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Emerald Group Publishing Limited
Copyright © 2008, Emerald Group Publishing Limited
Article Type: Editorial From: Journal of Product & Brand Management, Volume 17, Issue 3.
In an ideal world, it would be nice if we were able to market a product in a way where we could offer the same type of marketing message, have a consistent brand image, and offer a standardized package to our global consumers. However, if a company were to try and do this in today’s global marketplace, they would be headed for failure. The “one size fits all” mode of thinking has become a method of the past. Not only do we have to consider culture, but we also have to consider the consumer’s perception in each culture, as well as what type of competition already exists. The complexity of the marketing strategy becomes a lesson in truly understanding consumers in each specific marketplace.
Foscht, Maloles, Swoboda, Morschett and Sinha examine how cultural differences affect the perception of a brand. This study provides clear evidence that a same brand is perceived differently in different cultures in spite of identical positioning. Thus, if a company wants to achieve the same brand perception in different countries it would need to create brand positioning strategies that emphasize the characteristics that enable consumers to perceive the product in a similar way.
LeBel and Cooke examine the nature of consumers’ relationships with branded spokescharacters by drawing upon brand personality theory and reader-response theory, focusing specifically on food trade characters. The authors found that consumers associate spokescharacters with distinct personality profiles. The results of this study also underscore the need to understand the role in which consumers are cast vis-à-vis a branded character.
Matzler, Krauter and Bidmon report the findings of a study that links a customer’s risk aversion with two forms of loyalty (attitudinal loyalty and brand loyalty) in sample of mobile phone users. When brand affect and brand trust are introduced into this model, the previously highly significant relationship between domain-specific aversion and attitudinal loyalty becomes insignificant and the risk aversion-repurchase relationship becomes much weaker, while risk aversion strongly influences brand trust and brand affect. The authors indicate that the risk aversion-loyalty path is mediated by brand trust and brand affect.
Lee, Knight and Kim examine how consumers in three countries (Mexico, South Korea and Japan) perceive a US global brand versus domestic brands and their marketing efforts. The results of their study revealed significant main effects of country and brand type (global versus domestic) on brand-specific associations, general brand impressions, and brand commitment. Interactive effects also existed on brand-specific associations, general brand impressions, and brand commitment (only brand loyalty).
DaSilva and Alwi look into the relationship between the physical aspects of a retail store, product related attributes, personal interaction with customers and perceived reliability and corporate brand image in an offline or bricks and mortar context. Their findings give greater insight for marketing managers in terms of better understanding what are the key drivers of corporate brand image in an offline context.
In this issue you will also find our Pricing strategy & practice section.
Richard C. Leventhal