Brand equity in the business-to-business market

Bendixen, Michael; Bukasa, Kalala A.; Abratt, Russell

doi:10.1016/j.indmarman.2003.10.001

Cited by 313 publications

(176 citation statements)

References 19 publications

Supporting

Mentioning

160

Contrasting

Unclassified

Order By: Relevance

“…The authors agree with Van Durme et al's (2003) position, who illustrated how the brand-equity concept reveals only a functional and transactional aspect of the relationship between buyers and brands, that it is largely measured by a buyers' willingness to pay a premium price (Bendixen et al, 2004;Chaudhuri & Holbrook, 2001;Hutton, 1997). Moreover, Van Durme et al (2003) underlined that the relationship between brands and buyers contains elements of trust, affection and a willingness to maintain a long-lasting interaction, that merit deeper exploration especially in the industrial marketing context (Ambler, 1997;Brodie, Glynn, & Van Durme, 2002;Delgado-Ballester & Munuera-Alemán, 2005;Glynn, 2012).…”

Section: Relational Assets Of Industrial Brandssupporting

confidence: 73%

“…Accordingly, if the ingredient buyer obtains a higher value through a co-branding initiative, this is supposed to positively affect the ingredient supplier's brand equity (Van Durme et al, 2003). The willingness to pay a premium price for a branded product is the main evidence for the existence of brand equity (Bendixen et al, 2004;Hutton, 1997;Subrahmanyan, 2004).…”

Section: Ingredient Co-branding Value and Ingredient Premium Pricementioning

confidence: 99%

See 1 more Smart Citation

Industrial Ingredient Co-branding: A Brand Relationship Approach

Andreini¹,

Bergamaschi²,

Pedeliento³

et al. 2016

IJBM

View full text Add to dashboard Cite

Existing research on industrial ingredient co-branding alliances has largely focused on the functional and transactional value that ingredient brands provide to ingredient buyers and sellers. The current research draws on the brand relationship perspective to investigate how the relational assets of ingredient brands generate value for both ingredient buyers and for the ingredient supplier itself. For the former, such value manifests in ingredient co-branding value, and for the latter, the value lies in brand equity. The results are derived from a survey of 107 ingredient buyers from a multinational ingredient manufacturer aiming to initiate ingredient co-branding agreements in the energy component industry. The results of the structural equation model reveal that ingredient brand trust directly affects both ingredient brand loyalty and ingredient co-branding value, but indicate no significant effect between brand loyalty and ingredient co-branding value. Moreover, ingredient co-branding value proved to be a driver of ingredient supplier brand equity.Keywords: industrial markets, ingredient brand equity, ingredient brand loyalty, ingredient brand trust, ingredient co-branding value, inter-firm relationship value

show abstract

Section: Relational Assets Of Industrial Brandssupporting

confidence: 73%

Section: Ingredient Co-branding Value and Ingredient Premium Pricementioning

confidence: 99%

Industrial Ingredient Co-branding: A Brand Relationship Approach

Andreini¹,

Bergamaschi²,

Pedeliento³

et al. 2016

IJBM

View full text Add to dashboard Cite

show abstract

“…Even though brand-equity research has mainly focused on consumer markets, a growing stream of research has investigated in recent years brand equity for B2B buyers, concluding that the concept is also relevant for understanding the brand's added value in B2B relationships (e.g. Bendixen, Bukasa & Abratt, 2004;Jensen & Klastrup, 2008;Kuhn, Alpert & Pope, 2008;Lindgreen, Wynstra & Farrelly, 2010;Zaichkowsky, Parlee & Hill, 2010). On the conceptual level, several studies carried out in this stream transpose tools and frameworks of www.ccsenet.org/ibr…”

Section: Direct Sources Of Fbbementioning

confidence: 99%

“…Franchisees experience a wide variety of symbolic benefits, ranging from the static description of the brand through personality traits and country stereotypes to the more relationally oriented self-expressive function of the brand. This strong emphasis on symbolic imagery and benefits contrasts with the less assertive and more controversial results on the role of symbolic and emotional qualities in business contexts (Bendixen et al, 2004;Kuhn et al, 2008;Leek & Christodoulides, 2012;Mudambi, Doyle & Wong, 1997 The empirical study also allows revising and adding more precision to the indirect sources of FBBE in the initial framework. As in other B2B contexts (Leek & Christodoulides, 2011), the franchise brand acts as a relationship facilitator not only between the seller (i.e.…”

Section: Theoretical Implicationsmentioning

confidence: 99%

Conceptualizing Franchisee-based Brand Equity - A Framework of the Sources and Outcomes of the Brand’s Added Value for Franchisees

Ghantous¹,

Jaolis²

2012

IBR

View full text Add to dashboard Cite

Alongside business practices, the franchisor's brand is one of the two basic constituents of the franchise package that the franchisees buy into, and one of the major resources that franchisees seek when engaging in a franchise agreement. This paper addresses the value added by the brand to the franchise package from the franchisees' perspective by considering (a) the sources of this added value and (b) its impact on franchisees' intentions and behaviors. Based on previous literature on how brands generate value for consumers and firms, we first extend the concept of brand equity to franchising and propose a theoretical framework of the sources and outcomes of franchisee-based brand equity. We then explore franchisees' perspective on the brand's added value by conducting sixteen interviews with franchisees in France. The interviews combined with previous literature reveal that franchisees consider that the brand adds value directly by offering them functional, symbolic, experiential, economic and relational benefits, as well as indirectly by driving positive responses from consumers, employees and financial partners toward the branded franchised unit. Surprisingly, the symbolic benefits emerge as the strongest direct benefits. In turn, this added value attracts franchisees to enter the network, motivates their intention to continue in the franchise relationship and acts as a palliative for organizational problems encountered by franchisees. These findings indicate that franchisors should strongly integrate the brand in their value proposition in order to drive positive responses from their potential and current franchisees.

show abstract

“…Generally, brand equity has been accepted as the primary source of capital for many industries (Bendixen et al 2004) and considered to create customer loyalty, enhance consumer trust, and reduce the perceived risk, especially in services (Lee and Back 2008).…”

Section: Introductionmentioning

confidence: 99%

An analytical model for building brand equity in hospitality firms

2011

View full text Add to dashboard Cite

Nowadays, service-oriented marketing has been playing an important role in marketing science fields. The current studies have focused on the establishment of a brand equity model and the relevant causal relationships of the model, they have not presented any consistent measurement technique. Hence, this paper aims to standardize the estimation of a constructed dimension for the equity of service-oriented brands and to solve the multipledimension problem inherent in this estimation. In particular, this proposed analytical model considers distinct weights for brand equity categories and attributes. Further, we intend to systematically present a deliberate procedure of the brand equity model along with a strategy to enable the further development of this procedure. By adopting quality function deployment (QFD) and consistent fuzzy preference relations, we create a valid and reliable brand equity model for hospitality firms. Finally, we empirically assess the measurement and managerial strategies related to the proposed model by illustrating the case of a restaurant chain.

show abstract

Brand equity in the business-to-business market

Cited by 313 publications

References 19 publications

Industrial Ingredient Co-branding: A Brand Relationship Approach

Industrial Ingredient Co-branding: A Brand Relationship Approach

Conceptualizing Franchisee-based Brand Equity - A Framework of the Sources and Outcomes of the Brand’s Added Value for Franchisees

An analytical model for building brand equity in hospitality firms

Contact Info

Product

Resources

About