Handbook on Brand and Experience Management
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Handbook on Brand and Experience Management

Edited by Bernd H. Schmitt and David L. Rogers

This important Handbook explores new and emerging directions in both brand management research and practice. It encompasses a diverse set of approaches including the latest academic research offering new frameworks for understanding brand management, the researcher’s perspective on current tools in practice by brand managers, new research and conceptual frameworks for understanding and managing customer experiences and recent empirical research and scale development in both brand and experience management. The book focuses on practical, managerial, and organizational best practices.
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Chapter 19: Building a B2B Corporate Brand

David L. Rogers


1 David L. Rogers In the 1990s and first decade of the 21st century, the practice of brand management expanded into new types of business organizations. Previously, branding was a common practice in companies that sold to large markets of end-consumers – B2C branding. The principles of brand management arose from the marketing of fast-moving consumer goods and then expanded into other consumer goods (for example, durables such as automotives) and into services. Branding concepts and frameworks were used to develop both product brands (Kitkat, Cadillac, Macintosh) and corporate brands for the companies selling those products (Nestlé, General Motors, Apple Computers). In the 1990s, however, brand management began to be utilized by companies selling to business customers as well – B2B branding. These brands were being marketed not to mass-market consumers purchasing fast-moving packaged goods, but to business managers responsible for the financial return on (often substantial) purchasing investments. Many such B2B companies had grown up with a strong product and engineering-focused culture that did not always embrace the market-focused orientation of brand management. The global scale of many B2B companies posed additional challenges for the integration and consistency expected of traditional brand management. Are B2B brands necessary? An early assumption was that brands did not matter in B2B markets, only price and product innovation. The customer was expected to be less emotional and much more analytical in their purchasing decisions. But highly visible and widely-admired brands have assumed market leadership in a wide variety of B2B categories: technology (IBM), manufacturing (Boeing)...

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