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The purpose of this paper is to highlight the fact that brand image creation is an elaborate and long‐term activity through consistent strategic initiatives and the importance of understanding customer expectations and delivering them consistently.

The paper is based mainly on the information gathered by conducting interviews with executives of the case study company (Cummins India Ltd), field sales and service team members of the company and some important customers.

Cummins in India has been the market leader in manufacturing diesel, gas, and dual fuel engines for various industrial purposes such as generating sets, industrial, mining, and marine applications. The case mainly focuses on the generating set market where customers look for a brand which can assure not only a quality product, but also quality service. It covers a series of activities initiated by Cummins India Ltd, that span about two decades to make available spare parts and service support to customers. The case is a description of the history of Cummins India creating an organizational structure with service focus, a culture of service orientation and the systems to ensure service delivery. This corporate brand image has contributed immensely to the success of the company.

The paper is based mostly on primary information gathered through interviews and provides an insight into various initiatives of a successful organization to develop a customer‐focused service strategy.

The purpose of this paper is to explore the changing perceptions of an iconic American product, namely Levi Jeans, in a rapidly developing country, namely Costa Rica, over a 20‐year period from 1988 to 2008.

Changing perceptions were measured with regard to product attributes (e.g. relative advantage, compatibility, trialability, observability, and risk), and experience‐related attributes (e.g. product durability, fit, comfort, and price). Further, the changing influence of these variables on repurchase intentions was measured. Data collected in 1988 and again in 2008 at a large Costa Rican university were compared.

The results suggest that globalization, increased competition, and cultural individualization have reduced Levis' attribute advantages and thus brand equity. Implications for branding in other developing countries, especially India, are provided.

Modern Indian consumers are more picky, and are more concerned with lifestyle fit and observability issues. This combined with the growing affluent youth market in India leads to specific suggestions on how Levi can approach marketing strategy in the Indian market.

The paper is unique in that it is a longitudinal study of changing perceptions with data collected over a 20‐year time period. Further, it provides specific recommendations for apparel manufacturers aiming to enter the Indian and other rapidly developing markets.

The opening up of the Indian retail sector has seen a proliferation of the corporate players through different retail formats and stores – the majority being in the food and groceries. This necessitates creating, building, and managing differentiated retail store brands, and image differentiation, to attract and retain shoppers. This research paper attempts to understand whether the Indian consumers differentiate the various store brands and images based on their experiences.

The study was conducted in two stages – list of parameters of evaluation of retail store image (developed from the literature), discussed with middle‐level managers from the retail sector to finalize parameters relevant for store image measurement in the Indian context and a questionnaire evolved for primary data collection, administered to 326 SEC A and B respondents (shoppers of food and grocery from modern retail stores). To assess the store image dimensions perceived by these shoppers, factor analysis was employed and for understanding various store image attributes used for differentiation of store brands one‐way analysis of variance was employed.

Results reflect that Indian shoppers have started identifying the dimensions of retail store image and are differentiating the various stores on the basis of functional attributes. Eventually, the stores would have to create differentiation based on psychological attributes.

The paper is limited to the organised modern food and grocery retail stores of Ahmedabad city.

The paper can be helpful to Indian retail store chains to focus on elements to create a differentiated store image.

The purpose of this paper is to arrive at a brand architecture model for promoting India as a tourism destination brand, carrying with it a diversity of tourism products and states/regions.

The principal methodology adopted is discursive analysis and argument. Relevant examples from other countries have been drawn upon. Brand architecture concepts are used in the analysis.

The Government of India's tourism ministry has been promoting the country as a monolithic brand with the tagline “Incredible India” over the past seven years. This approach has so far been quite successful. However, to maintain growth momentum, the paper proposes migration towards a cohesive brand architecture model with a hierarchy of well‐connected brands. At the apex would be “India” as the master brand, which would endorse sub‐brands along two principal dimensions – tourism product categories and geographic regions/states. Regional aspirations would thus be accommodated. At the same time, India and its numerous constituents can be promoted in a structured manner with greater clarity and focus.

The paper offers a framework for reorienting India's tourism branding strategy so as to be more cohesive and effective. The model can also be applicable to other large countries with competing geographic regions and varied tourism products.