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• W2758202683 abstract "Although interest towards the business-to-business (B2B) brand and its equity hasincreased over the last ten years (Klarmann & Fleischmann, 2014), the elements that havebeen identified and the models that have been developed appear rather disconnected(Leek & Christodoulides, 2011). One possible reason is that the theory that has beendeveloped is rarely rooted in the B2B context (Keranen, Piirainen, & Salminen, 2012).This leaves a high potential to uncover further elements, their interrelations andunderlying patterns by exploration (Keranen et al., 2012). The accomplished multiplecase study follows an embedded and a holistic approach (Yin, 2009) by studying thesimilarities and differences of the cases and the subunits. The four cases represent onelarger organisation and three smaller organisations. Three of these organisations purchasestandard goods and one organisation purchases highly customised components. Using anadapted critical incident technique, the author accomplished two semi-structuredinterviews with 18 participants. The elaborated framework and the developed model offera dynamic view of customer-based brand equity, consider the multifaceted nature of theindustrial B2B context and take the multi-headed nature of the buying centre into account.Moreover, the findings have uncovered the buying centre’s general valued factors. Theresults show further that the characteristics of the assets vary depending on the businesscontext and the business functions’ range of tasks. The fulfilment of the businessfunctions’ task-based value factors appears to offer the possibility to address the selfimage.Furthermore, I propose to determine customer-based brand equity by the threemain comprehensive brand assets: the brand’s knowledge, the capability and the attitude(see Figure 23). These assets and their detailed characteristics are valued throughout thebusiness relationship (see Figure 24). A business relationship consists of a pre-contact,evaluation, clarification, survey, foreplay, delivery, proof of credit and a relationshipphase. The influence on the brand’s image appears to be particularly strong during theevaluation and clarification phases. The capability and knowledge factors are found to bemost influential during the beginning of the relationship and the attitudinal factors duringthe later phases. The value of an intensive relationship appears to depend on the potentialfor joint-work optimisation, the contribution towards the customer’s stated added valueand the degree of interactivity. Moreover, the relationship begins with the perception—achieved through one-way communication—of the brand as a team. Only later does thebusiness relationship become increasingly interactive and the perception developstowards a focus on the team members. Apart from the sales force, the engineers are foundto be one of the most influential team members that contribute to the brand image." @default.
• W2758202683 created "2017-10-06" @default.
• W2758202683 creator A5071714712 @default.
• W2758202683 date "2017-06-11" @default.
• W2758202683 modified "2023-09-27" @default.
• W2758202683 title "An exploration of customer-based brand equity in industrial markets" @default.
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