The concept of participatory market orientation: An organisation-wide approach to enhancing brand equity

Ind, Nicholas; Bjerke, Rune

doi:10.1057/palgrave.bm.2550122

Cited by 72 publications

(70 citation statements)

References 21 publications

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“…Thus, it highlighted that the brand value co-creation process is a continuous, social, and highly dynamic and interactive process between the firm, the brand, and all stakeholders. (2007), Ind and Bjerke (2007), Jones (2005) associations on customers' purchase decisions. Functionalbenefit associations refer to customer perceptions about whether the brand satisfies their utilitarian needs.…”

Section: And Forward: Stakeholder-focus Brand Eramentioning

confidence: 98%

“…Similarly, Ind and Bjerke (2007) proposed the participatory market orientation framework, which highlights that brand value is created by involving employees, customers, and other stakeholders in the development of a brand. Creating brand value from the perspective of the participatory market orientation framework is akin to a bazaar approach to branding, which allows all stakeholders to "take a peek behind the scenes and have a say when decisions are made…Smart brands will welcome the [stakeholder's] role as a natural partner in a collective process of product and brand development" (Ind and Bjerke (2007, p. 140).…”

Section: Stakeholder-focus Brand Era: 2000 and Forwardmentioning

confidence: 99%

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The evolving brand logic: a service-dominant logic perspective

Merz

Vargo

2009

J. of the Acad. Mark. Sci.

672

593

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The meanings of brand and branding have been evolving over the past several decades. This evolution is converging on a new conceptual logic, which views brand in terms of collaborative, value co-creation activities of firms and all of their stakeholders and brand value in terms of the stakeholders' collectively perceived value-in-use. The authors argue that this new logic parallels and reflects the related, evolving service-dominant (S-D) logic in marketing. They provide an historical account of the branding literature, organize it into eras, and connect it to the evolution in marketing as captured by S-D logic. The analysis provides further support for the S-D logic of marketing and suggests a related research agenda for furthering the understanding of brand and branding. It also suggests that marketing managers might benefit from investing resources in building strong brand relationships with all of their stakeholders and a service-dominant firm philosophy built around brand value co-creation.Keywords Service-dominant logic . Goods-dominant logic . Branding . Brand creation . Brand evolution . Brand value . Brand logic . Co-creation of brands . Co-creation of value Firms are increasingly recognizing that brands are among their most valuable assets (Madden et al. 2006;Simon and Sullivan 1993) and are, therefore, intensifying the level of resources directed toward building them. At least partially in response, academics are also intensifying the attention directed toward understanding the meaning and value of brands and the process of branding (e.g., Berry 2000; Keller 1993; Schouten et al. 2007). This development in the branding literature, together with a more general evolution in academic marketing thought, is causing marketing scholars to rethink the logic of brand and branding.Vargo and Lusch (2004a) posit that marketing is evolving toward a new logic, which they identify as service-dominant (S-D) logic. This logic (1) considers service to be the common denominator of exchange, (2) embraces a process orientation ("service"), rather than an output orientation ("goods and services"), and (3) makes the customer endogenous to value creation by arguing that value is always co-created with customers (and others), rather than unilaterally created by the firm and then distributed. From this perspective, goods remain important, but are identified as vehicles for service provision.This evolution in the logic of marketing in general is paralleled by and reflected in the branding literature and, therefore, we believe that S-D logic and the brand literature can reinforce and inform each other. That is, the logic of brand and branding is also evolving and has shifted from the conceptualization of brand as a firm-provided property

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Section: And Forward: Stakeholder-focus Brand Eramentioning

confidence: 98%

Section: Stakeholder-focus Brand Era: 2000 and Forwardmentioning

confidence: 99%

The evolving brand logic: a service-dominant logic perspective

Merz

Vargo

2009

J. of the Acad. Mark. Sci.

672

593

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“…The Journal of Brand Management represents the ideal publication outlet for this special issue as several important contributions to IBM research have been published in the journal (Burmann and Zeplin 2005;Burmann et al 2009;Gapp and Merrilees 2006;Harris 2007;Ind 2003;Ind and Bjerke 2007;Kimpakorn and Tocquer 2009;King and Grace 2008;Punjaisri and Wilson 2007;Tuominen et al 2016). With Ind and Bjerke (2007), Harris (2007), King and Grace (2008), and Punjaisri and Wilson (2007) (2007) and Moroko and Uncles (2008), two more articles among the Top 20 are related to (prospective) employees in the context of employer branding. Overall, six of the Top 20 most downloaded articles in the Journal of Brand Management address the topic of (prospective) employees as a target group for brand management, thus indicating relevance for the research community.…”

Section: Special Issue On Internal Brand Managementmentioning

confidence: 99%

Internal brand management: introduction to the special issue and directions for future research

2018

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This special issue of the Journal of Brand Management has been developed in consideration of the existing gap between the relevance of and research attention to internal brand management (IBM). Despite its relevance, research dealing with brand management in the context of internal stakeholders is still limited. Therefore, we identify five directions for future research after an introduction to the topic. Future research should (1) validate the relevance of IBM, (2) increase the generalizability of IBM research findings, (3) deepen and (4) broaden the IBM framework, and (5) extend methodologies in IBM research. This special issue addresses some of the identified areas for future research by including five articles covering a variety of IBM topics. It is our hope this special issue advances IBM research and encourages researchers to start and continue engaging in research in this important area.

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“…A positive employee experience has a positive effect on marketing, CRM, HRM, and the innovation strength of the organization [56]. It is not only the marketer's responsibility to manage CX, it is everyone's responsibility [57]. Experience providers Organizations can undertake some actions to manage their customers' experience [4,5].…”

Section: Customer Experience Management: the Actions From The Firmmentioning

confidence: 99%

A Bonded Experience: “Value Creation as the Creation of an Experience, Within a Business Relationship”

Journée

Weber

2014

Lecture Notes in Production Engineering

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In this paper, we investigate the application of the concepts of customer experience (CX) and co-creation for SMEs in the B2B sector. Based on a systematic review of extant research on the subject of CX, we will recognize that customer experience management (CXM) can be a new way for organizations to create a competitive advantage, simultaneously creating more value for their customers. We will introduce a conceptual framework for a better understanding of the concept, identifying several elements that have to be taken into account in CXM, i.e., the types, levels, and strengths of experience; the tacit and measurable outcomes of a great CX for the firm; the methods to measure CX; the conditions to execute CXM; the possibilities for CXM by the firm, such as the management of experience providers and the application of the customer journey approach to gain insights into customers' experience; and, finally, the role that customers have in CXM. With this latter element of our framework, we will be able to cross the bridge from CX to customer co-creation, in particular the co-creation of experiences in NPD. Reflecting these insights on SME practice will teach us what smalland medium-sized enterprises can do to apply CXM. In that respect, we will observe that research has not reached a sufficient level of knowledge to aid firms in achieving this goal. We intend to further investigate the application of CX concepts in SME in ongoing studies.

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The concept of participatory market orientation: An organisation-wide approach to enhancing brand equity

Cited by 72 publications

References 21 publications

The evolving brand logic: a service-dominant logic perspective

The evolving brand logic: a service-dominant logic perspective

Internal brand management: introduction to the special issue and directions for future research

A Bonded Experience: “Value Creation as the Creation of an Experience, Within a Business Relationship”

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