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

Abstract

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.

Brand Orientation in Small and Medium Enterprises (SMEs) from Malaysian Government Perspective

“…There are a few definitions of brand orientation (Reijonen et al 2014). However, the concept of brand orientation was first introduced by Urde in 1994(Anees-ur-Rehman et al 2016Anees-ur-Rehman 2014;Blamer 2013). According to Urde (1999) brand orientation is defined as: [.…”

“…However, Baumgarth's model was used in several studies (e.g. Renton et al 2016;Anees-ur-Rehman 2014). On the one hand, Anees-ur-Rehman (2014) proposed 3 levels of brand orientation constructs, namely mindset, management, and performance and outlined that each level should be embedded into internal and external environments.…”

Toward a model of brand strategy adoption

“…Although the construct has been applied in many contexts (Baumgarth et al, 2013) there is an absence of a discussion about how companies become brand oriented. Prior research acknowledges the importance of mindset of brand orientation as the first level of its approach (Urde et al, 2013;Anees-ur-Rehman, 2014). A typology of brand orientation includes a model of the brand strategy process in which the links between four critical constructs (brand distinctiveness, brand orientation, brand marketing performance and brand barriers) are specified (Wong and Merrilees, 2005).…”

Does brand orientation lead to brand loyalty among senior and top management in a South African business-to-business organisation?

“…The rationale for this is that suppliers should not be able to deliver the promised brand values to external customers if they are not generated internally (Burmann & Zeplin 2005). Therefore, the theory of brand orientation purports that a strong brand is one that has maintained a strong relationship with internal and external stakeholders (Anees-ur-Rehman 2014;Hadjikhani & La Placa 2013;Leek & Christodoulides 2012). In light of the preceding discussion, this study uses the definition by Anees-ur-Rehman (2014).…”

“…Therefore, the theory of brand orientation purports that a strong brand is one that has maintained a strong relationship with internal and external stakeholders (Anees-ur-Rehman 2014;Hadjikhani & La Placa 2013;Leek & Christodoulides 2012). In light of the preceding discussion, this study uses the definition by Anees-ur-Rehman (2014). Anees-ur-Rehman (2014) describes brand orientation in the B2B context as a strategic management method that utilises the value of the brand to cultivate relationships of a supplier with itself (internal stakeholders from top management to frontline staff) and external customers.…”