Corporate branding and value creation for initiating and managing relationships in B2B markets

Abstract

Purpose

This study aims to fill a gap in branding literature concerning the effect of corporate brand relationships on brand value through the case study method in a business-to-business (B2B) context. The objectives of this study can be framed in the following three questions: what are the main constituents of a corporate brand; how does a corporate brand generate tangible and intangible brand value for their business customers; and how do tangible and intangible brand benefits influence relationship initiation and management practices of the case companies?

Design/methodology/approach

The study adopts a qualitative multiple cases study design by using archival data and both in-depth telephone and online interviews with senior representatives of the case study companies to investigate corporate branding and associated issues in a B2B context.

Findings

From a managerial perspective, this study reveals that corporate business culture, brand relationships, products and corporate identity and personality as the main constituents of a corporate brand in a B2B context. The results show that a corporate brand can generate intangible and tangible brand value benefits for business customers. The findings also note the importance of brand value in enhancing relationship initiation.

Originality/value

The study contributes to the branding literature by developing a conceptual model that explains the development and role of the corporate brand in a B2B context with its associated value creation and brand management outcomes. The findings advance brand management literature on business relationships, which addresses a gap in B2B contexts rather than mainly about product brand management and value creation in business-to-consumer contexts.

Citation

Ozdemir, S., Gupta, S., Foroudi, P., Wright, L.T. and Eng, T.-Y. (2020), "Corporate branding and value creation for initiating and managing relationships in B2B markets", Qualitative Market Research, Vol. 23 No. 4, pp. 627-661. https://doi.org/10.1108/QMR-12-2017-0168