Reference no: EM133171902
Task 1: Read the extract from a literature review below, and try to identify which sentences are performing the functions:
Literature review extract:
1)Brand management is of significant strategic importance for developing businesses. 2)This has been demonstrated through a large body of extant research (Tuttle, Lowry, and Price 1999a; Ripley 1998; Ash and Kane 1994; Lambert, Brett, and Dallas 1986). 3)From these extensive investigations, two research streams have emerged: the first focuses on providing an overarching brand management framework to guide managerial decision-making (Ripley 1998; MacGregor 1996; Aardvark 1991; Pickle, Jarman, and MacInnery 1986); whereas the second concentrates on various discrete aspects of the process (Lint and Lime 2000; Kurtzman, Helpmann, and Layton 1999a; Lowry and Ripley 1998). 4)This literature suggests that organizations that direct their managerial actions and practices toward the development, acquisition, and leveraging of branded products and services will be better placed to see positive gains in performance (Nipper, Buttle, and Kurtzman 2002; Deckard 2001). 5) However, two notable gaps in the literature can be identified.6) First, there is a growing realization that successful firms often pursue multiple orientations simultaneously. 7)This has been referred to as organizational ambidexterity (Batty, Herbert, and Gaff 1999b).
Task 2: Read the next part of the literature review, and try to identify which sentences are performing the following functions:
1) More specifically, the literature suggests that market orientation alone may not always elicit desirable results for every type of organization (Tyrell and Tyrell 2000; Sebastian and Kowalski 1996; Hannibal 1996; Starling 1995; Crawford and Priss 1994). 2) Empirical studies of the extent to which organizations focus on alternate business philosophies, such as brand management, are limited. 3) The second gap is that brand management literature has focused almost exclusively on large, multinational brands (for example, the Interbrand "top 100"). 4) Small to medium-sized enterprises (SMEs) have been largely overlooked. 5) This is a significant oversight, given that SMEs constitute the vast (numerical) majority of organizations. 6) This could be because SMEs typically lack the capabilities, marketing power, and other resources of larger organizations (LOs) (Starling 2000; Martin and Miggs 1972). 7) Or, it may be because SMEs fail to realize that brands can in fact be established and maintained on relatively modest budgets (Chilton and Martin 1999). 8) This paper contends that even with constrained budgets, SME marketers can creatively manage and leverage the full potential of their brands. 9) The question then becomes which brand management principles, practices, or philosophies are most amenable to SMEs. 10) To address these gaps, the present study seeks to identify the nature and scope of brand management within an SME context by comparing such practices to those of LOs. 11) The paper commences by outlining the characteristics of SMEs and (some of the) marketing challenges they face. 12) It then describes the present study, discusses the results, notes the limitations, and highlights possible
Task 3: The information develops from general(the importance of brand management) to specific(the brand management practices most suitable for SME's).