An application of Keller's brand equity model in a B2B context

Abstract

Purpose

The importance of branding in industrial contexts has increased, yet a comprehensive model of business‐to‐business (B2B) branding does not exist, nor has there been a thorough empirical study of the applicability of a full brand equity model in a B2B context. This paper aims to discuss the suitability and limitations of Keller's customer‐based brand equity model and tests its applicability in a B2B market.

Design/methodology/approach

The study involved the use of semi‐structured interviews with senior buyers of technology for electronic tracking of waste management.

Findings

Findings suggest that amongst organisational buyers there is a much greater emphasis on the selling organisation, including its corporate brand, credibility and staff, than on individual brands and their associated dimensions.

Research limitations/implications

The study investigates real brands with real potential buyers, so there is a risk that the results may represent industry‐specific factors that are not representative of all B2B markets. Future research that validates the importance of the Keller elements in other industrial marketing contexts would be beneficial.

Practical implications

The findings are relevant for marketing practitioners, researchers and managers as a starting‐point for their B2B brand equity research.

Originality/value

Detailed insights and key lessons from the field with regard to how B2B brand equity should be conceptualised and measured are offered. A revised brand equity model for B2B application is also presented.

Citation

Kuhn, K.L., Alpert, F. and Pope, N.K.L. (2008), "An application of Keller's brand equity model in a B2B context", Qualitative Market Research, Vol. 11 No. 1, pp. 40-58. https://doi.org/10.1108/13522750810845540