Author
Listed:
- Carlo Rohner
- Battal Kalan
- Kim Oliver Tokarski
Abstract
Der vorliegende Beitrag greift die These auf, dass Klein- und Mittelunternehmen (KMU) in der Schweiz und Liechtenstein sich mit Herausforderungen im Marktauftritt konfrontiert sehen. Um diese These zu belegen wurde die identitätsbasierte Markenführung im Sinne eines etablierten Ansatzes der Markenführung als Grundlage des Corporate Brand Management (CBM) bestimmt. Zur Erhöhung der theoretischen Basis wurde der allgemeine Managementprozess der identitätsbasierten Markenführung auf die Anwendung in KMU angepasst. Hierauf aufbauend wurden 26 Schweizer und Liechtensteiner KMU mittels qualitativer, leitfadenbasierter Interviews befragt. Die anschliessende Inhaltsanalyse zeigte auf, dass eine Diskrepanz zwischen der Relevanz des CBM aus Sicht der KMU und der tatsächlichen Umsetzung besteht. Ebenfalls zeigen die Ergebnisse im Bereich des Markenmanagementprozesses ein zwiespältiges Bild. Die befragten Unternehmen hatten zwar eine klare Vorstellung ihrer Kennwerte und Positionierung. Eine konkrete Erfolgskontrolle der Markenführungsaktivitäten als Abschluss des Markenmanagementprozesses war aber nicht erkennbar. / This article discusses the assumption that the small and medium-sized enterprises (SMEs) in Switzerland and Liechtenstein have difficulties with their market presence. To prove this assumption, the identity-based brand management, as an actual and proven approach and as foundation of the corporate brand management (CBM), was chosen. To increase the theoretical basis, the identity-based brand management has been adapted to the application in SMEs. In addition, 26 Swiss and Liechtenstein-based SMEs were interviewed. The following content analysis showed that there is a significant discrepancy between the relevance of CBM, seen from the perspective of SMEs, and the actual implementation in SMEs from Switzerland and Liechtenstein. In the area of brand management, the results revealed an ambiguous picture. The companies surveyed, had a clear vision of their core values and positioning. A tangible performance control of the brand management activities, as a conclusion for the whole brand management process, was not identified.
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