Abstract
The book has five parts. In Part-I the author puts the perspective (analysis and discussion) right by focusing on issues like significance of brand and branding, emotional connect of brands, organisational buying and role of brands, brand management and B2B marketers. It was rightly pointed out for an SME or large corporate that it would be naïve to think that it is too late to start thinking of building business around brands. In fact, it could make the difference. However, one has to be careful because, successful branding may increase the potential of success of a product or a business but it needs to be backed by maintenance and enhancement in quality, R&D, service delivery, etc.
Brand and branding decisions depend on a couple of factors like product-market characteristics, buying behaviour of organisational customers and competitive environment. In the context of whether brands are relevant for B2B marketers, the author aptly argued that the presence of hyper competition, increasing buying complexities in limited time with abundant information overload and globalisation and pressure on prices are the developments which would make brands more and more relevant for the B2B customers. By citing several studies conducted by XLRI, it was opined that buyers would always prefer strong and credible B2B brand irrespective of the of the product situation.
Part-II of this book deals with the role and significance of ‘corporate branding’. The cases of three important corporate brands, namely Tata, Larsen & Toubro (L&T) and Infosys, and their corporate brand-building process and benefits therein have been prudently discussed in this section of the book. The deliberations testify the points raised by Kotler and Keller (2006) that building a strong brand requires careful planning and a great deal of long-term investment. At the heart of a successful brand is a great product or service, backed by creatively designed and executed marketing (p. 273).
Part-III of this book focuses on nuts and bolts issues pertaining to brand building. Starting with managing marketing communications for B2B markets, the author comprehensively deals with issues like managing brand-building elements, formulation of goals and objectives for the communication programme, selection of the branding elements and roll-out plans, and managing internet. In the context of significance of website in developing B2B brands, it is rightly pointed out that a majority of the B2B marketers do not revisit or streamline their website. After putting in substantial effort in the creation of the website, the initial enthusiasm disappears. This habit certainly needs to be checked. It is imperative to mention here that an integrated branding approach would require apt manoeuvring of all brand-building elements.
Part-IV delves into holistic brand management. Six Indian cases highlighted in this section (Sintex, Motor Starter Type MK1 of L&T, Tata Steel’s Structura, L&T Eutectic, OTIS Elevators in India and Elgi Equipments) would help the reader to appreciate the fact that brand is much more than having a communication programme. It is rightly observed that quality of the product, associated service value for money and an intelligent communication plan help in creating strong brands. A firm’s ability to execute what it desires to achieve is important and equally significant is the sustenance of brand-building initiatives.
The last section (Part-V) of this book delves into the future challenges of B2B brands. Creating a global brand has been identified as one of the key challenges for the future Indian B2B marketers. The Indian B2B marketers need to reorient their efforts and strategies in order to play in the global arena. In response to ‘Why Go Global?’ the author opined that growth opportunities are beyond India. I would marginally vary and would say growth opportunities are there in India and beyond; it is up to B2B marketers, be it SME or large companies, to decide which segment thy would prefer to target.
How one looks at brands and branding in the B2B context would be reflected in his/her brand-building efforts and finally in his/her vision, strategies and actions. The author has rightly concluded that every B2B organisation can attempt to transform itself by creating a brand driven organisation. It is never too late. Efforts in creating a brand-driven business can hasten the process of transformation (Kotler & Pfoertsch 2006: 186).
Thus, by citing examples of successful B2B marketing by Indian companies the book has filled the void in understanding and creating sustainable B2B brand. I strongly believe that after reading this book the readers will be able to appreciate and learn, and the practitioners will be able to leverage the power of B2B brand in creating competitive advantage for growth. They will be able to appreciate its significance and learn the nuts and bolts of creating a powerful B2B brand.
This is a very useful document and can benefit a diverse group of stakeholders: entrepreneurs, managers of SMEs and large organisations, academicians and students and most importantly B2B marketers and strategists.
Thanks to Prof. Sarin for supplying this important document, which is based on existing intellectual capital and research on practical cases.