Ever b2c firms servicing luxury segments are also

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ever, B2C firms servicing luxury segments are also relevant. In general, any SME adopting the brand identity-driven type should recognize the benefits of developing and managing the syn- ergy of resources within the firm. Recognizing the strategic value of the brand identity type is of itself, insufficient. Addition- ally, it is necessary to adopt suitable strategy implementation. The brand identity type is par- ticularly demanding because of the premium placed on the synergy of resources. There needs to be considerable investment in communication and training in particular as part of a compre- hensive approach through communication, training, and delivery. There is a need for considerable collaboration. Outside of the sam- ple, we are aware of a men’s own-brand pre- mium clothing store that uses a sophisticated integrated network approach in building its brand identity: sourcing Italian-woven fabric and local tailoring to maintain a high-quality performance. SME brand image-driven is the second brand type in Table 5. Building a strong brand image with customers is the mantra, which in turn requires a customer-oriented corporate culture to understand and serve customers. Many B2C services industry firms that provide relatively standardized products are typical. Certain B2B SMEs offering emotional and symbolic values are also relevant. In general, any SME adopting the brand image-driven type should recognize the benefits of developing a strong profile in the market and perhaps be, or aspire to be, a mar- ket niche leader. As per the first type, recognizing the strategic value of the brand image type is of itself, insuffi- cient. Additionally, it is necessary to adopt suita- ble strategy implementation. The brand identity type is quite demanding because of the need to stay in touch with customer needs and to keep the brand image strong and fresh. Externally, communication is important. Internally, commu- nication and training are moderately important, though less so than for the brand identity-driven type. Brand delivery becomes the main focus of, and investment in, strategy implementation. For example, the beauty salon case study was obsessed with employees maintaining a particu- lar customer experience and was very demand- ing on quality control through monitoring the service delivery. SME operations-driven is the third brand type in Table 5. The emphasis is on short-term operations to deliver quality products to custom- ers. Examples outside of the sample are SME suppliers of parts and supplies to large mining companies. The mining companies want X serv- ice delivered per contract specification and on time. The SME brand is not a major considera- tion of daily operations for either party. Similar considerations apply to other industries. B2C SMEs such as coffee shops, small retailers, and health providers adopt a similar strategy. In gen- eral, any SME adopting the operations-driven type should recognize the benefits of being effi- cient and effective in delivering quality products and services. Branding matters play a relatively
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