Global vs local: analysis of the consumer-brand relationships in India

Abstract

Purpose

The purpose of this study is to analyze two global brands (i.e. Benetton and Tommy Hilfiger) and one Indian brand (i.e. Wills Lifestyle) in terms of general brand impression, brand specific associations and brand commitment. In addition, the study investigates how the regional differences in India and Indian consumers' affinity towards global brands influence the consumer-brand relationships.

Design/methodology/approach

The research framework has been developed based on consumer-brand relationship theory. The consumer–brand relationship is an important indicator of the success of brands, especially when brands attempt to expand to other markets (Roper and Parker, 2006; Bastos and Levy, 2012). Three brand types were chosen for this study. The choice of the US global brand is Tommy Hilfiger, the European global brand is United Colors of Benetton, and the Indian domestic brand is Wills Lifestyle. The study utilized a repeated measure (split-plot) design involving more than two independent groups. A split-plot analysis of variance analyses a design in which a repeated measure (i.e. within subjects) factor is crossed with a between-subjects (i.e. treatment variable) factor.

Findings

The results confirm the importance of global brands over local brands in the Indian apparel consumer market. This study also examined how Indian consumers' affinity for global brands influences their evaluation of the global brands and the local Indian brands.

Originality/value

The study expands the literature on Indian consumer brand preferences through the investigation of three brands. The theoretical background of the study is the consumer-brand relationship theory that explains the importance of consumer–brand relationship when brands attempt to expand to other markets.

Citation

Sengupta, A., Wesley, S., Cavender, R. and Lee, M.Y. (2022), "Global vs local: analysis of the consumer-brand relationships in India", International Journal of Retail & Distribution Management, Vol. 50 No. 3, pp. 361-376. https://doi.org/10.1108/IJRDM-08-2020-0306