Enhancing firm performance: The role of brand orientation in business-to-business marketing

Yu, Chongchong; Wang, Xinchun; Arnett, Dennis B.

doi:10.1016/j.indmarman.2018.01.031

Cited by 93 publications

(92 citation statements)

References 82 publications

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“…Considering the greater emphasis on brands, the literature suggests firms adopting brand orientation consider brands as the basis of their business model, and the hub around which business operations and strategies revolve (Hirvonen et al, 2016), which is critical for improving brand performance Chang et al, 2018).…”

Section: Examining the Roles Of Brand Orientation Market Orientationmentioning

confidence: 99%

“…Such inconsistent findings appear to suggest while there are clear performance advantages of having both brand orientation and market orientation in combination, there is still little clarity on how their interaction actually facilitates brand success. This is particularly problematic in the industrial branding context where many marketing practitioners are said to have limited understanding of the mechanisms linking branding efforts to performance (Chang et al, 2018). In addressing this issue, we draw on the resource-based view (RBV) and adopt a systematic view to assess the brand performance effects of brand orientation and market orientation.…”

Section: Introductionmentioning

confidence: 99%

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How and when does the brand orientation-market orientation nexus matter?

Lee

O’Cass

Sok

2019

JBIM

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Purpose While extant research highlights the importance of both market orientation and brand orientation in brand success, it is still unclear how they actually combine to contribute to brand performance. Grounded in the theoretical perspectives of the resource-based view and dynamic capabilities, this study unpacks how, and when, brand orientation and market orientation link systematically to influence brand performance. Design/methodology/approach In testing the research hypotheses involving mediation and moderation effects, survey data were gathered from a sample of business firms in the manufacturing sector and analyzed through regression analysis. Findings The results suggest brand orientation manifests through market orientation to influence brand performance via the intervening mechanism of brand management capability. The results also suggest at high levels of competitive intensity, the systematic combination of market orientation and brand orientation is critical in facilitating brand management capability enhancement and subsequent brand performance. Originality/value This study extends current literature by providing a more detailed account of how brand orientation and market orientation systematically combine to yield superior brand performance via the mediating role of brand management capability. This study also provides further insights into how, in response to different levels of competitive intensity, the systematic combination of brand orientation and market orientation is managed to facilitate brand management capability enhancement and subsequent brand performance.

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Section: Examining the Roles Of Brand Orientation Market Orientationmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

How and when does the brand orientation-market orientation nexus matter?

Lee

O’Cass

Sok

2019

JBIM

View full text Add to dashboard Cite

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“…Business orientation not only talks about profit and company growth, business orientation must be based on the principle of building and creating justice for the perpetrator, the user and the environment as a resource provider [5]. The results of research ever undertaken by Azlin, et.al in 2014 [33], by Yu Chang in 2018 [34], and Giri Jogaratnam in 2017 [35] suggest that business orientation influences the firm's performance.…”

Section: Introductionmentioning

confidence: 99%

The Determinant of SME’s Performance: The Main Role of Leadership Strategy, Knowledge, and Business Orientation

Putra¹,

Ashoer²,

Abdullah³

et al. 2019

Proceedings of the 1st International Conference on Life, Innovation, Change and Knowledge (ICLICK 2018)

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The pattern of leadership and knowledge of business, as well as business orientation, certainly plays the role which in turn will ultimately give the final confirmation of what is actually a "pioneer" or a "follower" in a business activity. The purpose of this study is to analyze the extent to which the role of leadership, knowledge of management and business orientation to business performance. This study takes a sample of SME's entrepreneur there was operated in Makassar City. Research approach with Quantitative Analysis and choosing PLS (Partial Least Square) as a method of the analysis. The result of this study stated leadership strategy, knowledge management, and business orientation have significant effects on SME's performance. All of variable have significant value (sig < 0.05). R 2 -value is 0.650

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“…The latent construct of market orientation is often indicated by brand equity, a marketing term to describe the value of an intangible or market‐based asset which is not evident on the balance sheet (e.g., Christodoulides & De Chernatony, ). In general, brand equity is observed to relate positively to long‐term business performance (e.g., Belo, Lin, & Vitorino, ; Chang, Wang, & Arnett, ). However, it is uncertain if the brand–performance relationship is also existent in farmer cooperatives.…”

Section: Introductionmentioning

confidence: 99%

The impact of brand equity on the financial performance of marketing cooperatives

Grashuis

2018

Agribusiness

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Because of inherent constraints, few farmer cooperatives use branding to pursue differentiation and competitiveness in the agri-food industry. Considering the complete lack of applied research on the brand-performance relationship for farmer cooperatives, it is unknown if branding is even profitable. This paper addresses the gap in our understanding with a novel panel study of 707 US marketing cooperatives for the 2005-2011 period. Informed by lagged observations of trademark and service mark data, the empirical analysis indicates a positive relationship of brand equity to the financial performance of marketing cooperatives. Specifically, 1% increases in the total stock of trademarks and service marks have a positive impact of $130,441 and $141,921, respectively, on the net sales of the mean marketing cooperative. The corresponding impact on net income is estimated at $3,815 and $17,286, respectively. Following the estimation of further specifications, there is also indication most of the impact is facilitated by older trademarks (>3 years) in the stock, which implies a delayed impact of brand equity on financial performance. Overall, the reported evidence serves as motivation to directors and managers of marketing cooperatives to pursue opportunities to build brand equity. To do so, however, may first require a solution to the equity constraint which appears at the foundation of most farmer cooperatives. K E Y W O R D S agricultural cooperative, brand equity, panel analysis, trademark J E L C L A S S I F I C A T I O N M31, O34, Q13 Agribusiness. 2019;35:234-248. wileyonlinelibrary.com/journal/agr 234 |

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Enhancing firm performance: The role of brand orientation in business-to-business marketing

Cited by 93 publications

References 82 publications

How and when does the brand orientation-market orientation nexus matter?

How and when does the brand orientation-market orientation nexus matter?

The Determinant of SME’s Performance: The Main Role of Leadership Strategy, Knowledge, and Business Orientation

The impact of brand equity on the financial performance of marketing cooperatives

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