Market Orientation and Customer-Based Corporate Brand Equity (CBCBE): A Dyadic Study of Indian B2B Firms

2013 ◽  
Author(s):  
Soumya Sarkar ◽  
Prashant Mishra
Keyword(s):  
Market Orientation ◽  
Brand Equity ◽  
Corporate Brand

Customer-Based Corporate Brand Equity (CBCBE) In Business-to-Business Firms

2014 ◽  
pp. 73-90
Author(s):  
Prashant Mishra ◽  
Soumya Sarkar
Keyword(s):  
Emerging Markets ◽  
Market Orientation ◽  
Brand Equity ◽  
Strategic Marketing ◽  
Dyadic Analysis ◽  
Brand Performance ◽  
Corporate Brand ◽  
Corporate Brands ◽  
The Relationship ◽  
Business To Business

Performance of corporate brands is turning out to be a very significant metric in gauging the degree of firm performance. In a B2B setting, corporate brands are of larger importance and greater relevance. From a strategic marketing perspective, this chapter looks at market orientation as a crucial antecedent to corporate brand performance, which is measured through a new construct: Customer-Based Corporate Brand Equity (CBCBE). In the backdrop of Indian B2B firms, a dyadic analysis is performed to eke out the relationship in order to fill the spaces glaring in this domain of marketing literature. The presence of innovativeness as a strategic marketing mediator positively influences this association between market orientation and corporate brand performance focusing on the individualities of emerging markets.

Customer-Based Corporate Brand Equity (CBCBE) in Business-to-Business Firms

2015 ◽  
pp. 1729-1746
Author(s):  
Prashant Mishra ◽  
Soumya Sarkar
Keyword(s):  
Emerging Markets ◽  
Market Orientation ◽  
Brand Equity ◽  
Strategic Marketing ◽  
Dyadic Analysis ◽  
Brand Performance ◽  
Corporate Brand ◽  
Corporate Brands ◽  
The Relationship ◽  
Business To Business

Performance of corporate brands is turning out to be a very significant metric in gauging the degree of firm performance. In a B2B setting, corporate brands are of larger importance and greater relevance. From a strategic marketing perspective, this chapter looks at market orientation as a crucial antecedent to corporate brand performance, which is measured through a new construct: Customer-Based Corporate Brand Equity (CBCBE). In the backdrop of Indian B2B firms, a dyadic analysis is performed to eke out the relationship in order to fill the spaces glaring in this domain of marketing literature. The presence of innovativeness as a strategic marketing mediator positively influences this association between market orientation and corporate brand performance focusing on the individualities of emerging markets.

scholarly journals The Impact of Brand Equity on Employee’s Opportunistic Behavior: A Case Study on Enterprises in Vietnam

2021 ◽  
Vol 14 (4) ◽  
pp. 164
Author(s):  
Quang Bach Tran ◽  
Quoc Hoi Le ◽  
Hoai Nam Nguyen ◽  
Dieu Linh Tran ◽  
Thi Thuy Quynh Nguyen ◽  
...  
Keyword(s):  
Employee Engagement ◽  
Brand Equity ◽  
Structural Equation ◽  
Structural Model ◽  
Negative Impact ◽  
Theory And Practice ◽  
Emotional Engagement ◽  
Opportunistic Behavior ◽  
Corporate Brand ◽  
The Impact

Brand is considered a valuable asset that a business wants to create and maintain growth throughout its business cycle. This paper examines the impact of corporate brand equity on employees’ opportunistic behavior. The paper uses quantitative research methods, through linear SEM (Structural Equation Modelling) analysis of structural model with a scale of 609 samples of employees of enterprises in Vietnam. The research results show that corporate brand equity has a negative impact on employees’ opportunistic behavior. In the relationship between these two factors, trust and emotional engagement act as intermediate factors. Additionally, the research demonstrates that trust has a positive effect on all three components of employee engagement, including emotional engagement, computational engagement, and standards-based engagement. On that basis, the research suggests a number of recommendations to minimize the opportunistic behavior of employees in the enterprise. The findings of this study have shown the importance and impact of brand equity on employee opportunistic behavior. These are meaningful contributions in both theory and practice to help businesses gain deeper insight into brand equity and the need to pay attention to building and developing durable brand equity for businesses. At the same time, it is an important basis for the next research projects.

scholarly journals The effect of the CEO media coverage on corporate brand equity: evidence from Poland

2021 ◽  
Vol 12 (2) ◽  
pp. 499-523
Author(s):  
Anna Górska ◽  
Grzegorz Mazurek
Keyword(s):  
Brand Equity ◽  
Media Coverage ◽  
Value Added ◽  
Corporate Brand ◽  
Personal Brand ◽  
Data Points ◽  
New Perspective ◽  
Media Monitoring ◽  
The Impact ◽  
The Relationship

Research background: Despite increased attention in the literature to the importance of the CEO?s brand for companies, understanding of the effect of the CEO brand on the corporate brand remains limited. To contribute to this discussion, this paper investigates different facets of the impact of the CEO brand, and particularly its media coverage, on corporate brand equity. Purpose of the article: This study investigates the relationship between the different aspects of the CEO brand?s media coverage and corporate brand equity. Methods: Comprehensive media monitoring in the press and online sourcing of CEOs from the strongest Polish brands were conducted. For three years (2014?2017), media monitoring covered 81 CEOs, resulting in over 44,000 data points for this study. Regression analysis was conducted to determine whether a relationship exists between different facets of the CEO?s personal brand and company brand equity. Findings & value added: This study provides a new perspective on the relationship between the CEO and corporate brands and showcases empirical evidence of the CEO brand?s relationship with corporate brand equity. It introduces two relevant and novel variables (CEO brand reach and CEO brand advertising value equivalent [AVE]) to the literature, which have been limited to the number of mentions and its sentiment. Accordingly, this study contributes to the emerging literature of CEO branding within the branding field. Contrary to expectation, the intensity of media coverage alone was not significant. Results indicate that reach and AVE of CEO media exposure are reflected in the corporate brand equity. The study also finds that negative sentiment toward a CEO?s brand negatively affects corporate brand equity. The study adds to the growing stream of literature on the role of CEO brand.

The Influence of CSR on B2B Relationships

2018 ◽  
pp. 1-21
Author(s):  
Susan Saurage-Altenloh ◽  
Phillip M. Randall
Keyword(s):  
Corporate Social Responsibility ◽  
Social Responsibility ◽  
Competitive Advantage ◽  
Brand Equity ◽  
Brand Management ◽  
Sustainable Competitive Advantage ◽  
Corporate Brand ◽  
B2b Relationships ◽  
Management Experience ◽  
Corporate Social

The chapter addresses how ethical actions deliver value through sustainable competitive advantage. Corporate social responsibility (CSR) has a proven role in developing audience trust that increases brand equity among target audiences and stakeholders, thus ensuring that the brand sustains its competitive advantage through improved profitability and reputation in the market. Not only do businesses have a social responsibility to the markets from which they earn revenues, but buyers expect ethical businesses to have an established CSR program in place. Businesses that engage in CSR activities within the process of corporate brand management experience stronger reputation that drives loyalty and sales, resulting in a competitive, sustainable market advantage.

Unveiling the corporate brand: the role of portfolio composition

2020 ◽  
Vol 37 (3) ◽  
pp. 279-290
Author(s):  
Veronica Gabrielli ◽  
Ilaria Baghi
Keyword(s):  
Internal Consistency ◽  
Brand Equity ◽  
Brand Management ◽  
Product Category ◽  
Mediation Effect ◽  
Brand Strategy ◽  
Corporate Brand ◽  
Content Type ◽  
Moderated Mediation Model ◽  
Brand Portfolio

Purpose This paper aims to investigate the effects on corporate brand equity when a company moves from a house of brand strategy to a branded house. In fact, recently, most of large companies (Procter & Gamble, Unilever) are managing this swift in order to simplify and optimize their efforts. Design/methodology/approach A total of 433 consumers participated in a between-subject experimental design completing a questionnaire. Each respondent was exposed to one of eight hypothetical scenarios with real-existing brands. A moderated-mediation model was tested. Findings The number of individual brands interacts with the variety of product categories within the portfolio to define its internal consistency which, in turn, exerts a significant mediation effect on corporate brand equity. Research limitations/implications The study supports the mental accounting process (subtyping vs bookkeeping), demonstrating how this psychological framework is applicable within brand management. Practical implications The study unveils a strong dichotomy: consumers award very small portfolios focused on a single product category or, conversely, they appreciate a wide and highly diversified brand portfolio. No chances for intermediate and hybrid solutions. Findings demonstrate that a brand architecture shift might be a flexible opportunity to manage an on-going diversification strategy. Originality/value The study is the first to analyse the importance of internal consistency within a brand portfolio in case of a shift in the portfolio strategy. Moreover, it investigates the effects since the first announcement of a linkage between the individual brands and the corporate one.

scholarly journals Country Brand Equity: The Decision Making of Corporate Brand Architecture in Cross-Border Mergers and Acquisitions

2020 ◽  
Vol 12 (18) ◽  
pp. 7373
Author(s):  
Arup Barua ◽  
Alexandra Ioanid
Keyword(s):  
Brand Equity ◽  
Corporate Reputation ◽  
Management System ◽  
Brand Management ◽  
Corporate Brand ◽  
Brand Architecture ◽  
Cross Border ◽  
Corporate Brand Management ◽  
Country Brand ◽  
High Degree

Cross-border merger and acquisition (CBM&A) is a dominant and sustainable antagonistic strategy, but a relevant concern like a country has inadequately been emphasized over the five decades of acquisition studies. Therefore, this article attempts to examine the impact of country brand equity (CBE) on corporate brand architecture (CBA) in post-CBM&A. It first originates a hypothetical model esteeming Resource-Based View (RBV) and Industrial Organization (IO) theory following the Structure-Conduct-Performance (SCP) paradigm. Then, it tests the model conducting a web survey on 124 acquiring corporates from 29 countries that accomplished CBM&A transactions between 1990 and 2014. The empirical findings clarify that the market aspect, such as the acquirer’s more substantial country brand equity, indirectly leads to the high degree of CBA standardization in the host market through prioritized intangible and strategic resources—corporate reputation and corporate brand management system. Individually, the acquirer’s corporate reputation cumulatively yields a high degree of CBA standardization with corporate brand power, which has only a direct effect. On the other hand, the corporate brand management system leads to a high degree of CBA standardization cumulatively with corporate reputation. It is deemed that the research findings as a whole reveal a framework for the application of country brand equity and corporate brand architecture in post-CBM&A.

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