Global Branding Strategy Research Articles

The Economics of US Cruise Companies' European Brand Strategies

Carnival and Royal Caribbean control two-thirds of the global cruise ship capacity. Although they share the same ambition to grow in Europe, they have never shared the same strategy. Carnival adopted a strategy of multiple decentralized local brands, each with its own capacities and prices, while Royal Caribbean chose a global brand, capacity and pricing strategy. However, Royal Caribbean's acquisition of Pullmantur in Spain, and the subsequent announcements of a dedicated cruise line for France and of a joint venture with TUI in Germany, mark a fundamental strategy change. Using microeconomic modelling, this paper investigates the rationale for that change.

Taking the Ballgame Out to the World: An Analysis of the World Baseball Classic as a Global Branding Promotional Strategy for Major League Baseball

This paper analyzes the 2006 World Baseball Classic as a promotional strategy by Major League Baseball to further its global branding pursuits. The WBC is qualified as a global sport event that is a marketing function of MLB in its efforts to emerge as an international brand; elements of the WBC are examined in the context of a global brand strategy. WBC promotional execution elements are studied in light of dimensions upon which consumers evaluate global brands. Four customer segments targeted through the WBC are characterized before the paper examines future WBC marketing approaches in the context of cultural production.

Achieving and Managing Global Brand Equity: A Critical Analysis

ABSTRACT According to some experts, brand equity is a company's most important asset. In this article, the authors first study the durability of brand equity in the long run. Then they examine the maintenance of that brand equity. The study analyzes the relative position of the top 50 most important global brands. Rank correlations indicate that, in the short run, the top 50 brands maintain strong equity levels, but in the longer run, this equity dissipates. In order to empower global brands in the long run, the authors put together a general global brand strategy model that would achieve and maintain brand equity. The model has three important components: strategic action, generating brand power, and achieving sustained brand equity. Such a model could balance the success in achieving brand equity globally both in the short and long run.

Innovation in Japan: What Role for University Spin-offs?

Japanese public authorities are concerned that Japanese industry is losing its competitive advantage in high technology industries. Moreover, there is a strong concern about the hollowing out of the local industrial basis during a period where the population is ageing and there is a need for the development of new fiscal resources locally. Public authorities still count on large companies to be the main source of innovation. However, the economic model of innovation and product development has reached its limit. For the first time since the 1950s there is a strong belief that innovative start-ups in manufacturing industries and/or having R&D activities that can lead to possession of high value patents need to play an important role in the industrial structure. The perception exists that Japan lost its competitiveness with the USA (and is likely to have similar problems also with China and India in the coming years) precisely because it had fallen behind in terms of creating the type of R&D-oriented companies that would create knowledge-intensive employment, develop global branding strategies and manage efficiently tangible and intangible assets. In this context, national and regional universities are expected to play an active role as providers of knowledge and technologies in collaboration with public administration and business. This could be achieved as usual through traditional means such as technology transfers together with commissioned and common research for and with private companies. However, since the beginning of the 2000s, university spin-offs (USOs) are beginning to play an increasingly significant role in the revival of Japanese economy in terms of attracting venture capital and promoting innovation. This article will describe and analyze the situation of the university spin-offs in Japan: the importance and origin of the phenomenon, and the characteristics and performance of those spin-offs. It will identify the obstacles they encounter and the opportunities they have in the current Japanese business environment, and assess the impact of the public policy supporting them. Finally, it will propose a possible scenario of their evolution in view of the domestic and international changes in the business environment.

Global Brand Strategy: Unlocking Brand Potential across Countries, Cultures and Markets

Global Brand Strategy: Unlocking Brand Potential across Countries, Cultures and Markets

Wanted: more books on global branding strategy

Wanted: more books on global branding strategy

Global brand strategy

This paper introduces a unique framework for equivalent and comparable brand analysis across multiple markets and societies — the Global Brand Proposition Model. The model combines consideration of the strategic planning cycle and the brand environment into an analysis tool that can be applied both globally and locally. It allows global and local analyses to be linked together seamlessly. This in turn enables brand managers to develop global brand strategy that will unlock their brands' full potential across countries, cultures and markets.

Global brand strategy: unlocking brand potential across countries, cultures and markets

Global brand strategy: unlocking brand potential across countries, cultures and markets

Us Versus Them, or Us Versus Everyone? Delineating Consumer Aversion to Foreign Goods

This paper presents evidence that international animosity and consumer ethnocentrism are distinct constructs that play different roles depending on the set of products available to consumers. Results show that animosity toward a foreign nation is related to choices between foreign goods, while consumer ethnocentrism is related to choices between domestic and foreign goods. Further, the study finds animosity effects even though anger levels are generally low, thus extending the boundaries of the animosity model of foreign purchase. The study focuses on U.S. consumer views of Japan and Japanese products. Implications for decisions concerning global versus local branding strategies are discussed.

The Rationale for Global Branding of Pharmaceuticals

Global branding is not a new concept, unless you are talking about the global branding of pharmaceutical products. This paper discusses the current obstacles to global branding and points out new developments that should enhance the possibility of globally branded pharmaceuticals. The paper discusses the concepts of branding, global marketing, and the rationale for the global branding of pharmaceuticals. Finally, the paper provides theoretical proposals for research on how pharmaceutical companies can pursue a global branding strategy.

The role of organisational structure in successful global brand management: A case study of the Pierre Smirnoff Company

While articles and books have largely focused on the strategic issues around brands and branding, much less attention has been focused on the people who manage them, and in particular, the organisational structures within which they operate. This paper is a case study which explores the role of organisational structure in the global management of the Smirnoff brand, the world's number one brand of vodka. It is set against a background of an increasingly turbulent, global environment where one of the key responses has been to ‘downsize’ or delayer the management hierarchy. The research identifies a series of factors which have enabled Smirnoff to compete successfully in the global environment including strong leadership, a clear, global brand strategy and a relatively flat organisational structure that has allowed a ‘loose-tight’ dynamic to operate between the international regions and Head Office, London. A number of general points are drawn from the case study which have implications for other companies operating in a global environment.

Global Branding: Why and How?

Examines the motivation for and the benefits of a global branding strategy, and sets out a framework for its implementation. Discusses the international environmental circumstances conducive to global branding, analyses the major functions and benefits of the strategy – advertising cost savings, rapid introduction of product innovation and improved identification and motivation of the workforce with the enterprise. Finally deals with the organizational conditions for global branding, such as strategic planning and controlling, organizational anchoring and marketing research. Draws on both English and German management literature.