Unpacking brand management superiority

Lee, Wai Jin J; O’Cass, Aron; Sok, Phyra

doi:10.1108/ejm-09-2015-0698

Cited by 42 publications

(23 citation statements)

References 79 publications

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“…The literature has emphasized on the importance of brand management capability and its influence on firm performance (Orr et al , 2011; Lee et al , 2017; Vorhies et al , 2011). Brand management capability, operationalized through its processes (strategic brand management and internal branding), is expected to drive customer knowledge and expectations into appropriate positioning and image strategies (Orr et al , 2011).…”

Section: Introductionmentioning

confidence: 99%

Market orientation, brand management processes and brand performance

Iyer

Davari

Srivastava

et al. 2020

JPBM

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Purpose The purpose of this study is to investigate the manner in which market orientation types facilitate the development of brand management processes (strategic brand management and internal branding), and brand performance. Design/methodology/approach The research model is assessed using data collected from brand executives. Existing scales are used to measure all the focal constructs. Partial least squares-based structural equation modeling (PLS-SEM) using the Smart-PLS 3.0 software is used to check for the psychometric properties of the scales and to test the hypotheses. Findings The results of this study indicate that proactive and reactive market orientation influence the internal branding and strategic brand management. The mediating role of strategic brand management in the relationship between proactive market orientation (PMO) and brand performance is significant. Similarly, internal branding mediates the relationship between PMO and brand performance. Also, strategic brand management and internal branding mediate the relationship between responsive market orientation (RMO) and brand performance. Results also indicate that market turbulence negatively moderates the relationship between strategic brand management and brand performance. Research limitations/implications Building on literature from brand management, organizational capabilities and market orientation, this study explicates the role of PMO and RMO in influencing different strategic brand management and internal branding, and subsequently, brand performance. The perspective used in this study provides an insight into how organizations can develop and manage brands from a process perspective. Practical implications To develop the brand management capability, organizations may benefit from cultivating processes that seek to meet the latent customer needs through explorative and proactive information seeking, and at the same time, pursing processes that focus on capturing the existing customer and competitor trends in the market. Social implications This study hopefully helps marketers realize that brand management function needs to move toward being more dynamic in nature. Originality/value This study borrows from the existing research on market orientation, branding and brand management to argue that organizations are required to not only maximize the brand returns in the existing market but also to adapt to the changes in the future.

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Section: Introductionmentioning

confidence: 99%

Market orientation, brand management processes and brand performance

Iyer

Davari

Srivastava

et al. 2020

JPBM

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“…The managerial emphasis on the brand orientation of a B2B organisation is on enabling and development of a strong organisational brand identity as the key for satisfying consumers. Similarly, Lee et al (2017) sampled senior and middle-level managers, both related to the same brand. Both occupational levels were selected because they are the policymakers and decision-makers of the organisation, equally ensuring that employees understand the brand delivery standards.…”

Section: Research Methodology and Data Collection Processmentioning

confidence: 99%

“…The key motives for the introduction of brand orientation were, firstly to develop a better understanding of a brand as a key strategic company resource as opposed to product enhancements and secondly, to extend knowledge on how to manage a brand successfully (Gromark & Melin 2013). Central to a brand's market success and strength are the roles of an organisation's brand management capability and its brand orientation (Lee, O'Cass & Sok 2017). However, Hirvonen, Laukkanen and Salo (2016) argue that organisations from outside the consumer realm have been highly sceptical about whether branding is important for them as well.…”

Section: Introductionmentioning

confidence: 99%

Does brand orientation lead to brand loyalty among senior and top management in a South African business-to-business organisation?

Dludla¹,

Dlamini²

2018

SAJBM

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Background: At the heart and depth of building a strong and prosperous brand in the marketplace, is brand orientation. A few studies have investigated the conceptualisation of brand orientation in relation to brand loyalty, as well as the involvement of brand commitment and brand trust in mediating this association in the business-to-business (B2B) environment.Objective: It is the objective of this study to examine the impact of brand orientation on brand loyalty and the roles played by brand commitment and brand trust in mediating the impact in the South African B2B environment.Method: Questionnaires were completed by 261 top and senior managers of a B2B organisation in South Africa. Structural equation modelling and smart partial least squares were employed in this study to examine the relationships between the constructs.Results: This study provides empirical evidence that brand orientation has a positive and significant relationship with brand commitment and and brand trust. Also that brand commitment and brand trust have positive and significant relationships with brand loyalty in the South African B2B context.Conclusion: This means that organisations that operate in the B2B environment should focus on brand orientation and develop brand strategies that recognise the importance of brand trust and brand commitment.

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“…Enterprises rely on the brand to convey business philosophy, emotional value. Business competition has gradually from product competition, price competition to marketing competition, brand competition [10].Brand to a certain extent, represents the strength of a business, status. The brand value evaluation is becoming more and more attention.…”

Section: Discussionmentioning

confidence: 99%

A Study on the Evaluation and Promotion of the Brand Value

Yang¹,

Bai²

2017

Proceedings of the 2017 International Conference on Society Science (ICoSS 2017)

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Abstract. As the development of economic, consumers would identify and select a product or service according to the brand, and also they could show their own tastes, values and emotional orientations via the brand. Companies could express enterprise management conception, emotional value relying on the brand. Therefore, the competition between enterprises has gradually from product competition, price competition and advertisement competition to brand competition at present. Brand represents not only the strength, position, business, product or service of an enterprise, also became an intangible assets of business in consumers' mind. At first, this paper introduces the connotation of the brand and the brand value in the first place. Second, a detailed description of the Interbrand method of brand value assessment method. Finally put forward some Suggestions to enhance the brand value. As a special kind of intangible assets, the brand plays a vital role in the process of creating profits. The brand also allows consumers to distinguish between similar products, and reduce their risk of purchase. Brand value evaluation helps enterprises understand their own bands, so that enterprises can take reasonable and effective measures of brand management to enhance their competitiveness, to create greater benefits.

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Unpacking brand management superiority

Cited by 42 publications

References 79 publications

Market orientation, brand management processes and brand performance

Market orientation, brand management processes and brand performance

Does brand orientation lead to brand loyalty among senior and top management in a South African business-to-business organisation?

A Study on the Evaluation and Promotion of the Brand Value

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