Show Less

Handbook of Research in International Marketing

Edited by Subhash C. Jain

Presenting the challenges and opportunities ahead, the contributors to this volume critically examine the current status and future direction of research in international marketing. The result of a sustained and lively dialogue among contributors from a variety of cultures, this volume gathers their perspectives and many insights on the revitalization of the field.
Buy Book in Print
Show Summary Details
You do not have access to this content

Chapter 14: Global Brands: Does Familiarity Breed Contempt?

Johny K. Johansson and Ilkka A. Ronkainen


Johny K. Johansson and Ilkka A. Ronkainen INTRODUCTION The recent recognition of strong brand names as a key competitive asset has led to increased emphasis on the management of a firm’s top brands. Today strategic marketing management involves leveraging brand portfolios so as to maximize brand strength and financial brand equity. Consequently, given the importance of market expansion in the measurement of brand equity, it is not surprising to see that the emphasis on branding has in turn led to an increased stress on creating global brands. Brand management, now also a top management preoccupation, involves strong brand promotions, brand extensions and expansion into new markets, often overseas. Resource constraints in the typical firm suggest that managers concentrate their effort behind a few top brands, and focus on product categories where the firm can claim a leadership position. Thus, an international expansion strategy typically involves creating high levels of awareness and a positive image in several markets for a selected few ‘global’ brands. Global brands should be found everywhere, and everyone should know of their existence. However, since brand equity tends to rise with the ‘distinction’ or ‘esteem’ of a brand, an all-out effort to make the brand familiar may not always be the best strategy. As a brand becomes a familiar presence in a market, it may lose its aura of distinction and be perceived more as a commonplace good in the eyes of the customer. For example, it is possible that as people in previously untapped...

You are not authenticated to view the full text of this chapter or article.

Elgaronline requires a subscription or purchase to access the full text of books or journals. Please login through your library system or with your personal username and password on the homepage.

Non-subscribers can freely search the site, view abstracts/ extracts and download selected front matter and introductory chapters for personal use.

Your library may not have purchased all subject areas. If you are authenticated and think you should have access to this title, please contact your librarian.

Further information

or login to access all content.