Interaktive Markenführung

Binckebanck, Lars

doi:10.1007/978-3-8349-8742-6_23

Cited by 3 publications

(3 citation statements)

References 6 publications

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“…The results of our study suggest the need for systematically interactive brand management, which can be defined, in the B‐to‐B context, as the management process of planning, implementing and controlling relationship‐shaping interactive processes with current or potential customers through sales operations, with the objective of anchoring an identity‐matching image in the minds of relevant buying‐centre members (Binckebanck, 2006). Interactive brand management is thus fundamentally about using the sales function as the motive force for communicating differentiated company values, integrating sales into brand management, and implementing a strategy of “relationship leadership”.…”

Section: Discussionmentioning

confidence: 99%

Sales force impact on B‐to‐B brand equity: conceptual framework and empirical test

Baumgarth

Binckebanck

2011

Journal of Product &Amp; Brand Management

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Standard-Nutzungsbedingungen:Die Dokumente auf EconStor dürfen zu eigenen wissenschaftlichen Zwecken und zum Privatgebrauch gespeichert und kopiert werden.Sie dürfen die Dokumente nicht für öffentliche oder kommerzielle Zwecke vervielfältigen, öffentlich ausstellen, öffentlich zugänglich machen, vertreiben oder anderweitig nutzen.Sofern die Verfasser die Dokumente unter Open-Content-Lizenzen (insbesondere CC-Lizenzen) zur Verfügung gestellt haben sollten, gelten abweichend von diesen Nutzungsbedingungen die in der dort genannten Lizenz gewährten Nutzungsrechte. ........................................................................................................................................ and items .................................................................................................................32 * The authors wish to thank Keith Crosier for his valuable comments and contribution 2 Abstract Purpose -To develop and empirically test a conceptual framework explaining the influence of the sales force and two elements of the marketing mix on brand equity, in the context of business-to-business marketing. Terms of use: Documents in EconStor mayDesign/methodology/approach -A conceptual framework of four drivers of B-to-B brand equity was built from a review of the relevant literature and various other theoretical sources.Six research hypotheses were generated, and tested by partial least squares analysis of a sample of 201 respondents in B-to-B firms in Germany. Findings -The results confirm the high relevance of the sales force to the building and maintenance of a strong B-to-B brand. The most important driver of brand equity in this environment is the salesperson"s behaviour, followed by the salesperson"s personality, product quality and non-personal marketing communications, in that order. Practical implications -Effective management of a B-to-B brand is impossible without the support of the sales force. The study furthermore confirms that brand equity can also be influenced by the two elements of the marketing mix investigated: the product and marketing communications. It also offers an alternative approach to the measurement of brand equity in B-to-B marketing. Research limitations -Originality/value -This is the first study to test empirically the widely claimed influence of the sales force on B-to-B brand equity, developing a simple but powerful framework to integrate sales management and brand management in this context.

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Section: Discussionmentioning

confidence: 99%

Sales force impact on B‐to‐B brand equity: conceptual framework and empirical test

Baumgarth

Binckebanck

2011

Journal of Product &Amp; Brand Management

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“…Empirical evidence for the key role of internal brand equity in external brand performance has been provided, across various sectors characterized by the high intensity of interpersonal communication between employee and customer, by Riley (2009), Franzen, Kumbartzki, andBurkhardt (2005), and Henkel, Tomczak, Heitmann, and Herrmann (2007). In the business-to-business sector specifically, Binckebanck (2006) found that the personality of salespeople and the nature of personal relationships were more important drivers of brand equity than the characteristics of the product or service itself, or the content of non-personal marketing communication.…”

Section: Introductionmentioning

confidence: 98%

How strong is the business-to-business brand in the workforce? An empirically-tested model of ‘internal brand equity’ in a business-to-business setting

Baumgarth

Schmidt²

2010

Industrial Marketing Management

231

261

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“…).91 Vgl. DECHERNATONY/MCDONALD (2003), S. 195. ;BLINCKEBANCK (2006). Bestätigend kommt eine Studie des VDMA zu dem Ergebnis, dass 56% des Etats für Marketing Services auf die persönliche Marktbearbeitung (Verkaufsförderung und Messen) entfallen.…”

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Identitätsbasierte Markenführung im Investitionsgüterbereich

Krause

2013

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Interaktive Markenführung

Cited by 3 publications

References 6 publications

Sales force impact on B‐to‐B brand equity: conceptual framework and empirical test

Sales force impact on B‐to‐B brand equity: conceptual framework and empirical test

How strong is the business-to-business brand in the workforce? An empirically-tested model of ‘internal brand equity’ in a business-to-business setting

Identitätsbasierte Markenführung im Investitionsgüterbereich

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