Brand orientation and market orientation — From alternatives to synergy

Purpose – The present study sheds light on the role of strategic orientations (SOs) in explaining business growth. The purpose of this paper is to examine how different SOs, namely learning orientation, entrepreneurial orientation, market orientation and brand orientation simultaneously affect business performance measured with brand performance, market performance and business growth in SME context and whether these effects vary across countries. Design/methodology/approach – An extensive data set of 1,120 effective responses is collected from two European countries, namely Hungary, representing a post socialist rapidly growing market, and Finland with a stable, highly developed and competitive economy. A multigroup moderation analysis is conducted. Confirmatory factor analysis is used in testing measurement invariance, subsequently followed by structural equation modeling procedure used in testing research hypotheses developed on the basis of a literature review. Findings – The results show that entrepr...

The effect of strategic orientations on business performance in SMEs

https://link.springer.com/content/pdf/10.1057%2Fjors.1995.199.pdf

OR in the Public Sector

The lack of a widely agreed framework to help define and align corporate brand identity constitutes a serious managerial problem and a shortcoming of the academic literature. In response, this article provides such a framework, the Corporate Brand Identity Matrix (CBIM), which draws upon the relevant literature, enriched by hands-on corporate experience gained by its application in three international corporate branding case studies. Corporate brand identity is explored internally, externally and by focusing on the ‘brand core’. The CBIM offers academics and managers a theoretical and practical guide to the describing, defining and aligning of corporate brand identity. It is a tailored alternative to existing frameworks, which have often been designed for product brands, not corporate brands.

https://link.springer.com/content/pdf/10.1057%2Fbm.2013.12.pdf

The corporate brand identity matrix

This article advances the brand orientation notion as it applies to corporate brands via the introduction and explication of what the author calls corporate brand orientation. A corporate brand orientation represents a logical development, if not a logical denouement, of the brand orientation notion introduced by Urde (1994).

https://link.springer.com/content/pdf/10.1057%2Fbm.2013.15.pdf

Corporate Brand Orientation: What Is It? What of It?

This research responds to the need for an increased understanding of brand orientation and its impact on financial performance. Since brand orientation is often perceived as a somewhat elusive concept we here present a theoretical framework for the purpose of identifying the underlying dimensions of brand orientation from a holistic perspective. Based on this framework we have performed a study on Sweden's 500 largest companies, aimed at analysing how brand oriented these companies are and how that degree of brand orientation influences their financial performance. In our analysis we have identified eight dimensions that can be seen as the anatomy of brand orientation. The analysis also provides empirical evidence of a significant positive relationship between brand orientation and profitability, showing that the most brand-oriented companies in this study have almost double the profitability of the least brand-oriented companies.

https://link.springer.com/content/pdf/10.1057%2Fbm.2010.52.pdf

The underlying dimensions of brand orientation and its impact on financial performance

This conceptual article examines brand orientation as an alternative to market orientation in the public sector. The problem with market orientation is that the focus on customers is too great; it is myopic, and lacks true interaction; it is mechanistic, and the emphasis on economic values is too strong. In this light, brand orientation becomes an interesting alternative. Brand orientation is more powerful, since it provides a holistic and balanced perspective on an organisation, diminishing the risk of too much focus on customers, which leads to myopia. Brand orientation is more robust because it emphasises continuity coupled with dynamics and interaction, diminishing the risk of short-sightedness and reactivity. Brand orientation also facilitates prioritisation of democratic values, diminishing the risk of too much focus on economic values.

/pdf/from-market-orientation-to-brand-orientation-in-the-public-14j9axj87x.pdf

Johan Gromark

Papers

The underlying dimensions of brand orientation and its impact on financial performance

From market orientation to brand orientation in the public sector

Brand orientation in action – A transformational learning intervention