We examine the global branding programs of five New Zealand industrial firms and identify the salient components and capabilities underpinning these programs. The cases built their respective brand identities around adaptability to customer needs and the provision of a total solution. This identity was built around five capabilities: relational support, coordinating network players, leveraging brand architecture, adding value, and quantifying the intangible. Underpinning these identity promises were five organizational level supportive capabilities: entrepreneurial, reflexive, innovative, brand supportive dominant logic, and executional capabilities. This approach resulted in global brand leadership, but also reflected the fundamental differences between the B2C and B2B realms.
Beverland, M., Lindgreen, A., & Napoli, J. (2007). Industrial Global Brand Leadership: A Capabilities View. Industrial Marketing Management, 36(8), 1082–1093. https://doi.org/10.1016/j.indmarman.2006.08.007