{"id":53558,"date":"2024-10-10T23:22:10","date_gmt":"2024-10-11T03:22:10","guid":{"rendered":"https:\/\/www.sisinternational.com\/?page_id=53558"},"modified":"2026-05-05T16:12:27","modified_gmt":"2026-05-05T20:12:27","slug":"%e9%a1%a7%e5%ae%a2%e3%83%99%e3%83%bc%e3%82%b9%e3%81%ae%e3%83%96%e3%83%a9%e3%83%b3%e3%83%89%e3%82%a8%e3%82%af%e3%82%a4%e3%83%86%e3%82%a3%e3%83%a2%e3%83%87%e3%83%ab%e5%b8%82%e5%a0%b4%e8%aa%bf%e6%9f%bb","status":"publish","type":"page","link":"https:\/\/www.sisinternational.com\/ja\/%e3%82%bd%e3%83%aa%e3%83%a5%e3%83%bc%e3%82%b7%e3%83%a7%e3%83%b3\/%e3%83%96%e3%83%a9%e3%83%b3%e3%83%87%e3%82%a3%e3%83%b3%e3%82%b0%e3%81%a8%e9%a1%a7%e5%ae%a2%e8%aa%bf%e6%9f%bb%e3%82%bd%e3%83%aa%e3%83%a5%e3%83%bc%e3%82%b7%e3%83%a7%e3%83%b3\/%e9%a1%a7%e5%ae%a2%e3%83%99%e3%83%bc%e3%82%b9%e3%81%ae%e3%83%96%e3%83%a9%e3%83%b3%e3%83%89%e3%82%a8%e3%82%af%e3%82%a4%e3%83%86%e3%82%a3%e3%83%a2%e3%83%87%e3%83%ab%e5%b8%82%e5%a0%b4%e8%aa%bf%e6%9f%bb\/","title":{"rendered":"Customer Based Brand Equity Model Market Research"},"content":{"rendered":"
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Customer-Based Brand Equity Model Market Research<\/a><\/h1>\n
\"SIS<\/figure>\n<\/p>\n

How can brands ensure they truly resonate with their customers? The success of any brand hinges on how well it resonates with its customers \u2013 customer-based brand equity<\/a> (CBBE) model \u5e02\u5834\u8abf\u67fb<\/a> enables companies to understand the key factors that shape brand perception and loyalty. By focusing on customer insights, the CBBE model helps brands make data-driven decisions that enhance their competitive edge and drive long-term success.<\/p>\n

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The CBBE model market<\/a> \u7814\u7a76<\/a> is a framework developed by marketing expert Kevin Keller to assess brand equity from customers’ perspectives. It focuses on understanding how customers perceive a brand, their emotional connections to it, and the brand’s overall strength in their minds. <\/p>\n

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Customer Based Brand Equity Model Market Research for B2B Industrial Leaders<\/h1>\n

In B2B industrial markets, brand equity converts directly into pricing power, specification wins, and renewal economics. Customer Based Brand Equity Model Market Research quantifies how buyers, specifiers, and procurement councils perceive a brand at each stage of the purchase decision. The output is a defensible index that links perception to revenue.<\/p>\n

The Keller pyramid (salience, performance, imagery, judgments, feelings, resonance) was built on consumer assumptions. Industrial buyers behave differently. They evaluate brands through total cost of ownership, installed base reliability, and supplier qualification audits. The model still works. The instrumentation has to change.<\/p>\n

Why Customer Based Brand Equity Model Market Research Drives Industrial Pricing Power<\/h2>\n

In industrial categories, a single basis point of brand premium across an installed base can outweigh a year of cost reduction. Equity research identifies which attributes the buyer will actually pay for. The rest is noise.<\/p>\n

Consider three references. Caterpillar commands premium pricing because dealer network density and aftermarket parts availability are baked into the brand. Siemens wins specifications in process automation because engineering credibility shows up earlier in the buying cycle than price. Honeywell’s brand carries weight in safety-critical applications where switching cost includes recertification. None of this is captured by awareness tracking alone.<\/p>\n

According to SIS International Research, industrial buyers weight performance and judgment dimensions roughly two to three times more heavily than imagery and feelings, the inverse of consumer category patterns.<\/span> Brand equity programs that import consumer weighting schemes systematically misread where premium is earned.<\/span><\/p>\n

Adapting the Brand Equity Pyramid for B2B Buying Committees<\/h2>\n

A buying committee in industrial procurement typically includes an economic buyer, a technical evaluator, an end user, and a procurement gatekeeper. Each occupies a different layer of the pyramid. The economic buyer cares about judgments and total cost of ownership. The technical evaluator lives in performance. The end user reports on resonance through reorder behavior.<\/p>\n

Treating these as one respondent collapses the signal. The instrument needs role-stratified sampling, weighted by spend authority and influence on the bill of materials. SIS International’s B2B expert interviews and quantitative panels are designed around this stratification, with separate batteries for each role and reconciliation at the account level.<\/p>\n

The Six Industrial Equity Dimensions That Matter<\/h3>\n
\n\n\n\n\n\n\n\n\n\n\n
Dimension<\/th>\nWhat It Measures<\/th>\nIndustrial Indicator<\/th>\n<\/tr>\n<\/thead>\n
Salience<\/td>\nUnaided recall in specification moments<\/td>\nInclusion in RFQ shortlists<\/td>\n<\/tr>\n
\u30d1\u30d5\u30a9\u30fc\u30de\u30f3\u30b9<\/td>\nReliability and throughput credibility<\/td>\nMTBF perception, uptime claims<\/td>\n<\/tr>\n
Imagery<\/td>\nEngineering heritage and provenance<\/td>\nCountry-of-origin premium<\/td>\n<\/tr>\n
Judgments<\/td>\nTotal cost of ownership confidence<\/td>\nLifecycle cost benchmarking<\/td>\n<\/tr>\n
Feelings<\/td>\nRisk reduction for the specifier<\/td>\n“Nobody got fired for buying X”<\/td>\n<\/tr>\n
Resonance<\/td>\nReorder, expansion, advocacy<\/td>\nWallet share, reference willingness<\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n<\/figure>\n

Source: SIS International Research<\/em><\/p>\n

What Leading Industrial Firms Do Differently in Brand Equity Measurement<\/h2>\n

The strongest programs link the equity index to three operational data sources: win\/loss records, aftermarket revenue per installed unit, and price realization against list. The link is what makes the research defensible to a CFO. An equity score that cannot be reconciled to wallet share or margin is a vanity metric.<\/p>\n

The best operators also separate brand equity from category equity. In rotating equipment, ABB and Schneider Electric benefit from category trust before either firm enters the conversation. Isolating the brand-specific lift requires a paired-comparison design with a category benchmark. Most tracking studies skip this step and overstate brand contribution.<\/p>\n

SIS International’s proprietary research across industrial engagements in North America, the EU, and Asia Pacific indicates that Net Promoter Score, when used alone, explains less than a third of variance in renewal and expansion behavior in B2B contexts. The remaining variance sits in performance credibility and supplier qualification audit memory, dimensions NPS does not measure.<\/span><\/p>\n

The SIS Brand Equity Index Model for Industrial Categories<\/h2>\n
\"SIS<\/figure>\n

SIS builds a Brand Equity Index by combining structured B2B expert interviews with quantitative tracking through CATI and online panels. The index is calibrated against three external anchors: realized price premium, installed base wallet share, and specification win rate. Calibration is what separates a research instrument from a dashboard.<\/p>\n

The methodology uses sequential monadic exposure for competitive brands, conjoint analysis for attribute trade-offs, and driver analysis to isolate which equity components move purchase intent. For multinational industrial clients, the index is fielded across North America, the EU, Latin America, the Middle East, and Asia Pacific with country weighting tied to revenue exposure.<\/p>\n

Original Framework: The Industrial Equity-to-Revenue Bridge<\/h3>\n

SIS uses a four-stage bridge to connect equity to financial outcomes:<\/p>\n