A framework for SME retail branding

Abstract

It has become increasingly important for small to medium sized enterprise (SME) retailers to stand out in the current marketplace. Branding in SMEs is a growing area of academic interest, although the majority of studies have been based in the manufacturing sector. This study seeks to develop a framework of the characteristics, processes and dynamics of SME retailers. A qualitative research study was carried out with SME owner managers (OMs) over a period of 15 months. The findings extend the understanding of branding in SMEs in a number of ways. Firstly, it is found that SME retailers take a cautious approach to brand management, seeking to build loyalty, networks and relationships. Secondly, the holistic nature of SME retail branding presents a challenge to OMs who are resource-constrained. Thirdly, the soft, colloquial and intuitive approaches to brand equity appraisal are evident. Brand marketing is focused on word of mouth, which has implications for how OMs operationalise the brand around store experiences. Finally, the influence of the OM on branding decisions is clear. The key findings are discussed in relation to the retail context of the study, the centricity of the OMs in SME branding and entrepreneurial brand management.

A new living contract: cases in the implementation of the Living Wage by British SME retailers

“…More systematic research may also tease out any differences between medium, small and micro enterprises. Future research should examine in greater detail, and more systematically, the business case for paying the LW, beyond the, often intuitive, perceptions of the owner-manager (see Mitchell et al, 2015). Other research avenues may also include more systematic studies investigating the link between the LW and chosen business strategy, and investigating the strategies employers use to ensure they would be able to continue to pay the LW for the foreseeable future.…”

“…An interesting insight pertains to the central role of the owner-manager in managing the branding in SME retail companies (Mitchell et al, 2015). This stream of literature, highlighting as it does features of successful branding -such as a strong company brand image/identity, niche strategies (Hutchinson and Quinn, 2012), high-level customer service and personal interaction with customers (Coca-Stefaniak et al, 2010) -opens up the opportunity to explore how LW accreditation may be used in SME retail branding (Werner and Lim, 2016a).…”

“…Whilst the literature on SME retailers remains limited, some studies have focussed on the marketing and branding aspect of these companies (Mitchell et al, 2015;Hutchinson and Quinn, 2012;Coca-Stefaniak et al, 2010). An interesting insight pertains to the central role of the owner-manager in managing the branding in SME retail companies (Mitchell et al, 2015).…”

Managing and building B2B SME brands: an emerging market perspective

“…More "integrated" management approaches are, by contrast, characterised by brand-centric management activity, which continually and systematically reflects on the interrelationships between branding, marketing and economic performance (Baumgarth, 2010). Generally, emerging B2B SME research reveals that brandoriented firms have a higher impact on B2B marketing achievement (Mäläskä et al, 2011;Mitchell et al, 2015;Urde et al, 2013;Anees-ur-Rehman et al, 2018).…”

Effect of Brand Orientation on Entrepreneurship Creativity in Small Medium Enterprises Brand

“…These characteristics, influence the owners of SMEs in implementing and managing brand [8]. Accordingly, the ability and intuitive of SMEs owners as a brand orientation is a factor must be consider because it will determine the extent to which SMEs can create a product with a unique brand to get the consumer attention [4], [9].…”