Brand positioning strategies for industrial firms providing customer solutions

TLDR

Brand management in B2B customer‑solution contexts is gaining interest, yet research offers limited insight into how solution providers position their brands. The study investigates potential brand positioning strategies for industrial firms that provide customer solutions. The authors conducted a multiple‑case study of four industrial firms, collecting semi‑structured interview data from 22 business managers. Four distinct brand positioning strategies—customer‑value diagnostic, global solution integrator, high‑quality sub‑systems provider, and long‑term service partner—were identified, highlighting the importance of aligning capabilities with solution‑delivery phases and guiding managers to differentiate their brands. The study is limited to industrial suppliers in solution‑oriented process and IT industries.

Abstract

Purpose – Despite increasing interest in customer solutions, and the importance of brand management in the B2B context, prior research provides little understanding on brand positioning strategies adopted by solution providers. The present study aims to examine the possible brand positioning strategies for industrial firms providing customer solutions. Design/methodology/approach – The empirical part of the present study consists of a multiple case study, involving four industrial firms providing customer solutions. Primary data was gathered by semi-structured interviews from a total of 22 business managers from the case companies. Findings – The present study identifies four possible brand position strategies for industrial firms providing customer solutions: customer value diagnostic, global solution integrator, high quality sub-systems provider, and long-term service partner. The identified strategies highlight the tendency of solution suppliers to position their brands around different capabilities that are needed at different phases of the solution delivery process. Research limitations/implications – The present study was conducted from the industrial supplier's perspective and is context-bound to companies operating in solution-oriented process and information technology industries. Practical implications – Managers need to identify the capabilities that are central to delivering customer value and acquire and/or develop capability configurations that differentiate their brand positioning from competitors. Originality/value – Existing literature on branding lacks understanding about the specific characteristics of building brands in solution-oriented B2B contexts. The present study identifies four brand positioning strategies that illuminate the special characteristics of branding customer solutions.