Although branding research has long been a topic of interest in academia, the number of scientific papers concentrated on brand management and brand equity has notably increased recently (Rojas-Lamorena et al., 2022.). Among these, the brand-levers process and elements are becoming ever more important for the field (Keller, 2003; Yoo et al., 2000). As a fundamental component of marketing mix management (Kotler & Armstrong, 2018), brand
communication uses resources to carry out tasks; this outcome of purposeful bundling of resources (Teece, 2014).The original version of the resource-based view presented organizational capabilities as established routines for running processes (Day, 2011), but it failed to explain the development and adaptation of capabilities in response to changes in the
market or nonlinear disruptions such the Internet (Day, 2011). Understanding the function of digital marketing in obtaining high performance and competitive advantage depends on resources, skills, knowledge, and processes to support a brand's marketing strategy (Miller, 2015). The resource-based theory and capability approach are therefore very important.
In marketing capabilities are complicated
and multifarious bundles of talents and acquired information exercised to develop new capabilities that help accomplish performance by client acquisition and retention, thereby combining marketing resources and operations. They conceptualise e-marketing capabilities using ability and resource-based theories, therefore leveraging both (Trainor et al., 2011). The marketing capacity of a company is the complex collection of firm-level skills and knowledge
exploited to accomplish marketing goals and change with the times (Moorman & Day, 2016).
The procedures, systems, and tools a business uses to develop and carry out e-marketing initiatives characterize its e-marketing capabilities (Chaffey & Smith, 2017). These tools help businesses to properly allocate resources and reach their e-marketing objectives. For example, various businesses could rank differently in search engine results (Cox, 2021) and
have varied degrees of involvement and appealing material on their Facebook sitesTowards social media marketing capabilityThe marketing scene has been profoundly changed by the emergence of social media platforms, easily available high-speed network connectivity, and mobile devices' general acceptance (Lamberton & Stephen, 2016). Particularly with the
Current epidemic and rising internet use
which have resulted in more responsibility, the function of marketers has changed. After branding and digital marketing, 84.1% of businesses give social media marketing top priority, therefore attesting to the value businesses attach to using social media for competitive advantage. Social media marketing (SMM) is the practice of activities improving the function of social media in campaigns of marketing. It describes how to produce, share, and distribute
worthwhile offerings with stakeholders using social media technologies, channels, and software (Alalwan et al., 2017). New media technologies include social media help to enable interactivity and co-creation, therefore facilitating the distribution of user-generated content between companies and people (Filo et al., 2015). Regarding the strategic resources they
under manage, brands in a specific sector vary (Day, 2011). Within the framework of digital marketing capabilities, SMM is a recently covered subject and regarded as one of the main tools and resources available in this regard (Herhausen et al., 2020). Although the availability of digital marketing capabilities as major drivers of business performance (Homburg & Wielgos, 2022) this study focuses especially on the capabilities connected to SMM activities
As drivers of brand performance at the consumer
perception level. Though the importance of Marketing Capabilities Theory in reaching exceptional performance in a complex, competitive market (Herhausen et al., 2020; Mathews et al., 2016, 2019) little study has looked at SMM as a new strategic capacity. Still open questions include "what is the nature of new capabilities in social media?" (Moorman & Day, 2016); "does social media use by brands contribute to organisational performance?"
Herhausen et al., 2020 as Previous studies on SMM employing a variety of variables (Jayasiriya et al., 2018) have indicated that these factors can be distilled to a smaller number of activities expressing the tone and strategies utilized to transmit messages. Within the "Content" activities, one can incorporate as sub-dimensions "trendiness," "entertainment," and "personality." It is more advisable to concentrate on the core of SMM variables than
investigate several variables. Thus, it is advisable to concentrate on the substance of SMM variables rather than exploring several factors. This strategy would allow a better knowledge of SMM since the main competencies companies concentrate on to enhance the performance of their brands. Within the field of marketing, the idea of brand equity has become rather important in previous decades. Investigations aimed at comprehending the elements supporting a strong brand have meanwhile been focused on Since the 1990s, several
Conclusion
of evaluating brand equity have evolved from their inception. Still, the brand equity approach Keller (1993) first presented has great relevance. This model combines two basic elements rather successfully: brand image and brand awareness. These two aspects are somewhat similar to the concept of brand knowledge as stated and operationalized in other research. Concurrently, these aspects have been empirically applied in other spheres of study including
a social media environment in different domains (Godey et al., 2016). Thus, this study uses a cognitive approach to assess brand equity by combining the two aspects of brand knowledge: awareness and brand image. Thus, present work aims to contribute multiple times to the body of knowledge already in use. First of all, it seeks to preserve the fundamental idea while
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