Kunden- oder Markenorientierung – Zwei Seiten einer Medaille oder alternative Routen?

Baumgarth, Carsten; Merrilees, Bill; Urde, Mats

doi:10.1007/s11621-011-0014-4

Cited by 17 publications

(3 citation statements)

References 34 publications

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“…The specification of a new type of orientation -a hybrid between brand and marketing orientation -was among the key outcomes of our study. The paper describing it articulates typical trajectories for evolving that orientation and thereby facilitating a more dynamic view (Baumgarth, Merrilees, & Urde 2011;Urde, Baumgarth, & Merrilees 2013).…”

Section: Past: the Genesis Of This Special Issuementioning

confidence: 99%

Brand orientation: Past, present, and future

Baumgarth

Merrilees

Urde

2013

Journal of Marketing Management

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Section: Past: the Genesis Of This Special Issuementioning

confidence: 99%

Brand orientation: Past, present, and future

Baumgarth

Merrilees

Urde

2013

Journal of Marketing Management

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“…The literature offers a wide variety of different strategic orientations: market or customer orientation (e.g., Deshpandé, Farley, & Webster, 1993;Homburg & Pflesser, 2000;Narver & Slater, 1990;Pelham & Wilson, 1996), brand orientation (e.g., Baumgarth, 2010;Baumgarth et al, 2013;Urde, 1994Urde, , 1999Wong & Merrilees, 2008), innovation or technology orientation (e.g., Gatignon & Xuereb, 1997), entrepreneurial orientation (e.g., Matsuno, Mentzer, & Özsomer, 2002;Zhou, Yim, & Tse, 2005), and learning orientation (e.g., Baker & Sinkula, 1999;Sinkula, Baker, & Noordewier, 1997). Most of the published papers are focused on a single strategic orientation, while only a few conceptual and empirical papers have integrated different strategic orientations in one framework: market, customer, entrepreneurial and innovation orientation (Jones & Rowley, 2011), market and innovation/technology orientation (Berthon, Hulbert, & Pitt, 1999;Gatignon & Xuereb, 1997;Olson, Slater, & Hult, 2005;Zhou et al, 2005), market and learning orientation (Baker & Sinkula, 1999), market and entrepreneurial orientation (Miles & Arnold, 1991;Zhou et al, 2005), market, production and cost orientation (Noble et al, 2002;Olson et al, 2005), brand and market orientation (Gromark & Melin, 2013;O'Cass & Voola, 2011;, and orientation towards the markets, the general public and the company itself (Raffée & Wiedmann, 1989).…”

Section: Strategic Orientationmentioning

confidence: 99%

Strategic orientations and the performance of Social Entrepreneurial Organisations (SEOs): A conceptual model

Schmidt¹,

Baumgarth²,

Wiedmann³

et al. 2015

Social Business

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PurposeThe primary goal of this paper is to develop a conceptual model that addresses how market, entrepreneurial and brand orientation influence the performance of different types of social entrepreneurial organisations (SEOs) with different founders and in different markets. Design/methodology/approachThis is essentially a conceptual paper that integrates three main specifications regarding the broader concept of strategic orientation (market, brand and entrepreneurial orientation) in a single framework. FindingsIn this paper, a framework about the nature of market, entrepreneurial and brand orientation is developed. It is argued that these orientations consist of a cultural and a behavioural layer, and an influence of the cultural layer on the behavioural layer is proposed. It is also proposed that all strategic orientations influence the performance of an SEO, which consists of the dimensions of economic survival, social effectiveness and institutional legitimacy. The framework implicitly suggests that an SEO could follow several strategic orientations -to a different degree -at the same time.

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“…If this is the case, we call it a brand-oriented enterprise (cf. Baumgarth et al 2011) in which, as will be explained below, the brand becomes a fundamental part of the business model.…”

Section: Brand Management Developmentmentioning

confidence: 99%

Corporate Strategy and Corporate Branding: Reference Frame and Examples of Integrated Corporate Strategic & Brand Management (CS&BM)

Schmidt

2015

Business Architecture Management

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Strategy and brand are central constructs in the field of business management research and practice. But while strategic management has been in place for a long time, the holistic view on brand management has only stirred up some discussion in recent years. In this context, special attention is paid to the corporate brand, as this kind of brand has gained more significance in real life. In the process of corporate branding, it is crucially important that corporate strategy and brand strategy fall in line, as the brand is in this respect not a tool operated by the marketers but instead should be absorbed entirely within the identity of the corporation. So far, both constructs, i.e., strategy and brand, have been largely regarded as separate fields (and the latter even less been made a subject of an enterprise's business architecture), which entails varying views of how corporate strategy and corporate brand mutually affect each other, eventually leading to the question: which is dominated by which? This article is aimed at establishing a core frame of reference of integrated "Corporate Strategic & Brand Management" (CS&BM) and gives explanations by demonstrating specific design perspectives. In line with architectural thinking, particular attention is paid to the interaction of corporate and brand identity, the strategic positioning as well as how to manage positioning at the brand touch points.

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Kunden- oder Markenorientierung – Zwei Seiten einer Medaille oder alternative Routen?

Cited by 17 publications

References 34 publications

Brand orientation: Past, present, and future

Brand orientation: Past, present, and future

Strategic orientations and the performance of Social Entrepreneurial Organisations (SEOs): A conceptual model

Corporate Strategy and Corporate Branding: Reference Frame and Examples of Integrated Corporate Strategic & Brand Management (CS&BM)

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