Network actors' participation in B2B SME branding

Mäläskä, Minna; Saraniemi, Saila; Tähtinen, Jaana

doi:10.1016/j.indmarman.2011.09.005

Cited by 84 publications

(105 citation statements)

References 74 publications

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“…It is also important to note that branding is a constantly evolving process, which requires continuous monitoring of the environment and tuning of the brand (Mäläskä et al, 2011;Jones, 2005).…”

Section: Developing the Digital Branding Modelmentioning

confidence: 99%

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Industrial branding in the digital age

Lipiäinen

Karjaluoto

2015

Journal of Business &Amp; Industrial Marketing

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Abstract:Purpose: This study describes the overall branding logic of an international industrial company operating in the renewable energy industry and responds to calls for empirical research on 1) how to build a B2B brand in the digital age, and 2) how digital media can be used for branding. A digital branding model is also developed.Design: A single case study of a company at the forefront of digital media usage is used to develop the model. The main data comes from semi-structured theme interviews and on content analysis of the channels used to create a brand on the Internet. Findings:In the digital age, firms seem to benefit from having a strong market orientation and a holistic branding approach with robust integration of their different functions. Branding in the digital age requires strong internal communication as well as consistent external communication, but also positioning of the brand in topical conversations. For an industrial organization, becoming an opinion leader is a strategy well suited to branding and can be supported by creating relevant content subsequently delivered through various social media channels. Research limitations:The results of this study are based on a single case study and hence are not generalizable.Originality: This study is among the first to respond to the calls for empirical research on industrial brand management in the digital age and contributes to the emerging B2B branding and branding on digital age literature.Keywords: Industrial brand, industrial branding, i-branding, digital media, social media Article Classification: Research paper Industrial branding in the digital age Introduction Digitization, globalization and so forth has increased competition, which in turn has forced B2B companies to find new ways to distinguish themselves in the market. Increasingly companies are focusing their efforts on specialized activities like manufacturing and branding to stay competitive (Hsiao and Chen, 2013). It has been suggested that B2B branding and brand management are now even more critical success factors for organizations than they were before (Helm and Jones, 2010;Kotler and Pfoertsch, 2007).A majority of the available B2B branding studies have focused on testing causal links between brand-related variables and their outcomes while several studies have emphasized the importance of B2B branding (see e.g. Aspara and Tikkanen 2008;Balmer and Greyser, 2006;Baumgarth, 2010;Kotler and Pfoertsch, 2007;Leek and Christodoulides, 2011). Despite the increased understanding about the importance of B2B branding, B2B branding literature has been described as embryonic (Roberts and Merrilees, 2007 p. 140). A recent literature review on B2B branding reveals the topic is still nascent and fragmented (Keränen et al., 2012). Specifically, firms seem to be neglecting key strategic and tactical issues in relation to building, managing and refreshing B2B brands (Lindgreen et al., 2010).The social revolution brought by digitization and its influence on the interaction between people and th...

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Section: Developing the Digital Branding Modelmentioning

confidence: 99%

“…The elements not under the company's control, such as media publicity and word-of-mouth (see e.g. Mäläskä et al, 2011), and environmental factors, like salient issues, macroeconomic factors, political climates and legislation (see e.g. Jones, 2005), should also be seen as influencers of the total brand image.…”

mentioning

confidence: 99%

Industrial branding in the digital age

Lipiäinen

Karjaluoto

2015

Journal of Business &Amp; Industrial Marketing

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“…In ingredient co-branding, brand strength is essential to persuade ingredient buyers to engage in a co-branding initiative (Besharat, 2010;Ghosh & John, 2009;Mäläskä et al, 2011;Simonin & Ruth, 1998;Van Durme et al, 2003). This is because in ingredient co-branding, the ingredient brand must be attractive not only to final consumers but also to industrial buyers who bundle the branded ingredient with their own offerings (Pfoertsch et al, 2007).…”

Section: Ingredient Brand Strengthmentioning

confidence: 99%

Industrial Ingredient Co-branding: A Brand Relationship Approach

Andreini¹,

Bergamaschi²,

Pedeliento³

et al. 2016

IJBM

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Existing research on industrial ingredient co-branding alliances has largely focused on the functional and transactional value that ingredient brands provide to ingredient buyers and sellers. The current research draws on the brand relationship perspective to investigate how the relational assets of ingredient brands generate value for both ingredient buyers and for the ingredient supplier itself. For the former, such value manifests in ingredient co-branding value, and for the latter, the value lies in brand equity. The results are derived from a survey of 107 ingredient buyers from a multinational ingredient manufacturer aiming to initiate ingredient co-branding agreements in the energy component industry. The results of the structural equation model reveal that ingredient brand trust directly affects both ingredient brand loyalty and ingredient co-branding value, but indicate no significant effect between brand loyalty and ingredient co-branding value. Moreover, ingredient co-branding value proved to be a driver of ingredient supplier brand equity.Keywords: industrial markets, ingredient brand equity, ingredient brand loyalty, ingredient brand trust, ingredient co-branding value, inter-firm relationship value

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“…Industrial suppliers need to make themselves attractive for business partners so that their support can be gained. A win-win situation is highly desired in an inter-organizational relationship; and therefore brand promises should reflect benefits what industrial supplier can offer to its business partners, and what support to receive in return (Mäläskä et al, 2011;Wilkinson et al, 2005).…”

Section: External Environmentmentioning

confidence: 99%

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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Network actors' participation in B2B SME branding

Cited by 84 publications

References 74 publications

Industrial branding in the digital age

Industrial branding in the digital age

Industrial Ingredient Co-branding: A Brand Relationship Approach

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

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