Edited by Subhash C. Jain and David A. Griffith
Chapter 1: The Limits of Global Branding: The Emerging Market Challenge
Susan P. Douglas and C. Samuel Craig INTRODUCTION As markets become increasingly integrated and global in scope, developing a global branding strategy becomes an increasingly important priority for many firms, whether of US, European or Asian origin. The movement of people, goods and ideas across national and regional boundaries, facilitated by advances in communications and distribution technology has further enhanced the impact of global brands (Dimofte et al., 2008; Steenkamp et al., 2003, Johansson, 2010). Global brands increase the firm’s visibility with customers, distributors and other partners and provide a lynchpin for integrating and coordinating strategies across national markets (Holt et al., 2004). At the same time, many firms are expanding operations in emerging market countries such as India, China and Brazil, which offer large markets with attractive growth opportunities (Dawar and Chattopadhyay, 2002; Wilson and Purushothaman, 2003). This poses new challenges due to the economic and cultural diversity of these markets as well as differences in the nature of demand, competition and the infrastructure that supports marketing activity as compared with countries in the Industrial Triad, the traditional markets for large multinationals. While emerging market countries share certain commonalities, each country has its own unique characteristics and, notably, a growing sense of cultural nationalism and hence increasing interest in national brands. While a limited number of affluent urban consumers have tastes and interests similar to those of Western consumers and the income to afford global brands, the major, and as yet untapped potential, lies at the bottom of the...
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