Global corporate brand building: Guidelines and case studies
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T. C. MELEWAR is a lecturer in marketing and strategic management at Warwick Business School, University of Warwick. He has previous experience at MARA Institute of Technology, Malaysia, Loughborough and De Montfort Universities. He has a first degree in business from Indiana University (Bloomington), an MBA from Cleveland State University and a PhD from Loughborough University. His research interests include corporate identity, international consumer behaviour, channel relationships, marketing communications, export marketing, international marketing strategy and South East Asia. He has been widely published and has presented research papers worldwide.
CHRISTOPHER M. WALKER is Vice President, Business Development, in the Global Corporate Finance division at Deutsche Bank AG. Christopher is currently studying for an Executive MBA at Warwick Business School. He has worked in financial services for seven years gaining experience in corporate strategy, mergers and acquisitions, marketing and research while working for Deutsche Bank AG and Lloyds TSB Group plc. His current research interests include international business, market demand and corporate strategy.
Abstract Corporate brands are important in an international context, but only if they are managed in a manner that adds value to the international corporate offering, and are a continuum of the overall corporate strategy. The objective of this paper is to investigate the factors affecting the success of corporate brands globally. Two case studies are used to ascertain the importance of cultural dynamics and British national identity in the context of successful brands. It appears that corporate brands are only important if they successfully translate the core value proposition of the corporate offering into new territories.
INTRODUCTION Many management theorists explore the concept of branding, but few come close to clearly defining exactly what makes a brand successful, other than that it relates to the successful use of information.1–3 As stated by Keegan,4 ‘brands are all about information’. This assertion is largely due to the myriad of internal and external factors that affect a brand on a unique case-by-case basis. Porter,5 however, cites a simple equation for calculating successful brands: T. C. Melewar Warwick Business School, University of Warwick, Coventry CV4 7AL, UK Tel: ⫹44 (0)247 6528 956 Fax: ⫹44 (0)247 6524 628 E-mail: [email protected]
S ⫽ P ⫻ D ⫻ AV where: S ⫽ successful brand; P ⫽ effective product; D ⫽ distinctive identity; AV ⫽ added value.
In this paper an assumption is made that an effective product is a semi-fixed factor in this equation, and is only updated periodically based on market research. In addition, assumptions are made that distinctive identity and added value, as variables, are the factors that need to be manipulated effectively by the marketer, in conjunction with the company, in order to maximise the brand’s effectiveness, and therefore importance. In evaluating means to establish a distinctive identity and added
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