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In response to today’s marketplace in which many Asian brands are trying to expand their businesses into Western nations, this study investigated the strategic use of cultural authenticity that Asian brands may employ for their success. Although the benefits of using cultural heritage in brand strategies have been noted by past literature, the efficacies of how Asian brands can use brand logo designs to positively influence their brand success have not been studied. To fill this gap, the purpose of this paper is to examine how Chinese brands can increase willingness to try among US consumers by establishing brand uniqueness via culturally authentic brand logo designs.

The data from 289 respondents via online between-subjects factorial experimental research surveys were collected using a national US population as the sample frame. The Chinese brand logos communicating Asian heritage were created by manipulating the cultural authenticity of the brand logo mark and the language of the logotype.

The results suggested that the Asian-themed brand logo is an important tool in exuding a Chinese brand’s sense of cultural authenticity to US consumers. In turn, the perception of cultural authenticity for the Chinese brand positively influenced the US consumers’ perceptions of the brand’s uniqueness, which led to greater willingness to try the brand.

The research provides empirical insights into how “Asian-ness” can be manifested via brand logos to convey cultural authenticity as well as to build perceived brand uniqueness and the willingness to try among US consumers.

This study aims to analyze Asian branding strategies at the regional level, and provide a map of opportunities and challenges for Asian regional branding.

The study takes, a multi‐sited interpretive approach and interview 22 brand managers throughout the Asian region. The length of interviews was approximately 1.5 hours/respondent. In‐depth case studies of two prominent pan‐Asian brands, Tiger Beer and Zuji, were also conducted. An interpretive analysis to this data set was applied and five themes were developed.

The two major challenges for regional Asian branding are negative country of origin perceptions and regional positioning being inherently fragile. Despite these key challenges, our respondents saw clear opportunities for regional branding initiatives. Brands can achieve a regional positioning by focusing on Asian modernity rather than on common cultural heritage. They can also capitalize on newfound Asian pride and confidence, and finally they can use a Western stamp of approval to signal to Asians the viability of the brand.

The paper extends previous work on the globalization of marketing activities by advancing the region as an important unit of analysis. It helps understand the development of brands in a part of the world that is becoming more important at the economic and political level. The study shows how marketers are shaping culture in the Asian context. Finally, the paper contributes a better understanding of the opportunities and challenges associated with a regional positioning and the development of regional branding strategies.

The main purpose of this paper is to bring to the fore the strategic importance of branding as managed by the boardrooms, so that Asian companies can realize their full potential by inculcating right branding practices.

The paper methodically dissects the reasons for the lack of branding in the Asian region. It analyzes the societal factors that have shaped the Asian management mindset. Then, the paper takes up some of the Asian pioneers in the field to demonstrate the practical viability of what the author argues.

It has been found that Asian companies do not realize the importance of branding. Asian business leaders treat branding as an expense and not an investment. Further, many Asian companies still prefer building up tangible assets rather than strategic intangibles such as brand equity.

The important implication of this paper is that branding should no longer be delegated to the lower echelons of the company but rather managed by the CEO. Companies must focus on building long‐term strategic assets such as brand equity rather than tangible assets such as buildings, factories and the like.

Branding has always been mistaken for a fancy arm of advertising that is practised by the elite. By explaining the strategic importance of branding through concepts and case studies, this paper disseminates the emerging role of branding in the Asian corporate landscape. Specifically, this paper will be of a great value to Asian businessmen/women who can, by reading this paper, realize the growing significance of branding in their businesses.

There is a rising number of Asian brands expanding to Western nations. However, one of the biggest challenges is their reputation of inferior quality. The objectives of this research are to examine the U.S. consumers’ quality perception of Asian brands and what steps can be taken to improve their perceived quality to ultimately influence patronage intentions. This study also considers how age influences U.S. consumers’ perceived quality and patronage intentions.

An online experiment using 328 U.S. female subjects was conducted to examine how quality cues (brand origin and product design) influence their perceived quality of Asian brands. The study also examines how age (due to different levels of exposure of Asian brands) moderates the relationship between product cues and perceived quality.

The findings showed that there was a difference between the younger (Generation X and Y) and older (Baby boomers and Swing) group’s perceived quality of these Asian brand origins, namely Japan and China. Product design had an impact on perceived quality, but age was not a moderating factor.

Chinese and Japanese brands can use these differences in perception of brand origins to market accordingly. Product design cues can also be used effectively to both age groups by Asian brands to improve the perceived quality of U.S. consumers.

This research provides novel insight on U.S. consumers’ perceived quality and patronage intentions from different Asian brand cues. The study also contributes to the body of literature on how the relationship between specific Asian brand cues and perceived quality may differ as a function of age.

This paper aims to examine a number of Asian hotel companies to identify the hurdles and provide recommendations for those companies expanding internationally. Many Asian-based hotel companies have made their strategic choice to expand beyond their home territories by opening and managing hotels in non-Asian destinations to achieve growth. This is a strategic decision that other Asian hotel companies will eventually have to face when they follow their customers’ footsteps and/or enhance their brand awareness in non-Asian destinations for greater market penetration and other network advantages.

This is a review article that analyzes Asian hotel groups’ development practices based on content analysis of published references. The 2012 Hotels 325 list, the leading source of news and analysis for the global hotel industry, is used to identify the top Asian hotel management companies in the world. Their history is traced to examine key success factors for their growth and to identify issues and concerns for such companies’ development into non-Asian destinations.

There are a number of approaches that Asian hotel companies have adopted for international expansion based on their match with these companies’ key success factors.

The review focuses on the top 53 Asian hotel companies on the Hotels 325 list and does not cover smaller Asian companies that may have had successful global expansion records.

The paper provides high-level guidelines for what Asian hotel groups need to do to expand their business internationally outside of Asia or their traditional markets. Non-Asian hotel groups would also learn from this Asian wave of hotel development.

There has been limited, if ever any, previous literature on the strategic development choices of Asian hotel management companies. As such, this paper contributes to such an important but largely overlooked area in hotel management.

In the modern era, brand authenticity is one of the most powerful positioning strategies for sustainable business growth. This study investigated the impacts of perceived brand authenticity dimensions (i.e., quality commitment, heritage, sincerity) on brand love to predict Generation Y's behavior from the Asian context.

This is new empirical research that tested the proposed hypotheses through PLS-SEM, as PLS is the most robust technique for predicting consumer behavior. Importantly, consumers (of Generation Y) from five Asian countries contributed to this study, and data collected from 427 Asian millennials on global brands.

The results analysis revealed that perceived brand authenticity dimensions significantly impacted brand love, which positively affected Asian millennials' behavioral outcomes (i.e., continuous purchase intention and price premium).

This study investigated dimensions of perceived brand authenticity to predict Asian millennials' behavioral outcomes in a broader perspective. Future researchers may investigate a specific culture with a larger sample size to predict millennials behavior.

This study has several implications that guide the global managers of several service and manufacturing industries to develop various positioning and relationship strategies for global brands to target Asian markets effectively.

Using attribution theory, this is the first novel research study that empirically discussed the dimensions of perceived brand authenticity, brand love, and Asian millennials' behavior toward global brands.

Posits Asian countries have to redefine their competitive strategies and adjust their industries to the new situation that is happening in Europe. States Asian companies in the European climate require a new brand management approach, whereas in the USA 60 per cent of imported consumer hard goods come from China, but reckons this over‐dependence is dangerous and this is why Chinese companies are targeting Europe.

Fast fashion brands in Asia are increasingly incorporating corporate social responsibility (CSR) into their business strategies in response to the mounting environmental and social concerns. The study aims to provide insights into the current landscape of CSR practices and communication within the Asian context through focusing on two prominent Asian brands to understand how these fashion brands articulate and convey their CSR activities on their respective websites.

This study used a qualitative content analysis to critically evaluate the CSR communication used by Uniqlo and Shein, with the incorporation of signalling theory as a theoretical framework to discuss the observed elements on their websites.

The results indicate that the two Asian fast fashion brands actively engage in CSR’s environmental and social dimensions. Notably, the social dimension is more prominently expressed on both brands’ websites than on other dimensions. Through a nuanced interplay of colour, imagery and keywords, these Asian fast fashion brands strategically signify their commitment to environmental stewardship and stakeholder well-being.

This study fills a gap in the literature by examining CSR programs on Asian-owned fast fashion brands’ websites through the application of signalling theory. The research contributes to the theoretical foundation of CSR communication outcome research, offering actionable insights for marketers entering the Asian fashion market to enhance brand reputation and legitimacy.

The East Asian newly industrialized countries (from now on, Asian NIC) of Hong Kong, South Korea, and Taiwan have experienced decreasing export competitiveness due to rise of labor costs. While cheap labor has been the main source of competitiveness of Asian NIC, it cannot be a viable factor for Asian NIC any more. As the industry sector develops, its competitive advantage factors should be changed accordingly. This study is a preliminary attempt to illustrate how apparel industries in Asian NIC can obtain competitive advantage in the global economy and to suggest their future direction and challenges. By synthesizing industry‐specific and Asian NIC‐specific advantages, this study presents three critical factors for Asian NIC: global brand, global sourcing, and agility. Future directions and challenges for the industries are suggested.

This study is motivated by the theme of this special issue of International Marketing Review, which highlights the enormous economic success of Asia‐Pacific nations and their emergence as global marketers of the twenty‐first century. The success of firms situated in these nations has been even more pronounced since the 1990. This study highlights international marketing developments, opportunities, and research issues that warrant closer attention. In examining the topic, highlights a number of important developments including technological innovations, the penetration and influence of the Internet and electronic commerce in the region, the emergence of Asian multinational companies, the development of Asian brands, the importance of relationships and networks for firms in this region, and their greater international integration and cooperation with the rest of the world. International marketing research considerations pertaining to the Asia‐Pacific Region are explored in each section, as well as in the conclusions.