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The purpose of this exploratory paper is to investigate and understand the most important factors that influence Arab-origin brands to go global and to appear in brand valuation studies.

Initially, content analysis on current literature has been conducted followed by qualitative research in the form of in-depth interviews with marketing experts that own or work for successful Arab-origin brands in Muslim countries. Data has been collected related to brands from Qatar, United Arab Emirates, Egypt, Kuwait and Saudi Arabia. A total of 20 in-depth interviews have been conducted by using face-to-face/online voice recorded method. Interviews have been transcribed, coded and analyzed.

Findings revealed that the main factors affecting the global branding process for Arab-origin brands are internal as compared to external factors. Some of the factors are common with factors in current literature such as dealing with local competition, however, many new factors as well have been identified like brand essence/meaning, internal marketing, top management support and entering mature markets. Cultural heritage plays a significant role in the strategy, creativity and leadership related to building global brands in Arab/Islamic countries. A preliminary model has been proposed based on the findings.

This study is just a starting point for further research. The interaction and relationship between internal and external factors could be further investigated. For example, top management support can moderate the influence of local competition in global markets (Carpenter and Fredrickson, 2001). The proposed framework should be quantitatively measured across different brands for further analyzing the main factors that influence Arab/Islamic-origin brands to go global and generalizing findings. Furthermore, the role of each factor may differ from one industry to another. For example in service organizations, frontline employees are crucial to the success of the organization and challenging to standardize across global markets. Investigating the different combinations of strategy, creativity and leadership from one global market to another opens doors for further scholarly work in this area.

This is a pioneer study in attempting to understand the most relevant factors influencing Arab-origin brands to go global as compared to Western brands that are commonly researched in the literature. This study opens doors to further research related to Arab-origin brands globalization process as well as provides interesting insights to marketers and brand owners about the real reasons that may hinder and genuinely influence Arab-origin brands from taking their locally successful brands fully global.