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Branded Component Strategies: Ingredient Branding in B2B by Stefan Worm

By Stefan Worm

In the hunt for higher differentiation in their items, many businesses in B2B markets have began to systematically put money into model development. Stefan trojan horse analyzes how part provider model energy between unique gear brands’ (OEMs’) shoppers impacts part providers’ industry functionality of their relationships with those OEMs. extra, the writer determines which administration tools are potent in development, maintaining, and leveraging part provider model power. The research depends on information accumulated from a number of production industries.

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Additional resources for Branded Component Strategies: Ingredient Branding in B2B Markets

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Brand architecture relates to both the firm’s brand portfolio and the branding of the individual product as it describes the hierarchy and type of brands, respectively. The brand hierarchy is the major parameter of brand architecture (cf. Laforet and Saunders, 1994, 67-68; Rao, Agarwal, and Dahlhoff, 2004, p. 127): x Corporate dominant branding (branded house): The corporate brand name dominantly endorses all of the firm’s products. The corporate brand then assumes the function of an “assortment brand” (Kotler, Keller, and Bliemel, 2007, p.

313; 2006b, p. 125). As Nordewier, John, and Nevin (1990, p. 81) note, acquisition of repetitively purchased items may result in significant administrative costs caused by complicated ordering procedures. Such a recurrence makes reductions in acquisitions cost an avenue for value creation. 1 Value Creation in Buyer-Supplier Relationships 19 Customer operations represent the third instrument of value creation. Ulaga and Eggert (2006b, p. 126) identify supplier know-how and time-to-market as the two ways for suppliers to create benefits for their customers’ operations.

510). Brand management instruments are thus “marketing actions” by seller firms aimed at creating brand awareness and shaping the image of the brand in customers’ minds. The brand management process depicted in Figure 9 groups the instruments into three consecutive stages in a recurring cyclic process: planning, implementation, and control (see Aaker, 1991; Keller, 2008 for alternative management processes). It is important to note that brand management does not occur in isolation from a firm’s other marketing activities.

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