. First, guided by Desphande and Farley »s organizational culture research, Webster notes how a marketing culture« refers to unwritten policies and guidelines which provide employees with behavioral norms ». The logic being, such behavioral norms support the desired brand identity via greater behavioral consistency at the «service encounter». Second, marketing culture refers to the importance an organization places on the marketing function. Consequently, a stronger marketing culture fosters an organizational climate that facilitates the implementation of marketing initiatives. Third, whilst more product orientated brands can also look to proactively manage their organization «s culture, the marketing culture literature was developed specifically with services in mind. The logic being that building and nurturing a supportive marketing culture was regarded as a particularly effective way of managing the variability humans bring to service branding. marketing sale procurement market importance of brands developing customer relationships has been noted by several brand identity scholars such as Aaker, Joachimsthaler, de Chernatony, Kapferer. Aaker considers the brand-customer relationship as the «bottom line» in driving and enhancing brand identity programs whilst Aaker and Joachimsthaler outline how «one goal of the brand should be to create a relationship with its customers». Relationships comprise a facet of Kapferer »s Brand Identity Prism whilst de Chernatony notes how the relationships staff have with each other, customers and other stakeholders underpin brand identity. The importance of relationships are reiterated within the B2B brand literature where scholars such as Campbell et al. refer to relationships as the «cornerstone of industrial marketing». important role building and managing client relationships plays has been noted in the broader B2B brand literature. Consistent with Kotler and Keller, several scholars highlight how relationships perform a crucial role for B2B brands due to the interpersonal nature of the market and complex selling process. van Riel, de Mortanges, and Streukens outline how in markets where products are complex or high in value, as is frequently the case in B2B markets, buyers expect value-adding relationships to enrich their buying experience. Lynch and de Chernatony augment these scholars « views suggesting meaningful relationships in B2B markets are built on both functional and emotional values ??which help drive competitive advantage.the B2B context of this research it may be more appropriate to refer to client relationship management as opposed to customer relationship management to make explicit the B2B focus of this research.scholars refer to symbolism, symbols or logo when introducing their brand identity frameworks. Aaker outlines how «a strong symbol can provide cohesion and structure to an identity and make it much easier to gain recognition and recall». The value of symbolism, in particular logos, is echoed by Aaker and Joachimsthaler who argue logos are most important when they create a visual metaphor that helps simplify the process of communicating complex brand benefits. Although not explicit in Kapferer »s work, it is not unreasonable to extend the logic of his physique dimension to service brands via tangibles such as logo and other organizational nomenclature.particularly important role corporate visual identity plays at service brands has been noted by other bran...
