Edited by Hemant Merchant
Chapter 7: Brand management practices in an emerging country market
This chapter reports on a survey into the use of brand management practices (BMPs) in an emerging country (EC) market. Burgess and Steenkamp (2006) argue that EC research contributes to the growth of marketing science. They suggest that scholars need to “systematically explore the EC institutional context and its effects on marketing phenomena” (p.352). EC markets are no longer important simply as markets for exports (Li, 2002), sites for production facilities (Lin et al., 2012) or countries of brand origin, but now increasingly as sources of brand competition and reverse linkage investment and acquisitions (Enderwick, 2009; Erdogmus et al., 2010; Kearney, 2012). The World Bank’s G20 Summit Report (World Bank, 2010) pictures global growth as “increasingly multipolar”. Indeed, along with the BRIC (Brazil, Russia, India and China) economies, the report also mentions South Korea, Mexico and Turkey as likely to be future growth poles (p.2), in addition to being currently “emerging country markets”. Building on prior literature (for example, Keller, 2000; Berthon et al., 2008), this study therefore aims to provide new insights into the implementation of BMPs in the context of an EC market. The research seeks to shed light on brands in EC markets and how they are seeking to catch up with their developed market competitors.
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