Journal of Business Industrial MarketingBranding in

Topics: Brand, Marketing, Brand management Pages: 13 (9433 words) Published: November 30, 2014
Journal of Business & Industrial Marketing
Branding in B2B markets: insights from the service‐dominant logic of marketing David Ballantyne Robert Aitken

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David Ballantyne Robert Aitken, (2007),"Branding in B2B markets: insights from the service#dominant logic of marketing", Journal of Business & Industrial Marketing, Vol. 22 Iss 6 pp. 363 - 371 Permanent link to this document:
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Jnl of Bus & Indus Marketing 2007.22:363-371.

Michael Beverland, Adam Lindgreen, Julie Napoli, Philip Kotler, Waldemar Pfoertsch, (2007),"Being known or being one of many: the need for brand management for business#to#business (B2B) companies", Journal of Business & Industrial Marketing, Vol. 22 Iss 6 pp. 357-362

Kerri#Ann L. Kuhn, Frank Alpert, Nigel K. Ll. Pope, (2008),"An application of Keller's brand equity model in a B2B context", Qualitative Market Research: An International Journal, Vol. 11 Iss 1 pp. 40-58 Michael Beverland, Adam Lindgreen, Julie Napoli, Jane Roberts, Bill Merrilees, (2007),"Multiple roles of brands in business#to# business services", Journal of Business & Industrial Marketing, Vol. 22 Iss 6 pp. 410-417

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Branding in B2B markets: insights from the
service-dominant logic of marketing
David Ballantyne and Robert Aitken
University of Otago, Dunedin, New Zealand

Jnl of Bus & Indus Marketing 2007.22:363-371.

Purpose – This paper aims to explore how the service-dominant (S-D) logic of marketing proposed by Vargo and Lusch impacts on business-tobusiness branding concepts and practice. Design/methodology/approach – Vargo and Lusch argue that service interaction comes from goods-in-use as well as from interactions between a buyer and a supplier. Their key concepts are examined and the branding literature critically compared. Findings – Goods become service appliances. Buyer judgments about the value-in-use of goods extends the time-logic of marketing. The exchange concept is no longer transaction bound. Service-ability (the capability to serve) becomes the essence of a firm’s value propositions. Service experience becomes paramount in developing and sustaining the life of a brand. Research limitations/implications – S-D logic highlights the need for rigour and clarity in the use of the term “brand”. It also opens up for consideration a variety of previously unexplored contact points in the customer service cycle, expanded to include customer assessments of value-inuse. Practical implications – S-D logic encourages extending brand strategies into a wider variety of communicative interaction modes....

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