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Article
Publication date: 25 March 2020

Guangming Cao and Na Tian

Evidence in the literature has indicated that customer-linking marketing capabilities such as customer relationship management (CRM) and brand management are important…

Abstract

Purpose

Evidence in the literature has indicated that customer-linking marketing capabilities such as customer relationship management (CRM) and brand management are important drivers of marketing performance and that marketing analytics use (MAU) enables firms to gain valuable knowledge and insights for improving firm performance. However, there has been little focus on how firms improve their CRM and brand management via MAU. This study aims to draw on the absorptive capacity theory, research on marketing capabilities and marketing analytics to examine the capability-developing mechanisms that enable a firm to use marketing analytics to enhance its CRM and brand management capabilities, thereby improving its marketing performance.

Design/methodology/approach

A research model is developed and tested based on an analysis of 289 responses collected using an online survey from middle and senior managers of Chinese firms with sufficient knowledge and experience in using marketing analytics for survey participation.

Findings

The findings demonstrate that MAU is positively related to both CRM and brand management capabilities, which in turn are positively associated with marketing performance; and that both CRM and brand management capabilities mediate the relationship between MAU and marketing performance.

Research limitations/implications

The study’s outcomes were based on data collected from a survey, which was distributed using mass e-mails. Thus, the study is unable to provide a meaningful response rate. The research results are based on and limited to Chinese firms.

Practical implications

MAU is essential for enhancing customer-linking marketing capabilities such as CRM and brand management, but it alone is not sufficient to improve marketing performance. Firms wishing to improve marketing performance should leverage the knowledge and insights gained from MAU to enhance their critical customer-linking marketing capabilities.

Originality/value

This study explicates the capability-developing mechanisms through which a firm can use its market-sensing capability as manifested by MAU to enhance customer-linking marketing capabilities and to improve its marketing performance. In so doing, this study extends our understanding of the critical role of absorptive capacity in helping firms identify, assimilate, transform and apply valuable external knowledge.

Details

Journal of Business & Industrial Marketing, vol. 35 no. 7
Type: Research Article
ISSN: 0885-8624

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Article
Publication date: 23 November 2019

Wai Jin (Thomas) Lee, Aron O'Cass and Phyra Sok

While extant research highlights the importance of both market orientation and brand orientation in brand success, it is still unclear how they actually combine to…

Abstract

Purpose

While extant research highlights the importance of both market orientation and brand orientation in brand success, it is still unclear how they actually combine to contribute to brand performance. Grounded in the theoretical perspectives of the resource-based view and dynamic capabilities, this study unpacks how, and when, brand orientation and market orientation link systematically to influence brand performance.

Design/methodology/approach

In testing the research hypotheses involving mediation and moderation effects, survey data were gathered from a sample of business firms in the manufacturing sector and analyzed through regression analysis.

Findings

The results suggest brand orientation manifests through market orientation to influence brand performance via the intervening mechanism of brand management capability. The results also suggest at high levels of competitive intensity, the systematic combination of market orientation and brand orientation is critical in facilitating brand management capability enhancement and subsequent brand performance.

Originality/value

This study extends current literature by providing a more detailed account of how brand orientation and market orientation systematically combine to yield superior brand performance via the mediating role of brand management capability. This study also provides further insights into how, in response to different levels of competitive intensity, the systematic combination of brand orientation and market orientation is managed to facilitate brand management capability enhancement and subsequent brand performance.

Details

Journal of Business & Industrial Marketing, vol. 35 no. 2
Type: Research Article
ISSN: 0885-8624

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Article
Publication date: 13 February 2017

Wai Jin (Thomas) Lee, Aron O’Cass and Phyra Sok

A strong brand is one that consumers know and perceive as differentiated from competing brands. Building brands with high levels of awareness and uniqueness is critical to…

Abstract

Purpose

A strong brand is one that consumers know and perceive as differentiated from competing brands. Building brands with high levels of awareness and uniqueness is critical to ensuring brand strength and sustained competitiveness. To this end, the roles of brand management capability and brand orientation are highlighted. However, given the significance of consistency in branding, firms’ brand management capability and brand orientation alone may not be sufficient, and a mechanism that facilitates branding consistency is required. In the integrating marketing control theory with the resource-based view (RBV) and dynamic capabilities (DC) theory, this study aims to examine how a firm’s brand orientation, when supported by formalisation, contributes to building brands with high levels of awareness and uniqueness through the intervening role of brand management capability.

Design/methodology/approach

In testing the hypotheses proposed in this study, survey data were drawn from a sample of firms operating in the consumer goods sector and examined through hierarchical regression analysis.

Findings

This study finds that firms are more likely to build brands with high levels of awareness and uniqueness in the market when their brand orientation is supported by formalisation, because this combination (brand orientation and formalisation) facilitates branding consistency and brand management capability development.

Originality/value

In weaving together the theoretical perspectives of marketing control, RBV and DC, this study extends current knowledge by showing that brand management capability and brand orientation alone are insufficient for building brands with high levels of awareness and uniqueness. Instead, maximising their performance effects requires the support of formalisation.

Details

European Journal of Marketing, vol. 51 no. 1
Type: Research Article
ISSN: 0309-0566

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Article
Publication date: 5 October 2020

Pramod Iyer, Arezoo Davari, Mohammadali Zolfagharian and Audhesh Paswan

The purpose of this study is to examine the extent to which an organization’s pursuit of radical and disruptive innovations and refinement of existing processes and…

Abstract

Purpose

The purpose of this study is to examine the extent to which an organization’s pursuit of radical and disruptive innovations and refinement of existing processes and incremental innovations influence the brand management capability, and subsequently, the brand performance in business-to-business firms.

Design/methodology/approach

The key informant approach is used for data collection. Panel data are obtained using the services of a reputable research firm. Existing scales are used to measure all the focal constructs. Partial least squares based structural equation modeling is used to test the hypotheses.

Findings

The results of this study indicate positive associations of both exploitative and exploratory innovation types with brand management processes. These findings signify the need for organizations to balance both these innovation types to maximize their performance.

Research limitations/implications

This study prescribes an insight into the complex relationship that exists between organizational ambidexterity, brand management processes and brand performance, providing a framework that reconciles the seemingly conflicting goals of relevance and consistency in the development of brand management capability.

Practical implications

Given that very few firms can achieve ambidexterity, this study provides a means to maximize the potential of this organizational process.

Originality/value

This study borrows from the existing research on brand management to argue that organizations are required to balance both exploitative and exploratory innovation types to maximize their performance.

Details

Journal of Business & Industrial Marketing, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 0885-8624

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Article
Publication date: 17 December 2019

Keith Pyper, Anne Marie Doherty, Spiros Gounaris and Alan Wilson

Drawing on Resource-based Theory, the purpose of this paper is to empirically examine the effect of International Strategic Brand Management (SBM) on export performance…

Abstract

Purpose

Drawing on Resource-based Theory, the purpose of this paper is to empirically examine the effect of International Strategic Brand Management (SBM) on export performance within the Business-to-Business (B2B) context. To be able to purposely assess the relationship, this paper also sets out to discover what antecedent international resources, (financial resources) and international capabilities (market information, branding and marketing planning) contribute to the ability of B2B exporters to effectively manage their brands abroad.

Design/methodology/approach

A mixed method firm-level approach was employed. First, a qualitative study of 34 in-depth interviews explored the focal inter-relationships and constructs identified within the literature. A survey of 208 successful UK exporters was then conducted and the results were analysed using structured equation modelling.

Findings

The results confirm that certain marketing capabilities (branding and marketing planning) are advantageous antecedents to the employment of effective SBM in foreign markets which, in turn, leads to increased financial and market performance internationally.

Practical implications

This paper outlines practical brand management considerations managers need to account for to achieve effective exporting. Practitioners are advised to prioritise the development of robust international branding and marketing planning capabilities which can enable them to exploit their limited financial resources for optimal benefits. Furthermore, by developing these capabilities, firms can focus on the essence of their brand and communicate their brand image through the effective strategic management of their brand to business customers, evoking positive brand associations, enhanced perceived brand value and the achievement of increased export performance.

Originality/value

This paper is the first to focus on international SBM as the deterministic factor leading to improved B2B export performance. An innovative framework is offered which positions the pivotal role of International SBM as the central focus. The construct for international branding capabilities is extended specifically for use in the B2B domain.

Details

International Marketing Review, vol. 37 no. 1
Type: Research Article
ISSN: 0265-1335

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Article
Publication date: 6 March 2020

Pramod Iyer, Arezoo Davari, Saurabh Srivastava and Audhesh K. Paswan

The purpose of this study is to investigate the manner in which market orientation types facilitate the development of brand management processes (strategic brand

Abstract

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.

Details

Journal of Product & Brand Management, vol. 30 no. 2
Type: Research Article
ISSN: 1061-0421

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Article
Publication date: 8 April 2019

Ibrahim Alnawas and Jane Hemsley-Brown

Using the resource-based view (RBV), the purpose of this paper is to examine the potential mediation effect of customer relationship management capability, branding

Abstract

Purpose

Using the resource-based view (RBV), the purpose of this paper is to examine the potential mediation effect of customer relationship management capability, branding capability and service innovation capability on the established link between market orientation (MO) and hotel performance. It further investigates the complementarity between these capabilities in relation to hotel performance.

Design/methodology/approach

The survey data were collected from 216 UK hotels. AMOS 23 was used to analyse the research data.

Findings

The link between MO and hotel performance appears to be indirect via customer relationship capability, branding capability and service innovation capability. The three capabilities also appear to play different complementary roles when affecting hotel performance.

Practical implications

The current study offers hotel managers a ranking of the contribution of individual capabilities to hotel performance. It also helps them to make better investment decisions in developing the right capability combinations to enhance their hotel performance.

Originality/value

The research is based on integrating MO and RBV into a single framework to gain a deeper understanding of the relationship between MO and high-order marketing capabilities and how these factors shape hotel performance.

Details

International Journal of Contemporary Hospitality Management, vol. 31 no. 4
Type: Research Article
ISSN: 0959-6119

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Article
Publication date: 3 February 2015

Aron O'Cass and Nima Heirati

This study aims to address the extent that the deployment of and complementarity between marketing mix and customer-focused (brand management, and customer relationship…

Abstract

Purpose

This study aims to address the extent that the deployment of and complementarity between marketing mix and customer-focused (brand management, and customer relationship management) capabilities provide firms the capacity to transform their market knowledge into effective responsive actions that help to achieve new product success.

Design/methodology/approach

A questionnaire was used as the primary means of data collection. Data from 160 large business-to-business firms across a variety of industries in Iran were analyzed using partial least squares regression to test the hypothesized paths.

Findings

The results show that market-oriented firms are better at deploying marketing mix, brand management and customer relationship management capabilities, and these capabilities help to drive new product performance, and the complementarity between these marketing capabilities enhances the firm’s capacity to achieve new product success more than deploying each capability in isolation.

Originality/value

In contrast to many existing studies, this study is the first to examine the role of marketing mix, brand management and customer relationship management capabilities and their complementarity as intervening mechanisms in the relationship between market orientation (MO) and new product performance. Further, this study extends the marketing literature by investigating the role of different forms of marketing capabilities in a complementary fashion in the context of a Middle Eastern economy.

Details

Journal of Business & Industrial Marketing, vol. 30 no. 1
Type: Research Article
ISSN: 0885-8624

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Article
Publication date: 11 November 2019

Dalila Brown, Pantea Foroudi and Khalid Hafeez

This paper aims to explore the relationship between corporate cultural/intangible assets and marketing capabilities by examining managers’ and entrepreneurs’ perceptions…

Abstract

Purpose

This paper aims to explore the relationship between corporate cultural/intangible assets and marketing capabilities by examining managers’ and entrepreneurs’ perceptions in a retail setting.

Design/methodology/approach

Nineteen face-to-face interviews were conducted with UK small and medium sized enterprise (SMEs) managers and entrepreneurs to identify six sub-capabilities that form marketing capability. The authors further validated the relationship between marketing sub-capabilities and its antecedent tangible and intangible assets. The qualitative approach used provided a deeper insight into the motivations, perceptions and associations of the stakeholders behind these intangible concepts, and their relationships with their customers.

Findings

The research identified that there is a strong relationship between tangible and intangible assets, their components and the following capabilities: corporate/brand identity management, market sensing, customer relationship, social media/communication, design/innovation management and performance management. In addition, companies need to understand clearly what tangible and intangible assets comprise these capabilities. Where performance management is one of the key internal capabilities, companies must highlight the importance of strong cultural assets that substantially contribute to a company’s performance.

Originality/value

Previous work on dynamic capability analysis is too generic, predominantly relating to the manufacturing sector, and/or focussing on using a single case study example. This study extends the concept of marketing capability in a retail setting by identifying six sub-capabilities and describing the relationship of each with tangible and intangible assets. Through extensive qualitative analysis, the authors provide evidence that by fully exploiting their embedded culture and other intangible components, companies can more favourably engage with their customers to attain a sustainable competitive advantage.

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Article
Publication date: 11 November 2020

Hendar Hendar, Moch. Zulfa, Alifah Ratnawati and Mulyana Mulyana

The purpose of this paper is to investigate and test the role of religio-centric product strategy (RPS) in mediating the relationship among marketing innovativeness (MI)…

Abstract

Purpose

The purpose of this paper is to investigate and test the role of religio-centric product strategy (RPS) in mediating the relationship among marketing innovativeness (MI), market sensing capability (MSC), customer relationship management capability (CRMC) and brand management capability (BMC) with marketing performance (MP) in a religious-based industry. This is in accordance with the conditions of Indonesian religious people and the increasing demand for Muslim fashion products.

Design/methodology/approach

This paper selected 330 small fashion businesses in Indonesia and tested the regressive relations of the 6 constructs.

Findings

The findings showed that MI, MSC, CRMC and BMC have a positive effect on RPS and RPS also has a positive effect on MP, so that RPS acts as mediation in the relationship among MI, MSC, CRMC and BMC with MP.

Research limitations/implications

In-depth research on other dimensions of the role of antecedent variable of RPS, such as NPD capability, specialized marketing capability, resource reconfiguration marketing capability, architectural marketing capability and marketing resources that are interesting to discuss (Morgan, 2012), has not been done in research.

Originality/value

By examining the literature on dynamic capability, marketing strategy, entrepreneurship and business performance, this paper offers a unique analysis of dynamic marketing capability and its impact on product strategy and MP in religious-based industries.

Details

Journal of Research in Marketing and Entrepreneurship, vol. 22 no. 2
Type: Research Article
ISSN: 1471-5201

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