Brands in, from and to emerging markets: The role of industrial relationships

Gupta, Suraksha; Balmer, John M.T.; Low, Brian

doi:10.1016/j.indmarman.2015.07.006

Cited by 10 publications

(11 citation statements)

References 46 publications

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“…Likewise, in the B2B context, research into the required investment into human resources to improve the overall capability and knowledge to use digital marketing tools (Järvinen et al , 2012) is warranted, as is cost, such as in the amount of time required to effectively use SM (Buehrer et al , 2005). Furthermore, research should further explore specific issues such as branding (Brennan and Croft, 2012; Gupta et al , 2015; Leek and Christodoulides, 2011); relationship building, barrier of use, measurement (Michaelidou et al , 2011); blogging (Steyn et al , 2010); sales techniques (Andzulis et al (2012); and lead generation (Bodnar and Cohen, 2011) in B2B marketing.…”

Section: Conclusion: Social Media In Business-to-businessmentioning

confidence: 99%

Social media influence on the B2B buying process

Diba

Vella

Abratt

2019

JBIM

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Purpose This study aims to explore if and how business-to-business (B2B) companies can use social media to influence the buying process. Design/methodology/approach The study uses an exploratory approach into the existing literature related to the B2B buying process and its relationship with social media. Findings The study shows that companies in a B2B context can use social media as a means of influencing the stages of the buying process by means of using one or more of the seven functional blocks of social media. Research limitations/implications The findings demonstrate the relation that exists between each stage of the buyer process in a B2B organization and the functional blocks of social media. This study opens the door for further research into the influence of each of these blocks on the buying process stages and the roles involved. Practical implications This study identifies how social media’s blocks influence the different stages and how organizations can use that to their benefit. Originality/value Few studies have investigated the use of social media in a B2B context. However, not many have looked into the influence of social media in the B2B buying process and buying center. This study looks into the relationship between the buying process stages and social media’s functional blocks as related to the different roles of the buying center.

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Section: Conclusion: Social Media In Business-to-businessmentioning

confidence: 99%

Social media influence on the B2B buying process

Diba

Vella

Abratt

2019

JBIM

View full text Add to dashboard Cite

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“…Social media content is also not only direct products, but some things are conveyed related to collaboration with other products, such as endorsement advertisements with famous figures and data to attract consumers to keep them up to date with social media information related to new products (Chung & Cho, 2017 The displayed products certainly attract consumers to be able to have these products as quickly as possible. Another attraction is the limited edition shoe sales system and collaboration with other brands, a compelling added value for marketing when used in industrial markets (Bengtsson & Servais, 2005;Gupta et al, 2015). The Co-Creating Strategy is one part of how these products can enter the minds of consumers to become valuable goods (Zhang et al, 2015).…”

Section: Discussion and Theoretical Implicationsmentioning

confidence: 99%

Co-branding of compass shoes on social networks

Basit

Munfarida

Rully

et al. 2021

Indonesian Journal of Communications Studies

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Today's competition requires each product to develop a co-branding strategy in reaching the market, especially in the digital era where social networking is a space to build brand identities. So this research was conducted to find out how to co-brand Compass Shoes on social networks. To find out how much influence the co-branding variable has on social networks, seen from the dimensions of social networks by measuring social networks—using a quantitative-explanatory methodology, a data collection using a random questionnaire with a total of 398 respondents who meet the characteristics of the sample. The results of this study have a hypothesis where the exogenous variable, namely co-branding, has a significant effect on the endogenous variable, namely social networking. Creating co-branding, of course, must have a strong strategy in innovation and be able to understand consumer desires by providing collaboration space to build a shared identity.

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“…A corporate brand represents a unique identity that captures the implicit bond firms offer their stakeholders (Gupta et al , 2015). Ever since Balmer (1995) formally introduced the notion of corporate brands, interest in the concept among practitioners and academics has grown tremendously.…”

Section: Discussionmentioning

confidence: 99%

“…On the practitioner side, Balmer (2001a, p. 15) initially recognised that managers were “realising that a strong and favourable corporate brand can be a powerful weapon in their armoury”.After 15 years, the evidence for this seems to be well and truly borne out by the strategic emphasis placed nowadays on corporate brand management and in efforts to maximise the potential of the corporate brand (Vallaster et al , 2012). In step with the practitioner community, the proliferation of academic articles examining the role of the corporation as a brand has continued unabated in the two decades since Balmer’s initial conceptualisation (Aaker, 2004; Balmer,1995, 2001a, 2001b, 2003, 2010, 2011, 2012, 2013; Balmer and Gray, 2003; Bickerton, 2000; Burt and Sparks, 2002; de Chernatony and Cottam, 2008 Harris and de Chernatony,2001; Ind, 1998; Knox, 2004; Merrilees and Miller, 2008; Vallaster et al , 2012; Gupta et al , 2015). This abundance of work speaks to the traction corporate brands and corporate brand management has received and underscores the importance of the topic.…”

Section: Discussionmentioning

confidence: 99%

Corporate brands as brand allies

Mohan

Voss

Jiménez

et al. 2018

JPBM

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Purpose The purpose of this paper is to examine the role of the corporate brand in a brand alliance that includes one of the corporation’s product brands. Design/methodology/approach Using a scenario-based study, 899 participants were randomly assigned to one of 84 unique brand alliance scenarios involving a corporate brand, a product brand ally and a focal product brand; a total of 33 corporate brands were represented. Results were estimated using a three-stage least squares model. Findings Consumers’ evaluations of a focal brand were enhanced when a corporate brand name associated with a product brand ally was included in the brand alliance. The effect was mediated by attitude toward the product brand ally. The indirect effect of the corporate brand was stronger when consumers had low product category knowledge (PCK). Research limitations/implications Consistent with competitive cue theory, the findings suggest that a corporate brand can provide superior, consistent and unique information in a brand alliance. Practical implications Practitioners should note that the effectiveness of adding a corporate brand name into a product brand alliance is contingent on the extent of consumers’ PCK. Originality/value This paper examines when and why corporate brands are effective endorsers in product brand alliances. This paper adds empirical support to previous assertions that, if managed effectively, corporate brands can be valuable assets that convey unique valuable information to consumers.

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Brands in, from and to emerging markets: The role of industrial relationships

Cited by 10 publications

References 46 publications

Social media influence on the B2B buying process

Social media influence on the B2B buying process

Co-branding of compass shoes on social networks

Corporate brands as brand allies

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