Abstract
Utilising Baumgarth’s (2010) model of brand orientation in the business-to-business sector, we offer an in-depth examination of brand orientation and brand management practices in a small sample of New Zealand-based small and medium enterprises (SMEs). Interviews with entrepreneurs/founders/ CEOs in eight SMEs operating in the New Zealand food and beverage manufacturing sector were undertaken to consider the way in which entrepreneurial values drive branding and industry contingencies influence the building of brand norms and artefacts. In addition, we investigated the influence of brand norms, artefacts and contingency factors on SME brand management practices. Adapting Baumgarth’s (2010) model to explore the antecedents of brand orientation in this context, our findings show that, while entrepreneurs drive the brand values initially, brand norms and artefacts appear neglected in our sample of SME organisations and this is due in part to the influence of external contingencies. We identify subsequent effects on the branding practices of small and emergent as well as more established SMEs, and discuss practices that provide best fit within domestic and export markets. Future directions are signalled that highlight the need for strong brand norms in SME organisations, particularly those that attempt to engage with consumers in the act of co-creating brand value.
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The online version of the erratum article can be found at 10.1057/s41262-016-0017-1
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Renton, M., Daellenbach, U., Davenport, S. et al. Finding fit: An exploratory look at SME brand orientation and brand management in the New Zealand food and beverage sector. J Brand Manag 23, 289–305 (2016). https://doi.org/10.1057/bm.2016.7
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DOI: https://doi.org/10.1057/bm.2016.7