Brand orientation and market orientation — From alternatives to synergy

Urde, Mats; Baumgarth, Carsten; Merrilees, Bill

doi:10.1016/j.jbusres.2011.07.018

Cited by 255 publications

(300 citation statements)

References 53 publications

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“…These brand values are encapsulated into a simple, consistent message that is delivered to the internal and the external markets (White & de Chernatony, 2002). Brand identity represents the internal perspective of what the brand is whereas brand image reflects how the external market perceives the brand to be (Aaker, 1996;Keller, 2001;Dowling & Otubanjo, 2011;Urde, Baumgarth, & Merrilees, 2013;Vallaster & von Wallpach, 2013). In essence, what exists in the stakeholders' mind is the shared brand meaning derived from the interactions between the external and the internal markets (Burmann, Jost-Benz, & Riley, 2009;Dowling & Otubanjo, 2011;Iglesias & Bonet, 2012;Ind, Iglesias, & Schultz, 2013).…”

Section: Brand Identitymentioning

confidence: 99%

Internal brand co-creation: The experiential brand meaning cycle in higher education

Dean

Arroyo-Gamez

Punjaisri

et al. 2016

Journal of Business Research

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Higher education (HE) institutions need to adapt to the global environment but the complex nature of HE highlights the role of marketing and the internal market in realizing the brand identity, creating a challenge for developing a shared brand meaning. This research explores how employees co-create brand meaning through their brand experiences and social interactions with management, colleagues and customers. Using a phenomenological approach, the findings highlight that brand meaning commences from historical, superficial brand interactions. Employees then develop brand meaning further through a series of brand interactions and social interactions. Bridging the internal branding and the co-creation literature, this study conceptualizes the evolving, co-created nature of employees' brand meaning in the experiential brand meaning cycle. This study extends Iglesias and Bonet's (2012) work and illustrates the function of employees as readers and authors of brand meaning, emphasizing the crucial role of brand co-creation in guiding employees' brand promise delivery.

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Section: Brand Identitymentioning

confidence: 99%

Internal brand co-creation: The experiential brand meaning cycle in higher education

Dean

Arroyo-Gamez

Punjaisri

et al. 2016

Journal of Business Research

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“…According to brand orientation, brand provides a strategic platform to consolidate unique set of values to not only satisfy customer needs but also to manage all internal and external activities (Urde et al, 2013). For brand oriented companies brand is not an unconditional response to customer needs, as in market orientation (Urde, 1999).…”

Section: Brand Orientationmentioning

confidence: 99%

“…Management of implementation process of brand values is the second level of conceptual model (Urde et al, 2013). Since brand values set in the prior level is purely abstract (Baumgarth, 2010), therefore brand orientation would remain half-finished without this level.…”

Section: Management Of Brand Orientationmentioning

confidence: 99%

“…It has been recommended to use multidimensional measures of performance when evaluating the effect of brand orientation (Baumgarth et al, 2013). Based on this recommendation this article suggests to measure effect of brand orientation on brand strength, company performance, compatibility in internal and external environments, and beyond.…”

Section: Performance Of Brand Orientationmentioning

confidence: 99%

“…The origin of brand orientation can be traced to the article of Urde (1994). So far this concept has been applied to various contexts including nonprofit, place, small businesses, public and consumer sector (Baumgarth et al, 2013). Most of these articles reported positive effect of brand orientation on brand strength and related company/organizational performance.…”

Section: Introductionmentioning

confidence: 99%

See 2 more Smart Citations

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

Anees-ur-Rehman¹

2014

IJBM

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Purpose of this conceptual article is to clarify scope and propose model of brand orientation in business-to-business (B2B) sector. Brand orientation was first introduced by Urde (1994). To author's knowledge, Baumgarth (2010) is the only article to propose and empirically test brand orientation construct in B2B context in nearly 20 years. No other study offers explanation to conceptualize brand orientation for industrial supplier's perspective. This article addresses following questions. How brand orientation is relevant in B2B sector? And how brand orientation can be conceived and operationalized by industrial supplier in B2B sector? It extensively reviews the brand orientation, industrial marketing and strategic management literature to uncover elements of brand orientation in industrial context. Model has three interdependent levels (mindset, management and performance), and each level is embedded into internal and external environment of industrial supplier.

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Cooperatives’ Organizational Restructuring, Strategic Attributes, and Performance: The Case of Agribusiness Cooperatives in Greece

et al. 2015

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We develop a classification of traditional versus restructured cooperative organizational attributes based on an inductive approach. Using this classification and integrating concepts from the business literature (i.e., market and brand orientation), we hypothesize three types of relationships: (a) the influence of organizational attributes, i.e., ownership, control and cost/benefit allocation, on organizational performance; (b) the influence of strategic, i.e., market and brand orientation, attributes on organizational performance, and (c) the influence of organizational attributes on market orientation. We examine these relationships empirically in two studies. In study 1, using data from 114 agribusiness cooperatives, we demonstrate that strategic attributes have a greater influence on organizational performance than organizational attributes. In study 2, we replicate the design from study 1, i.e., tracking attribute scores over time, with a subsample of 25 cooperatives 4 years later. This second study generally confirms the findings of study 1. Taken together, the results suggest that greater emphasis should be placed on strategic attributes both in the literature and in practice. C 2015 Wiley Periodicals, Inc.

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Brand orientation and market orientation — From alternatives to synergy

Cited by 255 publications

References 53 publications

Internal brand co-creation: The experiential brand meaning cycle in higher education

Internal brand co-creation: The experiential brand meaning cycle in higher education

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

Cooperatives’ Organizational Restructuring, Strategic Attributes, and Performance: The Case of Agribusiness Cooperatives in Greece

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