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1 – 10 of over 1000Fenfang Lin, Jake Ansell, Alasdair Marshall and Udechukwu Ojiako
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.
Abstract
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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Muhammad Anees-ur-Rehman, Ho Yin Wong, Parves Sultan and Bill Merrilees
This study aims to examine the relationship between brand orientation and financial performance in business-to-business (B2B) small- and medium-sized enterprises (SMEs). It…
Abstract
Purpose
This study aims to examine the relationship between brand orientation and financial performance in business-to-business (B2B) small- and medium-sized enterprises (SMEs). It examines the impact of brand-oriented strategy on financial performance through four branding constructs, namely, internal branding, brand communication, brand awareness and brand credibility.
Design/methodology/approach
A questionnaire-based survey was conducted to collect data from 250 Finnish B2B SMEs. Confirmatory factor analysis was performed to examine the validity of the constructs, whereas structural equation modeling was used to test proposed hypotheses of the study.
Findings
The results suggest that brand orientation improves the effectiveness of brand communication and internal branding in building brand awareness and credibility. Brand awareness emphasizes an external route through brand communication, whereas brand credibility emphasizes an internal route through internal branding. Brand awareness has a positive impact on brand credibility, and brand credibility has a positive impact on financial performance, highlighting the importance of both brand performance components for financial performance.
Originality/value
This study addresses the research gap in the B2B branding literature regarding the role of branding in enhancing financial performance. The results suggest that brand-oriented strategy can contribute to financial performance through brand awareness and brand credibility in the context of B2B SMEs.
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Saku Hirvonen, Tommi Laukkanen and Jari Salo
The purpose of this study is to examine the relationship between brand orientation and business growth in business-to-business (B2B) small- and medium-sized enterprises (SMEs)…
Abstract
Purpose
The purpose of this study is to examine the relationship between brand orientation and business growth in business-to-business (B2B) small- and medium-sized enterprises (SMEs). The authors also explore whether this relationship is moderated by internal firm-related factors (firm age, firm size) and/or external market-related factors (market life cycle, industry type).
Design/methodology/approach
The authors develop and empirically test a conceptual model using data from 396 B2B SMEs operating in Finland. Structural equation modeling is used for testing the research hypotheses.
Findings
Brand orientation contributes to business growth via two indirect paths, the first one going through brand performance and the second one going through brand performance and customer relationship performance. However, although the effects are positive, the results reveal that the regression coefficients are relatively small, implying only a limited impact of brand orientation on growth among B2B SMEs. The results further suggest that firm age, firm size and industry type moderate the brand performance–business growth relationship, whereas market life cycle moderates the effect of brand orientation on brand performance.
Research limitations/implications
Future research could extend this study by examining brand orientation in industrial markets simultaneously with alternative strategic orientations, such as market, technology and innovation orientation. New moderator variables should also be considered, such as market or technological turbulence. Furthermore, given that this study uses a cross-sectional data set, it is recommended that future research should attempt to test the model using longitudinal data sets.
Practical implications
B2B SMEs are able to gain business growth through developing a strong brand. However, brand orientation per se appears to be of limited relevance for such an endeavor. Consequently, managers of small industrial firms should consider brand orientation only with, and in comparison to, alternative strategic orientations.
Originality/value
Brand orientation has been very rarely examined from the perspective of B2B firms or that of SMEs. Interestingly, the findings indicate that the performance benefits of brand orientation seem to be smaller among B2B SMEs than what earlier research would imply. The analysis of moderation effects offers additional insights into whether there are differences between industrial SMEs as to the relevance of brand orientation.
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Amber Sayal and Saikat Banerjee
Small and medium enterprises (SMEs) of emerging economies play a key role in driving a country’s economic development. Business-to-business (B2B) SMEs of emerging economies play a…
Abstract
Purpose
Small and medium enterprises (SMEs) of emerging economies play a key role in driving a country’s economic development. Business-to-business (B2B) SMEs of emerging economies play a key role in driving a country’s economic development. Past researchers have recognized that such impacts are simply magnified by B2B entrepreneurs. However, the performance of B2B SMEs and the contributory factors behind such performance has got limited attention. This study aims to explore factors impacting the performance of B2B SMEs of emerging economies as viewed by SME owner-manager.
Design/methodology/approach
In this study, we have taken Indian B2B SMEs as our focal point of study. Primary data has been collected from the owner-manager of auto component SMEs of India. This study has examined direct and indirect (mediating) effects of predictors on outcome variables. In this study, structural equation modelling was used through AMOS 22 and the default method-maximum likelihood for estimating the model.
Findings
The result shows that entrepreneurial orientation (EO), growth orientation (GO) and market orientation (MO) directly impact the performance of B2B SMEs. It also reveals that brand orientation (BO) mediates the relationship between EO, GO and MO and performance for B2B SMEs. The result advocates that for B2B SMEs operating in emerging economies, being brand-oriented is a prominent strategic move for sustainable performance.
Originality/value
The current empirical research to bridge the research gap in the context of B2B SMEs from emerging economies by exploring important factors, propose their impact on the performance of B2B SMEs and empirically test those hypothesized relationships. This study deciphers that being brand-oriented impacts the entrepreneurial spirit, growth objectives and market readiness of the B2B SMEs and, in turn, influences the performance of B2B SMEs. The study advocates that B2B SMEs from emerging economies should adopt a BO approach and they should invest in the brand-building process.
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Muhammad Anees-ur-Rehman, Saila Saraniemi, Pauliina Ulkuniemi and Pia Hurmelinna-laukkanen
The purpose of this paper is to learn how strategic hybrid orientation – constructed from brand and market orientations – is related to the brand awareness, brand credibility, and…
Abstract
Purpose
The purpose of this paper is to learn how strategic hybrid orientation – constructed from brand and market orientations – is related to the brand awareness, brand credibility, and financial performance of business-to-business (B2B) small- and medium-sized enterprises (SMEs).
Design/methodology/approach
The questionnaire was used in a survey to collect data from 250 Finnish B2B SMEs. The sampled firms were categorized into four clusters according to a two-by-two matrix, and their relationships with the brand performance outcomes were examined using one-way ANOVA and multiple regression.
Findings
The results indicate that strategic hybrid orientation is positively related to all three dimensions of brand performance, showing that two dissimilar orientations can complement each other in improving brand performance outcomes. However, the strength of complementary interaction seems to vary depending on the degree to which brand- and market-oriented attributes dominate in a firm’s strategy.
Originality/value
This is one of the first studies to provide empirical evidence to support the concept of strategic hybrid orientation for branding in B2B SMEs. This study aims to contribute to existing research on SME branding by capitalizing on B2B branding and strategic management literatures.
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Maria Karampela, Ewelina Lacka and Graeme McLean
In business-to-business (B2B) settings, research on social media sites (SMS) has primarily examined the benefits and challenges relating to their use, as well as factors driving…
Abstract
Purpose
In business-to-business (B2B) settings, research on social media sites (SMS) has primarily examined the benefits and challenges relating to their use, as well as factors driving their adoption. Recently, attention has turned to the consequences of using SMS in B2B markets. The purpose of this paper is to extend this line of research by investigating the impact of B2B brands’ social media presence, interactivity and responsiveness on customers’ perceptions of four indicators of brand relationship strength (commitment, intimacy, satisfaction and partner quality).
Design/methodology/approach
Data from an online survey (N = 200) with customers of UK-based B2B firms were analysed using structural equation modelling.
Findings
The study reveals that a supplier’s presence on Twitter, LinkedIn and Facebook has a positive impact on all four brand relationship strength indicators; interactivity enhances perceived partner quality, while responsiveness positively influences commitment. Differences across the three SMS are also observed.
Research limitations/implications
The research was conducted on a sample of UK-based firms with varying degrees of SMS use that may influence the impact on B2B brand relationship strength.
Practical implications
This study indicates that B2B brands ought to focus primarily on presence on SMS, given its positive impact on brand relationship strength. At the same time, however, B2B brands should be active in responding to customers’ queries on SMS, as well as interacting with them to enhance commitment and perceived partner quality, respectively.
Originality/value
This study contributes to the digital marketing and B2B relationships interface and is the first to examine the role of B2B brands’ presence, interactivity and responsiveness on SMS in enhancing relationships with customers.
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Raphael Odoom, Bedman Narteh and Richard Boateng
Given the significant contributions of small- and medium-sized enterprises (SMEs) across several economies, calls for investigations into their branding strategies are burgeoning…
Abstract
Purpose
Given the significant contributions of small- and medium-sized enterprises (SMEs) across several economies, calls for investigations into their branding strategies are burgeoning. However, the literature is unclear, scattered and relatively scanty. The purpose of this paper is to provide a review of the existing literature on branding with a focus on SMEs.
Design/methodology/approach
The study uses a systematic review by identifying and evaluating peer-reviewed journal publications focusing on branding within the context of SMEs. The systematic design is based on papers published within the period of 2004-2014.
Findings
The review shows that significant progress is being made in the area under discussion. With several gaps in issues and empirical evidence, as well as in theoretical and methodological approaches, the paper signals promising lines of inquiry for both empirical and theoretical research.
Research limitations/implications
By highlighting the research issues, as well as providing some pertinent research questions across various themes, the paper aims at directing future research efforts to critical areas which require immediate attention. The implications of the review are discussed in the paper.
Originality/value
The study identifies and describes the state of research issues and evidence in branding literature within the context of SMEs over a 10-year period, prompting insightful avenues to the academic and practitioner communities.
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Minna Törmälä and Saila Saraniemi
This study aims to examine the roles of business partners in co-creating a corporate brand image.
Abstract
Purpose
This study aims to examine the roles of business partners in co-creating a corporate brand image.
Design/methodology/approach
The study adopts different business partners’ perspectives to analyse corporate brand co-creative actions through a case study within a business-to-business company (B2B SME) context. Interviews with the case company’s manager and key business partners were used as the primary source of empirical data.
Findings
The study suggests a typology of seven roles which business partners adopt in corporate brand image co-creation: co-innovator, co-marketer, brand specialist, knowledge provider, referee, intermediary and advocate. The study also highlights the management of co-creative relationships in corporate brand image co-creation in the context of business partners.
Practical implications
This study increases the understanding of the complexities and dynamics related to corporate brand image construction and helps managers size the potential of business partner relationships in corporate branding and manage co-creative brand partner relationships.
Originality/value
The roles are examined by applying a conceptual framework built by combining branding research in a novel way with the role theory. The study also provides a multi-stakeholder perspective to brand co-creation.
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