A model of product‐to‐service brand extension success factors in B2B buying contexts

Abstract

PurposeBusiness‐to‐business (B2B) manufacturing firms increasingly integrate services into their product portfolios under the same brand umbrella. This article aims to develop a conceptual model of the drivers of success for such B2B product‐to‐service brand extensions.Design/methodology/approachThe research considers the drivers of product‐to‐service brand extensions success from an organizational buying behavior, branding, and service‐dominant logic (SDL) perspective.FindingsIn their product‐to‐service brand extensions, B2B firms are more likely to attain success if they have well‐regarded brand reputations, relevant service competencies, and strong buyer‐seller relationships. In addition, shared innovativeness, an ability to enhance utility and/or create transaction efficiencies, and effective marketing support are proposed to positively affect brand extension success.Research limitations/implicationsFuture studies need to test the proposed model.Practical implicationsThe propositions encourage managers to develop product‐to‐service brand extensions according to their ability to add customer value and reduce risk rather than on the basis of the perceived fit between the service extension and the existing brand name.Originality/valueRelatively few existing studies consider brand extension success, and virtually none of them address product‐to‐service brand extension success in a B2B context.