Digital Branding Strategies for Building Competitive Advantage in the Online Business Era

Authors

  • Apriyanto Apriyanto Politeknik Tunas Pemuda
  • Muhamad Ammar Muhtadi Eastasouth Institute

DOI:

https://doi.org/10.31004/riggs.v4i4.5417

Keywords:

Digital Branding, Competitive Advantage, Online Business, Digital Engagement, Brand Trust

Abstract

The rapid expansion of digital technology has transformed the competitive landscape of online business, making digital branding strategies a crucial factor in achieving sustainable competitive advantage. This study aims to analyze the effect of digital branding strategies on competitive advantage in the online business era. A quantitative research approach was employed using data collected from 130 respondents who actively engage with online businesses. Data were gathered through a structured questionnaire measured using a five-point Likert scale and analyzed using SPSS version 25. The analytical techniques included descriptive statistics, validity and reliability testing, and multiple linear regression analysis. The results reveal that digital branding strategies—represented by online brand presence, digital engagement, content consistency, and brand trust—have a positive and significant effect on competitive advantage. Among these dimensions, brand trust and digital engagement were found to be the most influential factors in enhancing differentiation and customer loyalty. These findings indicate that effective management of digital branding activities enables businesses to strengthen market positioning and outperform competitors in highly competitive online environments. This study contributes empirical evidence to the digital marketing literature and provides practical insights for online businesses in formulating strategic branding initiatives to achieve long-term competitive advantage.

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Published

20-01-2026

How to Cite

[1]
A. Apriyanto and M. A. Muhtadi, “Digital Branding Strategies for Building Competitive Advantage in the Online Business Era”, RIGGS, vol. 4, no. 4, pp. 12474–12480, Jan. 2026.