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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.

This paper describes corporate branding as an organisational tool whose successful application depends on attending to the strategic, organisational and communicational context in which it is used. A model to help managers analyse context in terms of the alignment between strategic vision, organisational culture and corporate image is presented. The model is based on a gap analysis, which enables managers to assess the coherence of their corporate brand. Use of the model is illustrated by examining the stages of development that British Airways passed through in the creation of its corporate brand. The paper concludes that corporate brand management is a dynamic process that involves keeping up with continuous adjustments of vision, culture and image. The model suggests an approach to corporate branding that is organisationally integrated and cross‐functional, hence the thesis that it is important to bring the (whole) corporation into corporate branding.

The global migration and movement of talent plays an important role in the economic growth and competitiveness of many nations. In coming decades, it is anticipated that there will be increased competition between countries to attract the best and brightest. The World Economic Forum (2011) has recommended using nation branding strategies to attract talent. In response to this recommendation, the purpose of this paper is to propose a strategic framework and terminology for branding nations to attract highly skilled workers. Based on a review of the literature, it recommends five strategic vision drivers that can help countries brand themselves in an appealing and compelling way to talented professionals. This paper also recommends the term “relocation branding” to describe the practice of branding nations, regions and cities to attract talent.

This paper examines the literature on nation branding and talent mobility to propose a conceptual framework of five vision drivers for branding destinations to attract talent. It also discusses how these vision drivers can be used in the context of an overall branding initiative and campaign.

This paper finds that the determinants of talent mobility are complex and overlapping. Highly skilled temporary and permanent migrants have a broad range of concerns and interests when they voluntarily choose a country to live and work in. This paper argues that, given these complexities, a more tailored and multidimensional understanding of talent mobility is necessary to effectively craft a branding strategy that will appeal to the highly skilled. A clear vision, demonstrating an understanding of the challenges of moving between countries, has to be integrated into the brand from the outset.

This paper is one of the only in-depth studies of nation branding for the purpose of attracting temporary and permanent skilled migrants. The value of this paper is significant as it provides a framework for strategically creating and positioning nation brands to attract highly skilled workers.

This article reviews and discusses issues in the translation of international brand names to Chinese, and provides a framework for international brand managers who want to expand into China. Linguistic differences between Chinese and English are wide and deep, making translation of brand names difficult. Cultural context, pronunciation, written vs. oral language, and the meaning of characters are just a few examples of such difficulties. We discuss four global product‐naming strategic alternatives available to country/brand managers, along with their usage. The four approaches include (1) dual extension, (2) brand meaning extension, (3) brand feeling extension, and (4) dual adaptation. We also provide examples of brands utilizing the different approaches.

The purpose of this study is to investigate hybrid brand positioning strategies for emerging market brands based on two positioning elements: brand country-of-origin (COO) and brand globalness.

Researchers conducted two studies. In Study 1, a survey of 128 brand managers of emerging market brands were used to examine whether asymmetric positioning strategies improve brand preference more than symmetric strategies, and if so, which type of asymmetric strategies improves brand preference more. In Study 2, a consumer experiment in the USA was conducted to identify the positioning strategy for emerging market brands that improve brand preference the most.

For emerging market brands, at any given value of COO or global elements, asymmetric strategies outperform symmetric strategies in terms of brand preference. On average, the best hybrid positioning strategy is the one that highlights brand COO and de-emphasizes brand globalness.

A large body of branding literature examines COO and globalness separately without considering their co-presence in the same brand positioning strategy. Few studies that examine the joint influence of brand COO and globalness focus on established brands from developed markets and do not examine whether highlighting both brand COO and global elements equally is an effective positioning strategy for emerging market brands. This study introduces a framework to systematically examine the various combinations of COO and global elements in a brand’s positioning strategies for emerging market brands. By conducting two studies, the authors empirically test the influence of various combinations of COO and global elements on brand preference for emerging market brands from both firm and consumer perspectives.

One purpose of this paper is to emphasize the relationship between employees as brand ambassadors and the concept of an employer brand. Another is to consider cross-cultural employer branding in the context of global talent management. The authors also clarify the connection between organizational image, organizational identity and organizational reputation, and address how positive and negative brand reputation can affect an organization.

The authors use a literature review of findings with respect to topics such as competitive strategy and constructs from the literature on employer branding to identify some key research questions to address. They then consider cross-cultural employer branding and brand repair in the context of talent management, along with more key questions to address in each area.

A positive employer brand – with its strong contribution to brand reputation and to helping organizations attract and retain top talent to gain competitive advantage – is a key ingredient for organizational success. Employees are employer-brand ambassadors. Constant awareness of and attention to one’s employer brand can prevent a brand disaster. The payoff is that preventing damage to the reputation of one’s employer brand is much easier than repairing damage to it.

The purpose is to challenge researchers to think critically and analytically about employer branding, especially in the cross-cultural context. The editor plans to invite commentaries on this paper.

Es una revisión de la literatura. Tomando en consideración los resultados existentes se propone un proceso en tres etapas para ayudar a las empresas a recuperarse del efecto negativo en la marca de empleador resultante de conductas inapropiadas. Al final de cada sección se identifican cuestiones de investigación para el futuro.

Los autores llevan a cabo una revisión de la literatura sobre la marca de empleador, para resumir lo que se conoce e identificar preguntas de investigación que no han sido analizadas hasta el momento.

Los autores señalan la importancia estratégica de la marca de empleador y su efecto en la capacidad para competir en el mercado de talento. Se propone un proceso en tres etapas para ayudar a las empresas a recuperarse del efecto negativo en la marca de empleador resultante de conductas inapropiadas. Aún existen numerosas preguntas de investigación sin respuesta.

El artículo propone un proceso en tres etapas para ayudar a las empresas a recuperarse del efecto negativo en la marca de empleador resultante de conductas inapropiadas, e identifica preguntas de investigación a analizar en estudios futuros.

Marca de empleador, marca inter-cultural, reputación de marca, reparación de la marca, revisión de la literatura

Tipo de artículo – Artículo de investigación

É una revisão da literatura. Considerando os resultados existentes, se propõe um processo em três etapas para ajudar as empresas a se recuperar do efeito negativo na marca do empregador resultante de condutas inapropriadas. Ao final de cada seção se identificam questões de investigação para o futuro.

Os autores levam a cabo una revisão da literatura sobre a marca do empregador, para resumir o que se conhece e identificar perguntas de investigação que não foram analisadas até o momento.

Os autores destacam a importância estratégica da marca do empregador e seu efeito na capacidade para competir no mercado de talento. Se propõe um processo em três etapas para ajudar as empresas a se recuperar do efeito negativo na marca do empregador resultante de condutas inapropriadas. Ainda existem numerosas preguntas de investigação sem resposta.

O artigo propõe um processo em três etapas para ajudar as empresas a se recuperar do efeito negativo na marca do empregador resultante de condutas inapropriadas, e identifica preguntas de investigação a analisar em estudos futuros.

Marca do empregador, marca intercultural, reputação da marca, reparação da marca, revisão da literatura

Tipo de artículo – Artigo de investigação

Draws upon Hofstede's cultural values and Rogers' diffusion of innovations to investigate relationships between search engine popularity and a company's preference for global versus local online branding.

Investigates the global versus local domain name selection strategies and web site popularity of multinational corporations based on their organizational characteristics and Hofstede's cultural values of their host countries.

Organizational size, industry and two cultural values – individualism and masculinity – relate to how companies adopt innovations, in this case selecting and promoting a global or local online identity. For their web presence, most Fortune Global 500 companies use the global.com domain rather than a local country domain. The results also suggest a virtual divide in online visibility, favoring.com companies over companies using country domains.

Limitations of this study include the lack of a longitudinal perspective and a possible Google bias – towards English content – in its proprietary PageRank metric. Future research could validate the results with other third‐party data and enrich the independent variables through automated web content analysis.

In countries with strong cultural values of masculinity and collectivism, international business managers should consider paying homage to local domain names for web site and employee email addresses.

Extending diffusion of innovations and cultural research to domain name selection and search engine popularity, this study underscores the importance of culture in international branding research.

New media has emerged as a significant dimension of branding and global sports sponsorship because it provides the capability to communicate with consumers worldwide via a multitude of digital platforms. This paper discusses the results of a systematic review of the development of global sports sponsorship and the importance of new media integration to the sector for the future. Results indicate that a new paradigm is emerging which involves thematically linked, integrated, strategic global marketing initiatives driven by new media applications, which have enhanced the value of sports sponsorship.

This paper will consider global branding in international markets and specifically global marketing strategies as applied to the Chilean wine industry. This will be completed mainly by secondary data research and a comprehensive literature review. In the first part, the central arguments of selected writers about global brands, their standardisation, adaptation and customisation processes will be analysed. The second part of this paper will illustrate the changes in the global wine industry, the general situation of Chile in this sector, as well as the situation of the Chilean wine industry in the UK analysing the main characteristics of this market. Additionally, the paper will exemplify what individual wineries are doing in the UK marketplace and examine the factors affecting the possible creation of global brands for Chilean wine. Finally, the conclusion will suggest that brand recognition as well as the country of origin effect could be strong marketing tools for Chilean wines.

To get some insight into the issue of global branding and segmentation, we will look at an example of a multinational company that has several global brands. Colgate‐Palmolive is truly global in scope, with subsidiaries in 55 countries and an official presence in 120. The company's product mix includes several global brands and equities (Figure 1) including the two parent brands, Colgate Toothpaste and Palmolive Soap. The former is sold in 53 countries and the latter in 43. C‐P's early experience in global branding was similar to that of many other packaged goods companies that expanded their sales base in the early twentieth century. Basically, they took the key products that were successful in the United States and Europe and began to move them out across the developing countries. In many cases, the success of these brands appears to be due to the order‐of‐entry phenomenon. They often were the first entries into a country. They literally created the category and their names became synonymous with it. But were these truly “global” brands?