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dc.contributor.authorKuhn, Kerrien_US
dc.contributor.authorAlpert, Franken_US
dc.contributor.authorPope, Nigelen_US
dc.date.accessioned2017-04-24T09:50:43Z
dc.date.available2017-04-24T09:50:43Z
dc.date.issued2008en_US
dc.date.modified2009-11-10T05:56:23Z
dc.identifier.issn13522752en_US
dc.identifier.doi10.1108/13522750810845540en_AU
dc.identifier.urihttp://hdl.handle.net/10072/22315
dc.description.abstractPurpose - 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.en_US
dc.description.peerreviewedYesen_US
dc.description.publicationstatusYesen_AU
dc.format.extent121535 bytes
dc.format.mimetypeapplication/pdf
dc.languageEnglishen_US
dc.language.isoen_AU
dc.publisherEmerald Groupen_US
dc.publisher.placeNorthamptonen_US
dc.publisher.urihttp://www.emeraldinsight.comen_AU
dc.relation.ispartofstudentpublicationNen_AU
dc.relation.ispartofpagefrom40en_US
dc.relation.ispartofpageto58en_US
dc.relation.ispartofissue1en_US
dc.relation.ispartofjournalQualitative Market Research: an International Journalen_US
dc.relation.ispartofvolume11en_US
dc.rights.retentionYen_AU
dc.subject.fieldofresearchcode359999en_US
dc.titleAn application of Keller’s brand equity model in a B2B contexten_US
dc.typeJournal articleen_US
dc.type.descriptionC1 - Peer Reviewed (HERDC)en_US
dc.type.codeC - Journal Articlesen_US
gro.facultyGriffith Business School, Department of Marketingen_US
gro.rights.copyrightCopyright 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.en_AU
gro.date.issued2008
gro.hasfulltextFull Text


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