Abstract

Due to the industrial revolution and, thereby with, the emergence of Industry 4.0, there has been an impact on the marketing of business firms, enabling them to digitally transform and adopt Marketing 4.0 practices supported by smart technologies. One of these is Big Data Analytics (BDA), which enables a firm to improve its marketing practices. The main objective of this study is to evaluate how integrating big data technology improves the marketing strategies of Indian FMCG companies operating in a dynamic and highly competitive market distinguished by its size and diversity, constantly changing consumer behaviour, and Marketing 4.0 trends. This study adopts a systematic approach to coding an interview with seasoned Indian FMCG professionals to explain the capabilities of Big Data in molding marketing practices. A framework is constructed based on the same. The theoretical and practical implications are discussed to visualize its applicability in business. Further, the Resource-based View (RBV) theory is discussed for describing the insights into the role and adoption of Big Data by Indian FMCG firms for enhancing performance and achieving competitiveness, along with demonstrating its benefits for decision-making, customer loyalty and internal capability assessment.

Introduction

With technological advancements, industries now utilize innovative technologies that bolster a range of corporate activities and procedures, profoundly influencing the internal operations of these firms. (Cammarano et al., 2023, Singh et al., 2022b). The fourth industrial revolution, known as Industry 4.0, which is driving this technological change for business firms, serves as a bridge between intelligent products and adaptive processes and has a significant impact on both business models and production processes (Rosário & Dias, 2022; Salkin et al., 2018). Industry 4.0 enables the digital transformation of firms, which is further impacted by different internal and external factors related to the firm. The digital transformation is required to improve customer experiences and retain customers (Kitsios et al., 2021). Despite their implementation challenges and hazards, these advancements increase market analytics, cost, channel management, client connections, professional skills, and organizational procedures (Pascucci et al., 2023). With Industry 4.0, there is a steady trend towards understanding the consumers, which includes their needs, behaviours, storytelling, and anticipation (Lampropoulos, 2023; White & Pathak, 2023). These are the core components of marketing techniques that have evolved into marketing 4.0 (Yakut, 2022). As an outcome of the emergence of trends like Big Data (BD), social media, corporate social responsibility, and e-commerce, the shift to Marketing 4.0 is accelerating (Guven, 2020). Marketing 4.0 is driven by the convergence of offline and online marketing strategies and incorporates technical advancements to provide better flexibility (Rathod et al., 2020; Kotler et al., 2017). The improvement of the consumer experience, the induction of repurchase intention, and brand promotion are some of the significant achievements of Marketing 4.0 (Dash et al., 2023). Consumer usage patterns of social media, online platforms, search engines, contextual interactions, and community influences are some of the areas the companies are looking into. Companies use the information mainly for promotional and consumer engagement activities. The consumers are seen to be transformed into advocates through marketing 4.0, where a sense of community building takes place, resulting in a meaningful engagement of the marketers and consumers (Gau, 2019).

Conclusion

This study discusses and examines the role of BD and how an FMCG firm can adopt BD to improve its overall performance and attain a competitive position in the market. This research is the first of its kind to explore the implications of BD in the Indian FMCG sector. The relationship among BD, marketing practices and FMCG from in Indian perspective is a unique contribution to this paper. In addition to its usefulness, the study explores the crucial roles that automation and decision science play. This study discusses the benefits the firm achieves for accepting BD in the business. The study reveals some of how BD helps in decision-making for FMCG firms. For Indian FMCG firms, BD is crucial to value creation and achieving business operations’ scalability. FMCG organizations are using BD and analytics solutions more and more since they help create value, scale corporate operations, and increase output in today’s competitive market. BD makes it possible to analyze consumer preferences and behaviour at each transaction stage with a business. FMCG companies may now provide personalized experiences through targeted messaging, unique offers, and channel-specific communication optimization. BD also offers in-the-moment customer insights via sentiment, preference, and behaviour research, which aids FMCG companies in creating goods that enhance customer experiences and provide them with the necessary competitive edge.

Additionally, BD facilitates effective market campaigns through real-time predictions, data processing, and analysis. BD can also be strategically used through automation, new business model innovation, decision science, and risk management. Furthermore, customer segmentation based on BD makes marketing techniques more effective, and real-time customer insights, like sentiment analysis and tracking of consumer preferences and behavior, help organizations respond quickly to market changes.

Abstract

Purpose
This study proposes and tests the effectiveness of an integrated approach to community-based internal branding (CBIB) in a business-to-business setting. It integrates classical and contemporary views on internal branding, integrating community-building activities into the proposed internal branding framework ensuring a holistic model of co-creation of a corporate brand identity. It also examines the moderation effect of employee’s personal, job, and community-related characteristics on the relationships in the proposed model.

Design/methodology/approach
This paper presents a detailed narrative review to propose a conceptual model and uses a quantitative research design to test a set of hypotheses using structural equation modeling on 400 responses collected through a survey.

Findings
This study finds that integrated CBIB is a viable approach for implementing internal branding. The effectiveness of building employee brand commitment is demonstrated through the testing of the model. We also find that employee’s age, gender, organizational tenure, membership duration (in the brand community), education level, customer interaction, leadership status, and participation in brand fests moderate the proposed relationships in the CBIB model.

Research limitations/implications
One key limitation of this paper is that it lacks the multi-cultural and multi-industry perspective, which, given promising results in the current context, may be investigated in future studies.

Practical implications
The paper proposes a community mode of implementing internal branding in a B2B setting and suggests a way to create brand champions across the organization.

Originality/value
As per the authors’ knowledge, this paper is the first quantitative investigation of integrated community-based internal branding.

Introduction

A brand must deliver its promise (Burmann & Zeplin, 2005) or the effort that goes into market research, positioning, and creation of brand identity is likely to be lost (Baumgarth & Schmidt, 2010). No doubt, the internal branding philosophy of a firm directly influences its brand image (Mäläskä, Saraniemi, & Tähtinen, 2011). In business-to-business (B2B) and service firms, front-line sales employees, and support staff are key to delivering brand experience to the customer. Further, large B2B firms, due to their extensive employee base, complex structure, and multi-national spread, are at a greater risk of presenting mixed brand messages (Lee, 2021; Martin, 2021).

Research in the areas of internal branding, and organizational behavior reveals that a strong brand identity may be built by treating employees as internal customers (Baumgarth & Schmidt, 2010; Berry, Hensel, & Burke, 1976; Grönroos, 1985, Grönroos, 1997). Despite this assertion, when it comes to the implementation of internal branding in the B2B context, the classical view of internal branding recommends a top-down approach (Iglesias, Landgraf, Ind, Markovic, & Koporcic, 2020). The brand identity is fixed and strongly controlled by the firm, and is unidirectionally communicated to external stakeholders (Iglesias et al., 2020; Kapferer, 2012). On the other hand, the contemporary school of thought is shaped by the proliferation of digitalization and the internet, and it highlights the limited efficacy of a control-driven, top-down internal branding in the current B2B landscape (Iglesias et al., 2020; Iglesias, Ind, & Schultz, 2022; Saraniemi, 2022). At the core of this school of thought is the idea that brand identity is fluid, and is constantly co-created and developed through active conversation with all stakeholder groups across corporate brand interfaces (Iglesias et al., 2020; Iglesias et al., 2022).

Results

4.1. Measurement model
Assessment of the conceptual model (Fig. 2) includes testing the measurement model, structural model, mediation, and moderation analyses, all of which are undertaken using SPSS AMOS 26. All fit indices for the measurement model, viz., χ2/df = 2.160, CFI = 0.950, TLI = 0.942, and RMSEA = 0.054 are acceptable (Hair et al., 2010). We also performed the equivalence testing of the measurement model recommended by Marcoulides and Yuan (2016) by calculating the T-size RMSEA and CFI values. The T-size calculates the minimum population CFI and maximum size of misspecification (T-size RMSEA). We find that T-size RMSEA and CFI in equivalence testing are 0.059 and 0.935 respectively (against the conventionally reported value of 0.054 and 0.950). The cut-offs for T-size for the RMSEA and CFI based on the degrees of freedom (349), sample size (400) and number of observed variables (29) are:

Abstract

Narrative storytelling, a cornerstone of narrative persuasion theory, plays a crucial role in nurturing robust consumer-brand relationships. Understanding persuasive narratives within the social media domain is critical for destination brands. Hence, this study investigates the impact of realistic narratives on attitudinal destination brand loyalty, mediated by self-congruence and brand attachment across two experiments. Study 1 provides evidence for the superiority of adventure-themed realistic fictional narratives over fantasy one in Facebook advertisements. Study 2 supports the findings of Study 1 with a romantic-themed narrative and a diverse destination in Instagram advertisements. Moreover, Study 2 reveals that consumer fantasy proneness diminishes the influence of realistic fictional narratives on self-congruence. These findings suggest a strategic shift toward realistic narratives over fantasy ones to stimulate self-congruence and cultivate destination brand attachment, ultimately fortifying the bonds between travellers and destination brands.

Introduction

Engaging with travellers through social media has emerged as a cost-effective strategy for promoting tourism destinations ( Adamış & Pınarbaşı, 2022 ). Destination Management Organisations (DMOs) are increasingly focused on shaping and guiding brand narratives within social media channels to influence travel decisions ( Lund, Cohen, & Scarles, 2018 ; Ma, Scott, & Wu, 2023 ). However, social media advertising poses unique challenges for DMOs and destination marketers as they strive to stand out in crowded marketplaces. As a result, identifying the most persuasive methods to convey destination brand narratives has become crucial, with narrative storytelling proving to be a powerful tool in capturing travellers’ attention and encouraging them to explore destinations ( Youssef, Leicht, & Marongiu, 2019 ).

A “story-world”, which comprises a series of interconnected events centred around a specific theme, settings, and characters immerse audiences in the captivating realm of storytelling ( Ryan, 2016 ; Woodside, Sood, & Miller, 2008 ). Narrative storytelling is the art of narrating a sequence of events, whether based on true or fictional settings, by adeptly weaving together engaging story characters and immersive plots in a compelling manner ( Ma et al., 2023 ; Tu, 2015 ). This form of storytelling has a powerful ability to persuade and transport its audience by lessening negative cognitive responses and eliciting strong emotional reactions ( Escalas, 2007 ). Consequently, narrative storytelling offers significant opportunities for enhancing destination brand perception, identity, and competitiveness in saturated markets ( Bassano, Barile, Piciocchi, Spohrer, & Iandolo, 2019 ) and serves as a catalyst for destination development ( Hartman, Parra, & de Roo; 2019 ).

Conclusion

This study pioneers a shift in the exploration of perceived realism within destination brand narratives, diverging from prior research that have predominantly explored general aspects of storytelling. In contrast to earlier attempts, our research distinctly focuses on a specific and pivotal dimension—the impact of perceived realism in destination narratives on destination brand loyalty. By investigating the nuanced differences between realistic narrative and fantasy one, the current study has uncovered psychological mechanisms like self-congruity and brand attachment. Furthermore, the introduction of the concept of fantasy proneness has added a novel dimension to our understanding of how narratives operate in shaping travellers’ responses. In essence, this research has involved pioneering a more tailored and focused exploration of realistic narrative influences in the intricate realm of tourism destination branding.

Abstract

This study aims to evaluate B2B branding in a global context by constructing a framework for future research, practitioners, and brand managers operating in international B2B markets. Employing co-citation and text-mining techniques to investigate 281 articles, we identified five knowledge fields that map the intellectual structure of this domain: brand equity, industrial branding, brand value, global brand leadership, and relationship marketing. We also gained a deeper understanding of the important topics in global B2B branding literature. This framework not only highlights gaps and challenges in conceptual and methodological approaches but also challenges and extends existing academic discourse. It offers a systematic approach to strategic decision-making and the overhaul of marketing practices, guiding practitioners to navigate the complexities of global B2B branding. Our critical analysis sets a new agenda for future research, calling for a more rigorous and holistic advancement in the field of global B2B branding.

Introduction

The global corporate landscape has seen significant expansion in business-to-business (B2B) branding, with giants like Microsoft and IBM demonstrating the critical role of effective branding in achieving competitive advantages ( McKinsey, 2022 ). Effective B2B branding transcends the creation of memorable logos or slogans; it strategically positions companies in ways that resonate globally with business customers, influencing their decision-making processes by establishing trust, demonstrating value, and uniquely highlighting a company’s offerings ( Cartwright et al., 2021 ; Li et al., 2018 ). This strategic influence helps secure and maintain lasting business relationships, differentiates products and services in a competitive market, and enhances a company’s reputation and credibility internationally. Such branding not only justifies premium pricing by emphasizing quality, innovation, and service but also fosters customer loyalty and facilitates market expansion. Loyal customers, who perceive the brand’s offerings as superior, are less likely to switch to competitors and more inclined to advocate for the brand, thus amplifying its competitive advantage. Moreover, recent research by BCG (Boston Consulting Group) and Google underscores the impact of brand marketing in the B2B sector as equal to, or greater than, that in the consumer sector, with well-branded companies achieving greater returns on marketing investments and enhanced audience engagement ( Sheerin et al., 2021 ).

Recent research highlights the critical role of robust global B2B branding in enhancing the decision-making confidence of industrial purchasers ( Anaza et al., 2023 ). Strong global brands not only suggest superior product qualities but also stimulate increased purchasing interest due to their associative aspects ( Brown et al., 2011 ). The complexities inherent in organizational buying models necessitate that B2B brands provide decision-makers with both a rapid and emotionally resonant pathway to finalize their purchase decisions ( Blankson & Kalafatis, 2019 ; Mogaji et al., 2023 ). The dynamic and multifaceted nature of B2B branding has spurred extensive scholarly and practical exploration, resulting in a substantial body of literature ( Deng et al., 2021 ; Zhou et al., 2021 ). However, managers still grapple with significant challenges in implementing and integrating global B2B branding strategies effectively within their organizations. One major difficulty lies in assessing the impact of these strategies and making informed decisions that capitalize on their potential value, a process complicated by the varied dynamics of global markets ( Liu et al., 2020 ).

Results: Mapping the Landscape of Global B2B Branding

In this section, we first present the findings of two co-citation analyses both MDS and HCA, focusing on the identification of five distinct knowledge fields that map the landscape of global B2B branding literature. These knowledge fields are brand equity, industrial branding, brand value, global brand leadership, and relationship marketing (see summary of five knowledge fields in Table 2 ). Next, we present the findings of text-mining analysis.

Abstract

This research draws on social identity theory and social role theory of gender stereotypes to investigate the role of brand gender personality (masculine and feminine) on generating brand warmth and competence, and how consumers’ agentic and communal values condition the effects of brand stereotypes on consumer–brand identification. The theoretical model is tested via two different studies. In the first study (N = 490), 21 brands across different product categories are used to test the theoretical model. Then, a second study (N = 469) corroborates the previously identified relationships and further shows that the effect of brand stereotypes on consumer–brand identification is moderated by agentic and communal motivations. The present study contributes to research on brand stereotyping while providing managerial insights that can be used to enhance the relationship between brands and consumers.

Introduction

A multitude of reports published by Deloitte, Havas Group, McKinsey & Company and Consumer Brands Association underscore a growing expectation gap in consumer-brand relationships. Consumers increasingly perceive that promises made by brands are unfulfilled, leading to a sense of distrust. In their pursuit of competency, transparency and honesty they perceive that brands are falling short (McKinsey & Company, 2021). Additionally, the global survey Meaningful Brands (2021) by Havas Media1 reveals that brand meaningfulness has reached an all-time low, contributing to the escalating mistrust in brands.

In response to this heightened disaffection and rising scepticism, brand management has been promoted under the Brands as Intentional Agents Framework (BIAF). This framework claims that consumers’ impressions of brand warmth (worthy intentions) and competence (ability) are crucial in shaping interactions with brands (Kervyn et al., 2022). Building on the work of Diamantopoulos et al., 2021, Xue et al., 2020, Kervyn et al., 2012, and Kolbl et al. (2020), it is evident that both warmth and competence significantly influence brand admiration, emotions, value perceptions, and purchase intentions. Given the intensified scrutiny on brands, understanding the formation of these brand stereotypes (warmth and competence) and their role in building robust bonds with consumers has become imperative (Rather et al., 2022).

While antecedents of brand warmth and competence, along with their consequences, have been identified in previous research within the BIAF (see Appendix A for a summary), three major gaps persist. This study aims to address them by integrating insights from Social Role Theory and Social Identification Theory to enrich the BIAF.

General discussion and implications

While previous research has extensively explored the antecedents and consequences of brand warmth and competence stereotypes (see Appendix A), our study is the first to empirically examine how these stereotypes are influenced by gendered brand personality and how consumers’ agentic and communal values serve as a boundary condition in the link between brand stereotypes and consumer-brand identification.

6.1. Theoretical contributions
In line with social role theory of gender stereotypes, our study contributes to branding literature by establishing masculine and feminine brand personality as antecedents of brands stereotypes. This relationship is demonstrated for both real (Study 1) and fictitious brands (Study 2). This focus on gendered brand personality adds theoretical value by addressing gaps in current knowledge related to the impact of consumer gender (Eagly and Wood, 2012, Fiske et al., 2007) and gendered brand cues (Hess & Melnyk, 2016) on stereotypes. Our findings reveal the asymmetrical importance of the two gendered personalities in influencing brand stereotypes, aligning with prior research that evidences that masculine traits are more diagnostically relevant than femininity traits (see Hess and Melnyk, 2016, Vacas de Carvalho et al., 2020). Notably, our results show that gendered brand personality effects hold over and above the perceived hedonic and utilitarian product properties, which have previously been linked to brand warmth and competence (Peter & Ponzi, 2018).

Abstract

Live streaming has been increasingly integrated into e-commerce platforms to sell tourism offerings, yet its value-adding mechanism for enhancing customer shopping experiences remains underexplored. From a value co-creation perspective, this study investigates how customers can co-create value by leveraging the interactive potential in tourism live shopping, and how such customer co-creation behavior can be fostered through the attributes and actions of tourism live streamers, drawing on source credibility and social presence theories. The empirical findings indicate that the credibility traits of tourism live streamers, characterized by trustworthiness, expertise, and attractiveness, are instrumental in fostering customer co-creation behaviors, which can in turn elevate customer perceived value of their tourism live shopping experiences. Additionally, the study reveals that the level of social presence during tourism live shopping sessions may positively moderate the influence of streamer credibility traits on customer co-creation behaviors.

Introduction

Live-streamed shopping, or live shopping, merges live broadcasting with e-commerce, offering a more dynamic and interactive alternative to traditional TV and web-based online shopping (Wongkitrungrueng & Assarut, 2020). This approach features live streamers who actively demonstrate products and communicate with potential customers in a real-time manner to facilitate sales (Chen & Zhang, 2023). By integrating socialization, entertainment, and instant purchasing, live-streamed shopping provides a superior shopping experience, making it a significant experiential marketing channel across diverse product categories (Bai et al., 2024).

The same trend has also been witnessed in the hospitality and tourism industry. Numerous tourism sectors, including hotels, restaurants, attractions, and destination marketing organizations, now adopt live streaming for communication, promotion, and direct sales (Lin et al., 2022). In such tourism live shopping events, tourism organizations collaborate with live streamers, including travel influencers, celebrities, and professional sellers, to promote and sell tourism offerings (Xu et al., 2021). Streaming viewers, namely those potential travelers, can engage directly with the streamers, participating in real-time interactions and making on-the-spot purchases as needed (Xu et al., 2021). Extant research has underscored the potential economic, emotional, social, and knowledge-based benefits of tourism live e-commerce, highlighting its role as a promising digital tourism marketing channel (Wang and Guo, 2024, Xie et al., 2022).

Results

4.1. Sample profile
Table 2 outlines the demographic profile of the survey respondents. The predominant group consisted of female young adults, aged between 18 and 35 years. A large portion of these respondents were single and held a college degree. Over half of the participants reported an annual income below 10,000 RMB (around 1,500 EUR). In terms of preferred platforms for tourism live shopping, Douyin emerged as the most popular, followed by Taobao and Flyzoo, both Alibaba affiliates, and then Ctrip. As for the types of tourism offerings purchased through live shopping, hotels were the most common choice, succeeded by restaurants and tourist attractions. Purchases of event tickets, tour packages, and transportation services via live shopping were less frequent.

4.2. Measurement validity
Before hypotheses testing, we conducted preliminary analyses to assess measurement validity. First, in our analysis, we employed the Maximum Likelihood with Robust Standard Errors (MLR) method, a parameter estimation that does not require strict multivariate normality (Mueller & Hancock, 2008). Second, to address common method bias, we implemented both procedural and statistical controls. Procedurally, we made the online survey anonymous, clearly stated the study’s purpose in the introduction, kept the survey questions brief and included attention-check questions. Statistically, Harmon’s single-factor test showed that the largest factor accounted for 36.3 % of the total variance, below the 50 % threshold suggested by Podsakoff (2003). Also, the Common Latent Factor (CLF) test indicated that the differences in standardized regression weights for all items in models with and without a CLF were smaller than 0.2, in line with the guidelines by MacKenzie and Podsakoff (2012). Hence, common method bias was not deemed a serious concern.

Abstract

Brand activism (BA) has attracted substantial attention due to consumers’ rising expectations for brands to address social and political issues. However, empirical research on consumers’ understanding of activist brands (i.e., brands that engage in brand activism) remains limited, mainly due to the absence of a valid measurement tool. To fill this gap, the authors introduce a two-dimensional consumer Activist Brand Perception (ABP) scale with eight items. Drawing from extensive literature analysis, relevant manifestations of BA are identified as the foundation for the scale. Through a rigorous scale development process involving qualitative and quantitative assessment, the (ABP) scale emerges as a reliable instrument to capture consumer perceptions of activist brands, enabling researchers to comprehend how consumers view activist brands.

Introduction

Consumer demand for companies to take a stand and publicly express their views on a variety of controversial social, environmental, economic, or political topics is growing (Edelman, , 2021, Manfredi-Sánchez, 2019). Given such expectations, an increasing number of brands have recently begun expressing their opinions on a range of diverse issues, spanning from racial discrimination to COVID lockdowns and environmental problems (Bhagwat et al., 2020, Korschun et al., 2020, Shortall, 2019). Prominent brands, including Hobby Lobby and Ben & Jerry’s, are known for their Brand Activism (BA) and increasingly align with pivotal social movements such as LGBTQ + rights and Black Lives Matter (Eyada, 2020). Nike is actively engaging in activism around social issues, such as racial injustice and police brutality (Eyada, 2020), while Patagonia is well-known for its environmental activism (Peters and Silverman, 2016). However, despite the growing popularity, engaging in BA is no guarantee for business success, as some consumers are skeptical (Edelman, 2019; The Conversation, 2018) and view BA as a marketing ploy (Bhagwat et al., 2020, Manfredi-Sánchez, 2019; The Conversation, 2018). While BA strategies can showcase a brand’s stand on divisive issues, they also risk polarizing consumers given the controversial nature of these movements (Sarkar & Kotler, 2021).

Despite being a relatively novel and underexplored phenomenon (Bhagwat et al., 2020; The Conversation, 2018), BA is now gaining increasing research attention (e.g. Mukherjee and Althuizen, 2020, Parcha and Westerman, 2020, Hydock et al., 2020). However, while prior studies on BA provide valuable foundations on which to build, unresolved issues remain. First, there are some inconsistencies in how the existing body of literature defines BA and its domain (e.g., Appels et al. 2022; Dodd and Supa, 2015, Eilert and Nappier Cherup, 2020; Olkkonen and Morsing, 2022). Second, previous studies often rely on brand-related constructs, such as brand image and brand perception, to capture different aspects of BA (e.g., Bhagwat et al., 2020, Klostermann et al., 2022). While these studies have advanced knowledge on BA, they do not provide a broad, non-context-specific operationalization of the construct and, consequently, only offer a fragmented picture regarding manifestations of BA. Third, the perception of BA differs substantially across consumer segments (Mukherjee and Althuizen, 2020), and the importance consumers attach to specific controversial issues differs by country (Schlegelmilch and Saracevic, 2022). In turn, this impacts on the motivation and frequency with which brands engage in BA.

Discussion

BA has emerged as an increasingly popular phenomenon in recent years (Bhagwat et al., 2020, Korschun et al., 2020, Shortall, 2019), and it has attracted a promising stream of research (e.g., Bhagwat et al., 2020, Hydock et al., 2020, Mukherjee and Althuizen, 2020, Parcha and Westerman, 2020). Our contribution to the literature on BA is threefold. First, we develop a context-free measurement instrument to capture consumer perceptions of activist brands. Second, we provide psychometric evidence on the dimensionality, reliability, and validity of the ABP scale and suggest that the construct consists of two distinct dimensions that can be employed in substantive research on consumer perceptions of activist brands. While the authenticity dimension addresses consumers’ perceptions of genuineness, reliability, and authenticity of brand activist engagement, the public commitment dimension pertains to the publicity of a brands’ commitment to its stance on and engagement around a controversial issue. Building on the extant literature on BA and fresh qualitative data, we identify a number of distinct key manifestations of BA and show that the brand-related constructs used to measure BA in previous studies only partially capture the construct. Finally, we confirm previous studies (e.g., Hambrick and Wowak, 2021, Jones et al., 2014) on the positive effect of BA on brand attitude, brand reputation, and brand trust and propose a nomological network that relates the ABP construct with other brand-related constructs.

Abstract

Start-up firms play a major role in the economy, with B2B start-ups often developing new technologies and offerings to business customers that incumbent firms do not provide. However, little is known about the cost-effectiveness of start-up firms’ investments in marketing. We integrate insights from managerial interviews with signaling theory to posit how conducting systematic marketing affects start-up firm valuation, and how the combination of the firm’s primary customer-type (B2B versus B2C) and development stage (early versus late) moderates that effect. Our empirical analysis reveals that marketing investments affect firm valuation positively for some start-ups and negatively for others depending on the noted moderators. In particular, we find that investments in systematic marketing by early-stage B2B start-ups increase firm valuation, yet more than half of early-stage B2B start-up firms choose not to invest in systematic marketing, apparently believing such investments will not pay off.

Introduction

Business-to-business (B2B) start-up firms are major drivers of economic growth as they produce new technologies and offerings that incumbent firms cannot or are reluctant to provide (Dörner, Flötotto, Henz, & Strålin, 2021). In aggregate, start-up firms are responsible for 10% of all worldwide job growth between 2017 and 2021(Wijngaarde, 2021), while B2B focused start-ups make up 71% of reported start-up sales in the US Census Bureau’s 2015 Annual Survey of Entrepreneurs (U.S. Census Bureau, 2017). However, despite the importance of start-up firms, it is difficult for either B2B or business-to-consumer (B2C) start-up firms to succeed: only about 50% of start-up firms survive for five or more years (U.S. Bureau of Labor Statistics, 2016).

Allocating resources to marketing could potentially help a start-up increase its likelihood to succeed since focusing on marketing reduces ambiguity about the firm, its value proposition, and its offerings (e.g., Acar, Dahl, Fuchs, & Schreier, 2021). Further, a start-up that allocates significant resources to marketing is signaling to investors that the firm is focusing on its customers and is creating and delivering value to them (Halberstadt et al., 2021). Yet, start-up firms are 60 times more likely to report being resource constrained than to report possessing sufficient resources for their development (Evans & Jovanovic, 1989; Wasserman, 2012). That resource constraint limits what functions start-ups can allocate scarce resources (O’Toole & McGrath, 2018), which, in turn, impacts start-up firms’ actions (Fernhaber & Patel, 2012) and ultimately their survival and performance (Dencker & Gruber, 2015).

Consequently, for start-up firms, to conduct systematic marketing — that is, following Moorman and Day’s (2016) definition of a systematic marketing organization based on four “C’s”, e.g., capabilities, configuration, (human) capital, and culture, operating on an on-going basis — often requires directing scarce resources from other aspects of their business. As a result, as confirmed through our multi-method approach that involved interviews, secondary data, and a follow-up survey, many start-ups do not report conducting systematic marketing, but instead report either not conducting any marketing or only conducting marketing on an ad hoc and opportunistic basis.1 One (typical) interview response about marketing’s role was “Marketing?? We don’t do any real marketing…we have much more important issues than marketing to focus on.” A 2015 Capital One survey of small business owners supports this observation, reporting that 76% of owners face marketing challenges, 64% feel they are unable to effectively market their businesses, and 39% report that their firms have not executed any marketing initiatives in the past six months (Capital One, 2015).

Discussion

This research investigates whether and when conducting systematic marketing benefits start-up firms, an important topic that has been rarely addressed in the marketing literature. We develop a conceptual model of the antecedents and consequences of conducting systematic marketing that includes the interactions of two firm characteristics – type of customer and stage of development– to determine when conducting systematic marketing should be more or less beneficial to startup firms. We test our conceptual model using a rich dataset on start-up firms provided by Equidam, an online start-up firm valuator, through a wide range of robustness tests, and with an analysis of an independent survey of start-up firms. In each of these analyses, we find strong support for our conceptual model and associated hypotheses. One key finding challenges current practice: while we find that conducting systematic is more beneficial to early-stage B2B start-up firms than to any other category of firm, such firms are the least likely to conduct systematic marketing.

Abstract

Previous studies have addressed social media adoption in business-to-business (B2B) contexts, but limited research has focused on understanding social media marketing assimilation in the B2B context. Using an integrative model, this study examines how top management participation influences the assimilation of social media in the key marketing areas of product development, pricing decision-making, channel management, and promotion. Furthermore, it examines the resulting impact of these assimilations on B2B firms’ performance, particularly in respect of sales performance and relationship development. The study also examines the moderating impact of absorptive capacity on top management participation in the assimilation processes. The findings reveal that top management participation strongly influences social media assimilation into marketing functions. However, the impact of social media assimilation on B2B firms’ performance is varied. While assimilation for channel management positively impacts both sales performance and relationship development, assimilation for product development is only positively related to relationship development. Conversely, assimilation into the functions of pricing decisions and promotion activities shows no significant impact on either sales performance or relationship development. Finally, absorptive capacity positively moderates top management participation in social media assimilation into all key marketing functions except one. The theoretical and managerial implications of these findings are discussed.

Introduction

Social media have emerged as a “game-changer” (Kumar, 2015, p. 5), playing a leading role in the revolutions taking place in business-to-consumer (B2C) and business-to-business (B2B) marketing. B2C marketing uses social media marketing widely, and B2B operations have begun embracing it to streamline their internal marketing communication, generate leads, drive sales, and strengthen customer relationships. Chaffey (2018) found that 79% of B2B marketing specialists rated social media as the most effective marketing channel, with a further 38% indicating that, if they had surplus in their budget for marketing in the following year, they would devote it to social media marketing. Similarly, Elevation Marketing (2020) noted that 90% of B2B buyers use social media to engage with industry thought leaders, with a further 72% indicating that they use social media channels to research solutions.

B2B social media research tracks the increase in social media use in this business interface. Previous studies have addressed several aspects of social media use in the context of B2B, including salespersons’ social media use in B2B relationships (Bill, Feurer, & Klarmann, 2020; Bowen, Lai-Bennejean, Haas, & Rangarajan, 2021; Fraccastoro, Gabrielsson, & Pullins, 2021), B2B social media adoption (Dwivedi, Ismagilova, Rana, & Raman, 2021; Lashgari, Sutton-Brady, Søilen, & Ulfvengren, 2018; Siamagka, Christodoulides, Michaelidou, & Valvi, 2015; Veldeman, Van Praet, & Mechant, 2017), and B2B social media marketing and branding (Brennan & Croft, 2012; Juntunen, Ismagilova, & Oikarinen, 2020). In addition, social media in B2B entails several unexplored issues worth investigating. Although previous studies have addressed social media adoption in a B2B context, the current body of research shows an observable dearth of producing a nuanced understanding of the factors underlying the assimilation of social media in firms’ marketing functions and how they improve their marketing performance. The assimilation phase occurs after the initial implementation of the innovation. It involves the ongoing integration and use of innovation in the firm’s day-to-day operations. In the context of social media marketing, this phase focuses on leveraging social media platforms to support the attainment of the marketing strategy related to product development, pricing decision-making, channel management, and promotion activities, and on realising the anticipated benefits.

Conclusion

In many instances, technological innovations are introduced into firms with great enthusiasm, which may be occasioned by widespread initial acquisition. Nevertheless, these innovations may fail to be completely deployed in the operations of the acquiring firms. Research has shown that, unless innovations are assimilated, firms do not benefit fully from them. Social media are one innovation that B2B firms are adopting for their marketing activities. While social media adoption in B2B firms has received some research attention, a limited number of studies have focused on social media marketing assimilation in B2B firms, the conditions that enhance this assimilation, and how the assimilation contributes to firms’ performance. In this study we examined how top management participation influences the assimilation of social media in the key marketing functional areas of product development, pricing decision-making, channel management, and promotion activities. We also examined how the existing absorptive capacity of B2B firms moderates the influence of top management participation on the assimilation of social media in the key marketing functional areas. Finally, we analysed how social media marketing assimilation into these marketing functional areas improves a firm’s performance outcomes of sales and relationship development. The study’s results show that top management participation in the social media marketing assimilation processes has a strong and positive impact on the assimilation of social media for key marketing functional areas, namely product development decisions, pricing decision-making, channel management, and promotion activities. Furthermore, the findings indicate that top management participation in the assimilation of social media in the functional areas, except in the case of promotion activities, is positively moderated by the existing absorptive capacity of the firm. The results also show that social media marketing assimilation for product development has a significant impact on sales performance, while its assimilation for channel management has a significant impact on both sales performance and relationship development.

Abstract

Underpinned by brand placement literature, associative network theory, and narrative transportation theory, this research examines how meme marketing types (brand prominent and brand subtle) create immersive consumer experiences through narrative transportation and the moderating effects of consumer brand knowledge, meme literacy, and linguistic characteristics (i.e., pronouns) on meme marketing effectiveness. Study 1 (N = 300) confirms that brand prominent meme marketing generates more favourable consumer outcomes (attitude towards ad, customer engagement) and narrative transportation compared to brand subtle meme marketing. Additionally, Study 1 examines the moderating effects of consumer brand knowledge and the mediating role of narrative transportation. Study 2 (N = 300) validates the findings of Study 1 and assesses the mediating role of narrative transportation between brand prominent meme marketing (vs. brand subtle) and outcomes among consumers with varying meme literacy. Brand prominent meme marketing yields profound consumer outcomes and narrative transportation, especially with low brand knowledge. Study 3 (N = 253) confirms the results of Studies 1 and 2 and further introduces a novel linguistic moderator, examining the use of first-person and second-person pronouns within the meme marketing content using a different product category. This study uncovers the influence of second-person pronouns on intensifying narrative transportation. Empirical evidence supports all three moderated mediation models. Overall, this study adds to the knowledge on meme marketing and provides useful insights for designing and targeting effective meme marketing campaigns.

Introduction

Internet memes have become the most prominent form of digital content found online (Voigts, 2018) and an innate language of digital culture (Forceville, 2014). Meme marketing, a strategy that leverages the popularity of internet memes, allows brands to seamlessly integrate their brand elements (i.e., brand name, logo, product picture, etc.) into entertaining content to communicate and engage with customers in a naturalistic way. Over the past few years, meme marketing has emerged as a popular social media marketing and advertising communication strategy with remarkable engagement results. For example, according to Paquette (2019), meme marketing results in a 30% engagement rate on social media, compared to 1% on Google AdWords. However, little is known about the underlying mechanisms of meme marketing effectiveness, particularly the factors that can enhance or hinder its impact on consumer attitudes and engagement (Malodia et al., 2022; Razzaq et al., 2023).

Brand placement, a prominent marketing tactic, has experienced significant revenue growth, totalling approximately $23 billion USD in 2021 (Statista, 2023). As digital media continues to evolve, marketers are constantly seeking new ways to reach wider audiences. Meme marketing, in this context, has surfaced as a new marketing communication strategy in which brands can strategically place or integrate their brand elements into entertaining internet memes to boost engagement. For instance, Wendy’s, a popular fast food brand in the USA, experienced a 49.7% surge in customer engagement over social media platforms after implementing meme marketing (Kao et al., 2020).

General discussion

We conducted three experimental studies to test our hypotheses, examining the effectiveness of meme marketing. Specifically, brand prominent meme marketing (vs. brand subtle) reported a more favourable attitude towards ad, and customer engagement (see Fig. 2), as well as narrative transportation (see Table 2 for summary of results). The findings contradict extant brand placement literature (Boerman et al., 2015; Choi et al., 2018), highlighting that prominent brand placements in meme marketing capture audience attention, allowing consumers to quickly associate the meme with the advertised brand for improved attitudes and engagement. As far as narrative transportation is concerned, the findings are in line with previous literature on narrative transportation theory (Green and Brock, 2000). That is, prominent brand placements facilitate a faster and easier immersion into a narrative world (Halkias, 2015).

More importantly, we found a significant interaction between brand knowledge and meme marketing types on narrative transportation (H3). In particular, we found that high brand knowledge results in similar or indistinguishable narrative transportability across both types of meme marketing (see Table 2 for summary of results). However, when brand knowledge is low, only brand prominent meme marketing (vs. brand subtle) results in greater narrative transportation. The findings provide support for associative network theory (Keller, 1993), expounding that associations brought up by the prominent brand elements and meme story would create new ‘nodes’ in the brand’s associative network for people who have low knowledge about the brand, leading to narrative transportation (Avramova, 2017).

Abstract

This study examines the role of gamification elements in engaging suppliers of sharing economy platforms in corporate social responsibility (CSR) activities. We expected that engaging business owners in CSR would improve the brand equity of these platforms by leveraging the business owners’ brand loyalty and brand association. The statistical population of the study is owners of Iranian accommodation who use sharing economy platforms. The size of the sample was 323 accommodation owners. The hypotheses of this study were tested using Smart PLS-3. The study confirmed all the research hypotheses and showed that engaging business owners in social responsibility activities using gamification elements on sharing economy platforms can lead to an increase in the brand equity of the sharing economy platforms. These results will reinforce the synergy between the platforms and their users by making both parties aware of it.

Introduction

The sharing economy (SE) is where customers and business owners (suppliers) are brought together by an online platform. It is a means by which individuals may leverage their assets, such as their cars, their property and, of course, their time so that these assets may be utilized more thoroughly. This increases the efficiency of society as a whole while either increasing the wealth of participating business owners, or increasing their work flexibility, or both (Kuhzady et al., 2021). Advocatesof the SE have often painted a picture of a utopia where business owners will be set free from the shackles of employment while their customers would be able to take advantage of the lower prices (Belk, 2007). Well known examples of SE platforms are Uber in the ride sharing (taxi substitute) field and Airbnb in the accommodation sharing (hotel substitute) field, though there are also imitators of these platforms which have different degrees of market presence in different parts of the world.

However, the vision presented by SE tends to place its emphasis on the freedom of individuals, whether customers or business owners, while ignoring the fact that one of the reasons for the lower costs and prices of the SE compared with traditional businesses is the lack of regulation designed to counteract some negative consequences. Criticisms of the SE approach (Kuhzady et al., 2021) have included negative social and environmental impacts (Ma et al., 2018), limited safety and security (Birinci et al., 2018) and lack of certainty caused by unknown parties (Hossain, 2020) that contradict the vision of SE platforms of being sustainable and socially responsible. Consumers demand social responsibility from SE platforms and therefore business owners must also adopt sustainability and corporate social responsibility (CSR) principles in their businesses (Mi and Coffman, 2019). Consequently, sustaining the SE requires the engagement of all stakeholders where platforms, consumers and business owners are stakeholders in making a sustainable and responsible SE.

Discussion and conclusion

The study examined the role of gamification elements in engaging accommodation owners in CSR activities and enhancing their experience on SE platforms and how it leads to enriching brand equity through mediating effects of accommodation owners’ satisfaction and trust that leads to brand loyalty and brand association.

ads to brand loyalty and brand association. The gamification elements have a significant effect on engaging accommodation owners in CSR activities on SE platforms based on selfdetermination theory. Analysis of the collected data showed that gamification can have a significant and strong effect on engaging accommodation owners in CSR activities on accommodation sharing platforms. This is consistent with previous research on the power of gamification. Researchers have shown that gamification can be used to transfer complex information and promote green behaviour among users (Souza et al., 2020). In this study, it was shown that gamification elements can be used, not only for customers, but also for the accommodation owners and can engage them in behaving sustainably and responsibly. Analysing the collected data indicates a significant effect of gamification elements on the experience of accommodation owners on SE platforms. This also is consistent with previous studies which indicate that gamification can activate hedonic emotions and ultimately enhance the user experience (Hsu and Chen, 2018). It was also concluded that this hedonic experience is not limited to customers but also includes the business owners.

Abstract

Through strategically implementing sustainable practices, businesses can enhance their public image and incentivize consumers to purchase environmentally friendly products. In recent years, many enterprises have actively pursued corporate social responsibility, striving to achieve profitability, fairness, and societal benefits simultaneously, thus creating a beneficial cycle for both businesses and the environment. The COVID-19 pandemic has altered brand perceptions and consumer habits, impacting not only packaging materials, product life cycles, and corporate social responsibility but also significantly impacted sustainability. Personal care products are utilized by individuals on a daily basis, emphasizing the need to consider various indicators in designing brand image strategies to ensure sustainable development. This study focuses on indicators for sustainable brand image design strategies within the personal care product indicators, employing a modified Delphi method to establish these indicators. The relative weights of these indicators were determined using the Analytic Hierarchy Process. The research findings underscore that conveying brand ideals to consumers, committing to brand values, enhancing brand visibility, and creating value are considered the most crucial indicators in the design of sustainable branding strategies for personal care products. These results provide essential insights for researchers and brand developers to formulate corresponding strategies, thereby achieving sustainable brand development and enhancing competitiveness.

Introduction

With the promotion of the concept of environmental protection and sustainability, consumers increasingly prefer sustainable products, thus, sustainability has become a key strategy for corporate development. If environment-friendly corporations can motivate consumers to buy green products, it will be helpful to the global trend of environmental protection [1]. Consumers pay more and more attention to sustainable lifestyles, and they not only consider environmental protection but also expect to gain personal advantages from green products. Green is promoted in various areas, such as green energy in production and manufacturing or environment-friendly and zero-waste packaging [2]. Papanek pointed out that the development of products (goods and services) would directly affect society and the environment [3]; sustainable strategies can reduce the effects of the life cycle, and more importantly, change consumer behaviors [4]. The appropriate ecological protection requires adequate environmental awareness, and consumers with high awareness are more likely to have sustainable purchasing behaviors [5]. Encouraging consumers to buy environment-friendly products not only brings benefits to the environment but also creates opportunities for corporations. By properly implementing sustainable strategies, corporations can improve their image and convince consumers that they are environmentally responsible [6].

Sustainable development has been a focal point for researchers and professionals across various fields, such as engineering, business, and design. It encompasses three dimensions, environment, experience, and society, necessitating collective balance and optimization [7]. Internationally, renowned multinational corporations, including IKEA, 3M, The Body Shop, and Patagonia, spanning home, daily use, beauty and skincare, and clothing brands, actively engage in global sustainable development issues, addressing procurement, consumption, and carbon reduction. In recent years, the global trend among corporations and brands is dedicated to reshaping the global economy for the benefit of humanity, communities, and the Earth. This has given rise to the emergence of socially beneficial enterprises committed to a sustainability assessment, reflecting a broader societal trend and marking a shift in business philosophy. Emphasizing the interconnectedness of public interests, these enterprises showcase the capacity for corporate self-reflection and driving transformative change [8]. Nobel economist Robert Shiller contends that socially beneficial enterprises represent an innovative organizational model capable of generating more profits than traditional corporations. These enterprises leverage business to address societal and environmental challenges, thereby influencing legal obligations and corporate culture [9].

Conclusions

In today’s business environment, brands play a crucial role for both enterprises and products, with their image being the accumulation of consumers’ impressions of various elements. This study primarily conducts a quantitative evaluation of sustainable brand image design strategies for personal care products. Experts systematically analyze complex issues and employ quantitative calculations across different dimensions for assessment. However, the research has limitations, particularly the lack of consumer perspectives and discussions on the research topic. The study contributes to the existing literature by enhancing understanding in the field of brand management regarding the sustainable brand image of personal care products. Through quantified evaluations based on expert opinions, this study provides specific indicators for the sustainable brand image of personal care products, offering valuable references for future research. The methodological innovation applied allows for quantifying expert subjective evaluations, thereby enhancing the objectivity and accuracy of the assessment, potentially paving the way for new research avenues in similar studies.

Providing practical guidance is essential for brand designers and operators. This includes adopting eco-friendly materials, reducing energy consumption, and fostering values of mutual benefit. Moreover, brand ethos and commitments should be reflected in the brand’s visual identity to ensure alignment with their core values. By delivering both tangible and intangible value to consumers, brands can establish deeper connections and achieve sustainable development goals.

Abstract

The implementation of university sustainability affects brand perceptions by conferring attributes related to commitment and reputation, especially by students. The proper management of sustainability is related to an improvement in the university brand perceived by its stakeholders, including students. For this reason, this research aims to analyse whether university sustainability positively affects brand positioning among university students. For this purpose, a theoretical and quantitative mixed-method investigation is proposed that allows the establishment of a structural model in which the relationships between the dimensions of university sustainability with the dimensions of brand positioning are evident. The empirical analysis found that some dimensions of university sustainability, such as the institutional framework, campus operations and some dimensions of the substantive functions, positively affect brand positioning in university students and generate commitment to the university from both the prestige and reputation of the brand.

Introduction

One of the main challenges for organizations of the twenty-first century is to implement sustainability in their strategy, structure and processes [1,2]. This challenge has been raised for universities at the United Nations Conference for Sustainable Development in 2012 (Rio + 20) [3], so it remains a challenge that must transcend the ecocentric perspective and seeks to develop as a model of inclusive social transformation, that encompasses human well-being, environmental care and economic development [4]. In this regard, the university is the main promoter of change in companies and state institutions. In this way, universities are responsible for training citizens and future professionals who will be responsible for implementing ways of working that contribute to Sustainable Development [5]. Consequently, the importance of the present study lies in the fact that sustainability allows universities to achieve better economic results by reducing costs and decreasing the regulatory burden, as well as increasing brand positioning, prestige, and social responsibility actions with the community [6,7]. In addition, it favours competition in obtaining students, sustaining their programmes and obtaining high-level faculty [8].

Thus, this study addresses the existing theoretical gap regarding the relationship between sustainability and university brand positioning, given that in the Colombian context, there are no studies that address this relationship. Although there is research on the implementation of sustainability as an organizational model and models for its evaluation in Colombian universities [9,10], the impact of sustainability on the management of the university brand and its positioning in the context of Higher Education Institutions in Colombia has not yet been developed.

Conclusions

To conclude, the main theoretical and managerial implications are presented, as well as the limitations and future research on the issue.

6.1. Theoretical implications
The previous sections have developed the empirical contribution of the analysis of the proposed model for which theoretical assumptions were validated or refuted. However, this research addressed an analysis of the positioning of the university brand for which some dimensions were proposed that were not clearly defined and which are also consistent with the advances in university branding studies [53,60,72]. In addition, the incidence of sustainability as an organizational model on the positioning of the university brand is addressed, where a satisfactory validation of the dimensions of sustainability was addressed and the results of the analysis of its influence on identity, image and perceived quality were found, as constitutive of the positioning of the university brand. The studies on the issue evidenced the existence of a gap in the conceptualization of the determinants of positioning in university branding. Thus, theoretical and empirical demonstrations of identity, image and perceived quality as dimensions of this construct and its impact on the commitment to institutional support for sustainability are a recent theoretical contribution to the issue. The present research makes a contribution to university branding by establishing the way in which the dimensions of sustainability are generators of brand positioning in students. Thus, it was possible to establish that the dimensions of sustainability, such as institutional framework, campus operations, education, research and extension, are determinants of prestige, uniqueness and relevance over the competition. Therefore, they are aspects that influence the choice of the university by the students and at the same time are elements that affect the loyalty and satisfaction of the brand promise. Likewise, a theoretical contribution was made that had not been addressed, by establishing how the dimensions of sustainability affected the constituent elements of positioning, such as perceived quality, image and identity of the university brand, in being able to propose the central aspects of sustainability in the management of the university brand.