A conceptual model linking brand building strategies and Japanese popular culture

Abstract

Purpose

To investigate the degree to which products, images, and activities associated with a popular culture supports and sustains brands associated with that culture, with particular reference to global Japanese brands.

Design/methodology/approach

A questionnaire‐based survey of 638 respondents in and around San Francisco. Only a third were American, the remainder originating from several countries in Europe, South America and Asia. Roughly four fifths were under 35 years of age, and the gender balance reflected the general population. Questions gathered data relevant to four specific research propositions, which were interpreted by regression analysis.

Findings

Results provided good support for two research propositions, that that a wider range of experience of the manifestations of Japanese popular culture would enhance the tendency to prefer related brands, and that a favourable view of the national culture would increase the likelihood of a positive orientation to brands associated with it. They were equivocal with respect to the other two, that positive views of the culture would transfer to brands associated with it, and that age would influence receptiveness to cultural influences.

Research limitations/implications

An exploratory study, in a single location, of the association between one national culture and its exported brands. The underpinning model suggests directions for future research into an important phenomenon.

Practical implications

Relating brands closely to national cultures promises synergy in marketing strategy, provided plans are informed by appropriate marketing intelligence.

Originality/value

Offers potentially valuable insights into branding, country‐of‐origin effects, and the influence of an overt national culture on acceptance of its internationally marketed brands.

Citation

Simeon, R. (2006), "A conceptual model linking brand building strategies and Japanese popular culture", Marketing Intelligence & Planning, Vol. 24 No. 5, pp. 463-476. https://doi.org/10.1108/02634500610682863