The Big Three...of B2B Branding
There have been only three serious books written on business branding: the first was published in 1994 with the other two released within the last five years (detailed reviews of all three are posted in the CMA’s book review section).
Three is a tiny number compared to the vast number of books about B2C Branding – but still indicates increased awareness of business branding. Below I have summarized some comments about the three books but will also point out what I call “gaping holes” in our ability to translate all these wonderful theories into practice.
Philip Kotler-Waldemar Poetsch (B2B Brand Management):
In business-to-business markets, things are different, branding is not meant to be relevant...To them brand loyalty is a non-rational behaviour”. The “them” being referred to are business “branders” – who have not necessarily bought into business branding. The strength of this book is that it covers business branding from A to Z with most of the book dedicated to the mechanics of the branding process. But be prepared to be inundated with a lot of terminology.
Bob Lamons (The Case For B2B Branding):
I’ve discovered through many years of trying to work with target audience statements that most of them are not worth the paper they are written on. Bob Lamons is more a man of instinct than theory – he dedicates the first part of his book to the branding “process” but with a practical twist; and his personal involvement in a number of the 21 case studies presented in the second part adds a spark of interest.
Paul Hague and Peter Jackson (The Power of Industrial Brands):
The point of branding is to create a distinctive image which is underpinned by core values and some extras which distinguish the company: both authors are market researchers and Hague also wrote one of the first handbooks of “industrial” marketing. This is the only book where the authors discuss the role of research prior to outlining their own approach to the business branding “process”.
THE GAPING HOLES - the level of sophistication demonstrated by all three authors compares well with B2C marketers but where does B2B branding go from here:
B2C versus B2B branding - everyone seems to know that these are two different processes. But nobody has yet to make a strong a case for the uniqueness of business branding – and convincingly describe what sets it apart.
The dynamics of B2B branding – by the same token nobody (has yet) really outlined the framework for B2B branding. Hague-Jackson come close with their repeated focus on "core” versus “differentiating” values. But this is only discussed on a superficial basis.
What are these “extras” that are supposed to differentiate B2B companies (and brands) - functional versus non-functional benefits and higher order benefits (to leverage business brands) are good exampls of differentiation but this issue has not been dealt with extensively enough. Digital technology, for example, can provide more portability and mobility and ultimately more independence – an example of a boring functional feature that can spin off some interesting benefits.
The role of corporate image – there is a lot of agreement about the importance of corporate image in business branding i.e. the company. But nobody explains to my satisfaction why this is important. In addition to obvious cost efficiencies, there is a need for a corporate-to-corporate dialogue. B2B branding is all about the “organization” – and the organization’s requirements.
The role of research -- up to two-thirds of the upfront effort in any business branding process involves research. Yet rarely is market research part of the official planning process -- nor is there such a thing as "model" for business branding research.
