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Introduction
Brands and the management of brands have emerged as key areas of practitioner and
academic literature, not only in the field of marketing but across a divergent number
of market sectors (de Chernatony, 2009) and within organisations of multiple sizes
(Berthon, Ewing, & Napoli, 2008; Krake, 2005). The brand revolution, described
as almost ‘Copernican’, saw the brand emerge as a key strategic and financial asset
within firms across different market sectors (Kapferer, 2008). Academic research has
developed the themes of brand management and brand consumption, particularly
within competing philosophical paradigms in the marketing arena (Louro & Cunha,
2001). As a result, the brand is now considered as one of the most undefinable,
paradoxical concepts within the marketing realm (de Chernatony, 2009).
Recent work has advocated that branding is a subjective phenomenon reflective of
particular organisational or sector-specific industrial contexts (Berthon et al., 2008;
Gabbott & Jevons, 2009). The disparity of brand management between small and
medium-sized enterprises (SMEs) and large organisations (LOs) has been widely
noted in the literature (e.g. Berthon et al., 2008; Mowle & Merrilees, 2005; Spence
applicability to the SME retail context, it is the integration of key themes from
these literatures with the sector-specific retail literature and retail branding sector
characteristics that should allow for the development of propositions and insights
that are particularly unique to the SME retail branding context.
Literature review
It has been stated that branding research, theory, and practice is characterised by
ambiguity, subjectivity, and disparity (Brown, 1995; de Chernatony, 2009; Goodyear,
1996; Heding, Knudtzen, & Bjerre, 2008; Louro & Cunha, 2001; Wood, 2000).
As a result of this ambiguity, interest has recently grown around the need to provide
structure to this sphere of the marketing discipline. One mode of achieving this has
been through the use of taxonomies of brand management. Notable examples in
this regard include Goodyear (1996), Heding et al. (2008), and Louro and Cunha
(2001). The value of such scholarly endeavour is not only to trace the historical
development of brands, but to help contrast the branding approaches to organise
the chaos presented within the disparate branding literature and to help further the
theoretical development of new brand management typologies (Heding et al., 2008).
This array of divergent brand management perspectives are summarised in Table 1.
As presented in Table 1, Louro and Cunha’s (2001) dynamics of brand
management are used to structure an integrated literature review around the themes
of brand management focus, brand definition, brand roles, dimensions of brand
management, performance metrics, and brand management structure. Therein, the
discussion will consider relevant research by academics in the fields of brand
management, SME, and retail branding.
Brand roles Product-centric Firm-centric roles, Consumer-centric Symbolic partner, Social role, brand as a
roles, supporting corporate-level roles facilitating co-configuration bond between
communication, identity, cost decision making, of proximate customers, other
advertising, and leadership, reducing risk, evolving firm customers and firm;
legal protection competitive provision of customer brand as symbolic
advantage emotional value relationships representation of
subculture of
consumption
Dimensions of Marketing Organisational Brand image, brand Organisational Brand heritage, brand
brand programme, strategy, brand elements, strategy, brand community
management brand elements identity charter, marketing identity charter, management, brand
as residual brand elements, programme brand image, heritage,
decision marketing brand history, experiential
programme brand elements, marketing
marketing programme
programme
(Continued)
Table 1 (Continued).
Brand Centrality
Tactical Orientation
Product Adaptive
Paradigm Paradigm
Customer Centrality
Unilateral Multilateral
Projective Relational
Paradigm Paradigm
Brand Orientation
tactical in nature with emphasis placed on product attributes (e.g. price, quality) to
induce brand switching (Cox & Britain, 2003; Kwon, Lee, & Kwon, 2008). Over
time, the development and use of private labels became more strategic (Pellegrini,
1993), which led to a more holistic retail branding focus on the interaction
of consumers with environmental components (Ailawadi & Keller, 2004). With
reference to the work of Mitchell (1999), it is evident that to date retailers’
actions have followed the underlying principles of the projective (Burt & Sparks,
2002), relational (Rowley, 2006), and emotional brand paradigms (Helman & de
Chernatony, 1999), increasing both brand and customer centrality (Burt & Sparks,
2002).
While research in the broader brand management and retail literatures has drawn
upon evidence from large organisations, for SMEs, it is evident that the focus of
brand management is centred on a tactical survival mentality (Carson & Gilmore,
2000). This is usually linked to marketing activity that has worked in the past,
resource levels, cost effectiveness, and marketing network competencies (Gilmore
et al., 2001). For SME owner managers, the focus of brand activity is more often
based around projecting singular messages, such as a service or product innovation.
This focus, in turn, is strongly influenced by the subjectivity tied to the owner
manager’s current and personal goals (Spence & Essoussi, 2010).
Brand definition
In the field of brand management, there are several definitions of branding,
dependent upon the paradigmatic approach adopted. Within the product paradigm,
the brand is defined by product attributes such as logos, slogans, features, and other
identifiers. In contrast, the projective paradigm takes the view that product attributes
do not represent sustainable brand attributes (Simoes & Dibb, 2001), but rather
Mitchell et al. Brand management in SME retailers 1373
Role of brands
The mutually dependant, functional, and symbolic roles of brands to both consumers
and managers are evident in the broader brand management literature (Berthon
et al., 1999). In essence, the role of the brand has evolved from a legal instrument
in support of the communication function to encompass firm identity, corporate
culture, and the alignment of firm resources in delivering value to both producer
1374 Journal of Marketing Management, Volume 29
and consumer (Hatch & Schultz, 2003; Keller & Lehman, 2003, 2006; Vallaster &
de Chernatony, 2005). With reference to the relational and emotional paradigms,
the brand is specifically utilised as a mutually beneficial link between the firm and
customer (Harrison & Hartley, 2007).
While in principle the retail brand fulfils many of the roles cited within brand
management research (Berthon et al., 1999), a number of further distinct brand
functions are evident in the retailing literature. First, notable economies of scale may
be achieved through development of own-label merchandise (Varley & Rafiq, 2004),
which in turn can increase retail power within distribution channels (Alexander &
Doherty, 2009; Burt & S. Davis, 1999). Second, branding through retail image can
facilitate international retail growth via low-risk entry modes such as franchising
(Doherty & Quinn, 2002; Quinn & Doherty, 2000, Swoboda, Zentes, & Elsner,
2009). Third, retail branding through store image offers consumers a distinct
shopping experience, which in turn provides a point of difference in a highly
competitive sector (Davies, 1992) – critical given the growth in multichannel
shopping (Grewal, Gopalkrishnan, & Levy, 2004). Fourth, retail experiences can
be aligned within overall brand strategy, as evidenced by manufacturers who have
entered the retailing arena in the form of brand-scapes (Doyle et al., 2008;
Hollenbeck et al., 2008; Kozinets, Sherry, DeBerry-Spence, Duhachek, Nuttavithisit
& Storm, 2001, 2004; Pettinger, 2004; Sherry, 1998), where the retail store becomes
a experiential space of brand associations (Ponsonby-McCabe & Boyle, 2006).
It has been found that brands also perform both symbolic and functional roles for
SME owner managers (Mowle & Merrilees, 2005). From a functional perspective,
brands allow SMEs to maintain a logo-based identity. In addition, brands perform
the role of coordinating marketing programmes around singular messages from the
owner manager (Spence & Essoussi, 2010). With regard to the symbolic role of
branding in SMEs, Abimbola and Kocak (2007) argue that the brand may be viewed
as an organisational asset, emulating a projective approach to brand management.
This supports the work of Krake (2005), which found that brands act as shorthand
devices for a firm’s stakeholders (i.e. employees and customers), through which the
personality, passions, and expertise of the owner manager are communicated.
2006) whereby brand narratives, heritage, and myths are (co)created throughout the
organisation with consumers and among groups of consumers (Brown & Patterson,
2006; Gobe, 2001; Muniz & O’Guinn, 2001).
For retailers, brand management dimensions have previously focused around
price-induced switching (Grover & Srinivasan, 1992), product brand-based
segmentation (Lockshin, Spawton, & Macintosh, 1997), product innovation (Varley
& Rafiq, 2004), and strategic fit with overall retail brand position. Nevertheless, the
retail literature has also identified the management of environmental components
as dimensions of retail brand management (Davies, 1992; Martineau, 1958;
Mazursky & Jacoby, 1986). Taking into account Ailawadi and Keller’s (2004) retail
brand components (i.e. access/location, price, promotion, brand assortment, within
category assortment, cross category assortment, atmospherics, and service), it is
evident that contemporary retail brand management encompasses branding through
the integration of private-label strategy, environmental design, and marketing
communications (Burt & K. Davies, 2010). Indeed, as the variety of retail branding
dimensions have increased, there is evidence of projective (Burt & Sparks, 2002;
Kent & Stone, 2007; Mitchell, 1999), relational (Rowley, 2006), and emotional
(Cova, Pace, & Park, 2007; Helman & de Chernatony, 1999) brand management
by retailers.
Within SMEs, prior work has shown that brand management dimensions are
focused around one particular message akin to the owner manager’s perception
of firm brand identity (Spence & Essoussi, 2010). Furthermore, these marketing
programmes are usually mediated by tactical, short-term marketing practices based
around the scarcity of resources available to the owner manager (Carson & Gilmore,
2000) and the marketing practice of competitors (Simpson et al., 2006). Moreover,
prior work has noted that, often, word of mouth (WOM) is the primary means
by which SMEs generate brand awareness (Abimbola, 2001; Berthon et al., 2008;
Bresciani & Eppler, 2010; Coca-Stefaniak, Parker, & Rees, 2010; Goldberg, Cohen,
& Fiegenbaum, 2003; Horan, O’Dwyer, & Tiernan, 2011; Keller, 1998; Krake,
2005; Mowle & Merrilees, 2005; Ojasalo et al., 2008; Spence & Essoussi, 2010;
Wong & Merrilees, 2005; Yeh, Miozzo, & Vurdubakis, 2006). Indeed, it has been
found that the majority of SME brand awareness building occurs around the WOM
generated by the actual practice of firm activities (Wong & Merrilees, 2005). Most
recently, research in this area has focused on how ICT developments such as social
media and Web 2.0 methods of building positive WOM can be adopted by owner
managers within the SME context (Bresciani & Eppler, 2010).
& Fullerton, 1994) and holistic value-added by branding (Urde, 1999). In contrast,
within the adaptive, relational, and emotional paradigms, consumer-based brand
appraisal is utilised. Examples of this include consumer-based brand equity (Keller,
1993), individual customer value (Slater & Narver, 2000), and brand relationship
quality (Fournier, 1998).
Brand performance measurement represents a significant research lacuna within
the retail literature (Ailawadi & Keller, 2004; Burt & K. Davies, 2010). Private-
label brand performance measurement focuses on how well own-brands recover
the associated fixed and variable costs of private-label brand development programs
(Hoch & Banjeri, 1993). Examples of such measures include retail sales figures, share
of product category, and profit margin. In this, retailers evaluate the opportunity
cost of trading private-label brands in comparison to manufacturer brand equivalents
(Raju, Sethuraman, & Dhar, 1995). However, there remains a lack of knowledge on
store image and corporate retail branding measures in theory and practice (Ailawadi
& Keller, 2004).
Tied to the symbolic and functional roles of brands discussed above, Spence and
Essoussi (2010) suggest that brand equity for SMEs is not formally measured in the
same way as large organisations (Kapferer, 2008). Prior research has noted that SMEs
do not evaluate brand performance through formalised methods such as quantitative
brand equity measures or scorecard-based analysis (Spence & Essoussi, 2010; Wong
& Merrilees, 2005). More often, brand performance is measured intuitively by owner
managers (Wong & Merrilees, 2005) according to a ‘what is working’ approach
(Inskip, 2004). As a result, SME branding approaches are dependent on a colloquial,
introspective approach to performance assessment (Krake, 2005).
SME Retail
Brand
Management
1378 Journal of Marketing Management, Volume 29
Brand management
area Proposition Key factors
SME retail brand focus Proposition One – SME retailers will • Owner manager
display various levels of brand • Industry norms
centricity based upon the owner • Entrepreneurial
manager’s vision of the brand and nature of SME
understanding of what constitutes branding
branding
Proposition Two – The level of
customer centrality within SME
retail branding will depend on the
owner manager’s awareness of
customer-based brand
associations
SME retail brand Proposition Three – SME retailers • Owner manager’s
definition will have a variety of brand definition
definitions around product and
service dimensions, which may be
dependent on the owner
manager’s prior experience,
education, and industry norms
SME retail brand roles Proposition Four – The retail brand • Owner manager’s
will play a variety of roles for the organisational goals
SME retailer, including functional
and symbolic roles
SME retail brand Proposition Five – SME retail owner • Internal SME
management managers will create brand capabilities and
dimensions meaning, across a number of resources
brand dimensions, using a limited • Owner manager
pool of creative resources internal creativity
to the company • SME marketing
characteristics
Proposition Six – Word of mouth will
be the primary means by which
retail SMEs build brand
awareness.
SME retail brand Proposition Seven – SME retailers • Nature of retail
management will measure brand performance branding
performance informally and based upon a • SME competencies
measurement number of indicative measures, and capabilities
such as sales
SME retail brand Proposition Eight – SME retail brand • Influence of the
structure structure is characterised by a owner manager
flexible, dynamic approach, where • Networks
the role of the owner manager
and marketing networks are key
considers the influence of SME characteristics and retail industry context, and
incorporates key tenets of the brand management literature.
There are three core dimensions to the framework. The first dimension focuses
on the SME marketing environment, which has been found to have a significant
Mitchell et al. Brand management in SME retailers 1379
impact upon the brand management function (Carson & Gilmore, 2000; Ojasalo
et al., 2008; Spence & Essoussi, 2010). The second dimension considers the industrial
norms of the retail sector, and how the complex interplay of product and service
elements impacts upon the management of retail brands (Ailawadi & Keller, 2004;
Kent, 2003). The third dimension incorporates the well-developed theories of brand
management (e.g. Heding et al., 2008; Louro & Cunha, 2001). In order to set out
a research agenda based upon this conceptual approach (Yadav, 2010), a number of
research propositions have been developed and are presented in Table 2.
The following discussion will now consider each theoretical dimension through a
number of propositions that may serve as stimuli for further research investigation.
Within the context of SME branding, a number of studies have highlighted various
levels of brand centrality (e.g. Krake, 2005; Wong & Merrilees, 2005). Others
within the field have argued that brand centricity is a highly relevant concept for
SME retailers, given that SME branding often encompasses the endowment of an
owner manager vision within the firm (Krake, 2005; Spence & Essoussi, 2010),
and that organisational brand identity development is a contemporary concern for
retailers (Burt & K. Davies, 2010; Martenson, 2007). Due to the prohibitive resource
commitments of strategic branding (Urde, 1999), the level of projective brand activity
will be dependent on the resources available to the organisation.
Therefore, a first point of investigation should centre upon the levels of brand
orientation. As a starting point, how brand orientated (Urde, 1999) are retail SME
owner managers? Is the focus of brand management centred on a tactical survival
mentality, or is it more strategic in nature? What relative levels of scarce resources
are committed to branding within small retail firms? How much does brand identity
impinge upon everyday decision making? One application of this may be small
family firms who can be conceptualised as possessing a strong brand culture based
on the value of ‘familyness’ (Habbershon & Williams, 1999). However, it remains
unclear as to how retail SME family firms engender this brand value throughout the
organisation.
Furthermore, the management structure within small firms, that is, the centricity
of the owner manager, will play a key role in the adoption of strategic formalised
approaches to branding within the small retail organisation. It may also be proposed
that the owner/entrepreneur’s experience and education will greatly impact upon
the level of branding orientation, and consequential competence in implementing a
corporate brand culture within the retail organisation (Inskip, 2004). Kent (2003)
argues that a corporate approach to retail branding is foremost within the retail
industry generically. Within the retail industry, for example, the work of Bridson
and Evans (2004) suggests that brand-orientated firms within the fashion retailing
sub-sector are inherently more successful. Future research therefore should examine
the relative influence of retail sub-sectors on the overall approach to branding. Can
differences in the level of brand orientation be elicited between sectors such as
1380 Journal of Marketing Management, Volume 29
fashion, food, or electrical goods for example? What is the influence of industry
sector norms on the decision making of small retail firm owner/entrepreneurs?
Proposition Two: The level of customer centrality within SME retail branding will
depend on the owner manager’s awareness of customer-based brand associations.
Empirical evidence from the SME literature suggests that customer centricity
is low, given the limited resources available to the firm. Despite this, the work
of Mitchell (1999) suggests that retail branding is inherently customer centric,
given the emotional, experiential, and communicative links between retailer and
customer, in addition to the complexity of the retail brand offering results in a
vast array of message sources which inherently can be interpreted differently by end
consumers (Kozinets et al., 2001). Furthermore, levels of brand adaptation will also
be influenced by the owner manager’s propensity to absorb brand feedback from
consumers. As suggested by various studies into SME branding, the brand often
centres upon the owner manager’s ability to absorb brand feedback based upon daily
interactions with customers (Horan et al., 2011; Krake, 2005; Mowle & Merrilees,
2005). This represents a manifestation of what is considered to be an entrepreneurial
approach to SME marketing (Culkin & Smith, 2000; Hill, 2001a, 2001b; Stokes,
2000). In this regard, owner managers adapt brand associations to match what they
interpret to be the salient needs and wants of consumers.
Given the highly reactive/tactical nature of the small firm’s marketing approach
(Carson & Gilmore, 2000), a paradox emerges: the tactical nature of SME marketing
activity juxtaposed against the need to protect retail brands strategically, which
require a vast level of resource commitment to create (Doyle et al., 2008). It is
therefore postulated that the level of tactical brand adaption will be dependent on
the owner/entrepreneur’s strategic brand orientation and, in the first instance, the
resource commitment allocated to the building and nurturing of small retail brands.
With these issues in mind, questions remain as to the levels of customer centrality
within SME retailer organisations. How often do owner managers change or adapt
their brand messages? What strategies do SME owner managers use in practice to
alter or adapt their brand messages? What variables encourage or indeed compel
small retail firms to adapt their brand messages? Furthermore, what is the influence
of consumers upon brand identity with SME retail organisations?
In terms of brand definition, prior work within the domain of brand management
has highlighted a multitude of managerial and consumer-based perspectives to the
question ‘What is a brand?’ (Heding et al., 2008; Wood, 2000). Indeed, the seminal
work of de Chernatony and Dall’Olmo Riley (1998a, 1998b) found that various
views as to what constituted branding existed amongst specialist practitioners. The
review of the literature has identified a paradigmatic approach to brand definition
(Louro & Cunha, 2001), which is consistent with recent work in establishing
branding as a distinct area of interest within marketing discourse (Heding et al.,
Mitchell et al. Brand management in SME retailers 1381
2008). Within the field of retailing, three perspectives have emerged which define
the retail brand: private label (Steiner, 2004), store image (Ailawadi & Keller, 2004),
and corporate branding (Burt & Sparks, 2002).
Various studies have attempted to address the ‘What is a brand?’ question from
the perspective of the SME. For example, Spence and Essoussi (2010) investigated
branding within four SME firms in the consumer goods marketplace. They concluded
that branding constituted a ‘reductive’ concept in which an overall vision was broken
down into one or two brand associations. Similarly, Krake (2005) described brand
definition from a funnel-based SME perspective. More recently, the work of Horan
et al. (2011) stated that branding was a multifaceted concept for service industry SME
firms.
Notwithstanding this, within the disparate context of the SME retailer (Omar &
Fraser, 2011), brand definition is yet to be explored empirically. Moreover, branding
within retailing involves elements of both product branding and service branding
(Ailawadi & Keller, 2004; Burt & K. Davies, 2010; Kent, 2003). Therefore, a key
question remains in the first instance as to how owner managers define the SME
retailer brand (Berthon et al., 2008) as this permeates through the brand function.
How is this definition then translated in terms of the day-to-day operations of the
retail organisation?
Proposition Four. The brand will play a variety of roles for the retail SME, including
functional and symbolic roles.
Limited evidence exists within the present literature to showcase the roles of
branding to SME owner managers. Prior research has noted the multifaceted roles
of brands within LO retailers and manufacturers (e.g. Berthon et al., 1999). SME
research suggests that, for small firms, the brand may perform a multitude of roles
which are based on the owner manager’s subjective organisational goals (see, e.g.,
Hutchinson, Quinn, & Alexander, 2005, 2006). In addition, the work of Wong
and Merrilees (2005) suggests that in different industrial situations, the brand may
perform functional (for product firms) or symbolic roles (for service firms). Indeed,
given that retail encompasses elements of both product and service production (Kent,
2003), what roles do SME brands perform?
Proposition Six: Word of mouth will be the primary means by which retail SMEs build
brand awareness.
It is argued that some dimensions, which are closely linked with brand building in
large organisations, are unrealistic within a small firm context. For example, large
advertising campaigns, ICT-facilitated brand relationship building, and aspects of
corporate branding may fall out of the remit of the SME due to capability restrictions
(Inskip, 2004; Krake, 2005; Spence & Essoussi, 2010). That is not to say that these
forms of brand communication mediums are the sole means by which brands can be
built. SME retailers may utilise brand-building techniques such as in-store customer
service provision to maintain a competitive brand edge. This is reinforced by the
findings of previous research that suggests that SMEs attempt to generate WOM
based on showcasing their distinctive business offering (Wong & Merrilees, 2005).
Additionally, SMEs may concentrate brand-building practice on exploits that are
observable in their return on investment and have provided perceived benefits to the
organisation (Inskip, 2004). Moreover, prior work within the field of SME branding
has highlighted the importance of owner manager personality as a conduit to a firm-
wide organisational identity (Krake, 2005). Similar to the principles of corporate
branding, this can lead to value through the alignment of organisational resources
(Hatch & Schultz, 2003), with the delivery of a distinctive marketplace identity
(Aaker, 1997).
Mitchell et al. Brand management in SME retailers 1383
Discussion
This paper has provided a conceptual framework to aid the understanding of
SME retail brand management by drawing upon theoretical and synergetic themes
emerging from the SME marketing, retail, and brand management literatures.
In addition, a research agenda has been developed, which has identified key
propositions to guide future empirical research in this area. It is proposed that
the approach taken to brand management by SME retail firms will depend upon
a combination of factors internal and external to the firm, including the influence
of the owner/entrepreneur and key decision makers within the firm, the resources
allocated to brand management, the marketing networks surrounding the firm, and
industrial/sector norms. Whilst these factors are commonly cited as being generally
characteristic of SMEs, the interplay between such generic factors and the branding
approaches employed by retail SMEs is worthy of further investigation.
From the propositions presented in this paper, a key theme is the role of the
owner manager in formulating the meaning of branding within the retail SME
setting, organising branding within the firm, and deciding upon approach taken to
branding. It is proposed that the form and nature of branding in retail SMEs is
constituted around the owner manager’s vision of the brand, their understanding of
what constitutes branding, and their awareness of customer-based brand associations.
Branding may perform a multitude of roles, which, from a management point
of view, are aligned to the subjective business goals of the owner manager. The
overall approach to branding may be typically characterised as flexible, dynamic,
and informal, where word of mouth plays a key role in creating brand awareness.
This attention given here to brand management by SME retailers extends existing
dominant theoretical perspectives (adaptive, projective, relational, and emotional)
that have been developed in the wider branding literature. In examining the
implications of these perspectives for SME retail branding practice, the generic
characteristics of SMEs and the retail sector norms must be taken into account.
Contemporary retail branding is considered as holistic and invariably complex
(Ailawadi & Keller, 2004; Kent, 2003) and as such, could be viewed as a heavy
burden on the limited resources of SME retailers. However, there are opportunities
for retail SMEs to adopt strong branding practices through internal brand building
and the experiential and service aspects of branding, the close customer interface and
embeddedness of the retailer in the local community, the development of possible
synergies between manufacturer brands and the SME retail environment, and the
utilisation of marketing support networks.
In principle, the rationale for SMEs to develop brands is well documented
within both the wider brand management literature and the SME branding
literature (Abimbola, 2001; Berthon et al., 2008; Keller, 1998; Spence & Essoussi,
Mitchell et al. Brand management in SME retailers 1385
Conclusion
By linking together the SME and the retailing contexts, a number of research
propositions and questions have been developed. This paper welcomes the
exploration of these propositions through further empirical work. Given the paucity
of research to date conducted within the retail SME branding context, there is
a strong argument for the adoption of interpretive, qualitative methodologies.
This reflects more generally calls within the SME marketing literature for an
understanding of the SME in its own unique subjective context and the view of
the SME as a unique marketing institution, which undertakes marketing in an
unstructured way based on a number of managerial, institutional, industrial, and
network-based factors (Carson & Gilmore, 2000; Culkin & Smith, 2000; Filis, 2002;
Gilmore et al., 2001; Hill & McGowan, 1999; Hill & Wright, 2001; O’Dwyer et al.,
2009).
1386 Journal of Marketing Management, Volume 29
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Karise Hutchinson is a lecturer in the Department of Business, Retail and Financial Services,
Ulster Business School, University of Ulster, Northern Ireland. She holds a PhD from the
University of Ulster. The overall focus of her research is the retail industry and SMEs. Her most
recent research has focused on rural retailing, branding, and supplier relationships. Her work
has been presented at international conferences, and published in journals such as the Journal
of International Marketing, Journal of Marketing Management, the International Marketing
Review, International Review of Retail, Distribution and Consumer Research, and the Journal
of Small Enterprise and Development.
T + 44 028 70123054
E kc.hutchinson@ulster.ac.uk
Barry Quinn is professor of retail marketing in the Department of Business, Retail and Financial
Services, Ulster Business School, University of Ulster, Northern Ireland. He received his PhD
from the University of Ulster on the internationalisation of retailing. His areas of expertise
include internationalisation and retail marketing. He has published widely in journals such as
Journal of International Marketing, the International Marketing Review, International Journal
of Retail and Distribution Management, European Journal of Marketing, and the Journal of
Strategic Marketing.
T +44 (0)28 70124168
E b.quinn@ulster.ac.uk
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