An integrated perspective on brand orientation and market orientation: the role of marketing communications in building brand equity in FMCG firms

Brand Orientation and Market Orientation have been demonstrated to exert a significant impact on brand equity. Moreover, brand equity serves as a crucial link connecting these orientations to company performance. However, the existing literature presents a substantial gap in understanding this relationship, particularly within the context of India. To address this gap, this study proposes an innovative framework for examining the interplay between brand orientation, market orientation, business performance, and brand equity. A survey was done in northern India using a causal study design to determine cause-and-effect correlations among the components. The participants were asked to respond to an English-language questionnaire. The outcomes of the structural equation modeling (SEM) analysis support all of the proposed hypotheses. The findings of this study carry significant implications for businesses aiming to optimize their brand and market orientations while capitalizing on their brand equity to enhance their overall performance. This research offers fresh insights for businesses operating in diverse cultural and economic contexts through its innovative methodology and empirical evidence. Businesses can enhance their brand and reputation, launch tailored offerings, and gain a competitive advantage through market and brand orientation. The framework developed in this study can be adapted to other emerging economies or even larger organizations. For both businesses and academics, this research serves as a valuable resource, providing a deeper comprehension of the intricate relationship between brand orientation, market orientation, company performance, and brand equity in India and beyond.

PurposeThe purpose of this study is to investigate the manner in which market orientation types facilitate the development of brand management processes (strategic brand management and internal branding), and brand performance.Design/methodology/approachThe research model is assessed using data collected from brand executives. Existing scales are used to measure all the focal constructs. Partial least squares-based structural equation modeling (PLS-SEM) using the Smart-PLS 3.0 software is used to check for the psychometric properties of the scales and to test the hypotheses.FindingsThe results of this study indicate that proactive and reactive market orientation influence the internal branding and strategic brand management. The mediating role of strategic brand management in the relationship between proactive market orientation (PMO) and brand performance is significant. Similarly, internal branding mediates the relationship between PMO and brand performance. Also, strategic brand management and internal branding mediate the relationship between responsive market orientation (RMO) and brand performance. Results also indicate that market turbulence negatively moderates the relationship between strategic brand management and brand performance.Research limitations/implicationsBuilding on literature from brand management, organizational capabilities and market orientation, this study explicates the role of PMO and RMO in influencing different strategic brand management and internal branding, and subsequently, brand performance. The perspective used in this study provides an insight into how organizations can develop and manage brands from a process perspective.Practical implicationsTo develop the brand management capability, organizations may benefit from cultivating processes that seek to meet the latent customer needs through explorative and proactive information seeking, and at the same time, pursing processes that focus on capturing the existing customer and competitor trends in the market.Social implicationsThis study hopefully helps marketers realize that brand management function needs to move toward being more dynamic in nature.Originality/valueThis study borrows from the existing research on market orientation, branding and brand management to argue that organizations are required to not only maximize the brand returns in the existing market but also to adapt to the changes in the future.

Recent studies conceptualize that market orientation and brand orientation may be more than simple alternative strategic options for marketing strategy, but evolve further into a distinctive hybrid orientation that combines and integrates the two orientations. That is, although separate market orientation and brand orientation may exist, sophisticated marketing may evolve to include what has been termed a market and brand orientation hybrid (Urde, Baumgarth and Merrilees, 2011). The current paper empirically tests for such a hybrid orientation. Additionally, the paper is able to identify and quantify the mechanism by which brand orientation impacts marketing performance. The identified mechanism has its genesis in the operational implementation of the marketing strategy.

Brand orientation is a relatively new paradigm in marketing which was first introduced in the 1990s. Since then, an accumulating body of research has addressed the strategic importance of brand orientation. Although there is a growing body of literature on brand orientation, there have been no empirical studies examining the mediation effect of brand orientation on market orientation-performance relationship to date. Moreover, most studies on brand orientation have been carried out in the context of large enterprises. Hence, the aim of this research is to extend the literature and address market orientation, brand orientation. and firm performance against the backdrop of Korean SMEs. The authors empirically investigate the impact of market/brand orientation on organizational performance and the mediating role of brand orientation. They utilize 178 usable responses to test the four research hypotheses. The hypothesized model predicts that there is a positive association among market ori-entation, brand orientation, and firm performance. It is also expected that brand orientation mediates the relationship between market orientation and organizational performance. The statistical results based on PLS analysis confirm our prediction among the constructs in the research model. The em-pirical evidence provides significant theoretical and managerial implications for brand orientation among SMEs. The first theoretical implication is that we provide empirical evidence regarding the important role of brand orientation in explaining the multi-trait perspectives of strategic orientation. The second theoretical implication is that the concept of brand orientation can be empirically vali-dated in the context of SMEs. In terms of managerial implications, managers of SMEs should attempt to build a brand-oriented corporate culture or mindset that places brand values and brand norms as the top priority among their company`s tasks. In addition, managers should recognize that brand ori-entation is critical for SMEs as well as large enterprises. In the last section, the authors address limi-tations of the study and provide directions for further research.

Strategic orientations underpin the firm’s managerial decisions and influence its performance. Firms can combine multiple strategic orientations to achieve superior performance. Market orientation and brand orientation are well-developed, separate, strategic approaches. A 2013 study conceptually proposed a strategic hybrid orientation comprising two types: (a) market and brand orientation and (b) brand and market orientation. The current study is qualitative, using small-to-medium enterprises to investigate strategic hybrid orientations. Through propositions, the paper explains the theory and processes underlying the two hybrid orientation types. The propositions form the guiding principles for the strategic management of the hybrid orientation. The implications for managerial practice show that quite different capabilities apply to the execution of each strategic hybrid type.

In the context of globalization, brand management and market expansion have become critical strategies for companies seeking growth in emerging economies. This comparative analysis explores how organizations effectively manage their brand and expand their market presence in rapidly developing regions. Emerging economies, characterized by dynamic markets, evolving consumer preferences, and varied regulatory environments, present unique opportunities and challenges for brand management. The study examines key strategies that firms employ to establish and strengthen their brands in these markets. It highlights the role of localized branding efforts, cultural adaptation, and consumer engagement in building brand equity. Additionally, the analysis delves into market expansion techniques, such as strategic partnerships, distribution channel development, and digital marketing, which are essential for penetrating and sustaining presence in emerging economies. Through a comparative approach, the paper identifies best practices and common pitfalls faced by businesses in different emerging markets. It explores case studies from diverse regions, providing insights into successful brand management practices and effective market expansion strategies. The findings underscore the importance of understanding local market nuances, leveraging local partnerships, and continuously adapting strategies to meet the evolving needs of consumers. This analysis contributes valuable knowledge to practitioners and researchers interested in the intersection of brand management and market expansion in emerging economies. It offers actionable recommendations for companies aiming to enhance their brand presence and achieve sustainable growth in these high-potential markets. By integrating insights from various emerging economies, the study provides a comprehensive understanding of the strategic approaches necessary for navigating the complexities of global market expansion. Keywords: Brand Management, Market Expansion, Emerging Economies, Localization, Consumer Engagement, Strategic Partnerships, Digital Marketing, Comparative Analysis.

PurposeWhile extant research highlights the importance of both market orientation and brand orientation in brand success, it is still unclear how they actually combine to contribute to brand performance. Grounded in the theoretical perspectives of the resource-based view and dynamic capabilities, this study unpacks how, and when, brand orientation and market orientation link systematically to influence brand performance.Design/methodology/approachIn testing the research hypotheses involving mediation and moderation effects, survey data were gathered from a sample of business firms in the manufacturing sector and analyzed through regression analysis.FindingsThe results suggest brand orientation manifests through market orientation to influence brand performance via the intervening mechanism of brand management capability. The results also suggest at high levels of competitive intensity, the systematic combination of market orientation and brand orientation is critical in facilitating brand management capability enhancement and subsequent brand performance.Originality/valueThis study extends current literature by providing a more detailed account of how brand orientation and market orientation systematically combine to yield superior brand performance via the mediating role of brand management capability. This study also provides further insights into how, in response to different levels of competitive intensity, the systematic combination of brand orientation and market orientation is managed to facilitate brand management capability enhancement and subsequent brand performance.

Brand orientation and market orientation — From alternatives to synergy

Brand performance related concepts, such as brand strength and brand equity have been proven out to provide several positive outcomes for a firm. This research study aims to estimate the impact of market orientation, internal marketing and brand image on brand orientation and strengthening brand performance. The study tests whether market orientation, internal marketing and brand image affects brand orientation and in turn whether brand orientation affects brand performance in coffee industry of Aceh - Indonesia. A standardized questionnaire was distributed among different people pertinent to coffee industry (distributors, whole sellers, retailers, sales force and employees etc). A total of 200 questionnaires were used by random sampling technique. A model with hypotheses of the relationships between the constructs was built. The results of the structural equation model suggest that market orientation and internal marketing, has positive effect on brand orientation, while brand image has a non-significant effect. Moreover, the study concludes that brand orientation has a substantial impact on strengthening brand performance. Results of this study can help organizations to improve their company performance through more awareness of the determinants of brand performance.

Franchisee-based brand equity: the role of brand relationship management

The aim of this study is to investigate the effects of market orientation and brand orientation on firm performance. An integrative approach is used in designing the research model. Market orientation and brand orientation taken as antecedents of firm performance are included in the model as existed in the literature. However, researches on how companies become market-oriented, brand-oriented and how market orientation and brand orientation affect firm performance are still rather limited. Therefore, the aim of this paper is to propose a theoretical model showing what factors contribute to market orientation and brand orientation, as well as the their effect on firm performance for Turkish brands. Variables in the proposed research model were measured by scales already existed in the literature. A questionnaire form is used via both online and face-to-face interviews for gathering data in the survey. Data were collected from the firms which are members of United Brand Association with 144 firms. The universe of the research consists of the marketing manager, the brand manager and / or the corporate communications managers of the companies that are members of the United Brands Association. This paper also demonstrates a value for its sectoral brands-specific findings.

Brand marketing is the creation and maintenance of relationships between a brand and its customers. Employing products and services as evidence of the brand's dedication allows for the endorsement of the entire brand. Product management is one of the most significant strategies that businesses implement to fulfill their goals of gaining a competitive edge, achieving client loyalty, and maximizing the benefits that their goods provide while proceeding with their commercial operations. This research focused on analyzing several aspects of product and branding management, brand marketing, and digital marketing. Also, the significance of digital technology in brand and product management was underscored. Companies must prioritize integrating digital technologies such as blockchain, metaverse, artificial intelligence, virtual reality, augmented reality, and metahuman into their product and brand management and marketing strategies. The study involved an examination of the literature on brand management and an investigation of data about the significance of technology in branding.

With the end of COVID-19, China's music festival market has entered an explosive phase characterized by both "revenge growth" and structural transformation. This period has also exposed deep-seated industry challenges, including intensified homogeneous competition, low brand loyalty, and singular profit models. Taking the Foshan Gapday Music Festival as a typical case study, this paper conducts an in-depth analysis of its brand development and marketing pathways through field research methods. The study comprehensively applies the 7Ps theory of service marketing to deconstruct its product portfolio and on-site experience management, employs SWOT analysis to clarify its internal and external competitive landscape, and utilizes integrated marketing theory to evaluate the effectiveness of its online and offline multi-channel communication efforts. The research aims to systematically summarize the successes and shortcomings of the Gapday Music Festival in terms of brand positioning, experience design, and marketing integration. Furthermore, from a long-term development perspective focused on building brand equity, achieving differentiated competition, and fostering cultural-commercial synergy, the study explores how precise brand positioning can transform the Foshan Gapday Music Festival into an enduring brand. Ultimately, this research transcends the scope of a single case study by seeking to illuminate the path and paradigm shift of China's music festival industry—from pursuing short-term traffic dividends to striving for long-term brand value—thereby providing strategic insights for industry practitioners to build core competitiveness in the new consumption era.

Purpose – This study aims to map and analyze the scientific development of Integrated Marketing Communication (IMC) research and its relationship with brand equity within the fields of business, management, and accounting. Methodology – A bibliometric analysis was conducted using 175 peer-reviewed articles indexed in the Scopus database published between 1996 and 2023. The study applies performance analysis and science mapping techniques, utilizing VOSviewer to identify influential authors, documents, journals, and thematic research clusters in the IMC–branding literature. Findings – The results reveal that Keller (2009) and Schultz emerge as the most influential contributors in the IMC research landscape. The thematic mapping indicates that recent research trends emphasize the integration of social media and message consistency as critical elements of effective IMC strategies in building brand equity. The analysis also shows a growing interdisciplinary orientation and increasing academic interest in digital communication channels. Originality – This study offers a comprehensive bibliometric overview of IMC and branding research over nearly three decades, highlighting intellectual structures, influential contributors, and emerging themes. It contributes to the literature by systematically synthesizing the evolution of IMC scholarship and identifying future research directions relevant to both academics and practitioners. Practical implications – The findings provide valuable insights for marketing practitioners and brand managers in designing cohesive IMC strategies, particularly in leveraging digital and social media platforms to enhance brand equity through consistent messaging.

Purpose - The focus of this study is to investigate the structural influences such as brand value, relationship value, market orientation, long-term orientation, and performance. The effects of brand value and relationship value on the differences on transaction performance in b2b was investigated. Research design, data, and methodology - The subject of this study was a liquor and beverage distribution company that deals in b2b. The research hypothesis is based on literature of the preceding research analysis of brand value, relationship value, market orientation and long-term orientation. This study has constructs that was defined operationally by referencing previous studies. Operational questionnaire was used to investigate the target key staff who work in the liquor and beverage distribution company. 178 survey data were used for empirical analysis to prove the hypothesis. This study used structural equation techniques(AMOS) to prove the research hypothesis. Results - The main results of this empirical study were as follows. First, supplier's brand awareness has a positive effect on market orientation, but did not affect long-term orientation. Brand awareness of suppliers indicates that they are not directly related to long-term orientation. Second, supplier's brand image has a positive effect on market orientation and long-term orientation in b2b transaction. So, the brand image and reputation of the supplier suggest that it is important for the b2b transaction to have a market orientation tendency or a long-term orientation. Third, supplier's relationship value has a positive effect on long-term orientation, but does not affect market orientation. Relationship value indicates that they are not directly related to market orientations of the buyer. Fourth, Market orientation has a positive effect on long-term orientation and marketing performance and long-term orientation has a positive effect on marketing performance in b2b. Additionally, the buyers market and long term orientation are important factors in marketing performance in b2b. ' Conclusions - Based on empirical results, this study confirmed that brand image rather than brand awareness positively influenced long-term orientation as well as market orientation in b2b. Relationship value can be found in transactions, which is important for long-term orientation. Especially, these findings are suggestive in the consumer goods distribution market.