Corporate brand equity and loyalty in B2B markets: A study among logistics service purchasers

Juntunen, Mari; Juntunen, Jouni; Juga, Jari

doi:10.1057/bm.2010.43

Cited by 54 publications

(60 citation statements)

References 37 publications

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“…(In our study loyalty is a consequence and not a component of BE, consistent with previous research, e.g. : Taylor, Hunter & Lindberg, 2007;Chen & Myagmarsuren, 2011;Juntunen, Juntunen & Juga, 2011;Geigenmüller & Bettis-Outland, 2012). On the one ha nd, strong brands generate loyal customers who value these brands above all others in the market, who repurchase the brand on a regular basis, and who consider entirely reasonable to pay more for it (Aaker, 1991;Park & Srinivasan, 1994;Taylor et al, 2007;Jobber & Shipley, 2012).…”

Section: Marketing Capabilities Assets and Competitive Advantagesupporting

confidence: 89%

Marketing assets: Relating brand equity and customer equity

Romero

Yagüe

2016

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Purpose: Brand equity and customer equity are inextricably linked. Some authors propose that marketing activities build these intangible assets simultaneously. In contrast, others suggest that brand equity is an antecedent of customer equity. In this research, we aim to shed light about the relationship between brand equity and customer equity, by empirically testing these two alternative explanations. Design/methodology:We propose four research models that reflect these two alternatives explanations regarding the link between brand equity and customer equity. In order to estimate these models we employ Structural Equations Modelling. We measure model variables using data collected through a survey to marketing managers of services companies that operate in Spain. We compare these four research models in terms of explanatory power and goodness of fit. Findings:Our results indicate that the models that correspond to the simultaneity approach have a higher explanatory power and goodness of fit than the models that suggest that brand equity is an antecedent of customer equity, thus supporting that these intangible assets are built by marketing activities at the same time.-591-Intangible Capital -http://dx.doi.org/10.3926/ic.727Research limitations/implications: Our results recommend caution when interpreting previous research about the effects of brand (customer) equity, as they might indeed correspond to customer (brand) management. Similarly, future research focusing on customer and brand management need to take into account both managerial areas in their studies. Practical implications:From a practitioners' point of view, our findings suggest adopting a brand-customer portfolio approach to enhance company profitability. Similarly, we derive implications for firm valuation processes, which incorporate brand equity and customer equity in their calculations. Originality/value:We empirically study the relationship between brand equity and customer equity, while previous research has analyzed this topic only at a theoretical level. Clarifying this link enriches our comprehension about how companies build these marketing intangible assets and increases the accuracy of firm valuation processes.

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Section: Marketing Capabilities Assets and Competitive Advantagesupporting

confidence: 89%

Marketing assets: Relating brand equity and customer equity

Romero

Yagüe

2016

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“…Brand managers in industrial markets tend to place more emphasis on corporate rather than individual brands, and the company name is often the brand, unlike what happens in consumer markets (Walley et al 2007;Davis et al, 2008). This is especially true in B2B services, where there is no product brand (Roberts and Merrilees, 2007) and the object of purchase is intangible (Juntunen et al, 2011). Services involve interaction between the customer and the provider company; customization, relationships and experiential components play a major role; and the quality is evaluated through the activities, capabilities and performances of the provider company, namely, its employees, technologies and facilities (Aspara and Tikkanen, 2008b).…”

Section: The Relevance Of Brands In the B2b Purchasing Processmentioning

confidence: 99%

Determinants of brand relevance in a B2B service purchasing context

Gomes

Fernandes

Brandão

2016

Journal of Business &Amp; Industrial Marketing

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If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. Determinants of brand relevance in a B2Bservice purchasing context Mariana Gomes, Teresa Fernandes and Amélia BrandãoFaculty of Economics, University of Porto, Porto, Portugal Abstract Purpose -Brands have traditionally been regarded as a key asset and a source of competitive advantage in purchasing decisions, as customers are expected to prefer stronger brands to minimize risks. However, the role of brands in business markets is unclear and underresearched. The purpose of this study is to analyze the relevance of brands in a business-to-business (B2B) purchase setting and their key determinants. Design Methodology/approach -A research model was developed to explain brand relevance when compared with other decision factors in a B2B context. Based on the frameworks developed by Zablah et al. (2010) and Mudambi (2002), the model considers the purchase situation, decision-maker characteristics and firm size as determinants of brand relevance in the decision-making process. One of the most prominent Portuguese construction groups, which comprised three companies, was chosen for the sample of this study. Data were collected through a self-administered, online, cross-sectional survey, resulting in a convenience sample of 87 decision-makers. Findings -Findings suggest that attributes related with brands matter even in B2B rational decision-making processes. However, brands are not important to all organizational buyers or in all situations. Different purchase situations and decision-maker characteristics proved to have an impact on brand relevance, namely, brand reputation, prior purchases and brand awareness. Only firm size was not confirmed as a determinant of brand relevance in the B2B purchasing process. Originality/value -B2B brand research is scarce, especially for industrial services. By investigating the determinants of brand relevance in a B2B purchasing context, namely, in a construction services setting, this study contributes to bridging this literature gap. Moreover, the few studies on the subject have been largely descriptive in nature and managerially oriented, while this investigation emphasizes hypothesis testing through a proposed research framework. Also, in managerial te...

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“…Brand equity has been studied in both B2B industrial markets (Bendixen et al, 2004) and service markets (Roberts and Merrilees, 2007;Davis et al, 2008;Rauyruen et al, 2009;Juntunen et al, 2011;Marquardt et al, 2011). Such studies have suggested that corporate image and thus corporate brands may have a salient role in the selection of subcontractors.…”

Section: Pl Service Loyalty and Brand Equitymentioning

confidence: 99%

Investigating brand equity of third-party service providers

Grant

Juntunen

Juga

et al. 2014

Journal of Services Marketing

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Purpose – The purpose of this paper is to apply theory and techniques from the services and marketing literature to a supply-chain context consisting of a shipper or seller, a customer or buyer and a third-party logistics service provider (3PL) to investigate corporate brand equity resulting from service quality, customer satisfaction and customer loyalty towards the 3PL. Design/methodology/approach – A conceptual model was developed from the literature and tested with Finnish industrial firms using an online survey. Data were analysed using structural equation modelling to examine relationships among the four constructs. Findings – Hypothesised relationships among the four constructs in the conceptual model were supported; however, the relationship between loyalty and corporate brand equity was weak. Research limitations/implications – This investigatory research is based on a one-country sample making transferability and generalisability to other countries difficult. Practical implications – The findings of this research should enable 3PL managers to determine those service offerings most important to shippers and customers, develop a service package using such offerings to satisfy their needs and thus build loyalty and corporate brand equity with both. Originality/value – This paper adds to our knowledge of these constructs in a supply-chain context, particularly for 3PLs, and provides an interdisciplinary approach to research in the supply-chain domain.

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Corporate brand equity and loyalty in B2B markets: A study among logistics service purchasers

Cited by 54 publications

References 37 publications

Marketing assets: Relating brand equity and customer equity

Marketing assets: Relating brand equity and customer equity

Determinants of brand relevance in a B2B service purchasing context

Investigating brand equity of third-party service providers

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