international brand management - uni-trier.de · pdf fileinternational brand strategies ......

Chair for

Marketing and Retailing Trier University Prof. Dr. Prof. h.c. B. Swoboda

2nd practise Master-Study WS 2015/2016

Specialising: Handel und Internationales Marketing-Management

Module: Retail Management und International Branding

INTERNATIONAL BRAND

MANAGEMENT

Trier University MARKETING & RETAILING Prof. Dr. Prof. h.c. B. Swoboda

Literature

Required literature (relevant in some excercises)

Steenkamp, J.-B. E. M., Batra, R., & Alden, D. L. (2003), “How perceived

brand globalness creates brand value”, Journal of International Business

Studies, 34(1): 53-65.

Pappu, R., Quester, P. G., & Cooksey, R. W. (2007): “Country image and

consumer-based brand equity: relationships and implications for

international marketing”, Journal of International Business Studies, 38(5):

726-45.

Slide 2


… exports (in Mill. USD)

… foreign direct investments (in Mill. USD)

Source: UNCTAD 2015.

Source: UNCTAD 2015.

0

5000

10000

15000

20000

1970 1980 1990 2000 2010 2014

317 2,376

4,261

7,941

18,969 23,725

0

5000

10000

15000

20000

25000

1980 1990 2000 2010 2014

698 2,081

7,511

20,371 25,823

International development of …


Domestic Markets

Company

International Brand Strategies –

Global Branding

Country A Country C

Global Brand

Country B

Consistent marketing concept

Slide 4


Domestic Markets

Company

Country A Country B

Local

brand 1

Local

brand 2

Product

Individual

marketing concepts

Persil sensitiv Mini Risk

International Brand Strategies –

Global Branding

Slide 5


Key Problems in Brand Management

Definition: “Brand as a memory in the heads of the target group”, but

New strategic questions, e.g.

Who are the relevant target groups (and competitors) internationally?

Should I use present brands for the expansion into new (e.g. emerging)

countries and thus build a international Product Brand-Portfolio?

Is my Product Brand-Portfolio “country specific” or “global” or “regional”?

Is my Corporate Brand-Management standardized internationally?

How to deal with new determining factors, e.g.

Firm specific: Resources, e.g. brand competences?

Host country specific: General/macro (e.g. geography, economy, legislative,

cultural) or market/meso (e.g. customer behavior, competition)?

Home country specific: Country of Origin Image, cultural distance?

Slide 6

Chair for


International Brand Management

2.1 Developments and strategic decisions

2.2 Building Global Customer-based Brand Equity

2.3 Determinants of International Brand Management

2.4 Students’ presentation

2


In Detail (2.1, 2.2) …

International corporate and product

brand options and tendencies

Decision options and steps in

international brand management

Global Branding strategy and

building global CBBE

Objectives

Considering brand management

decisions in international markets

Understanding, why firms take

brands global

Highlighting the pros and cons as

well as the decisions of a global

marketing strategy

Developing a global brand strategy

Slide 8


10 Worldwide “Corporate”

Brands

45 Worldwide Strategic

Brands

Responsibility of general

management at strategic

business unit level

140 Regional Strategic

Brands

Responsibility of strategic

business unit and regional

management

7,500 Local Brands

Responsibility of local

markets

•Nestle

•Carnation

•Buitoni

•Kit Kat

•Polo

•Cerelac

•Baci

•Macintosh’s

•Vittel

•Stouffer’s

•La Laiterie

•Texicana

•Brigadeiro

•Rocky

•Soils

Examples

•Herta

•Alpo

•Gerber

•Poland Spring

•Mighty Dog

•Smarties

•After Eight

•Coffee-Mate

•Maggi

•Perrier

•L’Oreal

Source: http://www.nestle.com; http://brand/index.asp. Slide 9

Nestle’s Branding Tree


Without a doubt: Corporate Brands are internationally equal?

If they are used (endorser strategy or

branded house), they need to be

harmonized, like Henkel or Bayer do that

Even if the strategies are not used (but a

house of brands) the customers know

that the product brands are global or

international or from a particular country

Brand knowledge

Reputation

Brand image

Slide 10


Product or Retail Channel Brands are related to some options?

Establishing Global Brands (use of

global, regional (European) or home

country images)

Establishing Local Brands (going close

to the local consumer needs)

Realizing a mixed strategy (having

global, regional and local brands in the

portfolio)

Sweden Japan

Russia China

(3)

Product

Image

(2) Corporate

Image

(1) Country Image

(„Made in ...“)

Slide 11


Thus, what is to do?

Coca-Cola as a Global Brand

Slide 12


a. Observing Customer Behavior: Worldwide homogenization of needs

Standardization of IM for consumer products is predicated on:

an international equalization of relative income levels

increasing personal consumption and ownership patterns of consumer durables

increased and better communications worldwide

travel patterns of consumers

spread of MNCs

Global companies can reduce their unit costs which allows them to price

penetrate markets and force non-global competitors out

Global Media Consumption

But then …

Slide 13 Source: Levitt (1983)


E.g. find across nations segments:

Lifestyle groups in fashion business

Defining and Selecting Effective

Segmentation Criteria

Measurability of criteria, possibility

to identify segments

Behavioral relevance of criteria:

often, easy-to-measure and easy-

to-access criteria (as language,

income, geography) are low on

behavioral relevance

Accessibility of resulting segments

(and potential to isolate the

segments)

Profitability and stability of

segments

Slide 14


b. Deal with the Option of Global vs.

Local Marketing Programs 1/2

Advantages

Economies of scale in production

and distribution

Lower marketing costs

Power and scope

Consistency in brand image

Ability to leverage good ideas

quickly and efficiently

Uniformity of marketing practices

Slide 15

Disadvantages

Differences in consumer needs,

wants, and usage patterns for

products

Differences in brand and product

development and the competitive

environment

Differences in the legal environment

Differences in marketing institutions

Differences in administrative

procedures


Standardization Adaptation

Goals:

- Harmonization of market presence

- Easier inter-country planning/ expansion

- Use of synergies

Goals:

Higher market share -

Profile in the competition -

Higher communication effects -

Advantages:

- Critical mass

- Scale and learning effects

Advantages:

Better address of customers needs -

Ability to adopt to market changes -

Source: Zentes/Swoboda/Schramm-Klein 2010.

Global

Multinational

Deal with the Option of Global vs.

Local Marketing Programs 2/2

Slide 16


c. Define a global, regional or local position

V ö gele

Fast Retailing

Matalan

Gap Cortefiel

Benetton Next

Mango

H&M

Massimo Dutti

Zara Stradivarius

Bershka

Pull &

Bear

- Fashion - Fashion + Fashion +

+ Preis + Preis

- Preis - Preis

V ö gele

Retailing

Matalan

Gap Cortefiel

Benetton Next

H&M

Zara

Bershka

Pull &

Bear

C&A

Slide 17


Even if a Brand is standardized it could have various positions

high

low

high

low

Price Adidas

H

Adidas

D

Adidas

F

Prestige/

Quality

Goldstar

Samsung

Sony high

low

high

low

Price Sony

Goldstar

Samsung

Prestige/

Quality

Western EU Middle-/Eastern EU

Slide 18


d. Measure the Success – Core- and Peripherial-Elements

Peripheral-Marketing

Elements Supply Chain

Processes

Marketing

Processes

Success across

nations

Success in

host country

Source: Swoboda/Elsner 2013.

Core-Marketing

Elements

Chicken Maharaja Mac McRice

McKebab Le petit McBaguette

Slide 19


Brand resonance

Behavioral loyalty

Frequency and amount of repeat purchases

Attitudinal attachment

Love brand

Proud of brand

Sense of community

Kinship

Affiliation

Active engagement

Seek information

Join club

Visit website, chat rooms

Slide 20

Chair for







2


Global brand strategy

Identify differences in consumer behavior

How they purchase and use products

What they know and feel about brands

Adjust branding program

Choice of brand elements

Nature of supporting marketing program

Leverage of secondary associations

Core brand building blocks for Global CBBE

Creating brand salience

Crafting brand image

Eliciting brand responses

Cultivating resonance

Slide 22

Source: Keller, K. L. (2008), “Strategic Brand Management: Building, Measuring, and Managing Brand Equity”, 3rd ed., Pearson: Upper Saddle

River, NJ.

.


Building global customer-based

brand equity (I) (fully self study)

Slide 23

Understand

similarities and

differences

Don‘t take

shortcuts in

brand

building

Establish

marketing

infrastructure

Embrace

integrated

marketing

communication

Cultivate

brand

partnerships

Developed vs.

developing

markets

Changing

landscape of

global branding

(e.g., younger

consumers,

increased

mobility, growth

of global media)

Provide sources

of CBBE in

each country

Failure of

exporting

marketing

programs from

other countries

Building a brand

from the bottom

up (i.e., building

brand

awareness and

image)

Manufacturing,

distribution and

logistical

advantages

Adaption of

operations due

to differing

infrastructures

Investments in

foreign partners

Production and

distribution are

key factors for

success

Advertising

Non-traditional

forms of

advertising

Promotion and

sponsorship

Establishing

marketing

partnerships

Optimizing

access to

distribution

1 2 3 4 5


Building global customer-based

brand equity (II) (fully self study)

Slide 24

Standardized

global marketing

(e.g., common

customer needs,

global

customers,

comparable

technical

standards,…)

Global brand

development

(e.g., globally

basic positioning

and branding,

globally applied

technologies).

Balance

standardization

and

customization

Balance

global and

local control

Establish

operable

guidelines

Implementation

of global BE

measurement

system

Leverage

brand

elements

Centralization at

home office or

headquarters

Decentralization

of decision

making to local

foreign markets

Some

combination of

centralization

and

decentralization

Brand charter

Product line

E.g., Assign

every possible

product to one

category

(Disney:

acceptable

without license

permission, not

permissible to

ever license,

requires

validation from

headquarter)

Provide timely,

accurate, and

actionable

information on

brands

Tactical and

strategic

decisions

Global BE charter

Brand tracking

Avoid lack in

marketing

research

infrastructure

Translation to

another culture

Brand name

memorability

and recall

Non-verbal

brand elements

Translation

problems

Attempt to

create more

uniform brand

elements

6 6 7 8 9 10

Chair for







2


In Detail…

Overview of determinants in

International Marketing

Elements of culture, Hofstede’s,

GLOBE, and Schwartz approach to

culture

Further determinants: Country-of-Origin,

Perceived Brand Globalness,

Consumer Ethnocentrism

Slide 26

Objectives

Understanding what culture refers to

Understanding the elements of

culture

Applying different approaches of

culture

Understanding different determinants

of global branding


Comparison of advertisements in

Sweden and Saudi Arabia

Slide 27

Sweden Saudi Arabia

Source: www.ikea.com


A wide range of Determinants

in foreign environments

General Environment

- Entry barriers

- Quantity, quality, size

of competitors

- Competition intensity

- Competitors’ offerings

- …

- Quantity, quality, size

of suppliers

- Quality/offering of

suppliers

- Bargaining power

- …

- Demand patterns

- Structure of needs

- Size of market

segments

- Distribution structure

- Bargaining power

- …

Competitors Suppy Demand

Competitive Environment

- Resources (tangible/intangible)

- Operation mode

- Aims and objectives

- Competitive strategy

- Characteristics of offerings

- …

Internal environment

International Branding

Source: Zentes, J.; Swoboda, B.; Schramm-Klein, H. 2013. Internationales Marketing. 3rd ed. Vahlen: Munich.

- Market size/potential - Cost structure

- Interest rate

- Exchange rate

- Purchasing power

- Business climate

- …

- Trade barriers - Trade agreements

- Law and legal aspects

- Political stability

- …

- Language - Religion

- Values/norms

- Aesthetics

- Education

- Interaction

- …

- Climate

- Topography

- Infrastructure

- …

- Information/commun-

ication technology - IT Systems

- …

Economic factors Political and legal

factors

Cultural factors Geographical

factors

Technological

factors

Slide 28

Consumer


Systematization of determinates of

the choice of WOS (+) and JV (-)

Host country factors

Cultural distance

Country risk (-)

Legal restrictions (-)

Market growth (-)

Income level (of host country)

Industry concentration (in host country)

Market size (-)

Markt attractiveness

Volatility of demand

Trade barriers

Competitive intensity

Openness of host country to FDI

Home country factors

Power distance index (+)

Uncertainty avoidance

Internal factors

Int. product diversification (-)

Specificity (general)

Advertising intensity (+)

R&D intensity

Capital intensity

Sub size (absolute & relative to MNE)

Resource intensity (-)

MNC sales & assets

MNC employees (+)

Int. experience (country specific) (+)

Age of subsidiary

Multinational experience

Int. experience (general)

Export intensity (+)

Diversification of MNC

Source: Morschett, D.; Schramm-Klein, H.; Swoboda, B. 2010. Decades of Research on Market Entry Modes: What do we really know about external

antecedents of entry mode choice? Journal of International Management, 16(1): 60-77. Slide 29


Example for a systematization of

country differences (I)

Financial

differences

Economic

differences

Definition Measurement

Differences in economic development and

macroeconomic characteristics

Income (GDP/capita)

Inflation

Exports

Imports

Differences in financial sector development Private credit

Stock market capitalization

Listed companies

Political

differences

Differences in political stability, democracy,

and trade block membership

Policy-making uncertainty

Democratic character

Size of the state

WTO member

Regional trade agreement

Administrative

differences

Colonizer-colonized link

Common language

Common religion

Legal system

Differences in colonial ties, language,

religion, and legal system

Source: Berry, H., M.F. Guillén and N. Zhou (2010), An instituional approach to cross-national distance, Journal of International Business Studies,

41 (9), 1460 – 1480. Slide 30


Example for a systematization of

country differences(II)

Demographic

differences

Cultural

differences

Definition Measurement

Differences in attitudes toward authority,

trust, individuality, and importance of work

and family

Power distance

Uncertainty avoidance

Individualism

Masculinity

Differences in demographic characteristics Life expectancy

Birth rate

Population under 14

Population above 65

Connectedness

differences

Differences in tourism and internet use Number of Internet user

Int. tourism expenditure

Int. tourism receipts

Geographic

differences

Great circle distance between geographic

center of countries

Great circle distance

Knowledge

differences

Differences in patents and scientific

production

Number of patents

Number of scientific articles

Slide 31 Source: Berry, H., M.F. Guillén and N. Zhou (2010), An instituional approach to cross-national distance, Journal of International Business Studies,

41 (9), 1460 – 1480.


Source: CIA Factbook, 2015.. Slide 32

Income and wealth are key determinants of people‘s purchasing power.

Less than US$ 10,000, much of the income is spent on food and other necessities,

and very little disposable income remains.

As a country reaches US$ 20,000, the disposable portion of income increases dra-

matically, results in increased convergent pressures on consumer buying behavior.

Example: An Indian citizen can afford 7.4% of the goods and services consumed

by the average U.S. citizen (on a purchasing power parity base).

Economic: Income differences in the world


Bottom of the pyramide

Slide 33

Mobile phone sharing,

e.g., Vodacom

Small packages,

e.g., Unilever

Specialized products, like

Water purification powder,

e.g., P&G

Source: James D., Rodrigo L. and Anthony S. (2013): Credit Suisse Global Wealth Databook 2013.

32 m

(0.7%)

361 m (7.7%)

1,066 m (22.9%)

3,207 m (68.7%)

Wealth Total wealth

(percent of world)

>USD 1m

USD 100,000

to 1m

USD 10,000

to 100,000

<USD

10,000

USD 98.7tm

(41.0%)

USD 101.8tm

(42.3%)

USD 33.0tm

(13.7%)

USD 7.3tm

(3.0%)

Number of adults (percent of world population)

The global wealth pyramid


Demographic:

Different demographic structures

Slide 34 Source: International Monetary Fund 2015.

Population over 65 in Europe (in %)

Children per women worldwide

Demographic structure influence

consumers and MNCs

Population size is an indicator for

market potential

Consumer behavior differs in different

ages

Older population may be open for,

e.g., pharmaceutical products

…


Shopping behavior of generations

Slide 35

Shopping

frequency per year

Young generation (to 49 years)

194

Generation silver (60 years and above)

234

Number of visited

shops 11 12

Expenditure per

purchase 14.30 EUR 11.46 EUR

Number of

purchased items

per purchase

13.4 9.4

Financial assets

per hausehold 23,000 EUR 32,000 EUR

Source: Gfk Panel Services, 2012.


Politic:

Public policy environment

Host governments control and restrict a foreign company‘s activities,

depending upon the interest of the host government.

Role of government influence the application of predictable rules and

policies, i.e., reflects how credible the state is.

Stable governments ensure continuity while instable governments are

correlated with political risk und uncertainties.

Slide 36

Political

risk

Loss of ownership

Political harassment

Nationalism

Confiscation

Expropriation

Nationalization

Domestication

Licensing policy

Tax policy

Social unrest

Patriotism

Chauvinism

Examples

Source: Bradley, F. (2005). International Marketing Strategy. 5 ed. Essex: Prentice Halll.


Country risk arising from the legal

environment

Foreign investment laws

Affect the type of entry strategy as well as their operations an performance

Example: Japan‘s large retail store law restricted foreigners from opening

warehouse-style stores, like Walmart or Toys R Us

Marketing and distribution laws

Determination of which laws are allowed in advertising, promotion and

distribution

Example: in Germany comparative advertising is forbidden

Price laws

Essential products that command considerable public interest (like

pharmaceutical products, food, petrol,…) are often subject of price controls

Trade barriers

Tariff barriers

…

Slide 37 Source: Bradley, F. (2005). International Marketing Strategy. 5 ed. Essex: Prentice Halll.


Culture:

Culture and subculture

Elements of a culture are values, assumptions, norms and attitudes. It

determines the behavior of the people who belong to the culture.

Important factors that serve media as culture, are heroes, symbols, rites

and rituals.

Cultural dimensions reduce culture significant characteristics to a grid of

fundamental latent variables.

Culture is referred to as a background phenomenon that characterizes our

behavior unconsciously. Culture consists of explicit and implicit ways of

thinking and patterns of behavior that are acquired and passed on by

symbols. They form a specific, identifiable achievement of human groups.

Slide 38


Determination of consumer behavior

through culture

Slide 39

Cultural value system

Symbols

Values

Heroes Rituals

Consumer behaviour

Cognitive processes

Activating processes

Behaviour

Marketing

communication

Source: Luna/Gupta 2001, S. 47.


Cultural concept of Hofstede

Model for detecting the national culture for international comparison

Hofstede identified in 1973 originally 4 cultural dimensions by interviewing

employees of IBM in more than 70 countries

In further studies (1991 & 2010) two other cultural dimensions could be

identified.

Culture exists only by comparison:

The values of individual cultural dimensions have to be seen relatively and

only become relevant by comparing different countries.

» Culture is the collective programming of the mind distinguishing the

members of a group or category of people from others«

Source: Hofstede, G. H., G. J. Hofstede and M. Minkov (2010). Cultures and Organizations – Software of the Mind. 3 ed. Beverly Hills: McGraw-Hill. Slide 40

G. H. Hofstede


Hofstede‘s cultural dimensions

Slide 41

Individualism vs.

collectivism (IDV)

Power distance

(PDI)

Definition Consumer behavior

An unequal distribution of power between the members

of a society is acceptable. The powerful stand privileges.

Accepting new Products

In the individualist society everyone should look at

himself and his immediate family. Self orientation is most

important.

Country-of-Origin-Effect

Uncertainty

avoidance (UAI)

Unknown or ambiguous situations are threatening. Only

predictable risks are to take.

Importance of the

credibility of a Brand

Long-term

orientation (LTO)

In long-term sustainable cultures, endurance / resistance

is a very important personality trait. Life's focus is on the

future.

Luxury Products

Long-Distance Travel

Masculinity vs.

femininity (MAS)

In masculine cultures the roles of husband and wife

should be strictly separated. Men should play a dominant

role, determined to behave performance-oriented and

materialistic and women should strive for quality of life.

Tip

Indulgence vs.

restraints (IVR)

Service-Expectations

Extent to which a society is willing to contend satisfaction

of human needs and incentives trying to enjoy life and

have fun.

Source: Hofstede, G. H., G. J. Hofstede and M. Minkov (2010). Cultures and Organizations – Software of the Mind. 3 ed. Beverly Hills: McGraw-Hill.


Examples for Hofstede‘s six

dimensions

Low power distance High power distance

Low uncertainty avoidance High uncertainty avoidance

Individualism Collectivism

Masculinity Femininity

Short-term orientation Long-term orientation

Indulgence Restraint

Slide 42 Source: Hofstede, G. H., G. J. Hofstede and M. Minkov (2010). Cultures and Organizations – Software of the Mind. 3 ed. Beverly

Hills: McGraw-Hill.


Schwartz‘s framework

Based on Schwartz seminal work

on human values

Identification of three basic

societal issues:

Relations between individual and

group,

Assuring responsible social

behavior

Role of humankind in the natural

and social world

The cultural adaptations to resolve

each of these issues constitute his

framework, which consists of three

bipolar dimensions, defining seven

national-cultural domains.

Slide 43

Univer-

salism

Humanism

Compli-

ance

Tradition

Safety Power

Performance

Hedonism

Stimulation

Self-

Determi-

nation

Broad-

Minded Willpower

Preservation

of existings

Self-

aggrandize-

ment

Source: Schwartz, S.H. (1997). “Values and Culture, in Munro, D., Carr, S. and Schumaker, J. (Eds), Motivation and Culture, Routledge, New

York, NY, pp. 69-84.


Schwartz‘s cultural values

Slide 44

EMBEDDEDNESS Social Order,

Obedience

Respect for Tradition

HIERARCHY Authority, Humble

AFFECTIVE

AUTONOMY Pleasure, Exciting

Life

INTELLECTUAL

AUTONOMY Broadmindedness

Curiosity

MASTERY Ambition,

Daring

EGALITARIANISM Social justice, Equality

HARMONY Unity with Nature

World at Peace

Source: Schwartz, S.H. (1997). “Values and Culture, in Munro, D., Carr, S. and Schumaker, J. (Eds), Motivation and Culture, Routledge, New

York, NY, pp. 69-84.


Comparison of cultural concepts

Slide 45

Hofstede

Strengths Weaknesses

No theoretical background

Up-to-dateness – Change in values

over time

External validity: IBM-Employees,

only one company

High correlation of several cultural

dimensions (IDV/PDI; IDV/LTO)

Work-related items

Big data basis

Assumption of relative stability

of values (vs. Change in

values)

Easier handleable than

comparable cultural concepts

Wide acceptance

No distinction between

practices and values

Schwartz Items have been developed to

measure individual-level value

dimensions

Schwartz has been seldom applied

in contrast to Hofstede and GLOBE

Recent data

Close match between definition

of cultural domains and the

used items

Items have been shown to have

the similar meaning across

cultures

Broader set of items than

Hofstede and GLOBE

Strong theoretical foundation


Consumer:

Perceived brand globalness (PBG)

PBG refers to the use of global symbols in marketing and the customers’

awareness that a brand is located all over the world, thus differing from

‘foreignness’.

The retailer can benefit from market-based advantages, such as brand

esteem and brand credibility, prestige and quality advantages, and

enhanced purchase likelihood.

PBG and PBL are not seen as opposing points on a continuum, they

rather disclose a portfolio of positioning options for global, local or

hybrid/glocal brands.

Slide 46

Perceived brand globalness (PBG) is defined as the extent to which a firm is viewed

as a global player in the minds of target consumers.

Perceived brand localness (PBL) conveys that a brand is seen as an icon of local

culture.


Consumer ethnocentrism (CET)

Slide 47

The beliefs held by consumers about the appropriateness,

indeed morality, of purchasing foreign made products.

Source: Shimp, T. A., & Sharma, S. 1987. Consumer ethnocentrism: Construction and validation of the CETSCALE. Journal of Marketing

Research, 24(3): 280–289.

Ethnocentric consumer feel it is wrong to purchase-foreign made products

Purchasing foreign products may be viewed as improper because it costs

domestic jobs and hurts the economy.

The purchase of foreign products may even be seen as simply unpatriotic.

Can be measured with the CETSCALE, e.g.:

We should buy from foreign countries only those products we cannot obtain

within our own country.

It is not right to purchase foreign products.

A real [German] should always buy [German]-made products.

…


Home country:

Country-of-origin (COO)

Consumers' broad general perceptions of a country including of its national

characteristics that is then attached to the products of that country.

In situations in which additional information is unavailable or difficult to get

can be the sole determinant of whether or not someone buys a product.

Sensitivity to country of origin varies by product category:

Strong for durable goods and luxury goods

Weakest for low involvement products, like shampoo or candy

Slide 48

Country of origin (COO), is the country of manufacture, production, or growth where

an article or product comes from.

Source: Bradley, F. (2005). International Marketing Strategy. 5 ed. Essex: Prentice Halll.

Trier University MARKETING & RETAILING Prof. Dr. Prof. h.c. B. Swoboda Interplay of CET, COO and PBG

Slide 49

Counsumer

ethnocentrism

Country-of-origin Perceived brand

globalness

Consumer-related

Company-related Country-related


Exercise for the next lecture

Read the Literature and answer the two questions

What are the research gaps/calls, questions and key results of the papers?

Which theory/conceptualization is used and how they measure constructs?

How is the structure of the paper?

Steenkamp, J.-B. E. M., Batra, R., & Alden, D. L. (2003), “How perceived brand globalness

creates brand value”, Journal of International Business Studies, 34(1): 53-65.

Prepare a short (ca.15 min., 10 slides) presentation; please use

presentation template on our homepage.

1.5 points on top of the exam.

Please send your presentation to [email protected] until

Tuesday, 12:00 o’clock

Slide 50

mailto:[email protected]



Chair for


International Brand Management 2





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