Abstract
A country brand for agrifood products requires managing quality across a range of products and firms while recognizing the potential pitfalls in linking a brand's image with a country's image. Understanding the incentives for firms adopting the brand to use and contribute to the brand's equity informs the choice of brand management mechanism. The challenges in managing a country brand for international agrifood exports are discussed. This case is used to illustrate a strategy based on the obstacles faced by a collective brand that is used by many firms. The article highlights how a successful strategy will produce a brand that is unique, robust to impersonators, and has quality assurance mechanisms that are in line with firm's incentives to produce high-quality products.
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