Market orientation and customer-based corporate brand equity (CBCBE): a dyadic study of Indian B2B firms

Sarkar, Soumya; Mishra, Prashant

doi:10.1080/0965254x.2016.1148768

Cited by 7 publications

(7 citation statements)

References 73 publications

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“…Their study finds that effective business-to-business branding depends on a brand-oriented corporate culture. On the other hand, Sarkar and Mishra's (2017) study, which examined dyadic relationships between business firms from survey data, could not find any support regarding the effect of a market-oriented culture on a corporate brand's equity. This finding can be attributed to the fact that the study does not consider the mediating impact of the corporate brand, which could be influenced by market orientation culture and in turn affect the corporate brand equity.…”

Section: From Corporate Business Culture To Corporate Brandmentioning

confidence: 84%

“…Overall, while both Baumgarth and Schmidt (2010) and Sarkar and Mishra's (2017) studies lack empirical evidence on how overall corporate culture may affect a corporate brand, most of the studies examining the issue are conceptual in nature. This is even though an ambiguous corporate culture may jeopardise a corporate brand (Hatch and Schultz, 2001).…”

Section: From Corporate Business Culture To Corporate Brandmentioning

confidence: 99%

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Corporate branding and value creation for initiating and managing relationships in B2B markets

Ozdemir

Gupta

Foroudi

et al. 2020

QMR

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Purpose This study aims to fill a gap in branding literature concerning the effect of corporate brand relationships on brand value through the case study method in a business-to-business (B2B) context. The objectives of this study can be framed in the following three questions: what are the main constituents of a corporate brand; how does a corporate brand generate tangible and intangible brand value for their business customers; and how do tangible and intangible brand benefits influence relationship initiation and management practices of the case companies? Design/methodology/approach The study adopts a qualitative multiple cases study design by using archival data and both in-depth telephone and online interviews with senior representatives of the case study companies to investigate corporate branding and associated issues in a B2B context. Findings From a managerial perspective, this study reveals that corporate business culture, brand relationships, products and corporate identity and personality as the main constituents of a corporate brand in a B2B context. The results show that a corporate brand can generate intangible and tangible brand value benefits for business customers. The findings also note the importance of brand value in enhancing relationship initiation. Originality/value The study contributes to the branding literature by developing a conceptual model that explains the development and role of the corporate brand in a B2B context with its associated value creation and brand management outcomes. The findings advance brand management literature on business relationships, which addresses a gap in B2B contexts rather than mainly about product brand management and value creation in business-to-consumer contexts.

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Section: From Corporate Business Culture To Corporate Brandmentioning

confidence: 84%

Section: From Corporate Business Culture To Corporate Brandmentioning

confidence: 99%

Corporate branding and value creation for initiating and managing relationships in B2B markets

Ozdemir

Gupta

Foroudi

et al. 2020

QMR

View full text Add to dashboard Cite

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“…The endogenous construct in our study is corporate brand performance which is captured through customer-based corporate brand equity (CBCBE). CBCBE has been used to capture the corporate brand performance based on feedback received from the industrial purchasing managers (Sarkar and Mishra, 2016). This concept of CBCBE has been established in the context of previous studies on brand performance.…”

Section: Methodsmentioning

confidence: 99%

“…Such an indirect path of measurement will not be able to capture the brand performance authentically. Since the concept of a brand is usually developed in the mind-space of the customer, we have resorted to customer-based corporate brand equity (CBCBE) scale (Sarkar and Mishra, 2016). After analyzing the relational association between these two constructs, our study finds that CSR practices of Indian B2B firms positively impact the corporate brand performance.…”

Section: Introductionmentioning

confidence: 99%

Does CSR disclosure enhance corporate brand performance in emerging economy? Evidence from India

Sarkar

Chatterjee

Bhattacharjee

2021

JIBR

Self Cite

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Purpose This study aims to delve into the influence of corporate social responsibility on the corporate brand performance of Indian business-to-business (B2B) companies. Design/methodology/approach The corporate social responsibility (CSR) practices have been measured through CSR disclosure index (CDI), generated by surveying annual reports/CSR reports/websites of 131 Indian B2B firms. The same was mapped to corporate brand performance of these firms, measured as customer-based corporate brand equity, which was measured through a questionnaire-survey of purchasing managers and users working in firms that are customers to the above-mentioned firms. Findings The result reveals the positive influence of CSR practices in shoring up corporate brand performance. Research limitations/implications CDI has been developed based on CSR reporting across the stakeholder groups. However, the impact has been mapped onto one stakeholder category, the customer. The sample period was only one year, and the data is cross-sectional. Future studies may investigate the long-term effect of CSR using longitudinal data on larger data sets. Practical implications This study will encourage Indian B2B firms to practice CSR not only for conforming to the regulatory requirements but also as a strategic tool in strengthening the competitive advantage. Originality/value It is the first study of its kind to evaluate the imprint of corporate social responsibility, measured based on CSR reporting by firms, on corporate brand performance. It looks into the return earned by firms from the resources invested in CSR activities.

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“…To this day, academic interest in the MO-performance link is still growing, and new studies consistently suggest new evidence regarding the strength of the MO-performance relationship for a variety of performance outcomes and in different contexts and countries (e.g. Mahmoud, 2016; Sarkar and Mishra, 2017; Jancenelle et al , 2018).…”

Section: Literature Review and Theoretical Backgroundmentioning

confidence: 99%

Market orientation heterogeneity and new joint venture formation announcements: creating value for parent firms

Jancenelle

Wei

Ang

2020

JSMA

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PurposeJoint ventures (JVs) are known to create value for their parent firms, in part due to the mutually beneficial sharing of information that occurs at the JV level. Market orientation (MO) is a well-documented strategic orientation that has received little attention in the JV literature, despite considerable research suggesting that MO has a positive effect on performance. This study posits that the MO skills contributed to a new JV by parent firms are likely to play a central role in a shareholder's assessment of the potential for success of a newly announced JV, thereby triggering changes in market value for parent firms.Design/methodology/approachComputer-Assisted-Text-Analysis (CATA) is used to calculate MO heterogeneity from annual reports, and event-study methodology is used to assess parent firm performance. The authors rely on a US sample of 82 public JV parents involved in 41 new equally-weighted JV formation announcements.FindingsThe authors find that heterogeneity on MO's behavioral components (customer orientation, competitor orientation, and coordination) is negatively related to parent performance, while heterogeneity on MO's profitability component is positively related to parent performance. However, the effect of MO's long-term focus heterogeneity on parent performance was not supported.Originality/valueThe results suggest that the benefits of information sharing in partnerships may be of a nuanced nature when it comes to MO. Although heterogeneity in profitability inclination created value for parent firms announcing a new JV; heterogeneity in customer, competitor and coordination market orientations did not appear to be rewarded by shareholders.

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Market orientation and customer-based corporate brand equity (CBCBE): a dyadic study of Indian B2B firms

Cited by 7 publications

References 73 publications

Corporate branding and value creation for initiating and managing relationships in B2B markets

Corporate branding and value creation for initiating and managing relationships in B2B markets

Does CSR disclosure enhance corporate brand performance in emerging economy? Evidence from India

Market orientation heterogeneity and new joint venture formation announcements: creating value for parent firms

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