Dynamic capabilities and B2B branding in industrial markets

• Author: A.M. German/F. Nechita
• Position: Faculty of Technologycal Engineering and Industrial Management, Transilvania University of Brasov/Faculty of Sociology and Communication, Transilvania University of Brasov
• Pages: 155-162

Bulletin of the Transilvania University of Braşov

Series VII: Social Sciences • Law • Vol. 8 (57) No. 2 - 2015

DYNAMIC CAPABILITIES AND B2B

BRANDING IN INDUSTRIAL

MARKETS

A.M. GERMAN1 F. NECHITA2

Abstract: Nowadays, change is an inevitable factor in the development of

any organization. The dynamic business environment has brought new

challenges for organisations, industries and countries. Success in such times

demands new perspectives on competitiveness and performance. In the

context of business performance, the focus should be on the dynamic

capabilities and on brand strategies that contribute to the development of the

organisations. In this paper we analyze the industrial B2B branding as a

posible source of obtaining competitive advantage and business

performance.

Key words: dynamic capabilities, B2B organisations, brand equity,

performance, industial markets.

1 Faculty of Technologycal Engineering and Industrial Management, Transilvania University of Braşov.

2 Faculty of Sociology and Communication, Transilvania University of Brasov.

1. Introduction

In the dynamic markets, competitive

advantage focuses on the ability to

develop capabilities [5], [21]. Competitive

advantage refers to „a capability that is

difficult to imitate and valuable in helping

a firm outperform its competitors” [31,

p.562]. Researches of marketing in

technical fields focus on the performance

characteristics of the product. Also, they

focus in the process of decision making of

buyers`needs „addressed by tangible

features of the product” [3, p.371].

Business to business (B2B) branding has

an important role in B2B markets. Key

elements should be taken into account by

marketing managers to obtain

performance. They need to: ensure that the

entire organization understands and

supports branding and brand management,

frame value perceptions, they should adopt

a corporate branding strategy, create a

brand hierarchy, segment customers

carefully and find emotional associations

for the brand [11, p.40].

2. Dynamic capabilities and B2B

organisations

The dynamic capabilities approach was

developed by Schumpeter [24], Penrose

[22], Williamson [28-29], Cyert and March

[4], Rumelt [23], Nelson and Winter [19]

and Teece [25-26]. The original definition

of dynamic capabilities refered to ”the

firm`s ability to integrate, build and

reconfigure internal and external