The five phases of SME brand-building

Centeno, Edgar; Hart, Susan; Dinnie, Keith

doi:10.1057/bm.2012.49

Cited by 60 publications

(104 citation statements)

References 38 publications

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“…According to Baldinger et al (2002), SME brands are more volatile in losing out on market share as compared to big brands. Besides being faced by the common lack of resources which disadvantage the SMEs, brand related issues are another one of the hindrances to SMEs' growth (Centeno et al 2013). One of the best ways for SME brands to increase their market share is to retain their loyal customers through repeated sales in a trusting relationship (Aaker 1996;Baldinger et al 2002;Eggers, O'Dwyer et al 2013;Rauyruen et al 2009).…”

Section: Introductionmentioning

confidence: 99%

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The Role of Emotional and Rational Trust in Explaining Attitudinal and Behavioral Loyalty: An Insight Into SME Brands

Ong

Salleh

Yusoff

2016

GADJAH MADA INT. J. BUS.

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Brand trust is a powerful asset for Small and Medium size Enterprises (SMEs) to retain good relationships with their loyal customers, to ensure their long term survival. However, SME managers first need to understand the consequences of the two unique emotional and rational components of trust on attitudinal and behavioral loyalty, because both loyalty dimensions have unique consequences for a brand's performance. Hence, this study aims to answer two research issues: (1) Do brand intentions and brand reliability influence both attitudinal loyalty and behavioral loyalty? (2) Which component of trust explains attitudinal and behavioral loyalty more? Data were obtained from 210 customers through the use of an intercept survey method on successful SME brands in the restaurant industry. The findings revealed that emotional and rational trust influenced both attitudinal and behavioral loyalty. Despite that, customers have a higher tendency to exhibit attitudinal and behavioral loyalty when a brand can be relied upon to deliver on its promises.Abstrak: Kepercayaan atas merek adalah aset yang kuat untuk usaha kecil dan menengah (UKM) untuk mempertahankan hubungan baik dengan pelanggan setia mereka, dan juga untuk memastikan kelangsungan hidup jangka panjang mereka. Namun, manajer UKM harus terlebih dahulu memahami konsekuensi dua komponen kepercayaan emosional dan rasional yang unik terhadap loyalitas sikap dan perilaku, karena kedua dimensi loyalitas tersebut memiliki konsekuensi yang unik pada kinerja suatu merek. Oleh karena itu, penelitian ini bertujuan untuk menjawab dua isu: (1) apakah tujuan dan keandalan merek berpengaruh, baik terhadap sikap loyalitas maupun sikap perilaku?; (2) Apa komponen yang lebih menjelaskan sikap loyalitas dan perilaku? Data diperoleh dari 210 pelanggan melalui peng gunaan metod e survei intercept pada merek UKM yang sukses di industri restoran. Temuan menunjukkan bahwa kepercayaan emosional dan rasional mempengaruhi loyalitas baik sikap maupun perilaku. Namun, pelang gan memiliki kecenderungan lebih ting gi untuk menunjukkan sikap loyalitas dan perilaku ketika sebuah merek dapat diandalkan untuk memenuhi janjinya.

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Section: Introductionmentioning

confidence: 99%

“…This study acknowledged the contributions towards the SMEs' branding literature by the past studies mentioned abo ve. However, there is still a lack of studies into researching the SMEs' brands, as compared to that for the big brands (Centeno et al 2013;Krake 2005).…”

Section: Introductionmentioning

confidence: 99%

The Role of Emotional and Rational Trust in Explaining Attitudinal and Behavioral Loyalty: An Insight Into SME Brands

Ong

Salleh

Yusoff

2016

GADJAH MADA INT. J. BUS.

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“…Prior research has listed a number of constraints that B2B SMEs have encountered, such as perceiving branding as less important for B2B SMEs (Wong and Merrilees, 2005) due to the complexity of the B2B market (Keller and Kotler, 2012) and the limited resources and capabilities to support branding (Leek and Christodoulides, 2011). In reviewing the existing literature, we found three types of constraints to provide possible explanations for this state of affairs: perceptual constraints, market constraints and resource constraints (Leek and Christodoulides, 2011;Mitchell et al, 2015;Centeno et al, 2013).…”

Section: B2b Small and Medium Enterprises Branding Constraintsmentioning

confidence: 95%

Managing and building B2B SME brands: an emerging market perspective

Lin

Ansell

Marshall

et al. 2019

PRR

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Purpose This paper aims to distil the management challenge pertaining to B2B SME branding strategy, communication and constraint in the emerging market context of Chinese manufacturing. Design/methodology/approach Complemented by 19 interviews, this paper adopted a novel methodological approach – netnographic analysis – to investigate a selection of Chinese manufacturing SMEs. Findings Findings revealed three managerial approaches to B2B brand management: conservative, flexible and integrated-exploratory. Practical implications Understanding the three approaches offers managerial implications for Chinese manufacturer SMEs to redesign their branding practice. Informed with a better understanding of the available option, they will be able to achieve high value-added production through branding to gain competitiveness. This study sheds light on B2B SME branding from an emerging market perspective, an area that has been largely neglected in the existing literature. Originality/value Findings make a novel contribution to B2B SME brand management literature by clarifying practical management issues pertinent to Chinese emerging market manufacturers in particular, and offering widely generalizable lessons for B2B brand management research.

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“…Uusitalo et al (2010) [73] discuss the importance of creating brand names for SMEs suppliers using a well-known and established brand name; for example, an SME that produces Coca-Cola bottles can exploit and promote its company through a brand related to a well-known brand. Centeno et al (2013) [19] develop a framework for building a brand for SMEs in a sequence of five phases: brand as a person, brand as products, brand as a symbol, brand as an organisation and brand growth. Each phase should add differentiation in brand identity.…”

Section: Brand Strategy In Smes 221 Brand Performancementioning

confidence: 99%

SMEs Branding: The Interaction of Entrepreneurial Orientation

Alanazi

2018

Journal of Research in Marketing

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The purpose of this research is to find the extended impact and interaction of entrepreneurial orientation (EO) as a moderator variable on the relationships between brand strategy (specifically brand orientation, brand identity and brand distinctiveness) and brand performance. Retroactively, the direct relationship between brand strategy and brand performance should be elucidated. The basic methodology of this research is positivism, specifically a deductive approach to which really on previous understanding and propositions that extracted from previous works. A well-designed and tested questionnaire is used to collect data for this research, and the data is analysed by applying the partial least squares technique, which is a method of structural equation modelling technique of analysis. Prior to this step, a confirmatory factor analysis is performed to inspect measurement constructs. The result indicates a significant positive and direct impact of brand orientation and brand identity on performance of brand where brand distinctiveness has no impact. On the other side, when entrepreneurial orientation is interactive as a moderator factor, the relationships between brand orientation, brand identity and brand performance increase and become stronger. Previous research and studies elucidated the impact of various factors of brand strategy on brand performance. However, entrepreneurial orientation as a moderator variable has not been examined. What makes this research different from others is the practical investigation and the examination of the impact of entrepreneurial orientation as an important factor of brand strategy in SMEs Properly, the main contribution of strategic brand management is related to brand equity and the value of

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The five phases of SME brand-building

Cited by 60 publications

References 38 publications

The Role of Emotional and Rational Trust in Explaining Attitudinal and Behavioral Loyalty: An Insight Into SME Brands

The Role of Emotional and Rational Trust in Explaining Attitudinal and Behavioral Loyalty: An Insight Into SME Brands

Managing and building B2B SME brands: an emerging market perspective

SMEs Branding: The Interaction of Entrepreneurial Orientation

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