Abstract
Corporate branding is increasingly gaining relevance in companies’ internationalization; however, few studies directly address the influence and use of corporate branding in processes of internationalization. This study examines these topics and shows the corporate brand as a critical capability in relationships with different stakeholders. A literature review explores corporate branding approaches in international business. In addition, a quantitative exploratory study was conducted using a survey with 297 management-level professionals in Brazil in order to find out if company operation scopes, whether local or multinational, interfere with views on corporate branding. The findings highlight the construction of identity in multinationals as one of the main reasons for adopting corporate brands. However, company operation scopes do not significantly interfere with the hierarchy of reasons perceived as important in the adoption of corporate branding. An emphasis on the concept of corporate branding based on organizational identity was noted among respondents who work at multinationals, showing the relevance of this topic for future research.
Highlights
Globalization has set a new conception of interaction and global flows in various sectors of society and the economy
In order to discuss corporate branding in international branding strategy, this study seeks to explore corporate brand approaches through the context of executives of organizations operating in Brazil. This exploratory and descriptive study (Vergara, 2009) seeks to understand the association still little explored in the literature between two topics: corporate branding and internationalization
The reflection promoted by the literature review highlights corporate branding as a critical capability in international business
Summary
Globalization has set a new conception of interaction and global flows in various sectors of society and the economy. Firm internationalization allows access to new markets, generating significant benefits such as increased product lifecycle management and operational revenues, more lucrative profits, and market diversification, with the consequent dilution of risks (Kovacs, Moraes, & Oliveira, 2007). As globalization allows easier access to new international markets, it creates a fierce competitive environment, which requires continuous increases in business competitiveness. Inclusion in this new business space demands elaborate and careful planning, which is part of broader strategic organization. There are several theories about the process of firm internationalization, exporting is, in most cases—and especially in the models of a behavioral bias—seen as one of the first steps in the gradual process of penetration. Despite appearing as the simplest mode of entry, one that does not need great firm control, exporting should be a strategically planned action and can require major changes in organization
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