Managing and building B2B SME brands: an emerging market perspective

Abstract

Purpose This paper aims to distil the management challenge pertaining to B2B SME branding strategy, communication and constraint in the emerging market context of Chinese manufacturing. Design/methodology/approach Complemented by 19 interviews, this paper adopted a novel methodological approach – netnographic analysis – to investigate a selection of Chinese manufacturing SMEs. Findings Findings revealed three managerial approaches to B2B brand management: conservative, flexible and integrated-exploratory. Practical implications Understanding the three approaches offers managerial implications for Chinese manufacturer SMEs to redesign their branding practice. Informed with a better understanding of the available option, they will be able to achieve high value-added production through branding to gain competitiveness. This study sheds light on B2B SME branding from an emerging market perspective, an area that has been largely neglected in the existing literature. Originality/value Findings make a novel contribution to B2B SME brand management literature by clarifying practical management issues pertinent to Chinese emerging market manufacturers in particular, and offering widely generalizable lessons for B2B brand management research.

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