand management in this present study will involve three sets of variables namely antecedents, brand management, and performance outcomes. The work by Chen et al (2011) and Lee, Park, Baek, & Lee (2008) integrative model are used to develop the present study's framework.…”

“…This is specifically critical in the case of brand management whereby top management emphasis play significant roles in the internal brand building process which then contributes to enhanced business performance. Top management emphasis on brand is a key resource in influencing the success of brand management in a sense that it provides support to the brand-related activities (Chen et al, 2011;Richardo, 2001;Wong & Merrilees, 2005). Therefore, it is hypothesized that:…”

“…Management should realize the required resources and capabilities (e.g financial resource networking alliances and human resources) as these are critical to develop for firm's success and to increase performance and differential advantage (Chen et al, 2011;J. Wicklund, 2009;Ndubisi, 2012;Sarah & Arokiasamy, 2009;Wernerfelt, 1984).…”