This document summarizes a research paper about how network actors participate in business-to-business (B2B) small- and medium-sized enterprise (SME) branding. It introduces traditional and contemporary views of branding and highlights how network actors are now seen as active constituents in brand value creation. The research gap and objective are presented, along with the qualitative research method used involving interviews. The findings introduce a model showing direct and indirect participation by network actors in a "branding pool" that influences SME branding. Theoretical contributions define and describe direct and indirect branding activities by network actors. Managerial implications encourage recognizing and building relationships with network actors to increase brand involvement, support, and loyalty. Limitations of the qualitative approach

1. Network actors' participation in
B2B SME branding
Industrial Marketing Management, In Press, Available online
M.Sc. Minna Mäläskä, Dr. Saila Saraniemi and
Prof. Jaana Tähtinen
Department of Marketing, Oulu Business School, Finland
Identity and Mobility from Cultural, Economic and Business Perspective
29.-30. Nov 2011

2. Introduction
Traditional view… Contemporary view…
•Branding is internally governed Branding is collective and
systematically planned process dynamic process (Louro & Cunha
•Network actors are passive targets 2001; Veloutsou 2008)
of one-way brand communication Network actors are active
•The dominant emphasis in branding constituents of brand value
is on controlling internal branding creation (Einwiller & Will 2002;
strategies Ballantyne & Aitken 2007; Merz et al.
2009)
The overall brand performance is
reliant on a range of external
actors (Morgan et al. 2007; Christopher
& Gaudenzi 2009)
The dominant emphasis in
branding is on managing and
exploiting network relationships
(Leitch & Richardson 2003; see also
Håkansson & Snehota 2006)

3. Network of actors in B2B branding
(adapted from Jones, 2005)
Brand Image NGOs
Partners
Service
Providers
Customer
Supplier
Customer Brand Identity
Employees
Managers Supplier
Customer
Channel
Customer Media
members
Interaction in a business Interaction in connected relationships,
relationship, creating the brand creating the brand

4. Research gap
• There are various actors in company’s
network that can play a significant part in co-
creating the brand value (Jones 2005).
 Although the importance of network actors
has been recognized, research has paid little
attention to the contribution that they make
to branding.

5. Objective
• To develop a model that is sensitive to the
unique characteristics of B2B SMEs; one that
illustrates how network actors participate in
branding.
 RQ: How network actors participate in B2B SME
branding?

6. Research method:
• Qualitative research.
• Retrospective key-informant methodology and narrative interviews:
Interviewee Field of business Experience Date Duration
Business Director Software 10 years 11.2.2010 1 h 2 min
Business Consultant Business development 36 years 12.2.2010 1 h 6 min
and financing
Sales and Marketing Director Software 10 years 16.2.2010 1 h 18 min
Managing Director High-technology 12 years 19.2.2010 1h
R&D Director Mobile devices 16 years 19.2.2010 1 h 8 min
Director of International Sales Software 13 years 26.2.2010 1 h 38 min
• Abductive thematic analysis.
• Focus on real-life incidents and events.
• Systematic coding and categorization of the data.

7. Findings:
Network Actors
SME Branding Pool
Direct Participation in Branding
• Influencing the functional brand value
• Providing a reference
Brand identity Direct Direct • Creating WOM
Brand • Creating media publicity
participation Participation
image • Co-promoting
• Designing and communicating the brand
• Creating a competitive brand position
Indirect Participation in Branding
• Influencing management decisions
• Giving feedback and advice
• Offering financial support
• Creating new contacts

8. Theoretical contributions:
1. Define and describe the direct and indirect
branding activities performed by network actors,
in the context of B2B SMEs.
2. Propose and define the concept of a branding
pool which refers to those network actors that
directly participate in B2B SME branding.
3. Categorize both direct and indirect participation
in branding, and specifies the actions within
each category.

9. Managerial implications:
 Recognize the key stakeholders operating in branding pool, and their
main activities that directly contribute to branding.
 Detect, build and exploit relationships with actors having positive
influence on brand development.
 Find good reliable partners with complementary strategic resources
and relational capabilities that add value to the brand.
 Increase the involvement of branding pool actors in product/service
development, facilitate co-creation and embrace mutuality in
relationships, assimilate stakeholders' needs, enhance satisfaction and
brand loyalty.
 Use the whole potential of the branding pool to find brand support
instead of relying only on existing contacts.
 Encourage and motivate the members of branding pool to act in favor
of the brand.

10. Limitations:
Qualitative approach & narrative interviews:
 Qualitative inquiry and interpretation is always
influenced by the subjective choices made by the
researchers.
 Telling stories is always a subjective act
involving a degree of selection.

11. Questions/Comments?
Thank You for Your Attention!
minna.malaska@oulu.fi