2018, Volume 23, nº 1
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- Measuring internal brand equity in B2B service industries in IranPublication . Tabar, Sara Moghaddam; Karami, Naser; Ilbeigi, FarazIn the business-to-business sector, employees are playing a pivotal role in the success of corporate brands. Thus, measuring the internal brand equity in service industries can significantly highlight the potential role of the workforce in internal and external brand performance. To this end, 105 service firms were examined and empirical data was provided by a sample of 533 industrial workers and 208 managers, which was then analyzed. The main conclusions of this research lead us to confirm the positive relationship between determinants of internal brand equity and its influence on building strong internal and external brand equity. Conclusions are drawn for management practice and future research.
- Are large firms more profitable than small and medium firms in the European Union?Publication . Gaio, Cristina; Henriques, RitaThis study comparatively analyses the profitability between large enterprises (LE) and small and medium enterprises (SME) in the European Union in order to understand which group of companies is more profitable. The analysis is also segmented by groups of countries and industries. Furthermore, we study the impact of the financial crisis on profitability. The sample includes 54,654 firms from 21 EU countries and from 17 industries during the period between 2004 and 2013. Two measures of profitability are used: (1) Return on Assets (computed both with earnings before interest and taxes and net profit), and; (2) Return on Equity. The results suggest that LE are, on average, more profitable than SME. This finding holds across all industries except one. However, there is additional evidence that SME in Eastern Europe are more profitable than LE and are also more profitable than SME in Western Europe. Finally, the results also suggest that the financial crisis negatively impacted firms’ profitability, particularly in SME.
- Strategic brand experience to differentiate B2B service offering : a case study analysisPublication . Quader, Mohammed Shahedul; Sohel, Shanewaz MahmoodIn the 21st Century, the service sector industry plays a more domineering role than manufacturing. As a result, a dynamic service-oriented approach to marketing emerges, where perceptions of a brand are significantly influenced by the staff. The difference between competing brands is not only based on functional factors, but also emotional factors. Staff are critical to build and maintain a sustainable brand, and require in-depth knowledge and skills, which together with support activities, deliver the brand values. Staff should be recruited who genuinely believe in the brand’s values and who work together to build the brand. Firms should create a favourable organisational culture and gain the support of both core staff and third party suppliers who deliver the brand promise. The aim of this study is to investigate how to use branding as a tool to communicate the message to customers in a consistent manner and deliver functional and emotional brand promises. The research was carried out for NB Entrust and aims to be a catalyst for change for the company. NB Entrust has a strong B2B service business model, but there is concern that it will be imitated by competitors, and thus staff are the valuable differentiating factor. The results from the holistic brand positioning audit and brand leadership survey show that NB needs to: unify its culture, develop future leaders as brand champions, and communicate brand values more effectively to stakeholders.