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| 2. |
- Aagerup, Ulf, 1969-, et al.
(author)
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Building a warm and competent B2B brand personality
- 2022
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In: European Journal of Marketing. - Bingley : Emerald Group Publishing Limited. - 0309-0566 .- 1758-7123. ; 56:13, s. 167-193
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Journal article (peer-reviewed)abstract
- Purpose This study aims to investigate how business-to-business (B2B) companies build brand personality via the products they provide and via their interactions with customers. Design/methodology/approach A multiple case study, which spans 10 years, investigates via interviews, observations, workshops and document analysis how two fast-growing B2B companies selling industrial equipment to manufacturers build brand personality. Findings The studied companies concentrate on different brand personality dimensions depending on the activities in which they engage. By focusing on brand competence in the realm of the actual product and brand warmth in the realm of the augmented product, the companies manage to create a complete and consistent brand personality. Research limitations/implications The research approach provides in-depth knowledge on how the companies build brands for a specific type of B2B product. However, the article's perspective is limited to that of management and therefore does not take customer reactions into account. Practical implications The study describes how firms can build strong B2B brands by emphasizing competence in product design and R&D and warmth in activities related to sales and customer service. Originality/value The study introduces a conceptually consistent view of brand personality in the form of warm and competent brands to the B2B marketing literature. It builds on and contributes to the emerging research on B2B brand personality. By relating the companies' brand-building activities to the type of products they sell, this study illustrates how context affects B2B brand building, and by integrating brand personality theory with product levels and marketing philosophy, it extends previous theory on B2B branding.
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| 3. |
- Aagerup, Ulf, 1969-, et al.
(author)
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How image and awareness relates to internal and external stakeholders' acceptance of B2B rebranding
- 2023
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Conference paper (peer-reviewed)abstract
- The acquisitions of brands by companies have become more frequent, representing a significant and effective way for firms to reach international new markets. This recent trend has led to a rise in rebranding, particularly in the business-to-business (B2B) sector. Since marketing literature primarily focuses on B2C brand strategies, literature on the field constantly overlooks B2B characteristics. This is sorely needed, because, despite massive investments, many acquisitions fail, especially international acquisitions where one faces cross-country differences. This is unsurprising because most companies' M&A considerations do not place much weight on brand strategy, and brand equity is typically not handled very well but is often treated as an after-thought compared to more pressing financial matters (e.g. how rebranding affects stock returns) and operational matters (e.g. descriptions of enablers and barriers to the rebranding process). Previous studies in this field emphasise how to do rebranding. However, they treat the brand itself as a black box —it is only how you execute the B2B rebranding process that is investigated, not which dimensions of the customer's brand knowledge should be prioritised. This is unfortunate, because rebranding an acquired brand without an idea of the desired end result is like navigating without a destination —even if you execute well, you will most likely not end up where you need to be. This paper addresses this gap by providing insights into the significant factors that drive B2B rebranding strategies, focusing on the transfer of brand equity from the acquired B2B brand to the acquiring company's brand.This study was conducted in one B2B firm going through rebranding process in the life science sector. Getinge was founded in 1904 in Sweden and is a global medical technology firm. The company provides equipment and systems in the healthcare and life sciences sector and has become a global leader in the field of Surgical Workflow. The international growth has been possible through incorporating new innovative offerings. These have been both internally developed, but also acquired internationally. A significant number of international acquisitions have been made throughout the years. In 2021 the company employed over 10,000 people worldwide, with products marketed in over 135 countries.Besides being one of the most valued companies in the sector, Getinge was chosen since the firm has initiated a rebranding process after a long-time international growth strategy, including acquisitions of many different international brands. Moreover, since B2B companies commonly rely on corporate, rather than product branding. Getinge is an appropriate choice since this study, therefore, focuses on a company that uses the same name for its company and its products.By examining an in-depth single case study of a multinational B2B company in the life sciences industry, this paper contributes to the research in international rebranding by validating that brand equity is a relevant consideration for B2B rebranding processes. Specifically, it argues that brand awareness transfer plays an essential role during the rebranding process, especially when it comes to external branding. Customers generally accept the new brand if the value proposition remains unchanged. However, they need to be made aware of the change to avoid confusion. Internally by contrast, the most significant challenge seems to be the transfer of brand image. Awareness is easy; during a rebranding process employees immediately become aware of the change. They however exhibit strong opinions for or against rebranding depending on their emotional connections to the old brand.These results extend the theory on international rebranding after M&As by demonstrating that the B2B context requires different prioritizations than consumer goods rebranding. The study shows how various stakeholders respond throughout the rebranding process. Firms can plan their rebranding process in mind that both brand image and brand awareness are important for brand equity during the rebranding process. However, firms need to prioritise one over the other depending on their specific audience (internal and external). Moreover, the realisation that awareness is a crucial success factor in B2B rebranding might help companies leverage brand equity in international M&As.
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| 4. |
- Achtenhagen, Leona, 1969-, et al.
(author)
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Frühe Internationalisierung eines Unternehmens im Hochtechnologiebereich - Treiber und Hindernisse
- 2011
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In: Zeitschrift für KMU und Entrepreneurship. - Berlin : Duncker & Humblot. - 1860-4633 .- 1865-5114. ; 59:2, s. 125-140
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Journal article (peer-reviewed)abstract
- SMEs in high-technology industries, such as life sciences, face a fundamental challenge. On the one hand, i.a. high product development costs push firms to early-stage internationalization to speed up the amortization of those investments. On the other hand, a number of factors constitute hinders to internationalization, such as insufficient endowments with financial resources and the need to adapt to local regulations, which differ between countries. To date, little is known about how SMEs in practice master this challenge. Based on a longitudinal, in-depth case study of a young company from a high-technology sector, this paper aims at providing a better understanding of early internationalization processes of startups in these industries. This paper is closely linked to practice, while at the same time is contributing to the literature on international entrepreneurship.
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| 5. |
- Aerts, Ria, et al.
(author)
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Overcoming hospital resistance in an international innovation co-creation
- 2023
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In: Technological forecasting & social change. - New York : Elsevier. - 0040-1625 .- 1873-5509. ; 187
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Journal article (peer-reviewed)abstract
- The health sector is very specific and difficult market for firms to access and deal with. The main reasons for this is that the healthcare systems are in continuous change, the co-creation processes in hospitals are complicated involving many different actors which also affects on firms commercialization and internationalization approaches. However, there is a growing demand of health services and the sector is growing also due to the COVID situation, that has been dramatically speeding up the digitalization of the healthcare services in the hospital settings. Approaching international hospital markets is, however, challenging for the start-up companies. On their journey they are facing a resistance, that they have to overcome in many different ways. The aim of this paper is to increase understanding how a start-up can overcome hospital resistance in an international innovation co-creation process. The results of are based on in depth case study in which the data collection was done over the four years of data gathering. The paper highlights how start-up companies can overcome the resistance in the international innovation co-creation in the hospital markets. It shows the importance of different activities, actors, capabilities and international activities in different phases of the international innovation co-creation journey. © 2022
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| 6. |
- Amal, Mohamed, et al.
(author)
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Differences and similarities of the internationalization processes of multinational companies from developed and emerging countries
- 2013
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In: European Business Review. - Bingley : Emerald Group Publishing Limited. - 0955-534X .- 1758-7107. ; 25:5, s. 411-428
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Journal article (peer-reviewed)abstract
- Purpose: This paper aims, by a direct comparison, to address the differences and similarities of the internationalization processes of multinational companies both from developed and emerging countries.Design/methodology/approach: This study employed qualitative approach, using an integrated model of internationalization process. Multiple case studies, with two companies with significant involvement in foreign markets and originating in countries with different levels of development, were carried out.Findings: The results reveal that the case companies show some differences with regards to their use of ownership advantages to facilitate their internationalization. On the other hand, learning and experience of internationalization, coupled with the use of networks, have been factors that have influenced the pace and the pattern of the case companies' internationalization. An integrated model, which includes variables related to networks and learning/experience, may contribute to the understanding of the case of multinational companies from emerging economies.Originality/value: Although the research field of emerging multinationals has been growing lately, very few attempts have been made in the sense of directly comparing the internationalization process of firms from both developed and emerging countries. The authors proposed an integrated analytical model that draws on insights from the eclectic paradigm and the Uppsala internationalization model. © Emerald Group Publishing Limited.
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| 7. |
- Andersson, Svante, 1962-, et al.
(author)
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A Glocal marketing model
- 2009. - 1
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In: Glocal Marketing. - Lund. - 9789144055558 ; , s. 391-396
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Book chapter (peer-reviewed)
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| 8. |
- Andersson, Svante, 1962-, et al.
(author)
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Analyzing Capabilities which Born Global Firms Develop and Implement for their International Growth
- 2016
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Conference paper (peer-reviewed)abstract
- The aim of this paper is to investigate how born global firms co-operate with local and international network actors to provide innovations for international growth, Consequently, born globals’ use of their own innovation capabilities, stemming from firm-specific advantages, and their access to complementary resources and activities of their network partners, termed here as network capabilities, are analyzed to aid our understanding of the provision of innovative solutions that lead to firms’ international growth. The paper opted for an exploratory study, using a qualitative case study approach of five born global companies. Focus groups, work-shops and interviews with the entrepreneur-CEOs in the companies are used to gain deep insight into innovation and internationalization processes that underlie the case companies’ international growth. The study shows that the entrepreneur-CEOs’ networking and innovation capabilities, have been crucial for the born global firms international growth. A high responsiveness to changes in the environment and incremental rather than radical innovation characterize the firms’ growth. A fruitful relationship between the Born Globals and other actors is crucial for them to be able to get access to resources, which can complement their own to create innovative solutions that will lead to growth.
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| 9. |
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| 10. |
- Andersson, Svante, 1962-, et al.
(author)
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Born Global or Local? Factors influencing the Internationalization of University Spin-Offs - The Case of Halmstad University
- 2016
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In: Journal of International Entrepreneurship. - New York : Springer-Verlag New York. - 1570-7385 .- 1573-7349. ; 14:3, s. 296-322
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Journal article (peer-reviewed)abstract
- A wealth of research in the past decades has examined born globals or international new ventures, which are firms that from inception view the whole world as a market and as a source to access resources. Many of these firms build their competitive advantage on high-tech knowledge. However, although many studies have shown how born globals can achieve success if they access resources through their relationships from actors in their networks, few studies have explored the relationship between born globals and universities. Universities are important actors in creating new technology knowledge, and many studies have shown how new firms, or so-called university spin-offs (USOs), are formed around universities. The current study explores why some USOs are successful in their international growth strategy and discusses the factors that influence and facilitate the internationalization process. The study investigates 10 USOs around the newly established Halmstad University in Sweden and finds that universities have a positive effect on firm creation and initial international growth. The regional competence base increases from the establishment of a local university, primarily by strengthening the regional human capital and by increasing university research. This study shows that researcher entrepreneurs’ ventures start as born globals, but that these firms do not continue to grow. Born global business models, per se, do not lead to competitive advantage and successful internationalization. Instead, a strategy built on customer focus and an ability to adapt to different customer demands lead to growth, and the location of growth is dependent on the size of the home market. This study also shows that student entrepreneurship can be a successful growth strategy for USOs focusing on both international and local markets. © 2016 Springer Science+Business Media New York
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