Branding Time: Swatch and Global Brand Management

2005 ◽  
Author(s):  
Ram Mudambi
Keyword(s):  
Brand Management ◽  
Global Brand

Brand awareness: revisiting an old metric for a new world

2017 ◽  
Vol 26 (5) ◽  
pp. 469-476 ◽  
Author(s):  
Jenni Romaniuk ◽  
Samuel Wight ◽  
Margaret Faulkner
Keyword(s):  
Market Share ◽  
Brand Management ◽  
Brand Awareness ◽  
Underlying Structure ◽  
Cross Sectional ◽  
Content Type ◽  
Country Level ◽  
Global Brand ◽  
The Impact ◽  
Over Time

Purpose Brand awareness is a pivotal, but often neglected, aspect of consumer-based brand equity. This paper revisits brand awareness measures in the context of global brand management. Design/methodology/approach Drawing on the method of Laurent et al. (1995), this cross-sectional longitudinal study examines changes in brand awareness over time, with sample sizes of approximately 300 whisky consumers per wave in three countries: United Kingdom, Taiwan and Greece. Findings There is consistency in the underlying structure of awareness scores across countries, and over time, extending the work of Laurent et al. (1995). Results show that a relevant operationalisation of brand awareness needs to account for the history of the brand. Furthermore, the nature of the variation of brand awareness over time interacts with a brand’s market share. Research limitations/implications When modelling the impact of brand awareness researchers need to consider two factors – the brand’s market share and whether a more stable or volatile measure is sought. This avoids mis-specifying the country-level contribution of brand awareness. Practical implications Global brand managers should be wary of adopting a “one size fits all” approach. The choice of brand awareness measure depends on the brand’s market share, and the desire for higher sensitivity or stability. Originality/value The paper provides one of the few multi-country investigations into brand awareness that can help inform global brand management.

Amazon India’s “Apni Dukaan”: branding strategy

2018 ◽  
Vol 8 (3) ◽  
pp. 1-15
Author(s):  
Neetu Yadav ◽  
Mahim Sagar
Keyword(s):  
Brand Management ◽  
Subject Area ◽  
Current Status ◽  
Branding Strategy ◽  
Content Type ◽  
Global Brand ◽  
Branding Strategies ◽  
Fierce Competition

Subject area Brand Management, Branding Strategy, Strategic Management. Study level/applicability The case study is suitable for postgraduate management programs, such as MBA, Executive MBA and executive development programs. Case overview This case study provides a detailed analysis of Amazon India’s branding strategy by way of analyzing popular branding campaigns such as “Try to kar”, “Aur Dikhao”, “Kya Pehnu” and “Apni Dukaan” that enabled the global brand to reach to the masses of Tier-II and Tier-III cities in India. Facing fierce competition from existing market leaders such as Flipkart and Snapdeal, Amazon India strategizes to attract Indian consumers by rightly capturing their behavior in terms of demanding “highest power of options”, “fashion choices”, “originality” and “trust” with its local flavored advertisement campaigns enabling it to create a “trusted, reliable and local” brand identity. With the help of sufficient data and numbers about the industry, company and competitors, the analysis presents a clear picture of the current status of Amazon in the Indian e-commerce space and leaves the readers with food for thought concerning whether this “culture-specific” branding strategy will enable Amazon to become the number one choice for Indian online shoppers in the near future. Expected learning outcomes This case study helps students to understand how global MNCs use unique branding strategies to capture mass-markets in e-commerce business, the role of culture-specific aspects in developing differentiation strategies and the role of local flavors in branding strategies and internationalization. Supplementary materials Teaching notes are available for educators only. Please contact your library to gain login details or email [email protected] to request teaching notes. Subject code: CSS 8: Marketing.

Jumeirah Group: STAY DIFFERENT™

2011 ◽  
Vol 1 (4) ◽  
pp. 1-15
Author(s):  
Melodena Stephens Balakrishnan
Keyword(s):  
Marketing Strategy ◽  
Brand Management ◽  
Subject Area ◽  
Hospitality Management ◽  
Communication Strategy ◽  
Brand Strategy ◽  
Market Place ◽  
Content Type ◽  
Global Brand ◽  
Arts And Culture

TitleJumeirah Group: STAY DIFFERENT™Subject areaBrand strategy, marketing strategy, service marketing, hospitality management and international marketing strategy.Study level/applicabilityPost‐graduate‐level students; practitioners from the hospitality sector, brand management, corporate social responsibility (CSR) and the arts and culture field may also benefit from the case.Case overviewJumeirah Group is a luxury hospitality company that is implementing a global brand strategy after developing a strong‐regional reputation. Jumeirah's strong cultural alignment to its Dubai heritage in the form of its hallmarks and communication tag line “Stay Different” is being translated into events, activities, sponsorship and more importantly in terms of service to create a symbolic and experiential brand strategy. For Alice Royton, the Director of Branding for Jumeirah Group, the dilemma was how to maintain the thrust forwards as a top luxury brand and keep brand synergy especially as Jumeirah was increasing its portfolio and the competitive arena heats up in the international market place.Expected learning outcomesCreation of stakeholder value, brand strategy looking at various brand levels, using arts and culture as part of CSR initiative; communication strategy, emotional touch points and moment of truth as part of interactive service strategy; CRM and loyalty.Supplementary materialsTeaching notes.

Influence of Cultural Factors for Global Brand Management

2014 ◽  
Vol 3 (4) ◽  
pp. 40-47
Author(s):  
Gehan D. Shanmuganathan ◽  
Keyword(s):  
Brand Management ◽  
Cultural Factors ◽  
Global Brand

Veet: facing a cultural challenge in Pakistan

2016 ◽  
Vol 6 (2) ◽  
pp. 1-16
Author(s):  
Saima Husain ◽  
Kanza Naheed ◽  
Mahrukh Isa
Keyword(s):  
Brand Management ◽  
International Marketing ◽  
Field Research ◽  
Subject Area ◽  
Personal Hygiene ◽  
Research Centre ◽  
Content Type ◽  
Theoretical Concepts ◽  
Mba Students ◽  
Global Brand

Subject area This case has been written after extensive field research. It is designed specifically for the International Marketing course. However, it can be used in Brand Management, Consumer Behavior and Marketing Management courses as well. Study level/applicability Final-year BBA students or first-year MBA students. Case overview Although introduced in Pakistan in 1999, Veet, a personal hygiene brand, has failed to realize its potential even after a decade. Pakistan is a conservative society and women feel embarrassed buying hair-removing creams. Humayun Farooq, the new brand manager, is at a crossroad; he believes in giving the brand a bold take-off by using fashion as a platform, whereas both top management and his assistant brand manager are skeptical of his proposition, as they see it as risky. His decision is critical, as there is pressure to strike a balance between global standardization and local cultural norms. Expected learning outcomes The students will be able to: understand how global brands need to conceptualize and implement local brand strategies, given the different market challenges; and apply key theoretical concepts in International Marketing such as cultural product adaptation. Supplementary materials Instructors must ask the students to study the following before discussing the case in class. For the on-air 2009 advertisement of Veet in Pakistan, visit: www.youtube.com/watch?v=8Va9bA-ebqE. Although the case sheds light on the relevant Pakistani cultural and religious norms, students may further research and study the Pakistani culture. Nijssen, E.J. and Douglas, S.P. (2011). “World World-mindedness and attitudes toward product positioning in advertising: an examination of global versus foreign versus local positioning”, Journal of International Marketing, Vol. 19 No. 3, pp. 113-133. Shivkumar, H. (2006), Managing global brand advertising, World Advertising Research Centre. Subject code CSS 8: Marketing

scholarly journals Positioning Multicountry Brands: The Impact of Variation in Cultural Values and Competitive Set

2017 ◽  
Vol 54 (6) ◽  
pp. 914-931 ◽  
Author(s):  
Rajeev Batra ◽  
Y. Charles Zhang ◽  
Nilüfer Z. Aydinoğlu ◽  
Fred M. Feinberg
Keyword(s):  
Cultural Values ◽  
Brand Management ◽  
Semantic Analysis ◽  
Theory And Practice ◽  
Data Set ◽  
Global Brand ◽  
Extensive Field ◽  
Global Consistency ◽  
Life Values ◽  
The Impact

Building on cultural values research, the authors identify specific image attributes on which multicountry brands should position themselves consistently across markets. Leveraging prior research, they identify three life values that are most equal (benevolence, universalism, and self-direction) and two that are least equal (power and hedonism) in cross-national importance. The authors link specific brand image attributes (e.g., friendly, social, elite style, arrogant) to these life values through empirical data and semantic analysis. Using an extensive field data set on consumer perceptions and preferences from 22 countries regarding more than 1,700 brands, the authors then show that greater global consistency of a brand's image decreases overall brand attitudes if the specific image attribute is one that is not equally desired worldwide. They also find that the attitudinal impact of a multicountry brand's positioning consistency on commonly valued image attributes is greater when the set of competitors the brand faces across its markets is more homogeneous. The authors discuss implications for global brand management theory and practice.

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