Get 20M+ Full-Text Papers For Less Than $1.50/day. Start a 14-Day Trial for You or Your Team.

Learn More →

An international branding strategy based on a case study of a Taiwanese firm

An international branding strategy based on a case study of a Taiwanese firm Purpose – The purpose of this study is to explore and conceptualize the process of how an emerging‐market firm develops a successful international brand. Design/methodology/approach – A qualitative case study approach was employed in this study. Two rounds of data collection were conducted. Data sources include archival, interview and field notes. A total of 13 in‐depth interviews were conducted. Interviewees were drawn from across different functions and comprised top management to lower‐level employees. Collected data were analyzed in the iterate process, and emergent themes from the case form the basis of strategy conceptualizing. Findings – An effective international branding process can be conceptualized as four sequential strategic steps: create a transcultural brand name; identify a universal appeal for its products; develop a global brand essence; and convey the brand essence through products. The case finding also shows that the ability to fuse three pairs of seemingly contrasting elements across geographical and temporal boundaries is essential in the strategic process. The three pairs of elements include Western and Eastern cultures, historical and modern elements and craftsmanship and mass‐production. Research limitations/implications – This paper is rich in qualitative detail, but with all single case study research, its limitations regard applicability to other contexts. The applicability may suffer from the idiosyncratic characteristics of the case company as well as the difference between industries and products. Practical implications – The finding provides insights into how an emerging‐market firm can craft its international brand both faster and more effectively. The identified international branding process has managerial implications for international marketers in both emerging‐market and non‐emerging‐market firms. Originality/value – The study fills the void in the research of international branding strategy of emerging‐market firms. The conceptualization of an international branding provides a basis for further research on how to effectively craft an international brand. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Marketing Intelligence & Planning Emerald Publishing

An international branding strategy based on a case study of a Taiwanese firm

Marketing Intelligence & Planning , Volume 29 (6): 13 – Sep 20, 2011

Loading next page...
 
/lp/emerald-publishing/an-international-branding-strategy-based-on-a-case-study-of-a-uZ6txEmTrq
Publisher
Emerald Publishing
Copyright
Copyright © 2011 Emerald Group Publishing Limited. All rights reserved.
ISSN
0263-4503
DOI
10.1108/02634501111166120
Publisher site
See Article on Publisher Site

Abstract

Purpose – The purpose of this study is to explore and conceptualize the process of how an emerging‐market firm develops a successful international brand. Design/methodology/approach – A qualitative case study approach was employed in this study. Two rounds of data collection were conducted. Data sources include archival, interview and field notes. A total of 13 in‐depth interviews were conducted. Interviewees were drawn from across different functions and comprised top management to lower‐level employees. Collected data were analyzed in the iterate process, and emergent themes from the case form the basis of strategy conceptualizing. Findings – An effective international branding process can be conceptualized as four sequential strategic steps: create a transcultural brand name; identify a universal appeal for its products; develop a global brand essence; and convey the brand essence through products. The case finding also shows that the ability to fuse three pairs of seemingly contrasting elements across geographical and temporal boundaries is essential in the strategic process. The three pairs of elements include Western and Eastern cultures, historical and modern elements and craftsmanship and mass‐production. Research limitations/implications – This paper is rich in qualitative detail, but with all single case study research, its limitations regard applicability to other contexts. The applicability may suffer from the idiosyncratic characteristics of the case company as well as the difference between industries and products. Practical implications – The finding provides insights into how an emerging‐market firm can craft its international brand both faster and more effectively. The identified international branding process has managerial implications for international marketers in both emerging‐market and non‐emerging‐market firms. Originality/value – The study fills the void in the research of international branding strategy of emerging‐market firms. The conceptualization of an international branding provides a basis for further research on how to effectively craft an international brand.

Journal

Marketing Intelligence & PlanningEmerald Publishing

Published: Sep 20, 2011

Keywords: Branding; International branding; Emerging markets; Global brand essence; Fusion ability; Taiwan

References