Abstract
In Chapter 5, we looked at how emerging market brands generally suffer from the negative image of their country of origin. That is, a brand’s roots in an emerging market reduce its appeal on such dimensions as quality, innovativeness, aesthetics, price/ value, social responsibility, and prestige. There are, however, exceptions. In certain product categories, originating from a particular emerging market adds value to the brand. In this chapter, we map out how brand stewards can leverage aspects of their home country’s culture to go global.
This is a preview of subscription content, log in via an institution to check access.
Access this chapter
Tax calculation will be finalised at checkout
Purchases are for personal use only
Preview
Unable to display preview. Download preview PDF.
Notes
J. Paul Peter and Jerry C. Olson (1993), Consumer Behavior (3rd edn), Boston, MA: Irwin, p. 413.
Chris T. Allen, Susan Fournier, and Felicia Miller (2008), “Brands and their Meaning Makers,” in Curtis P. Haugtvedt et al. (eds.), Handbook of Consumer Psychology, New York: Erlbaum, pp. 781–822.
Douglas B. Holt (2004), How Brands Become Icons: The Principles of Cultural Branding, Boston, MA: Harvard Business School Press, p. 35.
We give some examples just to illustrate that cultural symbols can have multiple and contrasting meanings in different countries. We do not claim to be exhaustive or that a particular cultural interpretation is restricted to the country mentioned in the text. See David A. Ricks (2006), Blunders in International Business, Malden, MA: Blackwell Publishing, for a highly readable collection of examples.
The basic structure of this process was developed by Grant McCracken (1986), “Culture and Consumption: A Theoretical Account of the Structure and Movement of the Cultural Meaning of Consumer Goods,” Journal of Consumer Research, 13 (June), 71–84; see also
Wayne D. Hoyer, and Deborah J. MacInnis (2001), Consumer Behavior (2nd edn), Boston, MA: Houghton Mifflin;
Chris T. Allen, Susan Fournier, and Felicia Miller (2008), “Brands and Their Meaning Makers,” in Curtis P. Haugtvedt et al. (eds.), Handbook of Consumer Psychology, New York: Erlbaum, pp. 781–822;
Douglas B. Holt (2004), How Brands Become Icons: The Principles of Cultural Branding, Boston, MA: Harvard Business School Press.
Douglas B. Holt (2004), How Brands Become Icons: The Principles of Cultural Branding, Boston, MA: Harvard Business School Press, p. 36.
Copyright information
© 2013 Nirmalya Kumar and Jan-Benedict E.M. Steenkamp
About this chapter
Cite this chapter
Kumar, N., Steenkamp, JB.E.M. (2013). The Cultural Resources Route. In: Brand Breakout. Palgrave Macmillan, London. https://doi.org/10.1057/9781137276629_7
Download citation
DOI: https://doi.org/10.1057/9781137276629_7
Publisher Name: Palgrave Macmillan, London
Print ISBN: 978-1-349-44674-2
Online ISBN: 978-1-137-27662-9
eBook Packages: Palgrave Business & Management CollectionBusiness and Management (R0)