This document explores the interaction between brand orientation and market orientation as strategic orientations. Brand orientation takes an inside-out perspective where the brand identity serves as a strategic hub guiding the organization. Market orientation takes an outside-in perspective focusing on satisfying customer needs and wants. Initially these appear as alternative options, but synergistic combinations are possible. The key findings include a hybrid orientation between brand and market orientation. The paper aims to develop a more dynamic view beyond the debate of one paradigm dominating the other, paving the way for better understanding alternative approaches to marketing.
To have an effective marketing strategy is to evaluate and understand how importance of a brand meaning. Through some articles and research, a brand can be seen through the following three points:
1. The definition, characteristics and architecture of a brand
2. Global versus local brand
3. Brand extensions
This paper’s purpose is to summarize the significant aspects of the definition, characteristic and architecture of a brand.
The structural model of the effects of marketing mix elements on brand equity is defined in line with the existing theoretical findings. Research hypotheses are defined according to the identified structural model. In order to test the defined structural model and research hypotheses empirical research was conducted on the sample of undergraduate students of the Faculty of Economics and Business in Zagreb. Research results indicate that the structural model has an acceptable level of fit to the empirical data. The estimated structural coefficients and indirect effect coefficients indicate the direction and intensity of effects of each analysed element of marketing mix on brand equity. Finally, implications of research results for the theory and practice of brand management are analysed and discussed.
Branding is one of the most important aspects of any business, large or small, retail or B2B. Branding is the main element because of its success of any business depends on the way which the service /product tend to be marketed to the consumers. The successful branding is single that comes up having a coherent and also consistent technique of building the visible regarding itself as well as finally succeeds throughout laying the solid foundation that progress for years without virtually any shortcomings .One of an great positives associated with establishing a title is actually that It\’ll support the business for getting easily identified and established.
BRAND ORIENTATION OF SMALL ENTERPRISES: A STUDY BASED ON APPARELS INDUSTRY IN...ijmvsc
This paper studies the brand orientation-business performance association in the context of micro enterprises. Given the apparent need for investigation on branding in small enterprises, the goal of this study is to inspect how brand orientation rears to the performance of small enterprises carrying out in diverse situations. The paper builds on the contingency theory, according to which a business strategy is likely to produce different consequences in different contexts. It also scan how brand orientation relates to other branding and marketing theories, including brand identity and alternative approaches such as market orientation. A qualitative research approach is adopted. Besides contributing to the assumption of small enterprises branding by empirical studying the argument that branding is vital also for small enterprises and not just for big firms, this paper provides practitioners with much required information about whether and when brand orientation gives value to their business performance.
Primeessaywritings.com Services, Coursework, Case Studies. Dissertations, Thesis, Book Summary, Book Reviews, Personal Statement, Scholarship Essay, Application Papers, Power Point Presentations, Dissertations and Proposals, Research Papers, Editing and Proofreading Resumes and CVs, Research Proposal, College Essay, High School Essay, Graduate essay, Masters essay, PHD Essay
To have an effective marketing strategy is to evaluate and understand how importance of a brand meaning. Through some articles and research, a brand can be seen through the following three points:
1. The definition, characteristics and architecture of a brand
2. Global versus local brand
3. Brand extensions
This paper’s purpose is to summarize the significant aspects of the definition, characteristic and architecture of a brand.
The structural model of the effects of marketing mix elements on brand equity is defined in line with the existing theoretical findings. Research hypotheses are defined according to the identified structural model. In order to test the defined structural model and research hypotheses empirical research was conducted on the sample of undergraduate students of the Faculty of Economics and Business in Zagreb. Research results indicate that the structural model has an acceptable level of fit to the empirical data. The estimated structural coefficients and indirect effect coefficients indicate the direction and intensity of effects of each analysed element of marketing mix on brand equity. Finally, implications of research results for the theory and practice of brand management are analysed and discussed.
Branding is one of the most important aspects of any business, large or small, retail or B2B. Branding is the main element because of its success of any business depends on the way which the service /product tend to be marketed to the consumers. The successful branding is single that comes up having a coherent and also consistent technique of building the visible regarding itself as well as finally succeeds throughout laying the solid foundation that progress for years without virtually any shortcomings .One of an great positives associated with establishing a title is actually that It\’ll support the business for getting easily identified and established.
BRAND ORIENTATION OF SMALL ENTERPRISES: A STUDY BASED ON APPARELS INDUSTRY IN...ijmvsc
This paper studies the brand orientation-business performance association in the context of micro enterprises. Given the apparent need for investigation on branding in small enterprises, the goal of this study is to inspect how brand orientation rears to the performance of small enterprises carrying out in diverse situations. The paper builds on the contingency theory, according to which a business strategy is likely to produce different consequences in different contexts. It also scan how brand orientation relates to other branding and marketing theories, including brand identity and alternative approaches such as market orientation. A qualitative research approach is adopted. Besides contributing to the assumption of small enterprises branding by empirical studying the argument that branding is vital also for small enterprises and not just for big firms, this paper provides practitioners with much required information about whether and when brand orientation gives value to their business performance.
Primeessaywritings.com Services, Coursework, Case Studies. Dissertations, Thesis, Book Summary, Book Reviews, Personal Statement, Scholarship Essay, Application Papers, Power Point Presentations, Dissertations and Proposals, Research Papers, Editing and Proofreading Resumes and CVs, Research Proposal, College Essay, High School Essay, Graduate essay, Masters essay, PHD Essay
The antitrust policy is an important component of the institutional environment in which firms establish their perpetual struggle to achieve sustained competitive advantages.
Brand architecture is the structure of brands within an organizational entity and a brand portfolio is used to encompass all these entities under one umbrella. Under this topic,
The presentation was part of a one-day roundtable session held for the membership of the Association of National Advertisers (ANA). It contains a real-world case study that illustrates how a former client: 1) dissected and ultimately defined what it means to be "green" in their industry, 2) identified key purchase decision-makers associated with "green," 3) segmented the market based on customers' attitudes toward "green," and 4) developed a compelling "green-based" value proposition and go-to-market strategy for the chosen target segment.
Brand metrics to measure business performanceFullSurge
In this interactive session, Michael Million leads a discussion about how to frame different types of metrics in an effort to track performance of an organization's activities and how they effect both brand equity and business outcomes.
Analysis of why brand valuation has failed to deliver the benefits that marketers had hoped for - the artificiality of its premise; and the inconsistency of the current valuations produced by Interbrand, Brand Finance, Millward Brown and the European Brand Institute.
Comparison of the valuation of brand by the accountants (for the purposes of post purchase goodwill accounting) and by the brand consultants.
Recommendation that marketers are better served by framing brands as having a multiplier/magnifier effect on the impact of business strategy, rather than being viewed as standalone assets whose value is independent from the value of the business.
B-To-B Brand Relevance in Purchase Decision-Making Process in Business To Bus...inventionjournals
Today, brands are indisputable levers of marketing actions. The research delay of the specific case of business to business (B-to-B) branding is topical and originally brings into question the brand relevance in purchase decision-making in a sub-Saharan African context. A study with a sample of 69 Cameroonian enterprises in B-to-B has identified a number of findings. Firstly, Cameroonian companies in B-to-B use more and more corporate brand strategy, although there are also product brand strategy (one brand for all products or a brand by product if the company's product portfolio is multiple). Secondly, the industrial brands play several roles for customers and suppliers, ranging from the identification of the industrial product (suppliers) to the facilitation of their choice (customers). This result corroborates many works that have been published. Finally, although the brand plays an undeniable role in the B-to-B companies, its relevance in the purchase decision-making is still low in sub-Saharan Africa, for the benefit of the company‘s reputation, guarantees, presales/after-sales services and price. This second finding also corroborates works that have been done in a South-African context. However, the relevant of B-to-B brand is more important than the geographical origin of the product.
The Brand Management: A Theoretical Contribution In Special Interest Tourisminventionjournals
The main objective of this study is to analyze the brand management approach applied to specific tourism contexts. Thus, in particular, the research proposed aims to present a contribution to the study and management of the brand in a perspective applied to special interest tourism, in particular on physical and psychological brand identity. The brand management is one of the aspects on which many researchers have dedicated attention, as this was something that in addition to facilitate recognition, improving the loyalty and increasing notoriety. It is of course an asset for the company, which will allow products that identify and differentiate them from the competition. Besides the undeniable connection with the component product (marketing mix), the study of the brand requires attention to various kinds of concepts, no less important (e.g. image, notoriety or identity). Recently have been new approaches and new contributions in this regard. In terms of methodology, this theoretical study aims to analyze and understand the key issues associated with the brand in the context of special interest tourism (SIT) companies, products and services. Special Interest Tourism (SIT), both as a product or sector in its own right and as a distinct entity within the overall tourism spectrum, has been largely ignored as an important area of study within the tourism field in general. For this to be the lifting elements and sub products, with a view to analysis and understanding of key issues related to the brand management (case study) in a qualitative approach (i.e. focus group). This theoretical paper presents and systematizes some of these contributions, with application in special interest tourism contexts
The antitrust policy is an important component of the institutional environment in which firms establish their perpetual struggle to achieve sustained competitive advantages.
Brand architecture is the structure of brands within an organizational entity and a brand portfolio is used to encompass all these entities under one umbrella. Under this topic,
The presentation was part of a one-day roundtable session held for the membership of the Association of National Advertisers (ANA). It contains a real-world case study that illustrates how a former client: 1) dissected and ultimately defined what it means to be "green" in their industry, 2) identified key purchase decision-makers associated with "green," 3) segmented the market based on customers' attitudes toward "green," and 4) developed a compelling "green-based" value proposition and go-to-market strategy for the chosen target segment.
Brand metrics to measure business performanceFullSurge
In this interactive session, Michael Million leads a discussion about how to frame different types of metrics in an effort to track performance of an organization's activities and how they effect both brand equity and business outcomes.
Analysis of why brand valuation has failed to deliver the benefits that marketers had hoped for - the artificiality of its premise; and the inconsistency of the current valuations produced by Interbrand, Brand Finance, Millward Brown and the European Brand Institute.
Comparison of the valuation of brand by the accountants (for the purposes of post purchase goodwill accounting) and by the brand consultants.
Recommendation that marketers are better served by framing brands as having a multiplier/magnifier effect on the impact of business strategy, rather than being viewed as standalone assets whose value is independent from the value of the business.
B-To-B Brand Relevance in Purchase Decision-Making Process in Business To Bus...inventionjournals
Today, brands are indisputable levers of marketing actions. The research delay of the specific case of business to business (B-to-B) branding is topical and originally brings into question the brand relevance in purchase decision-making in a sub-Saharan African context. A study with a sample of 69 Cameroonian enterprises in B-to-B has identified a number of findings. Firstly, Cameroonian companies in B-to-B use more and more corporate brand strategy, although there are also product brand strategy (one brand for all products or a brand by product if the company's product portfolio is multiple). Secondly, the industrial brands play several roles for customers and suppliers, ranging from the identification of the industrial product (suppliers) to the facilitation of their choice (customers). This result corroborates many works that have been published. Finally, although the brand plays an undeniable role in the B-to-B companies, its relevance in the purchase decision-making is still low in sub-Saharan Africa, for the benefit of the company‘s reputation, guarantees, presales/after-sales services and price. This second finding also corroborates works that have been done in a South-African context. However, the relevant of B-to-B brand is more important than the geographical origin of the product.
The Brand Management: A Theoretical Contribution In Special Interest Tourisminventionjournals
The main objective of this study is to analyze the brand management approach applied to specific tourism contexts. Thus, in particular, the research proposed aims to present a contribution to the study and management of the brand in a perspective applied to special interest tourism, in particular on physical and psychological brand identity. The brand management is one of the aspects on which many researchers have dedicated attention, as this was something that in addition to facilitate recognition, improving the loyalty and increasing notoriety. It is of course an asset for the company, which will allow products that identify and differentiate them from the competition. Besides the undeniable connection with the component product (marketing mix), the study of the brand requires attention to various kinds of concepts, no less important (e.g. image, notoriety or identity). Recently have been new approaches and new contributions in this regard. In terms of methodology, this theoretical study aims to analyze and understand the key issues associated with the brand in the context of special interest tourism (SIT) companies, products and services. Special Interest Tourism (SIT), both as a product or sector in its own right and as a distinct entity within the overall tourism spectrum, has been largely ignored as an important area of study within the tourism field in general. For this to be the lifting elements and sub products, with a view to analysis and understanding of key issues related to the brand management (case study) in a qualitative approach (i.e. focus group). This theoretical paper presents and systematizes some of these contributions, with application in special interest tourism contexts
Importance of Perceived Brand Ranking for B2B Customers in Making High Risk P...IOSRJBM
Brand Building and Brand promotions are undoubtedly means of generating large revenues in today’s B2B industrial market. However, due to globalization and access to multiple information data base, the organizations with equal brand equities and brand image exists in the Industrial segments. Therefore, it become extremely difficult for the Buying Center in B2B segment to arrive quickly on the purchasing decision. Therefore, in today’s intense marketing era, a deliberate attempt is needed to improve the perceived Brand Ranking in the minds of buying center. Strong brand ranking thus has become a very important factor that influences customer perceptions of a brand. In the success of Brand Management, Brand ranking is gaining significant importance alongwith brand equity from understanding and managing them correctly. Today’s marketing professionals need to pay deliberate attention to Brand ranking so as to produce strong attributes that will influence customers when making their choices.This research paper focuses on the importance brand ranking and how it is being perceived by B2B customers while making purchasing decision. This is based on the assumption that the other dimensions such as brand promotions, brand equity are at the same level and the customers knowingly and unknowingly makes a comparison based on the rank of the brand.However, this research paper aims to find out if the perceived financial and business risks in the minds of the members of buying center significantly impacts the perceived Brand Ranking. Brand awareness was treated separately from other dimensions because of the difference in scale.A structured questionnaire was constructed to provide answers to our research question. In this study, one hundred questionnaires were distributed, but only eightytwo questionnaires were received out of which seventy six has been realized. The study surveyed four dimensions of perceived risk, value proposition, brand Imageand brand ranking of two top brands in lubricants. Among these dimensions, brand image appears to have the least brand ranking rating by consumers than the other dimensions. However, all these dimensions more or less influence the perceived brand ranking by the customer.
Debate topic Should prisoners be allowed to access the internet .docxsimonithomas47935
Debate topic: Should prisoners be allowed to access the internet?
Position of debate: Yes, they should.
Write 5 points that could support the position. List those 5 points and expand them in detail. Around one and half page in total.
Private label brands in an
emerging economy: an
exploratory study in India
Siddhartha Sarkar, Dinesh Sharma and Arti D. Kalro
Shailesh J. Mehta School of Management,
Indian Institute of Technology Bombay, Mumbai, India
Abstract
Purpose – The purpose of this paper is to present different naming, packaging, and pricing strategies
adopted by private label (PL) retailers in India. This study also aims to identify preferred private label
brand (PLB) categories, factors influencing their selection, and the importance of cues in evaluation of
PLBs. The overall purpose is to identify important areas for future research of PLBs in the wake of
organized retail growth in an emerging economy (India is the context here).
Design/methodology/approach – This study is based on in-store observations of major Indian
retail chains, longitudinal analyses of customers’ shopping bills, qualitative analyses of consumer
interviews, and focus group discussions.
Findings – The results indicate that retailers primarily adopt “Sub-branding” (using the store name
along with a separate brand name) and “House of Brands” (using a separate brand name only)
strategies to sell PLBs in the Indian market. Groceries, food and beverages, and apparel are the
preferred categories in PLB. Price, quality, and convenience are the major factors influencing PLB.
Taste, ingredients, packaging, price, brand name, and store name are the main factors that are used to
evaluate PLBs.
Research limitations/implications – Due to the qualitative analyses and interpretation, there are
limitations to this study which need to be empirically validated.
Practical implications – This research has implications for organized retailers in understanding the
various strategies used for PLBs in India.
Originality/value – This study is a novel study for documenting the PLB strategies adopted by
organized retailers in India. It also uses a longitudinal exploratory approach to further understanding
the consumption of PLBs in India.
Keywords Private label brands, Longitudinal study, Extrinsic cues, Brand naming strategies,
Intrinsic cues, Packaging strategies
Paper type Research paper
Introduction
Private label brands (PLBs), also referred to as “store brands”, are brands owned by a
retailer or wholesaler (Hyman et al., 2010). With margins as high as 20 per cent in the
fast moving consumer goods category and 40 per cent in apparel, PLBs play a
dominant role in several European markets as well as Canada (Nielson’s Report, 2014).
Over the last decade, the growth of PLBs in India has coincided with the growth of
modern retail stores. Organized retail in India is undergoing a remarkable
transformation from traditional methods to modern stores. Currently, organized
retail in Indi.
Developing Relationships; consumers as a source for sustainable competitive a...Kevin Rommen
The world is changing thus business units should also be changing. The influences of social media and internet can no longer be neglected, case in point “Nestlé’s epic social media #fail”1. These changes are giving consumers more and more power in their relationship with business units. Furthermore the enormous amount of products available give consumers more and more possibilities to choose from. For example, at supermarkets in the USA you’ll find in the average week about 110 cereal brands in stock (Shum, 2004). The availability of that amount of different products/product-ranges within an industry raises the question to how business units can create competitive advantage within this enormous amount of competition, especially when the consumer is gaining power?
A Study of Consumers Buying Behaviour in reference to Brand Positioningprofessionalpanorama
Brand positioning is to do something with the company’s products and
services offerings to its existing as well as prospective customers, for the
placement of brand in customer’s mind and to create a space for brand
according to customer’s expectations in market. Marketers understand the
needs of consumers to own a product of a brand for tangible and intangible
reasons. So, consumer’s buying behaviour and brand positioning is very
crucial area of research and development for marketers. This story shows
the effects of the consumer’s buying behaviour on brand positioning. It also
reveals the effects of demographic factor on consumer’s buying behaviour
2006 a space oddity – the great pluto debate science _ the guardianGeorgi Daskalov
Long known as the ninth planet, Pluto was downgraded in 2006, sparking a scientific spat that raises basic questions about how we understand the universe
Getting cytisine licensed for use world-wide: a call to actionGeorgi Daskalov
Most tobacco users live in low and middle income countries where stop smoking medicines are unavailable or unaffordable. There is an urgent need for action by key stakeholders to get cytisine licensed worldwide so that its life-saving potential can be realised.
Evaluation of the efficacy and safety of tribulus terrestris in male sexual d...Georgi Daskalov
Evaluation of the efficacy and safety of tribulus terrestris in male sexual dysfunction – a prospective, randomized, double blinded, placebo controlled clinical trial 2015 poster
Resume
• Real GDP growth slowed down due to problems with access to electricity caused by the destruction of manoeuvrable electricity generation by Russian drones and missiles.
• Exports and imports continued growing due to better logistics through the Ukrainian sea corridor and road. Polish farmers and drivers stopped blocking borders at the end of April.
• In April, both the Tax and Customs Services over-executed the revenue plan. Moreover, the NBU transferred twice the planned profit to the budget.
• The European side approved the Ukraine Plan, which the government adopted to determine indicators for the Ukraine Facility. That approval will allow Ukraine to receive a EUR 1.9 bn loan from the EU in May. At the same time, the EU provided Ukraine with a EUR 1.5 bn loan in April, as the government fulfilled five indicators under the Ukraine Plan.
• The USA has finally approved an aid package for Ukraine, which includes USD 7.8 bn of budget support; however, the conditions and timing of the assistance are still unknown.
• As in March, annual consumer inflation amounted to 3.2% yoy in April.
• At the April monetary policy meeting, the NBU again reduced the key policy rate from 14.5% to 13.5% per annum.
• Over the past four weeks, the hryvnia exchange rate has stabilized in the UAH 39-40 per USD range.
Even tho Pi network is not listed on any exchange yet.
Buying/Selling or investing in pi network coins is highly possible through the help of vendors. You can buy from vendors[ buy directly from the pi network miners and resell it]. I will leave the telegram contact of my personal vendor.
@Pi_vendor_247
how to sell pi coins in all Africa Countries.DOT TECH
Yes. You can sell your pi network for other cryptocurrencies like Bitcoin, usdt , Ethereum and other currencies And this is done easily with the help from a pi merchant.
What is a pi merchant ?
Since pi is not launched yet in any exchange. The only way you can sell right now is through merchants.
A verified Pi merchant is someone who buys pi network coins from miners and resell them to investors looking forward to hold massive quantities of pi coins before mainnet launch in 2026.
I will leave the telegram contact of my personal pi merchant to trade with.
@Pi_vendor_247
Empowering the Unbanked: The Vital Role of NBFCs in Promoting Financial Inclu...Vighnesh Shashtri
In India, financial inclusion remains a critical challenge, with a significant portion of the population still unbanked. Non-Banking Financial Companies (NBFCs) have emerged as key players in bridging this gap by providing financial services to those often overlooked by traditional banking institutions. This article delves into how NBFCs are fostering financial inclusion and empowering the unbanked.
Introduction to Indian Financial System ()Avanish Goel
The financial system of a country is an important tool for economic development of the country, as it helps in creation of wealth by linking savings with investments.
It facilitates the flow of funds form the households (savers) to business firms (investors) to aid in wealth creation and development of both the parties
NO1 Uk Black Magic Specialist Expert In Sahiwal, Okara, Hafizabad, Mandi Bah...Amil Baba Dawood bangali
Contact with Dawood Bhai Just call on +92322-6382012 and we'll help you. We'll solve all your problems within 12 to 24 hours and with 101% guarantee and with astrology systematic. If you want to take any personal or professional advice then also you can call us on +92322-6382012 , ONLINE LOVE PROBLEM & Other all types of Daily Life Problem's.Then CALL or WHATSAPP us on +92322-6382012 and Get all these problems solutions here by Amil Baba DAWOOD BANGALI
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What website can I sell pi coins securely.DOT TECH
Currently there are no website or exchange that allow buying or selling of pi coins..
But you can still easily sell pi coins, by reselling it to exchanges/crypto whales interested in holding thousands of pi coins before the mainnet launch.
Who is a pi merchant?
A pi merchant is someone who buys pi coins from miners and resell to these crypto whales and holders of pi..
This is because pi network is not doing any pre-sale. The only way exchanges can get pi is by buying from miners and pi merchants stands in between the miners and the exchanges.
How can I sell my pi coins?
Selling pi coins is really easy, but first you need to migrate to mainnet wallet before you can do that. I will leave the telegram contact of my personal pi merchant to trade with.
Tele-gram.
@Pi_vendor_247
What price will pi network be listed on exchangesDOT TECH
The rate at which pi will be listed is practically unknown. But due to speculations surrounding it the predicted rate is tends to be from 30$ — 50$.
So if you are interested in selling your pi network coins at a high rate tho. Or you can't wait till the mainnet launch in 2026. You can easily trade your pi coins with a merchant.
A merchant is someone who buys pi coins from miners and resell them to Investors looking forward to hold massive quantities till mainnet launch.
I will leave the telegram contact of my personal pi vendor to trade with.
@Pi_vendor_247
how to swap pi coins to foreign currency withdrawable.DOT TECH
As of my last update, Pi is still in the testing phase and is not tradable on any exchanges.
However, Pi Network has announced plans to launch its Testnet and Mainnet in the future, which may include listing Pi on exchanges.
The current method for selling pi coins involves exchanging them with a pi vendor who purchases pi coins for investment reasons.
If you want to sell your pi coins, reach out to a pi vendor and sell them to anyone looking to sell pi coins from any country around the globe.
Below is the contact information for my personal pi vendor.
Telegram: @Pi_vendor_247
Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
Currently pi network is not tradable on binance or any other exchange because we are still in the enclosed mainnet.
Right now the only way to sell pi coins is by trading with a verified merchant.
What is a pi merchant?
A pi merchant is someone verified by pi network team and allowed to barter pi coins for goods and services.
Since pi network is not doing any pre-sale The only way exchanges like binance/huobi or crypto whales can get pi is by buying from miners. And a merchant stands in between the exchanges and the miners.
I will leave the telegram contact of my personal pi merchant. I and my friends has traded more than 6000pi coins successfully
Tele-gram
@Pi_vendor_247
NO1 Uk Divorce problem uk all amil baba in karachi,lahore,pakistan talaq ka m...Amil Baba Dawood bangali
Contact with Dawood Bhai Just call on +92322-6382012 and we'll help you. We'll solve all your problems within 12 to 24 hours and with 101% guarantee and with astrology systematic. If you want to take any personal or professional advice then also you can call us on +92322-6382012 , ONLINE LOVE PROBLEM & Other all types of Daily Life Problem's.Then CALL or WHATSAPP us on +92322-6382012 and Get all these problems solutions here by Amil Baba DAWOOD BANGALI
#vashikaranspecialist #astrologer #palmistry #amliyaat #taweez #manpasandshadi #horoscope #spiritual #lovelife #lovespell #marriagespell#aamilbabainpakistan #amilbabainkarachi #powerfullblackmagicspell #kalajadumantarspecialist #realamilbaba #AmilbabainPakistan #astrologerincanada #astrologerindubai #lovespellsmaster #kalajaduspecialist #lovespellsthatwork #aamilbabainlahore#blackmagicformarriage #aamilbaba #kalajadu #kalailam #taweez #wazifaexpert #jadumantar #vashikaranspecialist #astrologer #palmistry #amliyaat #taweez #manpasandshadi #horoscope #spiritual #lovelife #lovespell #marriagespell#aamilbabainpakistan #amilbabainkarachi #powerfullblackmagicspell #kalajadumantarspecialist #realamilbaba #AmilbabainPakistan #astrologerincanada #astrologerindubai #lovespellsmaster #kalajaduspecialist #lovespellsthatwork #aamilbabainlahore #blackmagicforlove #blackmagicformarriage #aamilbaba #kalajadu #kalailam #taweez #wazifaexpert #jadumantar #vashikaranspecialist #astrologer #palmistry #amliyaat #taweez #manpasandshadi #horoscope #spiritual #lovelife #lovespell #marriagespell#aamilbabainpakistan #amilbabainkarachi #powerfullblackmagicspell #kalajadumantarspecialist #realamilbaba #AmilbabainPakistan #astrologerincanada #astrologerindubai #lovespellsmaster #kalajaduspecialist #lovespellsthatwork #aamilbabainlahore #Amilbabainuk #amilbabainspain #amilbabaindubai #Amilbabainnorway #amilbabainkrachi #amilbabainlahore #amilbabaingujranwalan #amilbabainislamabad
how can I sell pi coins after successfully completing KYCDOT TECH
Pi coins is not launched yet in any exchange 💱 this means it's not swappable, the current pi displaying on coin market cap is the iou version of pi. And you can learn all about that on my previous post.
RIGHT NOW THE ONLY WAY you can sell pi coins is through verified pi merchants. A pi merchant is someone who buys pi coins and resell them to exchanges and crypto whales. Looking forward to hold massive quantities of pi coins before the mainnet launch.
This is because pi network is not doing any pre-sale or ico offerings, the only way to get my coins is from buying from miners. So a merchant facilitates the transactions between the miners and these exchanges holding pi.
I and my friends has sold more than 6000 pi coins successfully with this method. I will be happy to share the contact of my personal pi merchant. The one i trade with, if you have your own merchant you can trade with them. For those who are new.
Message: @Pi_vendor_247 on telegram.
I wouldn't advise you selling all percentage of the pi coins. Leave at least a before so its a win win during open mainnet. Have a nice day pioneers ♥️
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how to sell pi coins in South Korea profitably.DOT TECH
Yes. You can sell your pi network coins in South Korea or any other country, by finding a verified pi merchant
What is a verified pi merchant?
Since pi network is not launched yet on any exchange, the only way you can sell pi coins is by selling to a verified pi merchant, and this is because pi network is not launched yet on any exchange and no pre-sale or ico offerings Is done on pi.
Since there is no pre-sale, the only way exchanges can get pi is by buying from miners. So a pi merchant facilitates these transactions by acting as a bridge for both transactions.
How can i find a pi vendor/merchant?
Well for those who haven't traded with a pi merchant or who don't already have one. I will leave the telegram id of my personal pi merchant who i trade pi with.
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2. branding, brand leadership, and reputation, how has theory evolved?
And, how do firms manage brands in a practical sense? How are the
manager's approach and mindset evolving, with respect to brands,
markets and customers?
2. A tug-of-war between brand orientation and
market orientation?
Satisfaction of customer needs and wants: this is what the principle
of market orientation very successfully maintains. However, when that
becomes a mantra, the brand may morph into an unconditional
response to customer needs and wants, thereby creating difficulties
for the consistency and management of brands. In contrast to market
orientation, it is possible to see the brand as a resource and a strategic
hub of the company. Essentially, this means that the brand is made
super-ordinate to the needs and wants of customers. According to the
dominant paradigm in marketing theory, this idea may seem almost
heretical. There could thus be a questioning of such familiar maxims as
that the customer is always right, that the company must do everything
for the customer, and that it must deliver ‘customer delight’.
The wants and needs of the customer are relevant, but they should
not unilaterally steer the development of the brand and determine its
identity. Strategically companies may have motives beyond the
satisfaction of customers' wants and needs. Prioritizing the brand in
the organization gives it integrity in relation to customers' desires and
the actions of competitors, but also in internal strategic processes.
Satisfaction of customer needs and wants occurs within the framework
of the brand. In practice, the essence of the brand-orientation approach
evaluates proposals depending upon what the brand stands for. The
decisive difference is whether or not the core brand identity represents
a strategic hub for the company. If a company starts from its brands
and regards them as strategic resources, it is an expression of an
approach and a mindset (Urde, 1999). Fig. 1 visualizes the basic ideas
of market and brand orientation.
The purpose of this conceptual paper is to explore the interaction
between brand orientation and market orientation. The concept of
brand orientation is positioned in relation to the ruling paradigm of
market orientation. The aim is to broaden the debate and introduce a
more dynamic view of both brand orientation and market orientation.
The broader objective is to pave the way for better understanding,
operationalizing and evaluating of alternative approaches to branding
and marketing.
3. Concepts of strategic orientations
The concept of strategic orientation is defined as “… the guiding
principles that influence a firm's marketing and strategy-making
activities” (Noble, Sinha, & Kumar, 2002, p. 25). Discussion is limited
here to an overview of brand and market orientation. The strategic
orientation of a company is not always the explicit choice of the
management. It can include the pattern of decisions or the results of
organizational learning (Mintzberg, 1989) and other factors. This issue
is relevant to note.
Previous research addresses the conjunction of market orientation
with other strategic orientations: (1) innovation or technology
orientation (Berthon, Hulbert, & Pitt, 1999; Gatignon & Xuereb,
1997; Olson, Slater, & Hult, 2005; Zhou, Yim, & Tse, 2005), (2) learning
orientation (Baker & Sinkula, 1999), (3) entrepreneurial orientation
(Miles & Arnold, 1991; Zhou et al., 2005) and (4) production and cost
orientation (Noble et al., 2002; Olson et al., 2005). In addition, one
paper has differentiated between distinctive types of market orienta-
tion (Noble et al., 2002). Much of the debate in theory and practice has
been how to lift a production or product orientated firm to a state of
market orientation. There is minimal research relevant to the broad
relationship between brand orientation and market orientation.
From a performance perspective, Keiningham et al. (2005) analyze
in two empirical studies, of a truck manufacturer and a financial
institution, the influence of the brand-centric construct brand
preference and the customer-centric construct customer satisfaction
on the performance outcome, measured as share of spending. In an
exploratory study for one non-profit organization, Weisenbach Keller
and Conway Dato-on (2010) compare the influence of brand and
marketing orientation on performance.
The literature discusses the more specific topic of the relationship
between brand equity and customer equity (Keller, 2008; Leone et al.,
2006). Keller (2008), and Burmann et al. (2009) underpins the
Fig. 1. The market and brand-oriented approaches (based upon ‘The Egg Model’, Urde, 1997).
14 M. Urde et al. / Journal of Business Research 66 (2013) 13–20
3. differences between the two concepts, but also the need to integrate
both views. This approach is both inspiring and complementary to
how brand orientation and market orientation are viewed in this
paper. Though there are differences, it is also necessary to explore
possible integrations and combinations of the two orientations.
Three perspectives on market orientation can be distinguished:
cultural, behavioral, and performance-related (Baumgarth, Merrilees,
& Urde, 2011; Bridson & Evans, 2004; Homburg & Pflesser, 2000;
Meehan, 1996).
3.1. Market orientation
The concept of market orientation (sometimes synonymous with
customer orientation: see Deshpandé, Farley, & Webster, 1993;
Shapiro, 1988) is a classical concept in marketing. Drucker (1954),
Kohli and Jaworski (1990), Narver and Slater (1990), and Shapiro
(1988) are seminal writers on the topic. Research studies address the
definition of the construct and its theoretical foundation, the
development of a measurement instrument, and the empirical analysis
of determinants and performance effects of market orientation.
The cultural perspective defines market orientation as a unique
type of corporate culture or as a particular mindset of a company
(Deshpandé et al., 1993; Homburg & Pflesser, 2000; Narver & Slater,
1990). The literature offers a wide range of conceptualizations of
corporate culture (Cameron & Quinn, 2006; Deshpandé & Webster,
1989). The seminal model formulated by Schein (2004) distinguishes
between three different but interrelated layers of corporate culture:
underlying assumptions, espoused beliefs and values, and artifacts.
Homburg and Pflesser (2000) adapt this general framework to the
market orientation context.
In contrast, the behavioral perspective describes market orienta-
tion in terms of concrete instruments, tools or behaviors (Kohli &
Jaworski, 1990; Shapiro, 1988), focusing on the satisfaction of
individual and changing customer needs and wants. Behaviors with
a strong link to market orientation are market segmentation (Beane &
Ennis, 1987; Wedel & Kamakura, 2002), customization (Franke, Keinz,
& Steger, 2009), adaptive selling (Spiro & Weitz, 1990), customer
relationship management (Reinartz, Krafft, & Hoyer, 2004), customer
satisfaction surveys and calculation of customer lifetime value or
customer equity (Keiningham et al., 2005; Rust, Lemon, & Zeithaml,
2004; Venkatesan & Kumar, 2004).
The analysis of the influence of different strategic orientations on
corporate performance is one of the central ideas of the strategic
orientation concept. The literature on marketing accountability and
marketing control discusses the influence of strategic orientation on
the selection of marketing metrics (Ambler, Kokkinaki, & Puntoni,
2004). Typical performance metrics of a market-oriented company are
such key performance indicators as customer satisfaction, customer
loyalty or customer lifetime value. In addition, many research studies
analyze the impact of market orientation on corporate performance
(Homburg & Pflesser, 2000; Jaworski & Kohli, 1993; Narver & Slater,
1990).
To conclude, market orientation can refer to the mindset of a
company or to concrete instruments that pertain to the actual and
latent needs and wants of individual customers. The core of this
orientation identifies with the satisfaction of each customer.
3.2. Brand orientation
Researchers describe the concept of brand orientation as a new
approach to brands that focuses on brands as resources and strategic
hubs (Melin, 1997; Urde, 1994, 1997). Specifically, “Brand orientation
is an approach in which the process of the organization revolve around
the creation, development, and protection of brand identity in an
ongoing interaction with target customers with the aim of achieving
lasting competitive advantages in the form of brands” (Urde, 1999,
p. 119). This orientation is relevant for describing companies that
strive not only to satisfy needs and wants, but also to lend a strategic
significance to brands. The brand is a strategic platform.
Inspiration for the new orientation came from case studies of
practice at DuPont, Nestlé, Tetra Pak, Nicorette and Volvo (Melin, 1997;
Urde, 1997), and from the simultaneously emerging field of strategic
brand management pioneered by Aaker (1991), de Chernatony et al.
(2011), Kapferer (2008), King (1991), and Olins (1978). The perspective
on brands as strategic assets (Itami & Roehl, 1987; Melin & Urde, 1990)
and on brand management (Diamond, 1981; Low & Fullerton, 1994) as a
core competence (Prahalad & Hamel, 1990) finds support from the field
of resource-based strategy (Barney, 1991, 1997; Dierickx & Cool, 1989;
Grant, 1995; Itami & Roehl, 1987). The roots of brand orientation as a
concept can be traced to strategic intent (Hamel & Prahalad, 1989),
visionary companies (Collins & Porras, 1998) and the brand as part of
the culture of the organization (Alvesson & Berg, 1992).
The continuous interaction between values and identity at three
levels is a key proposition of brand orientation: the organization, the
brand, and customer and non-customer stakeholders, as depicted in
Fig. 1. First, organizational values are translated into core values and
promises (what the brand stands for), which guide the organization's
efforts (how it works and behaves). Second, those core values are
converted into extended customer values (what the brand offers and
how it is perceived). In this sense, brand orientation can be seen as an
inside-out perspective, with the brand's core values and promise as a
strategic focal point. The statement that “the brand is not an
unconditional response to the wants and needs of customers” (Urde,
1999, p. 119) challenges the market-oriented paradigm by assigning
greater emphasis to the organization's mission, vision and values. Brand
orientation represents an integrated view of the brand, bringing both
the internal and external perspectives into the process (Hankinson,
2001; Reid, Luxton, & Mavondo, 2006). A central argument is that the
brand's core values and promise continuously affect an organization at
every level (Simoes & Dibb, 2001). When an organization grows from a
position in which its mission, vision, and organizational values are
combined (Collins & Porras, 1998), a critical rung on the ladder toward a
high level of brand orientation is achieved (Urde, 2003). For
brand-oriented organizations, this leads to strategic competitive
advantages (Melin, 1997), with brands as resources and the basis of
increased performance (Persson, 2007, 2009).
Brand orientation, being a striving and relatively young paradigm
(Louro & Cunha, 2001) relies more on contributions to the concept
than on explicit references. The management literature also discusses
a number of closely related concepts, such as brand-driven business
(Davis & Dunn, 2002; LePla, Davis, & Parker, 2003), brand mindset
(Knapp, 2000), brand manners (Hamish & Gordon, 2001), authentic
branding (Beverland, 2009), and even corporate religion (Kunde,
2000).
There have been many important contributions to the field of brand
management and the management of brands during the past decade,
reflecting the attention and interest from practitioners and scholars.
With this note of respect, the literature overview is structured in terms
of culture, behavior, and performance as the key aspects of the concept
of brand orientation.
From a cultural perspective, brand orientation may also be
defined as a certain type of corporate culture or as a particular
mindset of a company. It is suggested that the way of relating to
brands and the organization's brand competence are “prerequisites
of brand development” (Urde, 1999, p. 123). Hatch and Schultz
(2001, 2008) offer insights into the alignment of vision, culture and
image. Their approach uses culture as a foundation, vision as a point
of gravity and image as the external aspect of the brand, relating
their work closely to the ideas of the brand-oriented corporation. It
is also possible to view the exploration of the multiple identities of
the corporation and the evolution of corporate branding by Balmer
and Greyser (2003) as another important contribution to the
15M. Urde et al. / Journal of Business Research 66 (2013) 13–20
4. understanding of brand orientation. Baumgarth (2009, 2010) uses
Schein's corporate culture framework for explaining the internal
structure of brand orientation.
From a behavioral perspective, brand orientation characteristics
include the importance accorded to the internal anchorage of the
brand identity (mission, vision, and values). The idea of ‘living the
brand’ has a strong link to the brand orientation concept (de
Chernatony, 2010; de Chernatony, Drury, & Segal-Horn, 2003; Ind,
2003, 2007; Ind & Bjerke, 2007; Mitchell, 2002; Punjaisri & Wilson,
2007). Other examples of important brand-oriented behaviors are
corporate identity and corporate design (Birkigt & Stadler, 2002; Olins,
1978; van Riel & Balmer, 1997), integrated marketing communication
(Cornelissen, 2000; Ewing & Napoli, 2005; Schultz, Tannenbaum, &
Lauterborn, 1995), measurement of brand equity (Christodoulides &
de Chernatony, 2010; Keller, 1993, 2008; Yoo & Donthu, 2001), the
impact of brand orientation on managerial practice (Hankinson, 2002)
and employer branding (Barrow & Mosley, 2005).
From a performance perspective, the critical consideration is
whether or not brand orientation is associated with better corporate
performance. Empirical studies in different contexts by Baumgarth
(2009, 2010), Bridson and Evans (2004), Gromark and Melin (2011),
Napoli (2006) and Wong and Merrilees (2007, 2008) demonstrate a
positive relationship between brand orientation and corporate
performance.
To conclude, brand orientation is, like market orientation, a
mindset. The core of this orientation is customer satisfaction within
the limits of the core brand identity.
4. Four basic approaches to brand and market orientation
In principle, market orientation and brand orientation are two
different strategic orientations. Market orientation primarily takes an
outside-in approach, with brand image as a fundamental concept.
Conversely, brand orientation takes a primarily inside-out approach,
with brand identity as a key concept. Using this logic with two
dimensions, it is possible to identify four basic approaches to brand
and market orientation, as illustrated in Fig. 2.
The mapping of brand and market orientation invites discussion of
the two paradigms. It can no longer be an either-or proposition; there
are now two additional major-minor approaches to consider. Brand
and market orientation, and market and brand orientation are hybrid
versions, one being related more closely to brand orientation and the
other more closely to market orientation. Discussion of the four basic
approaches draws on four case examples: Amazon.com, Amnesty
International, Volvo Cars, and Electrolux. All are strong international
organizations by any standards.
4.1. Market orientation
“Customer obsession: We start from the customer and work
backwards.” (Amazon, 2010).
Market orientation accords importance to the customer and the
brand image. The perspective is from the outside in, and the needs and
wants of the consumers in the market are viewed as essential.
Amazon.com is used here to illustrate market orientation. The
quotation above clearly identifies the company's outside-in approach.
The customers' needs and wants are the point of departure for the
Amazon way of creating value. The needs and wants of the consumers
are paramount, to the extent of being an ‘obsession’ with the customer.
4.2. Brand orientation
“We believe human rights abuses anywhere are the concern of
people everywhere. So, outraged by human rights abuses but
inspired by hope for a better world, we work to improve people's
lives through campaigning and international solidarity. Our
mission is to conduct research and generate action to prevent
and end grave abuses of human rights and to demand justice for
those whose rights have been violated.”(Amnesty International,
2010).
Brand orientation emphasizes the significance of the brand identity
(mission, vision, and values) as a guiding light and hub for organiza-
tional culture, behavior, and strategy. The internal aspect of the brand —
the organization — is seen as vital in the brand-building process. The
perspective is from the inside out, while the needs and wants of
consumers are recognized, the integrity of the brand is paramount.
Amnesty International illustrates the brand-oriented approach.
Deeply held values and convictions, derived from the Universal
Declaration of Human Rights propel this independent, non-profit,
self-governing organization.
4.3. Market and brand orientation
“All our products and services share the common Electrolux
philosophy — to make that extra effort to find out what people
really need and want… That is our way of demonstrating how all
the time “Electrolux is thinking about you” in order to make your
life a little easier and more enjoyable.”(Electrolux, 2010).
The CEO of Electrolux explains that “Becoming the Thoughtful
Design Innovator requires a lot of thought. But now it is time to shift
from thinking what we should do, to thinking about how we can do it
better, faster and more efficiently in every part of our value chain —
thereby accelerating the implementation of the entire brand-driven
business development strategy that has evolved over the past years”
(Electrolux, 2009, p. 1). This approach is hybrid, initially relating to
market orientation, but recognizing the importance of brand identity
and the internal side of the brand. The view of the market and
customer comes first, but brand identity also influences the culture,
behavior and strategy of the organization.
Electrolux illustrates the market and brand orientation. The
company's design processes begin with consumer insight studies,
which investigate the possible needs and wants of their target
markets. Outcomes are translated into new product ideas or new
features. Depending upon the character of the new product or feature,
it is channelled to the key brands of the Electrolux corporation:
Electrolux, AEG or Zanussi. The choice of brand depends on
positioning and other strategic considerations. Electrolux follows a
brand-oriented approach in this stage of the process. As a corporation,Fig. 2. The brand and market orientation matrix.
16 M. Urde et al. / Journal of Business Research 66 (2013) 13–20
5. Electrolux relies on brands as competitive advantages. The company's
‘Thinking of you’ promise, which is an expression of their market-
oriented approach, governs the brand-building process.
4.4. Brand and market orientation
“The Volvo core values express what the organization believes in
and, ultimately, help the corporation to endure. The core values
drive the development of new product offerings and the way
Volvo serves its customers and the community. By following this
path, a bond between Volvo and its customers and partners is
established.”(Volvo, 2007, p. 8).
This approach is hybrid, relating to brand orientation, but also
recognizing the weight of brand image and the external aspect of the
brand. Volvo's view of brand identity comes first, but both the brand
image and the needs and wants of consumers play an important role
in the strategy and culture of the organization.
Volvo Cars illustrates the brand and market orientation (Urde,
2003, 2009). The statement in the quotation above, that the company's
core values “drive the development of new product offerings and the
way Volvo serves its customers and the community”, encapsulates
Volvo's use of a brand and market-oriented approach. The core brand
values are fundamental and act as bellwethers in the process of
satisfying customer demands.
The case examples illustrate all four orientations. The next step is
to explore how corporate orientation may evolve. Relevant cases
again illustrate the arguments.
5. A dynamic view of brand and market orientation
5.1. Case examples and fundamental evolution routes
There is in fact no inevitable tug-of-war between the market
orientation and brand orientation paradigms. On the contrary, this
paper suggests a new and dynamic view, which is more realistic and
fruitful, both for advancing theory and for business practice. The
evolution of different companies' orientations over time is examined.
The brand and market orientation matrix in Fig. 3 illustrates the
trajectories of the Body Shop, Nicorette, Dell, and Avis brands.
5.1.1. Nicorette
Nicorette made the dramatic transition from a strong value-driven,
brand-oriented culture to a market-oriented approach (Urde, 1994,
1997). From being part of a traditional pharmaceutical company, as a
prescription-only smoking cessation product, it became an interna-
tional over-the-counter consumer brand.
The switch from a medical to a consumer market focus was in itself
a commercial success, but the reaction of the organization was both
unexpected and very strong, as demonstrated by the following
verbatim comments:
“We don't recognize ourselves anymore; Why invest in silly
advertising when research projects lack funding?; Our products
are better, why invent arguments out of the blue?; Branding is for
Coca-Cola type of businesses, our business is different; and, I'm
embarrassed when colleagues at conferences ask me how life is in
the Cola-business” (Urde, 1997).
The head of research delivers the harshest criticism saying that
branding is an unworthy manipulation. What had gone wrong? A top
manager reflects: “We are in an ethical battle against smoking; we are
on a crusade against smoking. This is what we are all about and what,
deep down, drives us” (Urde, 1997, p. 288). It became evident that the
marketing and branding team had forgot the internal element of the
brand, and failed to carefully evaluate the mission and deep values of
the organization and the brand. They had, in effect, abducted the
brand and left the bewildered organization behind.
The dramatic change to an outside-in approach had followed the
marketing textbooks step by step. The marketing team had surveyed
consumers and given them exactly what they wanted, but the brand
had become an unconditional response to customer needs and wants.
Top management initiated a dialogue within the organization,
emphasizing that the core identity and mission were unchanged, and
that only the market approach had been adapted, to fit the transition
from medicine to consumer products and from patients to consumers.
With time, this approach was accepted and Nicorette fits the
description of following a market and brand-oriented approach.
5.1.2. The Body Shop
Illustrating the brand and market orientation approach is the Body
Shop, which rejects animal testing, chemicals and exploitation of third
world farmers. In its own words, “We have never, and will never, test
our cosmetic products on animals. We also don't commission others
to do it for us. In fact, we campaigned for years to bring about a ban on
testing cosmetics on animals. We are among the few companies to
comply with the stringent requirements of the internationally
recognized Humane Cosmetics Standard” (Body Shop, 2010).
The Body Shop brand subsequently became an admired global
brand with a worldwide retail presence. When L'Oreal acquired the
brand, they pursued a more commercial approach until a scathing
press article suggested that everything was not exactly as the company
had been promising, and implied that some ingredients of Body Shop
products might have been tested on animals. Today, the brand has
largely returned to its origins and thereby restored its reputation. The
company's current approach can be described as brand and market
oriented.
5.1.3. Dell
Dell had considerable initial success with its direct-selling business
model (Dell & Fredman, 2000), which had both lower distribution
costs and a product customization capability. The customer is central
to such a focus, with the brand performing a secondary role to package
the customer focus. The initial organizational direction can be
described as a market and brand orientation. The Dell strategy
became broader over time, with e-commerce replacing the traditional
telephone method and other channels, such as retail distribution,
being added to the model. Broader distribution and image consider-
ations replace the dominant role of the unique customer experience,
switching the company to a brand and market orientation.
Fig. 3. The brand and market orientation matrix with examples of evolutions of different
brands.
17M. Urde et al. / Journal of Business Research 66 (2013) 13–20
6. 5.1.4. Avis
Avis became famous for its strategy, as the second-ranked car
rental company in the USA, encapsulated in the slogan ‘We try harder’
(Avis, 2010). Essentially, this strategy corresponds to a market
orientation, with an obsession for satisfying the customer, regardless
of the cost. However, the strategy was so successful that Avis became
the market leader Today, customer service remains an important
component of their strategy, but the aggressiveness of the strategy is
tempered by the need for a more stable, brand-based offering
befitting a market leader. Thus, Avis evolves from market orientation
to market and brand orientation.
5.2. Typical brand evolution trajectories
These case examples of the dynamic view of brand and market
orientation demonstrate that many companies' orientations evolve
over time. Arguably, two patterns stand out. First, there is a tendency
to move to the middle ground. That is, if a firm starts out as either
fiercely brand or market oriented, its polar position is likely to
progress over time to a hybrid orientation towards either brand-
market orientation or market-brand orientation. For example, Avis has
shifted from a polar market orientation to a hybrid market and brand
orientation, Nicorette from a polar brand orientation to hybrid brand
and market orientation.
Second, a brand-oriented firm generally moves to a brand and
market orientation, while a market orientated firm moves to a market
and brand orientation. Firms are likely to retain their historical
emphasis as the lead component of their new orientation. It seems
less credible that a firm would move from a brand orientation to say a
market and brand orientation.
6. Conclusion
6.1. Theoretical implications
The previous three sections crystallize into four theoretical
implications concerning the motivations behind choosing and evolv-
ing a particular orientation.
The first is that brand orientation caters to firms offering a visionary
approach to their market, as in the Body Shop case. Visionary moves
often break from the traditional narrow focus on the customer and
become more market-driving than market-driven (Kumar, Scheer, &
Kotler, 2000). Organizations with strong principles and values, such as
Amnesty International, also suit the brand orientation approach.
The second theoretical implication is that brand-orientated firms
evolve to a brandand market orientation.That is, brand-orientated firms
add a strong dose of market focus to their very strong branding-centric
approach.A major reason for this addition is to maintain the relevance of
the brand to customers. Over time, a strong brand cannot isolate itself
from the evolving needs of its customers. For example, Volvo has a long
track record built on the core values of quality, environment and safety
(Urde, 2003, 2009). However, declining profitability plus consumer
demandfor more excitementand improved aestheticshas led to a brand
and market orientation, resulting in a stronger brand now coupled with
greater attention to consumer needs.
A third theoretical implication is that market orientation suits
firms requiring a customer focus. In a sense, this is the default option,
since it reflects the dominant paradigm of the marketing discipline for
the past fifty years, disseminated in through marketing textbooks and
company strategy statements. To be customer-centric is the norm for
business expectations. Market orientation studies outnumber brand
orientation studies by a considerable margin.
A fourth theoretical implication is that market orientated firms
evolve to a market and brand orientation. That is, market orientated
firms add a strong dose of branding to their very strong customer-
centric approach. A major reason for doing so is to rein in greater
control, achieve manageability and coherence, and project a greater
degree of difference. All of these factors represent a more conditional
(branding) response to customer needs rather than something
resembling an unconditional response to service customers. This
evolution from market orientation to market and brand orientation
becomes more essential as the market share of the firm increases,
particularly if it becomes the market leader.
6.2. Managerial implications
The discussion about market orientation and brand orientation is,
in essence, about the approach of a company or organization to brands
and the market. Based upon this new way of thinking, three broad
implications arise for the management of brands.
6.2.1. Choice of orientation
The initial orientation of a company may reflect deeply held
convictions or a bold vision with the hope of attracting customers,
which is typical of brand orientation, or a strong intent to serve
customers by answering unmet needs and wants, which is typical of
market orientation. The choice is not inherently free, but is dependent
on, for example, existing culture, competencies and resources. In the
case of the Ben & Jerry's ice cream brand, the founders state “We have
always done as much as possible for community and society, and hoped
to make a reasonable profit. Money is not our main motivation”
(Roberts, 2010, p. 9). This statement projects as a clear brand-oriented
approach. Unilever bought the brand in 2000 for USD 326 million. A
quotebyone ofthe co-founders ofthe ice cream branddemonstratesthe
difference in orientation: “Ben & Jerry's is values led, whereas Unilever is
more consumer driven” (Roberts, 2010, p. 9). When it comes to choice of
orientation, a brand manager can find himself or herself in a position
where the brand's orientation differs from the owner's.
A company's orientation does not need to be the same as that of an
individual brand in the portfolio. In the case of companies such as P&G,
Unilever, DuPont, Volvo, and Nestlé, one would most likely find brands
that have an orientation different from the corporation's. The
understanding that a brand may not only represent a positioning in
the market and a special value proposition, but also a different orien-
tation, may well be vital for the policy makers in the strategy process.
6.2.2. Change of orientation
A change of the orientation of a brand is an elevated policy
decision. It is a shift of the entire operation and the perception of staff.
It affects the culture, the prioritizations, the dynamic in which the
company engages with the market, and how managers regard the
brand. A change of strategic orientation prompts a transformation
process for the adoption of a new or altered mindset. As the Nicorette
case illustrates, it is evident that this change cannot be developed too
abruptly or without the understanding and commitment of the
organization. Such insight is a crucial lesson for managers to note. A
change of orientation can be like changing the course of an oil tanker,
but the need to evolve is sometimes necessary.
Consider the position of Chinese industry. China has become the
workshop of the world, manufacturing products for international
brands. Today, one can find production of such brands as Nike, Adidas,
and Reebok taking place in a single area. Chinese industry is, in this
sense, extremely market oriented: that is, it produces according to
customer specification. In the future, it is probable that Chinese
industry will endeavor to establish and build its own brands, and thus
become more brand oriented. However, this requires Chinese
managers first to learn more about branding and communication on
an international scale.
6.2.3. Negotiating between orientations
Managers in any organization are often torn between short-term
sales cycles and the more long-term commitments of building and
18 M. Urde et al. / Journal of Business Research 66 (2013) 13–20
7. managing brands. The market demands require balance with sound
principles of brand management. With the understanding of the
orientations and the drivers as well as the different perspectives, the
manager can alleviate the usual tug-of-war pressures between brand
and market orientation. In discussion in late 2010, the CEO of
Electrolux commented on the interaction between market and brand
orientation as follows:
“Our shareholders have given us money to grow, and we need to
sell our products with a margin to build our business. This means
that we need to target a sufficiently large customer segment. A
brand that does not appeal to consumers becomes a problem. We
are fortunate because our Electrolux brand stands for values that
attract the ‘Affirmation of Self’ customer segment, which has
proven to be the most significant and important for the Electrolux
brand. We have not sought out customers and afterwards,
adapted the brand values to suit their needs. In our case, this
has not been necessary. At Electrolux we always start with a
consumer insight process but are careful to avoid making
concessions with our brands. There is no contradiction between
being both market oriented and brand oriented.”
The discussion in this paper will be relevant and advantageous for
managers in finding the middle ground: that is, the ability to maintain
sound business without violating the brand core identity.
6.3. Summary and routes forward for further research
This discussion set out with the purpose of exploring the
interaction between brand and market orientation. The objectives
were to contrast these two orientations in order to broaden the
strategic options for orientation from brand or market orientation to
additional choices. Another objective was to canvass the possibility of
evolving the type of orientation a firm adopts.
The paper's key contributions are:
• identifying a four-part (2 by 2) brand and market orientation
matrix;
• an emphasis on a new type of orientation, a hybrid between market
and brand orientation; and.
• articulating typical trajectories for evolving the orientation.
The main theoretical contribution is the positioning of brand
orientation within a broader (2 by 2) strategic option matrix. Brand
orientation moves from a relatively minor, subservient role to the
dominant paradigm, market orientation, to a pivotal, main stage role
on an equal footing with market orientation. This finding opens
further research opportunities for the advancing of brand and market
orientation.
Case studies, either new or revisited, could re-examine the nature
of orientation, emphasizing the possibility of the two newly defined
hybrid orientations. Quantitative studies could develop scales and
measures, for example to explore the link between different
orientations and profitability. Another fruitful area for further research
might be change management, taking into account culture and other
relevant aspects to the different orientations.
To conclude, there is no such thing as the best or the ideal
orientation; it depends on the circumstances. To quote a familiar fable:
Alice— “Would you tell me, please, which way I ought to go from here?”
The Cat— “That depends a good deal on where you want to get to.”
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