Download Branded Component Strategies: Ingredient Branding in B2B by Stefan Worm PDF

By Stefan Worm

In the hunt for greater differentiation in their items, many businesses in B2B markets have began to systematically put money into model development. Stefan computer virus analyzes how part provider model power between unique apparatus brands’ (OEMs’) consumers impacts part providers’ industry functionality of their relationships with those OEMs. extra, the writer determines which administration tools are potent in development, maintaining, and leveraging part provider model energy. The research depends upon info amassed from a number of production industries.

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Extra resources for Branded Component Strategies: Ingredient Branding in B2B Markets

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The brand hierarchy is the major parameter of brand architecture (cf. Laforet and Saunders, 1994, 67-68; Rao, Agarwal, and Dahlhoff, 2004, p. 127): x Corporate dominant branding (branded house): The corporate brand name dominantly endorses all of the firm’s products. The corporate brand then assumes the function of an “assortment brand” (Kotler, Keller, and Bliemel, 2007, p. 530). x Mixed branding: A firm’s various business units are dominantly endorsed by different “assortment brands” (Kotler, Keller, and Bliemel, 2007, p.

16). g. Hennig-Thurau, Gwinner, and Gremler, 2002, p. 240; Reynolds and Beatty, 1999, p. 22). From the perspective of the supplier, the supplier’s objective performance is probably the most important relationship outcome (Palmatier, Dant, Grewal, and Evans, 2006, p. 140). Performance at the level of the supplier can be measured in terms of actual sales or share of wallet (Doney and Cannon, 1997, p. 45; Palmatier, Dant, Grewal, and Evans, 2006, p. 106; Ulaga, Eggert, and Schultz, 2006, p. 4). While some studies (Doney and Cannon, 1997; Siguaw, Simpson, and Baker, 1998; Ulaga, Eggert, and Schultz, 2006) have confirmed the effect of relationship value and relational mediators on the supplier’s objective performance, other findings indicate that the effectiveness of relationship quality in driving supplier performance may depend on context, thus supporting the proposition that close buyer-supplier relationships only matter depending on context (Crosby, Evans, and Cowles, 1990, p.

135). According to Keller, Sternthal, and Tybout (2002, p. , the company must find out in which segments or against which brands it wants to compete. Analogously to the conceptualization of brand knowledge discussed earlier in this chapter, positioning can be based on criteria at different levels of abstraction such as product attributes, features, or benefits. Since consumers will most likely categorize brands according to the benefits they offer, the positioning should clearly differentiate the brand from its close competitors (Esch, 2003, p.

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