SMEs Branding: The Interaction of Entrepreneurial Orientation

Abstract

The purpose of this research is to find the extended impact and interaction of entrepreneurial orientation (EO) as a moderator variable on the relationships between brand strategy (specifically brand orientation, brand identity and brand distinctiveness) and brand performance. Retroactively, the direct relationship between brand strategy and brand performance should be elucidated. The basic methodology of this research is positivism, specifically a deductive approach to which really on previous understanding and propositions that extracted from previous works. A well-designed and tested questionnaire is used to collect data for this research, and the data is analysed by applying the partial least squares technique, which is a method of structural equation modelling technique of analysis. Prior to this step, a confirmatory factor analysis is performed to inspect measurement constructs. The result indicates a significant positive and direct impact of brand orientation and brand identity on performance of brand where brand distinctiveness has no impact. On the other side, when entrepreneurial orientation is interactive as a moderator factor, the relationships between brand orientation, brand identity and brand performance increase and become stronger. Previous research and studies elucidated the impact of various factors of brand strategy on brand performance. However, entrepreneurial orientation as a moderator variable has not been examined. What makes this research different from others is the practical investigation and the examination of the impact of entrepreneurial orientation as an important factor of brand strategy in SMEs Properly, the main contribution of strategic brand management is related to brand equity and the value of

Managing brand equity in the brewing sector

“…Moreover, the paper attempts to fill a further literature gap related to the necessity of deepening the analysis of the WOM role and impact on the OBE (Ansary and Hashim, 2018). Additionally, by focusing on the study of the brand distinctiveness and its effect on OBE, the work deepens the analysis of a critical issue that requires extraordinary attention from literature (Alanazi, 2018). Finally, all these relationships will be examined in an under-investigated sector (Calvo-Porral et al, 2013b;Cillo et al, 2019).…”

“…Along with COO image and WOM, the last analyzed variable is brand distinctiveness. Overall, even if it assumes a significant relevance to an extended audience composed of both academic and non-academic stakeholders, it represents a largely ignored aspect of branding (Alserhan and Alserhan, 2012), thus requiring extraordinary attention (Alanazi, 2018). Additionally, by specifically focusing on the relationship between brand distinctiveness and brand equity, it emerges a paucity of studies analyzing it (Alserhan and Alserhan, 2012; Norouzi and Hosienabadi, 2011; Yasin et al.…”

Performance of GoFood MSEs Partnership: An Integration of Entrepreneurial Orientation, Marketing Capabilities, and Brand Orientation

“…entrepreneurial orientation and marketing capability, encourage to form brand orientation (Chang et.al., 2019). Specifically, there is a significantly positive direct impact from brand orientation and identity towards the entrepreneurial orientation; therefore, the brand performance can improve and become stronger (Alanazi, 2018). Similarly, Tajeddini and Ratten (2020) suggest that profitable brand orientation is the major factor in increasing sales and improving the MSEs' performance.…”

Developing and validating a scale of consumer-based brand equity for SMEs: evidence from Thailand

“…Three main branding practices found in the branding strategy of SMEs included brand planning, resource investment and brand communication (Hodge et al, 2018). The entrepreneurs tend to play a major role in brand orientation (Alanazi, 2018). For this reason, SMEs brand identity JSBED 27,3 often stems from the firm owners' personalities, product characteristics, brand symbols and organisation culture.…”