An application of Keller’s brand equity model in a B2B context
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Purpose - The importance of branding in industrial contexts has increased, yet a comprehensive model of business-to-business (B2B) branding does not exist, nor has there been a thorough empirical study of the applicability of a full brand equity model in a B2B context. This paper aims to discuss the suitability and limitations of Keller's customer-based brand equity model and tests its applicability in a B2B market. Design/methodology/approach - The study involved the use of semi-structured interviews with senior buyers of technology for electronic tracking of waste management. Findings - Findings suggest that amongst organisational buyers there is a much greater emphasis on the selling organisation, including its corporate brand, credibility and staff, than on individual brands and their associated dimensions. Research limitations/implications - The study investigates real brands with real potential buyers, so there is a risk that the results may represent industry-specific factors that are not representative of all B2B markets. Future research that validates the importance of the Keller elements in other industrial marketing contexts would be beneficial. Practical implications - The findings are relevant for marketing practitioners, researchers and managers as a starting-point for their B2B brand equity research. Originality/value - Detailed insights and key lessons from the field with regard to how B2B brand equity should be conceptualised and measured are offered. A revised brand equity model for B2B application is also presented.
Qualitative Market Research: an International Journal
© 2008 Emerald. This is the author-manuscript version of this paper. Reproduced in accordance with the copyright policy of the publisher. Please refer to the journal's website for access to the definitive, published version.