The impact of ethnocentrism on devising and implementing a corporate identity strategy for new international markets

Abstract

Presents results on the issue of developing and implementing a corporate identity strategy when going international, and the potential implications of having an ethnocentric approach. Based on a Jamaican financial services case study, reflects the key debates found across the hierarchical organisation structure. The key issues raised include the corporate strategy to facilitate improved future performance, the decision making process for standardisation, the choice of visual imagery and slogans, the role of the recruitment policy in the strategy, and the role of front‐line staff in achieving a successful outcome to this strategy. All of these issues are discussed alongside the impact of an ethnocentric approach.

Citation

Thomas, M. and Hill, H. (1999), "The impact of ethnocentrism on devising and implementing a corporate identity strategy for new international markets", International Marketing Review, Vol. 16 No. 4/5, pp. 376-390. https://doi.org/10.1108/02651339910281956