Entrepreneurial start ups either b2b or b2c are the

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Entrepreneurial start-ups, either B2B or B2C, are the typical examples. Tender-based SMEs are also relevant, though these firms might also share some of the operations-driven characteristics. As per the first three types, recognizing the strategic value of the opportunistic brand type is of itself, insufficient. Additionally, it is necessary to adopt suitable strategy implementation. To an extent, the opportunistic brand type may not seem too demanding. Indeed, this fourth brand type seems to require fewer capabilities than the other three types. One consequence is of course a higher failure rate of start-ups com- pared to other SMEs. Our suggestion is that the failure rate of start-ups can be reduced if their prelaunch business-model planning incorporates greater branding capabilities (Merrilees 2007). Articulating Why Selected Case Research SMEs Adopt Particular Brand Management Types We re-examine the attraction of the case stud- ies to a particular brand management type. Please note that this analysis is retrospective because the typology choice was not ascertained at the time of the interviews. We choose just four of the cases to exemplify the suitability of the selection of each brand management type to a particular case, in light of Table 5. Traffic Engineering Consultancy exemplifies the brand identity-driven type. The business logic as to why a brand identity-driven type suits Traffic Engineering Consultancy reflects their complex, flexible, and sophisticated busi- ness model where the external brand and the internal brand need to be carefully synchron- ized. Engineers need to both create and reflect the external brand. All aspects of brand capabil- ity, communication, enabling, and delivery, need to be harmonized and developed. In par- ticular, Traffic Engineering Consulting invests in employee code books, training, and all forms Table 3 Continued SME Brand Identity-Driven Type SME Brand Image-Driven Type Performance Assessment ± Combination of financial (e.g., sales and profit) and nonfinan- cial (e.g., customer acquisition and retention rates, customer sat- isfaction) methods used ± Combination of financial (e.g., sales and profit) and nonfinan- cial (e.g., customer satisfaction) methods used Feedback Gathering ± Combination of formal and infor- mal methods used to gather internal and external feedback ± Combination of formal and infor- mal methods used to gather internal and external feedback Assigned Cases ± Vegetation Management Consul- tancy (B2B) ± Vocational Education (B2B) ± Trade Exchange Facilitator (B2B) ± Environmental Consultancy (B2B) ± Traffic Engineering Consultancy (B2B) ± Prestige Jeweler (B2C) ± Beauty Salon (B2C) ± Restaurant (B2C) ± Outdoor Education (B2B) JOURNAL OF SMALL BUSINESS MANAGEMENT 14
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Table 4 Summary of Findings: Relatively Weak SME Brand Management Types Operations-Driven Type Opportunistic Type Corporate Strategy Primary internal strategic focus ± Operational/tactical than stra- tegic focus ± Focus is on day-to-day opera- tions to deliver quality prod- ucts to customers ± Little strategic importance of employees Primary
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