The impact of the brand management system on brand performance in B–B and B–C environments

Lee, Jin‐Yong; Park, Sung Yong; Baek, Ingee; Lee, Chun-Seon

doi:10.1016/j.indmarman.2008.04.005

Cited by 59 publications

(88 citation statements)

References 21 publications

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“…In this study, we followed the lead of Lee et al (2008) and Homburg et al (2010) and focused on a strategic business unit (SBU) built around a brand within a firm (or, if no specialisation into different business units exists, the entire firm). The SBU was selected as the unit of analysis because whether it belongs to a corporation with multiple SBUs or it is the only SBU within the corporation, it is the unit in which strategies are formulated and executed for the specific brand (see also Matsuno et al, 2014).…”

Section: Sampling and Data Collectionmentioning

confidence: 99%

Why doesn’t our branding pay off: optimising the effects of branding through innovation

Lee

O’Cass

Sok

2016

EJM

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Purpose Recent branding failures (e.g. Kodak and Krispy Kreme) have cast considerable doubt on the widely accepted contention that to develop a strong brand, firms must continuously strive to be brand oriented or innovation oriented. This study aims to examine the curvilinear and interactive effects of brand orientation and innovation orientation on brand performance. Design/methodology/approach Survey data were drawn from a sample of 181 firms operating in the consumer goods sector (i.e. fashion, consumer electronics and automobile) and tested through a hierarchical regression analysis. Findings This study finds that the sole and exclusive focus on either brand orientation or innovation orientation is detrimental to the realisation of superior brand performance because increased levels of this focus lead to diminishing returns. Critically, this study finds that the key to achieving superior brand performance lies in the extent to which the firm integrates both brand orientation and innovation orientation. Originality/value This study extends current knowledge by showing that focusing on either brand orientation or innovation orientation in isolation is actually detrimental to the firm’s realisation of superior brand performance. The integration of brand orientation and innovation orientation is the key to achieving superior brand performance because the inherent limitations associated with each are overcome by their integration.

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Section: Sampling and Data Collectionmentioning

confidence: 99%

Why doesn’t our branding pay off: optimising the effects of branding through innovation

Lee

O’Cass

Sok

2016

EJM

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“…For consumer marketers, brands improve the efficiency of marketing expenditure, create more loyalty, allow a price premium to be charged and provide a platform for further brand extensions or new lines to be introduced under the brand name. Lee et al (2008) investigate whether or not the existence of a brand management approach benefits B2B customers. Such a brand management system includes the CEO's interest in the brand, the brand manager's power, employee education and training.…”

Section: The Relevance Of B2c Framework For B2b Brandsmentioning

confidence: 99%

Primer in B2B brand-building strategies with a reader practicum

Glynn

2012

Journal of Business Research

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a b s t r a c t a r t i c l e i n f oThis primer examines the empirical evidence about business-to-business (B2B) brands and its implications for brand strategy. Some of world's most valuable brands are predominantly B2B in nature, however brand marketing texts typically assume a consumer branding (B2C) perspective. The question arises as to whether or not branding is important in B2B marketing. This primer considers the following question. How do B2B brands create and deliver value for firms in inter-organizational transactions? The paper begins by examining the relevance of current theoretical frameworks of branding to B2B value creation. Next the study considers the brand value chain and the contribution of extant B2B research at its various stages. The paper concludes by examining areas for future research in B2B branding and presents a reader practicum.

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“…Market performance focuses on two aspects: financial performance and customer performance (Homburg & Pflesser, 2000;Lee et al, 2008). We adapted a 5-item scale of international performance that covers both customer and financial performance (Homburg & Pflesser, 2000;Lee et al, 2008;Lu et al, 2010;O'Cass & Ngo, 2007).…”

Section: Market Orientation (Mo) Was Measured Based On Cadogan Et Almentioning

confidence: 99%

“…We adapted a 5-item scale of international performance that covers both customer and financial performance (Homburg & Pflesser, 2000;Lee et al, 2008;Lu et al, 2010;O'Cass & Ngo, 2007). Specifically, we utilized market growth, market share, return on investment, and profitability as financial performance indicators.…”

Section: Market Orientation (Mo) Was Measured Based On Cadogan Et Almentioning

confidence: 99%

“…Specifically, we utilized market growth, market share, return on investment, and profitability as financial performance indicators. For customer performance, we adapted customer satisfaction, which has been widely used in the literature (e.g., Lee et al, 2008). All five items were averaged into one measure (see Zhang & Li, 2010), as previously advocated by Homburg and Pflesser (2000) and Lee et al (2008).…”

Section: Market Orientation (Mo) Was Measured Based On Cadogan Et Almentioning

confidence: 99%

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Critical brand innovation factors (CBIF): Understanding innovation and market performance in the Chinese high-tech service industry

Nguyen

Melewar²,

Gupta

2016

Journal of Business Research

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Brand innovation sweeps aside established practices and disrupts the status quo, resulting in the transformation of markets. The present study develops and tests a model of critical brand innovation factors (CBIF) by examining key factors influencing firm-level brands' innovation and increased market performance. Adapting both organizational elements and market response characteristics, the model integrates four key variables in China's industrial service markets: innovation, internationalization, market orientation, and organizational learning. Findings provide a foundation for understanding how firms improve their innovation and subsequent market performance in an emerging and dynamic market. The study demonstrates that when brands are more innovative, their performance increases: Brand innovation plays a fully mediating role on the effects of market orientation and organizational learning to market performance, but has no mediating effect on internationalization and market performance. A lack of innovation reduces market performance even when internationalization, market orientation, and organizational learning are present.

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The impact of the brand management system on brand performance in B–B and B–C environments

Cited by 59 publications

References 21 publications

Why doesn’t our branding pay off: optimising the effects of branding through innovation

Why doesn’t our branding pay off: optimising the effects of branding through innovation

Primer in B2B brand-building strategies with a reader practicum

Critical brand innovation factors (CBIF): Understanding innovation and market performance in the Chinese high-tech service industry

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