How Multiple Strategic Orientations Affect the Brand Performance of B2b Smes

Scholars are interested in exploring strategies for better business-to-business (B2B) brand management because several strategic benefits of having a stronger B2B brand have been revealed. Contributing to this stream of research, this dissertation applies the concept of multiple strategic orientations for the purpose of improving B2B branding. The collective role of the brand, market and entrepreneurial orientations when used for improving brand equity, brand awareness, brand credibility and financial performance are examined in the dissertation. Examining this phenomenon for B2B smalland medium-sized enterprises (SMEs) is an important and interesting topic because (1) SMEs are known for delineating multidimensional strategic orientation and (2) B2B SMEs have shown growth with the help of a stronger brand despite being less motivated to conduct branding activities and less resourceful when doing so. The results of this study could help to develop a more cohesive and coherent branding strategy for B2B SMEs. The research question of the dissertation is addressed with the help of three articles. The first article sheds light on the theoretical framework of interaction between brand, market and entrepreneurial orientations. Findings of the first article led the selection of two perspectives on interactions for examination, which were subsequently examined in the second and third articles respectively. These two perspectives on interaction are strategic hybrid orientation and moderating interaction. The first article used the systematic literature review approach, while the second and third articles used regression analysis to examine the relationship between constructs by using the data collected from 250 Finnish B2B SMEs. The results supported the presence of strategic hybrid orientation between brand and market orientations for the purpose of improving brand awareness, brand credibility and financial performance. However, insignificant results were found which did not rule out the presence of moderating interaction between brand, market and entrepreneurial orientations in improving brand equity. Further research studies are encouraged to advance the understanding of this approach of B2B branding in SMEs. The dissertation achieves novelty by being amongst the first to provide empirical evidence to support the concept of using multiple strategic orientations for B2B branding in SMEs. This study concludes by discussing the theoretical contributions and managerial implications of these results.