A qualitative inquiry into customers' perspectives on branding and the role of digital technologies in B2B: A case study of Panasonic

Abstract

Author's BiographyJack Strong has recently completed his Business Studies degree in Bournemouth University. He joined the Panasonic Visual System Solutions team in 2013 and is planning to continue his marketing professional career in the B2B sector.Elvira Bolat is a Lecturer in Marketing at Business School, Bournemouth University. Her teaching covers courses on both undergraduate and postgraduate levels. Her research interests cover a digitisation of small and medium sized firms and its effect on service innovations practices. In the last six years she was specifically interested in exploring the value of mobile technology within the service innovations processes. She has an extensive interest in the Business to Business (B2B) Marketing research area, hence, Elvira is the acting Deputy Chair for the Academy of Marketing B2B Special Interest Group. AbstractBranding is a well-researched notion in the B2C environment but a concept unexplored in the B2B context. Conceptually, similar to B2C organisations digital communication via digital tools and devices allows B2B organisations experiencing benefits of exposing their brands to a wider audience. In reality questions of whether branding is purposeful in the This study explores branding in the B2B context using Panasonic as a case study, to consider the value of B2B branding from the B2B customer (buyer) perspective. Results indicate that B2B branding is of importance in the B2B context, in particular for an organisation such as Panasonic where reputation is a driving force of attracting new B2B customers and nurturing long-terms relationships with existing B2B customers. Moreover, this study concludes that whilst use of digital technologies enables portraying brand perceptions about Panasonic, digital technologies are yet to be fully embraced for the purpose of branding in the B2B context.

The acceleration of digital communications in the durable goods industry. A study on white goods firms after COVID-19

“…For example, researchers such as Shah (2017) stress the effectiveness of a qualitative approach; if a rigorous qualitative data analysis is carried out, then as it allows participants personally talk about their experiences. Particularly, several authors (Strong and Bolat, 2016; Brinkmann and Kvale, 2014) argue that qualitative interviews represent an appropriate method for the value they create in the processes of understanding social and cultural phenomena, rather than generalizing for populations. We focus on white goods, as they are key durable goods (Delre et al , 2007).…”

A Three Dimensional Model of Corporate Image Configuration: Lesson for Managers

“…Corporate image which is likened to branding in marketing according to Strong and Bolt [9] enhances a sense of identity, creates customer loyalty for a company or product.…”

“…Corporate identity as a concept build on an idea of what the organization is. It is grounded in local meanings and organizational symbols and thus embedded in organizational culture.Corporate identity is what people perceive about the offerings of an organization; a view supported by Strong and Bolt[9]. The symbolic construction of corporate identity is communicated to organizational members by top management, but is interpreted and enacted by organizational members based on the cultural patterns of the organization, work experiences and social influence from external relations with the environment.…”