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Article
Publication date: 8 January 2021

Soumya Sarkar, Manali Chatterjee and Titas Bhattacharjee

This study aims to delve into the influence of corporate social responsibility on the corporate brand performance of Indian business-to-business (B2B) companies.

Abstract

Purpose

This study aims to delve into the influence of corporate social responsibility on the corporate brand performance of Indian business-to-business (B2B) companies.

Design/methodology/approach

The corporate social responsibility (CSR) practices have been measured through CSR disclosure index (CDI), generated by surveying annual reports/CSR reports/websites of 131 Indian B2B firms. The same was mapped to corporate brand performance of these firms, measured as customer-based corporate brand equity, which was measured through a questionnaire-survey of purchasing managers and users working in firms that are customers to the above-mentioned firms.

Findings

The result reveals the positive influence of CSR practices in shoring up corporate brand performance.

Research limitations/implications

CDI has been developed based on CSR reporting across the stakeholder groups. However, the impact has been mapped onto one stakeholder category, the customer. The sample period was only one year, and the data is cross-sectional. Future studies may investigate the long-term effect of CSR using longitudinal data on larger data sets.

Practical implications

This study will encourage Indian B2B firms to practice CSR not only for conforming to the regulatory requirements but also as a strategic tool in strengthening the competitive advantage.

Originality/value

It is the first study of its kind to evaluate the imprint of corporate social responsibility, measured based on CSR reporting by firms, on corporate brand performance. It looks into the return earned by firms from the resources invested in CSR activities.

Details

Journal of Indian Business Research, vol. 13 no. 2
Type: Research Article
ISSN: 1755-4195

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Article
Publication date: 6 October 2020

Piyush Gupta, Piyush Pranjal, Sasadhar Bera, Soumya Sarkar and Amit Sachan

Considerable amount of purchases in business-to-business (B2B) markets make through the tendering process. As technology keeps driving B2B procurement, both the…

Abstract

Purpose

Considerable amount of purchases in business-to-business (B2B) markets make through the tendering process. As technology keeps driving B2B procurement, both the supplier/contractor and buyer firms have settled down in their respective roles in the electronic-tendering environment. Researchers have ignored the supplier-side e-tender-driven marketing process that might lead to substantively successful financial performance. The purpose of this study is to improve the performance of an e-tender-driven marketing process of an original equipment manufacturer (OEM) incorporating the stakeholder's inputs.

Design/methodology/approach

Discrete event simulation modelling (DESM) has been used as a methodology to model, analyse and improve the process with the involvement of stakeholders at every stage of the study. Different scenarios are analysed to identify the near-optimal scenario based on agreed-upon key performance indicators.

Findings

Scenario that incorporated man-power sharing and eliminating avoidable activities gives the near-optimal solution for implementation.

Research limitations/implications

This study highlights that better insights can be gained by adopting the process-oriented view of the marketing–operations interface. Embracing a stakeholder-based consultative approach gives research a more practical outlook and reduces the gap between theory and practice. Suggestions for further research are provided.

Practical implications

B2B organizations, where lines between marketing and operations are blurred, can improve their marketing processes by implementing operations research tools.

Originality/value

This study provides an attempt to improve the performance of a supplier-side e-tender-driven marketing process of an OEM using the DESM methodology incorporating stakeholder's inputs.

Details

International Journal of Productivity and Performance Management, vol. 70 no. 8
Type: Research Article
ISSN: 1741-0401

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Article
Publication date: 7 April 2020

Piyush Pranjal and Soumya Sarkar

The purpose of this paper is to study practices associated with corporate brand alignment enacted by marketing managers in an emerging business to business market.

Abstract

Purpose

The purpose of this paper is to study practices associated with corporate brand alignment enacted by marketing managers in an emerging business to business market.

Design/methodology/approach

The “Marketing-as-practice” perspective is used to examine brand alignment-related practices. A five months fieldwork was undertaken wherein primary data were collected using in-depth interviews of 30 managers representing steel, mining, energy, engineering consulting and Information Technology/Information Technology-Enabled Services' sectors along with observational data from event sites and industry meets. Secondary data stemmed from marketing plans and events' rosters. Data were analysed adopting the practice turn.

Findings

The constitution of three practices concerning brand alignment is unearthed: (1) practice of identifying key stakeholders, (2) practice of narrativization of brand promises and (3) practice of engaging key stakeholders.

Research limitations/implications

This study highlights the dynamic nature of corporate brand alignment requiring a continuous gap analysis to verify coherency between internal and external brand elements. It also highlights the elicited relation between alignment, authenticity and advocacy. Suggestions for further research are provided.

Practical implications

This study elucidates managers' role as intrapreneurs in the process of alignment and provides a possible solution to the new marketing myopia which impairs stakeholder management.

Originality/value

This research identifies that brand alignment is not an abstract concept but a set of practices that help convert the symbolic capital held in brands into cultural and social capital.

Details

Marketing Intelligence & Planning, vol. 38 no. 7
Type: Research Article
ISSN: 0263-4503

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Article
Publication date: 26 June 2019

Soumya Guha Deb, Sibanjan Mishra and Pradip Banerjee

The purpose of this paper is to examine the causal relationship between economic development and financial sector development for 28 countries at different stages of their…

Abstract

Purpose

The purpose of this paper is to examine the causal relationship between economic development and financial sector development for 28 countries at different stages of their development. The authors specifically focus on the nature of causality during economic boom and tranquil cycles.

Design/methodology/approach

The study uses quarterly time series panels of 17 developed and 11 emerging countries, during 1993Q1-2014Q4 with each having three sub-panels – full sample, a period of the economic uptrend (UP), and period of the economic downtrend. The authors use a univariate analysis for initial screening followed by panel unit root test, panel co-integration and causality test proposed by Toda–Yamamoto to examine the causal relationship.

Findings

The principal results suggest that for developed economies, there is a causal flow from financial sector to real sector in line with the “supply-leading” hypothesis, whereas for emerging economies, it is from real sector to financial sector, in line with the “demand-following” hypothesis. This overall relationship is strong for both emerging and developed economies during economic boom or UP cycles, but becomes weak during economic downturns or tranquil periods.

Originality/value

This study is different from previous studies on this issue and contributes to the existing literature in a number of ways. First, the focus of this paper revolves around identification of differential patterns in causal flows between real and financial sectors for different economies, across different economic cycles. Second, to present a robust representation of financial sector, the authors consider both banking sector and stock market parameters as the proxy for financial sector development. Third, the authors address the “stock-flow problem” in the measurement of financial variables a typical criticism of some of the previous studies. Finally, the authors use a rich sample size comprising of about 2,500 quarterly observations for each variable, with about 1,500 observations from developed and 1,000 from emerging economies.

Details

Studies in Economics and Finance, vol. 36 no. 3
Type: Research Article
ISSN: 1086-7376

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Article
Publication date: 13 September 2021

Avinash Shivdas and Sougata Ray

The economic value generated by a firm is determined by the efficient management of its resources within a given business environment. The Indian pharmaceutical industry…

Abstract

Purpose

The economic value generated by a firm is determined by the efficient management of its resources within a given business environment. The Indian pharmaceutical industry is highly competitive and has attracted huge investments in research and development (R&D), including financing of biotechnological ventures, clinical trials, contract research activities in addition to traditional product development and filing of regulatory requirements. This study aims to identify the specific resources that are significant drivers of performance.

Design/methodology/approach

Data analysis uses panel regression based on an extended version of the Cobb-Douglas production function, where the dependent variable firm performance is measured using annual sales whilst the independent variables include labour, capital, R&D investments and marketing efforts. This study uses data spanning a period of 7 years (2012–2018) collected from 151 Indian pharmaceutical firms.

Findings

Contrary to the general understanding that R&D investments tend to create profitable opportunities, it is observed that R&D expenditures have a negative impact on sales in the short to medium time period. This study also highlights the finding that in addition to the positive impact of labour and capital, marketing efforts are more likely to have a greater positive influence on firm performance than R&D.

Originality/value

The uniqueness of the paper lies not only in the counterintuitive findings but also in the methodology used to capture the impact of the lagged effect of R&D investments on firm performance. Specifically, a regression model-based both on panel data and time-series averages is used to examine the said impact.

Details

International Journal of Pharmaceutical and Healthcare Marketing, vol. 15 no. 4
Type: Research Article
ISSN: 1750-6123

Keywords

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