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|Sarkar, Soumya, Marketing, Indian Institute of Management Ranchi, Ranchi, India; Mishra, Prashant, Marketing, IIM Calcutta, Kolkata, India
|ISSN/ISBN - 0965254X
|DOI - 10.1080/0965254X.2016.1148768
|The relationship between market orientation (MO) and one of its most important consequences–firm performance–has received considerable attention in marketing research. Performance has been largely judged through financial or objective measures. This paper connects assimilation of MO in firms with corporate brand performance since academics have not used judgmental or market-based measures in assessing performance. We have introduced customer-based corporate brand equity to obtain a rounded idea of firm performance. This is achieved through a dyadic study, instead of self-assessment, wherein the marketing chiefs of B2B firms and their respective organisational customers are surveyed to gauge the effects of incorporating MO. We have shown that corporate brand performance is enhanced significantly in the presence of organisational innovativeness. From a practitioner’s perspective, the study details the organisational actions to be taken to assimilate MO and how those can be exploited to enhance corporate brand performance. © 2016 Informa UK Limited, trading as Taylor & Francis Group.
|Journal of Strategic Marketing
|Customer-based corporate brand equity
|Market orientation and customer-based corporate brand equity (CBCBE): a dyadic study of Indian B2B firms
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