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Case study
Publication date: 1 May 2008

Karl A. Hickerson, David J. O’Connell and Arun K. Pillutla

This case involves an experience in large group visioning, specifically the processes of developing and building consensus around institutional goals and objectives. It…

Abstract

This case involves an experience in large group visioning, specifically the processes of developing and building consensus around institutional goals and objectives. It takes place at a point roughly halfway through the process. The protagonist, Sally, is the project coordinator. At this point in the process, the participants have collectively invested hundreds of hours in the creation of widely diverse ideas for the future of the university. Her dilemma is the challenge of maintaining the commitment and support of the participants as the vision is reduced to a much shorter and more focused statement.

The case is based on archival data and interviews with 40 of the 300+ participants who were engaged in the process, including Sally, steering committee members, faculty, staff, and outside stakeholders (alumni and members of the board of directors). The Instructor's Manual provides key questions for future large group process consultants, OD professionals and students of organizational behavior and leadership, including references from the OD and visioning literature. An Epilogue provides the actual decision at the time of the challenge and its rationale.

Details

The CASE Journal, vol. 4 no. 2
Type: Case Study
ISSN: 1544-9106

Content available
Article
Publication date: 28 April 2020

Lia Zarantonello, Silvia Grappi, Marcello Formisano and Josko Brakus

The purpose of this paper is to investigate the relationship between consumer-based brand equity (CBBE) – conceptualized as consisting of brand awareness, perceived…

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Abstract

Purpose

The purpose of this paper is to investigate the relationship between consumer-based brand equity (CBBE) – conceptualized as consisting of brand awareness, perceived quality, brand associations, perceived value and brand loyalty – and market share for different brand types (global versus local) in different country groups (developed versus emerging).

Design/methodology/approach

This paper combines consumer–survey-based data, experts' coding and retail panel data of fast-moving consumer goods (FMCG) brands in 29 countries.

Findings

In developed countries, the relationship between each CBBE component (except for brand associations) with market share is stronger for local than global brands. In emerging countries, the relationship between each CBBE component with market share is stronger for global than local brands.

Research limitations/implications

This paper contributes to better understanding the relationships between CBBE and market share by showing how CBBE components relate to market share for different brand types (global and local) in different country groups (developed and emerging). Limitations arise from constraints related to existing datasets (e.g. limited number of variables and type of product categories considered).

Practical implications

This paper offers insights to managers working in multinational FMCG companies, as it suggests which CBBE components relate more strongly to the global or local brands' market shares in different countries.

Originality/value

This paper analyzes the relationship between CBBE and market share by focusing on different brand types (global versus local) in different country groups (developed versus emerging). It does so by using a company dataset and showing correspondence with conceptualizations and measures of brand equity from the academic literature. It also considers a large set of 29 countries, extending research beyond national boundaries.

Details

International Marketing Review, vol. 37 no. 2
Type: Research Article
ISSN: 0265-1335

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