Sme brand image driven the primary brand positioning

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SME Brand Image-Driven The primary brand positioning strate- gic aim is to develop a strong SME brand image with customers by adopting market orientation and fostering a customer-oriented cor- porate culture to understand and serve the needs of customers. The brand promise consists of mainly emotional and symbolic values. To implement internal brand com- munication, to ensure that employees understand the customer-oriented values of the SME and ensuring consistent delivery of the brand promise to customers are the main. Also ena- ble the SME to deliver the brand, such as through employee training. 1. B2C SMEs in the service indus- try that provide standardized products, such as quality restau- rants, beauty salons, and wineries. 2. B2B SMEs offering services with emotional and symbolic values. Operations-Driven The primary brand positioning stra- tegic focus is on internal day-to- day internal operations to deliver quality products to customers. Branding considered a distraction and therefore receives cursory attention. 1. B2B SME manufacturers, trade services, and component suppli- ers to large companies, such as in mining, oil, and gas, and car manufacturing industries. Deliv- ering quality product/service is more important than branding. M’ZUNGU, MERRILEES, AND MILLER 17
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brand type selection is optimal and no move is necessary. For example, the brand-identity- driven and the brand image-driven types are fairly sophisticated and may well be optimal. Even an operations-driven, B2B SME, providing parts or services to large mining companies may well be an optimal choice with no need to change. Two reasons invite change: if the existing selection is suboptimal or if the context/environ- ment changes. In the first take, one might pre- suppose that a suboptimal operations-driven SME might migrate to a brand-identity-driven type because both have an internal orientation. However, if it is, say, a local, single unit butcher who aspires to be a regional, niche leader with multiple outlets, then perhaps it makes sense to aspire to a brand image-driven type. That is, the aim would be to become a high profile, high image retailer with a strong niche presence in the market. Having said that, we believe that the route from an operations-driven to brand image- driven type should not be a direct one, but still via a mediating brand identity-driven step. We advocate a two-step path because it is useful to build up internal capabilities, which the brand identity-driven approach does best, before fully embracing the brand image-driven type. In terms of change in context as a motivating force to migrate, such a force can happen to any SME at any time. For example, take our SME example supplying parts or services to large mining companies. If the mining boom ends, the same SME may have to switch their business to another industry where there are different cus- tomer requirements. Thus the SME may have to switch from an operations-driven type to say a brand identity-driven type if more customized and flexible solutions are required in the new market. Start-ups are a more obvious example,
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  • Brand, SME Brand, holistic understanding of brand management

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