Journal of Sustainable Marketing

Introduction

Sustainable branding has emerged as a vital strategic priority for business-to-business (B2B) enterprises in the global market, and the significance of sustainability has experienced substantial growth. According to (Vesal, Siahtiri, & Cass, 2021), companies in the modern era must ensure that their goals, values, and mission align with sustainability principles. According to (Sheth & Sinha, 2015), sustainability has become a fundamental business ideology that influences how stakeholders perceive a company and how consumers make decisions (Erdil, 2013). In addition, the COVID-19 pandemic is accelerating this trend by requiring the implementation of sustainable strategies and the development of innovative business processes (Verma & Gustafsson, 2020).

Several studies have demonstrated that brands significantly influence companies' marketing strategies. Notably, (Czinkota, Kaufmann, & Basile, 2014), (Grubor & Milovanov, 2017), and (Gupta & Kumar, 2013) have all observed a strengthening association between sustainability and branding. (Cawsey & Rowley, 2016) and (Leek & Christodoulides, 2011) assert that branding in the B2B sector poses distinctive obstacles, such as the requirement for enduring relationships and a greater level of knowledge and expertise. However, as (Kumar & Christodoulopoulou, 2014) and (Kapitan, Kennedy, & Berth, 2019) state, companies can differentiate themselves from competitors and establish enduring connections with environmentally aware customers by incorporating sustainability into their branding strategy.

Among the B2B companies that need to integrate sustainability strategies in their branding are B2B companies active in ports (Tessmann & Elbert, 2022). Ports, for example, are strategically located at crucial intersections of global commerce, environmental stewardship, and community engagement, underscoring the significant impact of sustainable branding in this industry. However, there is a scarcity of studies examining the long-term branding of B2B relationships (Chan, He, & Wang, 2012; Davis, Golicic, & Marquardt, 2008; Kinnunen, Saunila, Ukko, & Rantanen, 2022; Truong, Mazloomi, & Berrone, 2021), particularly within the port industry, despite the significance of these connections. Previous literature dealing with green ports primarily deals with single spot measure, while literature dealing more comprehensively with sustainability in the B2B context is less common (Lavissiere, Mandják, Hofmann, & Fedi, 2020). Motivated by the scarcity of studies on port sustainability records (Lim, Pettit, Abouarghoub, & Beresford, 2019), this research is initiated. Besides, when it comes to ports, there needs to be more sustainable branding strategies and their long-term consequences (Alipour, Minbashrazgah, Feiz, & Zarei, 2023). Thus, this study seeks to fill that void by developing a model for future testing grounded in strategic sustainability and examining the intricacies of sustainable branding in ports. The emphasis on ports underscores the significance and urgency of our research objective, and it underscores the necessity for innovative approaches to establish a sustainable brand that considers the distinct opportunities and challenges faced by the industry.

Theoretical Contribution

For managers of B2B companies in ports engaged in sustainable branding – either involved in building a sustainable corporate brand or hoping to revitalize their existing sustainability-based brands – this study also offers important insights:

Branding models have evolved and addressed sustainability and corporate social responsibility issues. Sustainable branding based on strategic sustainability expresses a strategic attitude and a holistic approach. Special attention is paid to sustainability principles in a brand's business model, values ​​, and actions. Past literature has considered sustainable branding with a particular focus on the consumer market segment, but there are no studies on sustainable branding in B2B firms, particularly ports (Chan et al., 2012; Davis et al., 2008; Torres, Bijmolt, Tribó, & Verhoef, 2012; Truong et al., 2021). In ports, where B2B companies operate, sustainable branding based on strategic sustainability requires identifying the specific needs of this sector and applying appropriate tools to create a strong brand that includes sustainability at the core of its strategy, in the sense that sustainable branding in ports should not only be a slogan but should be accompanied by real, provable, and tangible actions. It is necessary to continuously include sustainability in the critical processes of the port, such as design, construction, and executive operations, which will enable sustainability in competitive and performance-level strategies and ultimately create a sustainable brand. Therefore, unlike past research that has focused on one aspect of strategic sustainability (Borland, 2009; Dmitrieva, Cherepovitsyna, Stroykov, & Solovyova, 2021; Garza, 2013; Gupta & Kumar, 2013; Hallstedt, Thompson, & Lindahl, 2013; Yao, Zeng, Sheng, & Gong, 2021; Zameer, Wang, & Yasmeen, 2020; Zhang, Shen, & Wu, 2011), this research examines strategic sustainability with a holistic view.

Another theoretical contribution related to the sustainable branding of ports based on strategic sustainability is the importance of chain performance, which shows that ports alone cannot implement sustainable branding, and sustainable branding requires the active participation of the entire value chain in the sustainability plan. Therefore, it identifies the cooperation of local stakeholders, creating a strong visual identity and improving the image and identity of the brand as a part of branding activities. A port can only achieve sustainability in cooperation with other companies and local stakeholders in ports. This situation emphasizes the need to focus on strategic sustainability and effective interaction with companies within the supply chain to achieve sustainability goals.

Literature Review

This section will comprehensively analyze the theoretical foundation and examine current viewpoints regarding port authorities' and businesses' adoption of sustainable branding strategies.

Research Method

The current research adopts a grounded theory approach and a qualitative research strategy. Although the grounded theory is traditionally associated with sociology, nursing, health, and organizational studies, in recent years, it has started to enter marketing and consumer research (Ghorbani, Moridsadat, & Jafarzadeh, 2015; Shanmugathas & Thirunavukkarasu, 2015). This method is well-suited for situations with limited information about a phenomenon. The objective is to construct an explanatory theory that elucidates the underlying processes within the original research area (Bryant & Charmaz, 2007; Govers & Go, 2009); on the other hand, the initial literature search did not find an established theoretical framework for sustainable branding based on strategic sustainability, indicating a lack of knowledge on the subject.

Grounded theory is a suitable research method for theory development for three reasons. First, it is known for studying human behavior and making knowledge claims about how people interpret reality (Suddaby, 2006). Second, its primary goal is theory building, not theory testing. The grounded theory facilitates the recording and interpretation of people's subjective experiences. The methodological process of theoretical sampling and constant comparison enables the abstraction of people's subjective experiences into theoretical propositions (Fendt & Sachs, 2008). Third, the grounded theory methodology has developed guidelines for conducting research and interpreting data. Therefore, this method was adopted in the current research due to its essential features as a valuable resource.

In this research, the classical approach- evolved and constructivist grounded theory- was used among three methodological approaches (Birks & Mills, 2015). The decision to use a classical grounded theory approach was made because Glaser's approach, with its flexibility, provides the possibility of free exploration of the phenomenon (Urquhart, 2022) so that new concepts and ideas emerge; the analysis of the findings is based on the continuous comparison of the data while continuing the work, which allows the data to guide the flow and inform the development of a core category and the discovery of a theory. The research process is shown in Figure 1 .

The data collection tool employed is semi-structured interviews, and the participants were selected through purposive sampling to identify people who have a deep understanding of the phenomenon (Speziale, Streubert, & Carpenter, 2011). Subsequently, theoretical sampling was used to identify other contributors, a technique used to strengthen the collected data and enrich the emerging theory by seeking out individuals with valuable knowledge and experience (Fendt & Sachs, 2008). A total of 26 managers and experts of companies active in Iranian ports were purposefully selected to participate in this research and were interviewed for 9 months. The interviewees were selected according to the following 3 criteria:

1. Knowledge and Expertise: Managers and experts who have knowledge and expertise in marketing, social media, brand strategy, and advertising and are familiar with the concepts of branding, sustainable development, and strategic sustainability. Because branding is specialized in marketing, we tried to interview managers who were familiar with this concept (having education related to management and marketing). Before the interview, a brief explanation was given to the participants to ensure further consensus regarding branding and strategic sustainability.

2. Work experience: Managers and experts who have worked in ports for at least 5 years and have experience working with all kinds of clients (for example, commercial, government, and international companies). They are also related to critical stakeholders such as the government, non-governmental organizations, and stakeholders in the field of sustainability.

Roles and Responsibilities:

Strategic managers: Strategic managers analyze market trends, develop marketing and branding strategies, and collaborate with other port departments to achieve long-term goals.

Communication Managers: These people are responsible for developing and managing public relations and media management in ports and help promote port companies' brand image.

Operational and logistics managers: Operational and logistics managers supervise the operational aspects of the supply and transfer of goods and play a significant role in managing the supply chain and reducing operational costs in ports.

Health, Safety, and Environment Managers: This section concerns port safety and environmental laws. These managers are responsible for ensuring compliance with these laws to minimize adverse environmental impacts. The details of the participants are listed in Table 1 .

Data analysis for each section was done immediately after the interview and at the same time as data collection. The researchers were guided to access subsequent data based on the insights gained from the initial data collection and analysis. Interviews continued until theoretical saturation (the point at which no new important insights or information emerged) was reached (Tie et al., 2019). After data analysis, research findings were shared with participants. Participants had the opportunity to review the model and the textual representation of the theory. Their feedback and views were incorporated into the final analysis, enhancing the overall validity and reliability of the research.

Results

Substantive theory

The formulation of a grounded theory was accomplished through the application of theoretical coding and data classification, constant comparative analysis, and the formulation of conceptual theoretical questions. The theoretical sampling technique, instrumental in shaping the theory, facilitated the exploration of categories, characteristics, and interrelationships indicative of a theoretical whole (Holton & Walsh, 2016). Theoretical coding was pivotal in conceptualizing the relationships between main categories and theoretical concepts, providing a comprehensive structure to the emerging theory. The attainment of theoretical saturation signified that the developing categories had reached a saturation point, thereby crystallizing the emerging selectivity theory (Glaser & Strauss, 1967). The present research study led to the following grounded theory:

"For sustainable branding based on strategic sustainability, ports are engaged in pragmatic sustainable branding by providing a platform of sustainability aligned with the branding catalyst."

The sustainable branding model based on strategic sustainability is shown in Figure 2.

Discussion

Figure 2 shows the relationship between the theoretical codes. As the model shows, ports must develop three components for sustainable branding based on strategic sustainability: pragmatic sustainable branding, a branding platform, and a branding catalyst.

The theoretical code of the branding platform emphasizes the importance of creating a comprehensive and integrated branding strategy that combines the framework of brand value perception formed inside the company and public diplomacy created outside the company. Companies active in ports can increase their reputation by actively engaging stakeholders, communicating sustainability commitments, creating a strong and reliable brand identity, and considering standards aligned with sustainable development for companies active in ports. Strengthen the company and society and contribute to a more sustainable future. This approach increases brand value and prepares ports to navigate the complexities of sustainability challenges effectively. In addition, according to the traditional branding models such as the Aaker model and the Kapferer model, which respectively have an approach to personality dimensions and brand identity, sustainable branding in companies active in ports visualizes and promotes characteristics that make brands sustainable in environmental, social, and economic contexts. The economic dimensions of this model include the brand's functional benefits for the consumer. However, due to its responsibility and positive effects on society and the environment, traces of the emotional components of the brand (emotional connection of the brand) are also evident.

The theoretical code of pragmatic sustainable branding creates a framework for developing a solid and sustainable brand identity for companies operating in ports. By effectively integrating internal branding, CSR, and sustainable entrepreneurship, these companies can create a brand that appeals to stakeholders and actively contributes to environmental sustainability and social well-being because sustainable entrepreneurship considers companies' capacity to transform ideas into actions that create economic, environmental, and social values, Fosters a resilient brand that aligns internal practices with external perceptions and ensures long-term sustainability and positive community impact in the maritime sector. According to the words of one of the participants in this research, "Sustainable entrepreneurs are required to create an impact on port entrepreneurship, local economy, and social and environmental system by stimulating the formation of port businesses and networks through the acquisition of tangible and intangible resources. Moreover, they are under the influence of investors". In supporting sustainable port entrepreneurship, the circular economy is essential for global sustainability as port entrepreneurship is part of the creative economy. Hence, sustainable port entrepreneurs use marketing to support themselves through creative and cultural activities that may create new businesses and jobs, partnerships, and networks, both for-profit and non-profit.

Branding Catalyst's theoretical code, which incorporates sustainable digital networking and sustainable place marketing, provides a robust framework for strengthening the branding of companies operating in ports. By using digital tools to enhance communication and promote their unique attributes through sustainability-focused marketing, ports can create a strong brand identity. This approach resonates with various stakeholders and aligns port operations with global sustainability goals. Ultimately, these strategies position ports as leaders in sustainable practices and enhance ports' reputation, social relations, and economic potential in an increasingly environmentally conscious market.

According to the model, companies active in ports seek sustainable branding by defining a strategic framework to promote sustainability. In this context, the framework of brand value perception and public diplomacy are considered two basic dimensions imagined in the form of two circles, and the points of commonality between these two are things (internal branding, corporate social responsibility, and sustainable entrepreneurship) that constitute pragmatic sustainable branding.

The process of sustainable branding is based on principles that can be considered in the form of three gears (given that the gear is the symbol of the industry) that operate in the fields of internal branding, corporate social responsibility, and sustainable entrepreneurship in ports. The image of the gear wheel is a symbol of the overlap and internal cooperation between these three areas, which indicates the need for coordination and synergy between them to achieve strategic sustainability goals. With the rotation of each gear, other parts are also activated, and the entire branding system moves. This model proposes that each area is important and influential in realizing a common goal. The research is consistent with previous strategic sustainability and branding studies, presenting a cutting-edge, port-specific framework. It offers pragmatic insights for policymakers, practitioners, and researchers to enhance collaboration and sustainability in ports. More studies should investigate its applicability and assess stakeholder perceptions across different regions. Sustainable location marketing and digital networking are essential to this equation and act as drivers or catalysts that further sustainable branding. The arrow symbols above and below the gears indicate that these two elements are important in all branding stages and determine the gears' speed and direction.

Emphasizing that these factors are constantly present throughout the sustainable branding process indicates that sustainability should not be seen as a separate goal or project but should be considered an essential and continuous component in all port activities, influencing all levels and sectors.

Conclusion

This research uncovers a previously unexplored connection between strategic sustainability and sustainable branding in the port sector. This aspect has been surprisingly overlooked despite its crucial significance in B2B marketing. The topic of sustainable branding and strategic sustainability has yet to receive sufficient attention despite its overall importance (Pai et al., 2015; Torres et al., 2012). This holds particularly true in the intricate port setting. Although there is a consensus that marketing is vital in B2B settings, this fact still holds. Prior research has extensively focused on the analysis of various elements of strategic sustainability, as evidenced by studies conducted by (Gupta & Kumar, 2013), (Yao et al., 2021), and (Zameer et al., 2020). However, none of the abovementioned studies by (Smith, 2011) and (Dmitrieva et al., 2021) have proposed a comprehensive approach that integrates sustainability, operational efficiency, and strategic foresight. In the dominant approach of port marketing and related green strategies, it is generally observed that green ports implement measures in the short or medium term to address environmental emergencies (Bergqvist & Monios, 2019).

Moreover, actions are focused on one aspect of sustainability (mainly the environmental pillar), mainly on one source of pollution, and involve only a small number of actors (Lavissiere et al., 2020). By offering a port-specific sustainable branding strategy based on strategic sustainability principles, our research seeks to close this knowledge gap. Our understanding of the dynamics in developing contexts, such as Iran, is limited because most B2B branding discussions focus on wealthy nations (Lasrado, Thaichon, & Nyadzayo, 2023). This study enhances the current knowledge by shedding light on the strategic necessities of sustainable branding in these neglected regions. This text emphasizes the significant environmental issues resulting from port operations (Axel, 2011). It explores how branding strategies that integrate sustainability can address these issues while generating fresh prospects for leadership and competitive edge.

According to the findings of this study, port managers and CEOs of business-to-business companies should integrate sustainable branding initiatives and strategic sustainability into their operations. However, this strategy is a tool for immediate brand promotion and a strategic investment to ensure long-term performance improvement for port companies. (112) The document emphasizes the need for a framework that surpasses conventional marketing slogans. It also emphasizes the importance of demonstrating a strong dedication to sustainability in all port operations. (Smith, 2011) and (Dmitrieva et al., 2021) argue that ports should proactively cultivate enduring relationships with their stakeholders by openly communicating their sustainability objectives and principles. Furthermore, the study indicates that ports must collaborate with other stakeholders throughout the entire value chain and synchronize their internal operations with sustainability objectives to achieve success in sustainable branding. Collaboration is essential for creating a sustainable brand that fulfills stakeholders' and customers' ethical and ecological expectations.

To ensure adherence to sustainability goals, companies should implement indicators and performance measurement tools to assess the progress of their sustainable strategies and actively communicate values to customers and other stakeholders by promoting environmental and social responsibilities. Ports can effectively convince customers of the true nature of their sustainable offerings by effectively communicating their commitment to sustainable development, which can create stronger trust-based relationships with customers and facilitate shared values.

Finally, the findings of this study emphasize that B2B companies operating in ports, through sustainable branding based on strategic sustainability, can differentiate themselves competitively, obtain social licenses to operate from local communities, investors, and partners, attract investors and business partners interested in sustainable practices and strengthen the internal culture of sustainability. This brand affects how ports are perceived by marine and port service companies, the shipping industry, policymakers, and the general public and can create more conscious behaviors towards the environment and social responsibility.

Although the current focus on Iranian ports may appear limited, its findings have the potential to have substantial impacts beyond that specific region, particularly in developing nations and the Middle East. Future research could encompass a more comprehensive array of stakeholders, such as suppliers, manufacturers, and buyers, to enhance the current knowledge base. This would enable a comprehensive evaluation of the effectiveness and impact of sustainable branding in the port ecosystem. The study's dependence on a particular cohort of managers and experts is advantageous and disadvantageous, as it provides a potential avenue for future investigation. Future research could utilize longitudinal methods or implement more comprehensive participant sampling to validate and improve the proposed model. This information can provide a better understanding of how sustainable branding contributes to improving port sustainability and competitive positioning. This research fills the theoretical and empirical knowledge gaps, improving our comprehension of sustainable branding in the port sector. Sustainable branding can serve as a potent instrument for safeguarding the environment, enhancing operational efficiency, and differentiating oneself in the market. Studying sustainable branding, rooted in strategic sustainability, opens new opportunities for B2B marketing research and practice. This conclusion is particularly relevant when applied to the vital yet often neglected context of ports in developing countries.