A brand orientation typology for SMEs: a case research approach
| DOI | https://doi.org/10.1108/10610420510601021 |
| Date | 01 May 2005 |
| Pages | 155-162 |
| Published date | 01 May 2005 |
| Author | Ho Yin Wong,Bill Merrilees |
| Subject Matter | Marketing |
A brand orientation typology for SMEs:
a case research approach
Ho Yin Wong and Bill Merrilees
Department of Marketing, Griffith Business School, Griffith University, Gold Coast, Australia
Abstract
Purpose – This research paper aims to discuss the role of branding strategy in small and medium size enterprises (SMEs).
Design/methodology/approach – The literature on traditional brand management and strategic branding are first reviewed. Four critical constructs
are identified, namely brand distinctiveness, brand orientation, brand-marketing performance and brand barriers. The literature, in combination with
(eight) case research interviews, has been synthesised to develop a new theory of SME branding.
Findings – The paper reveals that the theory identifies the ladder of SME brand orientation, moving from minimal brand orientation, to embryonic
brand orientation to integrated brand orientation. Further, it is suggested that most SMEs will be on the lower steps of the ladder. A model of the brand
strategy process has been formulated, specifying links between brand barriers, brand distinctiveness, brand orientation and brand-marketing
performance. The study puts forward some propositions about the pre-conditions to move higher up the ladder, particularly to an integrated brand
orientation.
Research limitations/implications – The major limitation of this research is that it is based on eight case studies. It is suggested that a quantitative
survey be carried out to enhance the generalisability of the model.
Originality/value – This paper makes original contributions in that it uses case studies to establish the relationship between the level of brand
orientation and brand-marketing performance; and conceptualises the four brand-related constructs.
Keywords Brand management, Brand identity, Small to medium-sized enterprises, Case studies, Australia
Paper type Research paper
An executive summary for managers and executive
readers can be found at the end of this article.
Introduction
The world of branding is clearly dominated by big businesses,
with whom we share activities ranging from cleaning teeth to
what we drink at parties. What is less clear is where small to
medium-sized enterprises (SMEs) fit into this world of
branding. Superficially, SMEs do not seem to carry much
force in brand presence. SMEs lack the financial resources
and “share of voice” to have much of an impact, suggesting a
limited role of branding for them. However the apparent lack
of literature on SME branding leaves us agnostic as to where
brands fit into SME marketing strategy. It is the aim of this
paper to remedy this lack of research.
The main objective of this paper is to understand the role of
branding in SME firms. The literature on traditional brand
management and strategic brand management will first be
reviewed. The research methodology to justify the use of the
case study method is then presented, followed by an overview
of the way branding is perceived in the cases under review.
The development of the model from the in-depth personal
interviews will then be established. Finally, research and
managerial implications will be considered in detail.
Literature review
Both literatures on SME marketing and brand management
are rooted in marketing concepts in general. The following
sections will go through the relevant literature on those two
disciplines to highlight research gaps in the literatures.
SME marketing
The discipline of SMEs is broadly based in management,
marketing, and entrepreneurship (Carson et al., 1995). While
it has been argued that SMEs pose unique features which are
different to traditional marketing in large firms (Carson and
Cromie, 1990), several authors suggest integration of strategic
management and marketing in the SMEs (Carson et al., 1995;
Hitt et al., 2001). Marketing can be viewed as an integral part
of SME activities. SME business nature is fundamentally
intrinsic to and compatible with marketing philosophies.
Consequently, it is possible to amalgamate marketing and
SME activities. For example, Carson (1990) uses different
marketing models to evaluate the performance of small firms.
Marketing planning, with some adaptation, could benefit
SMEs (Carson, 1990). An SME-specific version of marketing
mix borrowed from traditional marketing 4Ps can guide the
SME thinking and doing business (Carson and Gilmore,
2000). The literature on SMEs suggests that marketing ideas,
concepts, techniques are useful if used properly. Nevertheless,
the branding issue has not been studied in the SME context.
Traditional brand management
The brand concept is a contemporary issue in marketing.
Academics have been trying to rationalise an effective and
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The current issue and full text archive of this journal is available at
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Journal of Product & Brand Management
14/3 (2005) 155–162
qEmerald Group Publishing Limited [ISSN 1061-0421]
[DOI 10.1108/10610420510601021]
155
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