Establishing brand equity among business-to-business referral sources in the emerging markets: The case of specialty medical practice

2015 ◽  
Vol 51 ◽  
pp. 26-34 ◽  
Author(s):  
V. Kumar ◽  
Greg S. Cohen ◽  
Bharath Rajan
Keyword(s):  
Emerging Markets ◽  
Brand Equity ◽  
Medical Practice ◽  
Business To Business

Customer-Based Corporate Brand Equity (CBCBE) In Business-to-Business Firms

2014 ◽  
pp. 73-90
Author(s):  
Prashant Mishra ◽  
Soumya Sarkar
Keyword(s):  
Emerging Markets ◽  
Market Orientation ◽  
Brand Equity ◽  
Strategic Marketing ◽  
Dyadic Analysis ◽  
Brand Performance ◽  
Corporate Brand ◽  
Corporate Brands ◽  
The Relationship ◽  
Business To Business

Performance of corporate brands is turning out to be a very significant metric in gauging the degree of firm performance. In a B2B setting, corporate brands are of larger importance and greater relevance. From a strategic marketing perspective, this chapter looks at market orientation as a crucial antecedent to corporate brand performance, which is measured through a new construct: Customer-Based Corporate Brand Equity (CBCBE). In the backdrop of Indian B2B firms, a dyadic analysis is performed to eke out the relationship in order to fill the spaces glaring in this domain of marketing literature. The presence of innovativeness as a strategic marketing mediator positively influences this association between market orientation and corporate brand performance focusing on the individualities of emerging markets.

Customer-Based Corporate Brand Equity (CBCBE) in Business-to-Business Firms

2015 ◽  
pp. 1729-1746
Author(s):  
Prashant Mishra ◽  
Soumya Sarkar
Keyword(s):  
Emerging Markets ◽  
Market Orientation ◽  
Brand Equity ◽  
Strategic Marketing ◽  
Dyadic Analysis ◽  
Brand Performance ◽  
Corporate Brand ◽  
Corporate Brands ◽  
The Relationship ◽  
Business To Business

Performance of corporate brands is turning out to be a very significant metric in gauging the degree of firm performance. In a B2B setting, corporate brands are of larger importance and greater relevance. From a strategic marketing perspective, this chapter looks at market orientation as a crucial antecedent to corporate brand performance, which is measured through a new construct: Customer-Based Corporate Brand Equity (CBCBE). In the backdrop of Indian B2B firms, a dyadic analysis is performed to eke out the relationship in order to fill the spaces glaring in this domain of marketing literature. The presence of innovativeness as a strategic marketing mediator positively influences this association between market orientation and corporate brand performance focusing on the individualities of emerging markets.

What makes the difference? Employee social media brand engagement

2019 ◽  
Vol 34 (7) ◽  
pp. 1459-1467 ◽  
Author(s):  
Sherese Y. Duncan ◽  
Raeesah Chohan ◽  
João José Ferreira
Keyword(s):  
Social Media ◽  
Brand Equity ◽  
Positive Emotions ◽  
Content Type ◽  
Word Use ◽  
Brand Engagement ◽  
Analytical Thinking ◽  
Industry Competition ◽  
The Difference ◽  
Business To Business

Purpose This paper aims to explore, using the employee lens of business-to-business firms, word use through brand engagement and social media interaction to understand the difference between employees who rate their employer brands highly on social media and those who don't. Design/methodology/approach We conducted a textual content analysis of posts published on the social media job evaluation site glassdoor.com. LIWC software package was used to analyze 30 of the top 200 business-to-business brands listed on Brandwatch using four variables, namely, analytical thinking, clout, authenticity and emotional tone. Findings The results show that employees who rate their employer’s brand low use significantly more words, are significantly less analytic and write with significantly more clout because they focus more on others than themselves. Employees who rate their employer’s brand highly, write with significantly more authenticity, exhibit a significantly higher tone and display far more positive emotions in their reviews. Practical implications Brand managers should treat social media data disseminated by individual stakeholders, like the variables used in this study (tone, word count, frequency), as a valuable tool for brand insight on their industry, competition and their own brand equity, now and especially over time. Originality/value This study provides acknowledgement that social media is a significant source of marketing intelligence that may improve brand equity by better understanding and managing brand engagement.

B2B services: linking service loyalty and brand equity

2009 ◽  
Vol 23 (3) ◽  
pp. 175-186 ◽  
Author(s):  
Papassapa Rauyruen ◽  
Kenneth E. Miller ◽  
Markus Groth
Keyword(s):  
Theoretical Model ◽  
Willingness To Pay ◽  
Brand Equity ◽  
Purchase Intentions ◽  
Price Premium ◽  
Content Type ◽  
Attitudinal Loyalty ◽  
Service Loyalty ◽  
The Relationship ◽  
Business To Business

PurposeA significant way of achieving high profitability is to retain existing customers who contribute to the service provider's revenue by continuously purchasing and paying more for products and services and building brand equity to the provider. The main objective of this study is to empirically examine and extend the knowledge underlying the linkage between service loyalty and brand equity performance outcomes in the context of business‐to‐business markets. It aims to develop and empirically test a theoretical model examining the antecedents and the outcomes of service loyalty in a business‐to‐business context. The model also aims to examine the relationship between service loyalty and customer share of wallet and price premium, as well as the links between the proposed antecedents (habitual buying, trust in the service provider, and perceived service quality) and service loyalty.Design/methodology/approachThe theoretical model was empirically tested with a sample of 294 Australian small‐ to medium‐sized enterprises (SMEs), using online and paper‐and‐pencil surveys. Respondents were owners of SMEs, financial controllers, and managers who are decision‐makers in the selection and use of courier service providers for their businesses.FindingsFindings provide support for the theoretical model in linking drivers of service loyalty with two types of loyalty, purchase intentions (i.e. behavioural loyalty) and attitudinal loyalty. Furthermore, the two types of loyalty are differential predictors of brand equity outcomes in that customer share of wallet is mainly driven by purchase intentions, whereas willingness to pay a price premium is mainly driven by attitudinal loyalty.Originality/valueThe paper examines the relationship between service loyalty and willingness to pay a price premium as one key indicator of brand equity.

Brand equity in the business-to-business market

2004 ◽  
Vol 33 (5) ◽  
pp. 371-380 ◽  
Author(s):  
Mike Bendixen ◽  
Kalala A. Bukasa ◽  
Russell Abratt
Keyword(s):  
Brand Equity ◽  
Business Market ◽  
Business To Business

Facets of business-to-business brand equity: mixed-methods approach

2019 ◽  
Vol 37 (7) ◽  
pp. 754-769
Author(s):  
Priyanka Sharma ◽  
Raghu Nandan Sengupta ◽  
J. David Lichtenthal
Keyword(s):  
Brand Equity ◽  
Large Scale ◽  
Product Information ◽  
Generalized Method Of Moments ◽  
Structured Interviews ◽  
Data Set ◽  
Content Type ◽  
Explanatory Variables ◽  
Common Structure ◽  
Business To Business

Purpose The purpose of this paper is to highlight various aspects of business-to-business brand equity (B2BBE) and explain relative impact of marketing/advertising, research and development (R&D), human resource and distribution network to build compelling business brands that display better firm performance. Design/methodology/approach A total of 51 in-depth semi-structured interviews with distributors and industrial buyers revealed different facets of B2BBE. Generalized method of moments (GMM) was applied on a large-scale panel data set of industrial firms to estimate the effects of firms’ R&D, advertising/marketing, distribution and staff training (proxy to sources of B2BBE) on sales. Findings First, varying levels of product application criticality and end-customer brand stature reflect four distinct organizational purchase requirements, namely, assured performance, prestige, brand leaders and commodity. Second, a taxonomy of five sources of B2BBE (prominence, solutions, accessibility, relationships and network strength) manifests buyers’ interactive experience during the purchase cycle. Third, it illustrates the positive short-term effect of all explanatory variables coupled with the positive long-term impact of R&D on sales. Practical implications Features like B2C brand image, clear and precise product information, credit/flexible payment terms, distributor image, add-on services to the core product and upstream–downstream referrals characterize strong brands. GMM model results help managers, in budget allocation. Originality/value The originality of this paper lies in proposing a comprehensive B2BBE framework based on triangulation; deployment of a common structure to simultaneously investigate distributors and industrial buyers, to discover whether their philosophies reinforce/undermine industrial branding strategies; and suggesting the use of GMM model to arrive at actionable insights.

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