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Appendix: Country Scores on Culture Map Scales978-1-349-94994-6/1.pdf · Bharti Airtel, 158t,...
Transcript of Appendix: Country Scores on Culture Map Scales978-1-349-94994-6/1.pdf · Bharti Airtel, 158t,...
297© Th e Author(s) 2017J.-B. Steenkamp, Global Brand Strategy, DOI 10.1057/978-1-349-94994-6
Scores are on a scale from 0 to 100, and are calculated by the author based on Erin Meyer (2014), Culture Map , New York: PublicAff airs. Th e lower the score, the closer the country is to the left-hand pole of the scale, and the higher the score, the closer the country is to the right-hand pole of the scale. For a number of countries, scores are not available on all scales. You can make a reasonable guestimate by using the score of a cultural similar country. For example, for comparing Argentina to the USA, use Brazil’s score on scales 4–8 as proxy for Argentina (Table A.1 ).
Appendix: Country Scores on Culture Map Scales
298 Appendix: Country Scores on Culture Map Scales
Tab
le A
.1
Co
un
try
sco
res
on
cu
ltu
re m
ap s
cale
s
1.
Co
mm
un
icat
ing
(l
ow
vs.
hig
h
con
text
)
2.
Eval
uat
ing
(d
irec
t vs
. in
dir
ect
neg
ativ
e fe
edb
ack)
3.
Pers
uad
ing
(p
rin
cip
les
fi rs
t vs
. ap
plic
atio
ns
fi rs
t)
4.
Lead
ing
(e
gal
itar
ian
vs
. h
iera
rch
ical
)
5.
Dec
idin
g
(co
nse
nsu
al
vs.
top
-do
wn
)
6.
Tru
stin
g
(tas
k- b
ased
vs
. re
lati
on
ship
-b
ased
)
7.
Dis
agre
ein
g
(co
nfr
on
tati
on
al
vs. a
void
ing
co
nfr
on
tati
on
)
8.
Sch
edu
ling
(l
inea
r ti
me
vs. fl
exi
ble
ti
me)
Arg
enti
na
54
59
45
Au
stra
lia
13
85
20
22
38
Bra
zil
51
63
41
55
62
82
52
75
Can
ada
13
53
80
30
Ch
ina
86
75
95
86
87
87
77
81
Den
mar
k 34
25
60
9
15
28
26
Fin
lan
d
36
30
28
Fran
ce
66
24
10
63
65
56
12
55
Ger
man
y 24
16
33
53
34
24
17
7
Gh
ana
80
81
Ind
ia
76
72
86
84
90
69
87
Ind
on
esia
91
87
86
Is
rael
8
17
7 It
aly
61
10
55
69
64
34
67
Jap
an
92
98
95
92
6 71
87
16
K
enya
83
72
91
M
exic
o
59
65
51
71
74
65
72
Net
her
lan
ds
20
12
68
10
20
12
22
27
Nig
eria
10
0 94
94
94
Pe
ru
62
78
74
Appendix: Country Scores on Culture Map Scales 299
Pola
nd
44
73
45
44
R
uss
ia
68
10
22
78
80
73
19
65
Sau
di A
rab
ia 8
0 81
82
92
72
92
Si
ng
apo
re
70
60
Sou
th K
ore
a 91
82
92
Sp
ain
57
18
63
61
27
62
Sw
eden
56
8
12
63
19
Thai
lan
d
93
81
85
Turk
ey
78
76
UK
34
56
71
45
46
34
50
32
U
SA
8 50
92
39
57
6
47
27
301© The Author(s) 2017J.-B. Steenkamp, Global Brand Strategy, DOI 10.1057/978-1-349-94994-6
Aaccountability, 118, 186acquisitions. See mergers and
acquisitionsadvertising. See also digital branding;
global marketing mix decisions
brand knowledge, 251brand strategy analysis, 194–5communication, 115tcustomer proposition, 71direct-to-consumer, 30–1global advertising theme appeal,
91tglobal integration, 106tglobal spending, 4global trust in, 89tglocal, 106thumor, 139
Internet’s share of ad spending, 118f
marketing mix options, 79tmedia, 89tsocial media, 138–9TV, 32, 119uniform, 106t
Africaadvertising theme appeal, 91tglobal trust in advertising, 89tmining conditions, 216, 234mobile telecommunications,
170sales management control
systems, 97after-sale support, 96, 99aided awareness, 246–7Airbnb, 140, 141, 158t, 253AJE Group, 49–50
Index
Note: f refers to citations mentioned in figures t refers to citations mentioned in tables
302 Index
Aldi, 19, 39, 47t, 49, 52, 100, 255, 258, 262
Alfa Romeo, 253–4Alibaba, 122, 124, 126, 206, 251,
253Amazon, 5t, 116, 120, 124, 136,
145, 252global brand equity, 277tGlobal Selling, 131marketplace, 122reselling, 121visitor statistics, 121–2
American Express, 5t, 271app economy, 140, 253apparel, 61, 72, 250, 260t, 271Apple, 5t, 12, 58, 100, 252, 271,
285brand equity, 269–71, 277tbrand proposition, 221CSR reputation, 211tcustomer protection, 143energy, 249iPhone, 45, 47t, 60, 135, 249,
253, 263labor practices, 216tax evasion, 214
Asia-Pacific, 102advertising theme appeal, 91te-commerce, 112
social media, 139–40global trust in advertising, 89t
aspirational customers, 47t, 61, 91t
Aston Martin, 61, 248attribution
customer classification tool, 227Audi, 57, 60, 134, 233, 264–5,
269Australia
boycotting of French products, 26
Coca-Cola ‘share a coke’ campaign, 33
corporate tax, 214Mondelez, 137sales management control
systems, 97top management teams, 174
authenticity, 64, 117awareness, 223, 245f, 246–7
BBASIC global competencies, 200B2B industry (Business-to-Business),
9–10country of development image,
25CSR, 220customer equity, 255ncustomer participation, 127marketplaces, 124premium brands, 58prestige brands, 61–2sales equity, 259–60
B2C (Business-to-Customer) industry
brands, 31categories, 108creative contests, 130tcross-border commerce, 125customer participation, 127digital sales, 112premium brands, 58prestige brands, 61–2profit growth, 266sales equity, 259–60
backward integration, 194badge value, 49, 57Baidu, 206, 272Bangladesh, 97, 170, 216
Index 303
banking, 2, 3n, 260t, 271. See also investment banking; retail banking, 260t
Beats Electronic, 285–6beer, 8, 83, 89, 164, 217, 247–8,
258t, 260t, 285, 291, 295behavior-based control systems, 95Beiersdorf AG, 21Ben & Jerry’s, 220, 224–5Bentley, 61, 264–5BharatBenz, 29Bharti Airtel, 158t, 169–71Big Cola, 49–50BMW, 57, 60–1, 70, 81, 141, 144,
252, 263, 265, 271CSR reputation, 211t
bonuses, 197–9BP, 281
Castrol division, 98Deepwater Horizon oil spill, 230
Brand Asset Valuator (BAV), 247, 278, 287t
brand awarenesswaterfall schema, 247f
brand consultancies, 273brand contribution, 258brand equity
accounting definition, 243customer-based: components, 245f
Brand Finance, 3, 8, 10, 29n16, 62, 183n4, 265, 267, 269–70, 271
brand identity, 186brand multiple, 267–9, 284–5brand name, 79t, 106tbrand recall, 246–7brand recognition, 246brand stature, 252brand themes, 32brand value, 32, 71, 291brand vitality, 252
BrandZStrong Brands Portfolio, 280Top 100, 187
Brazilanchor for South America, 86country-of-origin image, 24English language proficiency, 175tinnovativeness, 35tproduct innovation, 37sales management control
systems, 97bribery, 198business-to-business. See B2B
industrybusiness-to-customer. See B2C
industry
CCaterpillar, 10, 34, 47t, 81, 100,
141, 250, 252Catholic Church, 158t, 166, 291celebrity endorsement, 31, 58, 68, 91Cemex, 172, 260tcentralization, 156, 157t, 160, 161channel conflict, 122, 123fchief financial officer (CFO), 259,
272–3chief marketing officer (CMO), 87,
93, 184, 185, 275child labor, 216, 230–1China
anti-extravagance campaign, 63automotive, 84, 86, 264n
Friend-Me concept car, 38B2C e-commerce sales, 112, 125brand esteem, 251counterfeits, 125–6country of development image,
24, 25country of manufacturing, 42
304 Index
country-of-origin image, 24data protection, 143dual branding, 81English cultural influence, 23English language proficiency, 175tfunctional model, 166government surveillance, 143governmental involvement in
marketplace, 204Home Depot, 75–6innovativeness, 35tlabor laws, 216language, 80luxury goods, 85–6milk contamination, 167online platforms, 122, 124online purchases, 116, 133outsourcing production, 42rural consumers, 116, 133sales management control
systems, 97Starbucks, 9, 23state-owned enterprises (SOEs),
126, 134, 143top management teams, 174view of Japan’s role in WW2, 27
Cisco, 10, 166, 271Coca-Cola, 2, 3, 5t, 31, 98
brand equity, 243–5, 246, 267, 269–70, 271
brand knowledge, 251customer equity, 255global brand equity, 277tglobal culture, 22Share a Coke campaign, 33Taste the Feeling campaign, 46transliteration and translation, 80
Colgate, 2, 255, 258t
COMET Framework, 12, 19–43, 158t, 163
COMET Scorecard, 40–3customer preference, 20–7organizational benefits, 27–30schema, 20fscorecard; diagnostic test, 41, 43superior marketing programs,
30–4transnational innovation, 34–40
compensation system, 198competition/compassion, 95–7, 107tconsumer functions of brands, 6–9cost of goods sold (COGS), 261–2coordination mechanisms
diagnostic tool, 161Corona, 248, 258t, 295corporate culture, 160corporate social responsibility (CSR),
12f, 13, 48t, 209–38activities, 213–20brand proposition, 220–2branding framework, 211–12business value, 210commitment and delivery, 221communicating CSR to
customers, 222–7customer response to brand-
related CSR activities, 228–33
fun brands, 69reputation and stakeholder
support, 210t, 211tsocietal contributions, 210voluntary nature, 209
corporate taxation, 213. See also taxesCostco, 80, 120, 158t, 164, 258
China (cont.)
Index 305
Kirkland Signature global store brand, 49
counterfeits, 115t, 125–6counter-parry, 28country of development, 24–5country of origin, 42, 47–8t, 165CPG industry, 38, 191, 257, 268,
272, 285creative ideas, 32cross-cultural communication, 158t,
188–91, 200–2cross-subsidization, 28crowdsourcing, 129–30, 172, 173cultural fit, 160cultural homogenization, 19cultural training, 201–2culture, 81, 94
cultural variance, 95–6Culture Map tool, 190–1, 192customer animosity, 26–7customer, definition, 13customer equity, 266, 282–3,
287–8tcustomer loyalty, 48t, 52, 114t, 120,
229, 254, 266, 278, 281customer preference, 19–27customer propositions, 12f, 45–73,
228developing a customer proposition
for your brand, 69–72blueprint for a one-sentence
customer proposition, 72value of a strong customer
proposition, 71ffun brands, 64–9mass brands, 53–7premium brands, 58–61prestige brands, 61–4
value brands, 49–52customer relationships, 123f
DD2C selling, 115tDacia, 39, 52, 47t, 261–2Daimler-Benz, 29, 84, 174, 211tdecentralization, 164Deepwater Horizon disaster, 281Diageo, 91, 92Didi Chuxing, 141differentiation, 245f, 278digital branding, 111–47
co-creation of global brand strategy, 126–32
connectivity, 136–41brand communication, 139–40electronic word of mouth
(eWOM), 136–8new global brands for the
sharing economy, 140–1digital sales channels, 112–26
counterfeits, 125–6digital channel options, 120–4digital distribution options,
120–6omni-channels, 124–5advertising, 118–19opportunities for global and
local brands, 116–17internet of things (IoT), 141–6
B2B applications, 145–6B2C applications, 143–5
managerial takeaways, 146–7transparency, 133–6
challenges of established global enterprises, 133–4
306 Index
challenges of SOEs, 134–5geo-blocking, 135–6in market communication, 135
digital price labels, 125dis-intermediation, 115tdimensions of value creation, 12f,
20f. See also COMET framework
direct-to-consumer advertising, 30–1Disney, 5t, 47t, 65, 81, 230, 252,
267, 271, 294. See also Walt Disney
distribution, 4, 79t, 115t, 251diversity, 77–8, 187–8Dollar Shave Club, 116–17, 139, 168Dos Equis, 89Dove, 19, 222
‘real beauty’ ad campaign, 223downside risk, 283drugs. See prescription drugsdual boss, 167dual branding, 79t, 81, 106tDuracell, 269, 284t, 285dynamic pricing, 120–1
Eearnings before interest and taxes
(EBIT), 269Eastern Europe, 11
automotive, 39frugal innovation, 39tobacco market, 29
eBay, 76, 122, 136, 269EBITDA, 284, 285e-commerce platforms
eWOM, 137, 138teconomies of scale, 20f, 48t, 176
efficiency, 108, 235egalitarianism, 189, 192electronic word of mouth (eWOM),
139, 195, 196, 224–5volume, valence, performance, 147
emotional benefits, 47t, 61, 133English language, 80, 158t, 174–5,
188global proficiency, 175t
environmental sustainability, 216–17, 224, 228, 253
equality rule, 96equity rule, 96esteem, 245f, 278ethics, 164, 200, 252ethnocentricity, 158t, 291Europe
advertising theme appeal, 91tglobal trust in advertising, 89t
executive pay, 218eYeka, 130t, 139
FFacebook, 111, 134, 136, 139–40,
171, 251–2, 272, 295tax evasion, 214
fair share loss, 56false advertising, 8fashion, 49, 59. See also apparel
advertising, 67–8fast; disposable, 66, 264retail, 250
Ferrari, 12, 47tFiat, 214, 253financial metrics, 107Financial Times, 63, 174
premium brand, 47tprint ads, 22, 26
digital branding (cont.)
Index 307
fixed-income compensation, 96formalization, 156, 157t, 160, 161,
167forward integration, 194France. See also L’Oréal Paris;
Renaultcountry of design, 42culture map, 192English language proficiency, 175tgeo-blocking, 135–6management control, 95nuclear testing in South Pacific, 26sales management control
systems, 97wine, 26, 83, 191, 291
frugal innovation, 39–40, 48tfun brands, 46, 47–8t, 56, 106t,
109, 258brand energy, 250digital age, 133profitability, 262t
functional attributes, 57functional model, 157–8t, 177functionals, 203, 205future of global brands, 291–6
GGAM. See global account
managementGap, 68, 253
sweatshops, 230Garnier, 37, 257, 258tGeneral Electric (GE), 10, 31, 34,
39–40, 87, 141, 145, 252brand equity, 270t, 277t
geo-blocking, 115tgeographical model, 157–8tGermany
anchor for EU, 86country of development, 24, 25country-of-origin image, 24discount store brands, 52English language proficiency, 175tgeo-blocking, 135–6innovativeness, 35tmanagement control, 95manufacturing industries and
engineering, 24McDonald’s ad campaign, 33online purchases, 116sales management control
systems, 97workplace culture, 190
Ghosn, Carlos, 202Gillette, 19, 76–7, 81, 117, 139,
155, 168, 252, 258t, 260t, 268, 284–5
GlaxoSmithKline, 31, 201global account management
(GAM), 79t, 96–102, 107t, 195
scorecard for multinational customer evaluation, 101
global brand building, 15–18digital age, 113–15t
global brand equity, 12f, 13, 243–73
calculation of, 267–72stability in rank over time,
271–2valuations, 269–71
customer-based, 244–55action, 254attitude, 247–52awareness, 246–7customer equity power grid,
252–4
308 Index
customer equity tracking instrument, 255, 256
differentiation, 247–8energy, 249–50esteem, 250–1knowledge, 251relevance, 248–9
metric, 287–8tprofit-based, 259–66
global brand equity (cont.)profit contribution per type of
global brand, 261–5Volkswagen Group and brand
profitability, 264–5profit growth, 265–6return on capital, 266sales-based, 255–9triangular schema, 244f
global brand management, 12f, 13, 181–208
assign global brand responsibility and leadership, 182–91, 192, 207
brand champion, 184–5brand management team, 183culture map, 188–91, 192top management team, options
and effectiveness, 185–8elements of effective, 182fglobal brand-planning system,
191–6, 207brand strategy analysis, 194–5competitors, 194customer analysis, 193environmental analysis, 193–4global brand goals, 195–6supply chain, 194
strategy execution, 196–208aligning incentives, 197–9BASIC global competencies,
199–200development of necessary
competencies, 200–2global leadership development,
199–206local brilliance within a
common framework, 196–7selection for global leadership
development, 202–5similarity principle, 205–6
global brand strategycoordination matrix, 198f
Global Brand Value Chain, 12global brand
definition, 3digital channel options, 123fexisting and emerging, 113tphenomenon, 2–5
global business services (GBS), 154global business units (GBU), 153–4global competition, 11–12, 73global coordination, 99global culture, 22–3, 47tglobal elite, 3, 47t, 62–4global enterprise framework
agreements, 98global fuel contracts, 99global identity, 202–5global integrated strategy, 79t, 108,
158tmarkets, 4, 11, 13
global leadership developmentmanager’s local and global
identity, 203Global Leadership Team (GLT), 186
global brand equity (cont.)
Index 309
global marketing mix decisions, 75–109
advertising, 88–92glocal, 90–2
brand name, 78–82global distribution strategy, 100–4global integration options, 77–8global sales strategy, 94–100pricing, 85–8
list price vs transaction price, 87–8
optimized, 87product, 82–5
product modularity, 84–5standardized core product,
83–4sales promotion, 93–4
global organizational designs, 156fGlobal Top 100, 280globalization, 4, 11, 174, 251, 291,
294Goldman Sachs, 10, 259, 260tgoodwill, 238Google, 197, 213, 252, 271, 295
Alphabet, 160, 211tbrand equity, 269–70CSR reputation, 211tcustomer protection, 143global brand equity, 277tself-driving cars, 144Supplier Code of Conduct, 215tax evasion, 214workplace conditions, 215
government interference, 281Great Britain. See United Kingdom
(UK)Greenpeace, 216–17grocery shopping, 6–7, 103, 262.
See also supermarkets
gross margin, 101, 123fGucci, 251, 260tGuo, Juliet, 59, 117
HH&M, 31, 47t, 49, 66–68, 258, 264
child labor, 230Haier, 36, 47t, 55, 158tHarley-Davidson, 8–9, 271Heineken, 3, 164, 248, 260t, 295Heinz, 19, 258t, 285Herzberg, Frederick, 229holacracy, 175Home Depot, 75–6home furnishings, 262. See also
IKEA; furniturehomophily principle, 138tHonda, 27, 83, 232, 250, 281hotels, 100, 140, 141HSBC, 3n, 30Huawei, 7, 10, 34, 49, 55, 78, 143,
165–6, 204, 206, 251, 253, 259, 260t
Huggies, 183, 258thuman rights, 69, 200human truth, 90–2humor, 91Hyundai, 31, 37, 53, 57, 78, 130–1
IIBM, 10, 141, 145, 158t, 169, 252,
259, 260tbrand equity, 270testeem, 250global brand equity, 277t
IdeaStorm, 129
310 Index
IKEA, 5t, 47t, 81, 104–5, 158t, 165–6, 258, 260t, 262
airbrushing of women in Saudi Arabia, 135
catalogue, 105climate change, 216customer perception in China, 52labor conditions, 216
incentive-based remuneration, 95independent retailers, 103–4India, 295
Bharti Airtel, 169–71country of development image, 25country-of-origin image, 24English language proficiency, 175tfrugal innovation, 39–40innovativeness, 35tmobile phones, 169–71R&D centers, 37sales management control
systems, 97Shave India Movement, 76–7top management teams, 174Unilever, 103WeChat, 135
IndiaMART, 124Inditex, 67, 68individualism, 294Indonesia
English language proficiency, 175tsales management control
systems, 97soft drinks, 50Unilever, 103
inferior goods, 52information asymmetry, 133innovation, 163, 168, 177–8, 195,
250
innovative performance, 35ninnovativeness, 34–7
Instagram, 112, 136integration capabilities, 101integrators, 226–7intellectual property (IP), 125t, 172
infringements, 281Interbrand, 3, 184–5, 269–70Internet, 13
Internet of Things, 113–15t, 158t, 171, 176–7, 193
service transition strategies, 147users, 111
investment banking, 10, 260tinvestment management businesses,
26–7Ireland
crystal, 23–4sales management control
systems, 97Italy
English language proficiency, 175tmanagement control, 95pasta, 24sales management control
systems, 97
JJaguar, 8, 47t, 60, 70, 81, 251Japan
anti-Japanese sentiment, 27country of development, 24, 25country-of-origin image, 24English cultural influence, 23English language proficiency,
175tfashion retail, 49, 59, 102, 124
Index 311
Fortune Global 500 companies, 187
innovativeness, 35tJapanese language, 80Max Factor, 154–5Mitsubishi, 145R&D facilities, 36role in WW2, 27sales management control
systems, 97top management teams, 174workplace culture, 187–8
jewelry, 234–5, 260t, 295. See also diamonds
John Deere, 142Johnnie Walker, 91–2Johnson & Johnson, 81, 93, 218JP Morgan, 230
KKamprad, Ingvar, 50–1Kia 47t, 49Kimberly-Clark, 116, 158tKim, Eric, 184–5Kit Kat, 216–17Kleenex, 116, 183, 258tKlöckner, 177knowledge, 245f., 278Komatsu, 10, 47t, 53, 100Kotex, 183–4, 258tKraft, 76, 129, 130, 137, 285
Llanguage, 80–2, 94, 130, 188, 255.
See also cross-cultural communication
training, 202Latin America
advertising theme appeal, 91tfrugal innovation, 39global trust in advertising, 89t
laundry detergent, 8, 55–6, 83, 152, 153, 224t, 258t
La Vache qui rit, 80Lego, 236, 267
CSR reputation, 211tcustomer participation, 127Review Board, 127
Lenovo, 206, 251Lexus, 8, 58, 61, 70liberated companies, 177Lidl, 39, 52, 262lifestyle brands, 8–9, 47t, 64localism, 30local subsidiaries, 30, 33logistics, 132, 260t, 271logos, 30, 79t, 80, 104, 106t, 170,
246L’Oréal Paris, 5t, 24, 37–8, 47t, 53,
257. See also GarnierLoro Piana, 47t, 61–2, 251Louis Vuitton, 42, 64loyalty, 195, 245f. See also customer
loyaltyLufthansa, 47t, 53luxury brands, 23, 42, 61, 86, 102,
106t, 125, 222, 260tLVMH, 5tLyft, 141
MMagnum ice cream, 28Malaysia, 218
312 Index
English language proficiency, 175tsales management control
systems, 97tsweepstakes, 93
Malcolm, Rob, 91–2Marchionne, Sergio, 63, 254market capitalization, 287–8tmarket development organizations
(MDO), 154market metrics, 107market program standardization, 108Marlboro, 26, 28–9, 81, 271mass brands, 47–8t, 158t
brand energy, 250digital age, 133distribution, 251millennials, 250nature of brand benefits, 53fvalue map for global brands, 53f
MasterCard, 32materialism, 49matrix model, 157–8tMcDonald’s, 5t, 31, 81, 100, 246,
252ad campaigns, 33alcohol sales, 83brand equity 270t, 271, 277tMcDonaldization of society, 294
McKinsey, 10, 47t, 61, 143, 244, 267Mecca Cola, 26media, 271
Global, 4spillover, 48t
Mercedes-Benz, 1, 57, 58, 60–1, 81, 89, 144, 263, 271
Chinese market, 82CSR reputation, 211t
mergers and acquisitions (M&A), 141
global brand value, 283–6price premium, 288t, 289
Merrill Lynch, 215, 269, 284Mexico
Cemex, 172country of development, 24country-of-origin image, 24data protection, 143English language proficiency, 175tinnovativeness, 35tonline purchases, 116sales management control
systems, 97tsmall portions of goods, 83
Meyer, Erin, 189, 190Michelin, 177, 201Microsoft, 81, 100, 145, 271
brand equity, 270tCSR reputation, 211tglobal brand equity, 277ttax evasion, 214
middle class, 47t, 52, 53, 103, 152Middle East
advertising theme appeal, 91tCoca-Cola, 3frugal innovation; automotive, 39global trust in advertising, 89tsoft drinks, 26
millennials, 48t, 119t, 229, 237, 250companies, 158tinspirational leadership, 171luxury products, 64social media, 224
Millward Brown, 3, 30, 145, 155, 173, 258–60, 266, 269–70, 280
Malaysia (cont.)
Index 313
mindset metrics, 196mining, 201–2, 216, 233–5, 259,
260t, 294Mitsubishi, 27, 145mom-and-pop stores, 103monologue, 140Monsanto, 142Morgan Stanley, 10, 271multilingualism, 140. See also
languagemultilogue, 140
NNAFTA (North Atlantic Free Trade
Association), 4, 86negative feedback, 189, 192negative spillover, 56, 109Nestlé, 5t, 53, 80, 177–8, 216–17,
230Netafim, 220Netherlands
English language proficiency, 175tinnovativeness, 35tonline fashion retail, 59sales management control
systems, 97tStarbucks, 214TV commercials, 32nworkplace culture, 190
network model, 155–8, 169–76challenges to the effectiveness of
global network model, 174–6
IBM’s global network model, 172–3sign of our times?, 171–2
Nike, 31, 231, 246, 249, 260t, 271ads, 42customer preference, 40, 43
economies of scale, 40, 42labor conditions, 216net worth, 36, 42slogan, 40
Nissan, 27, 38, 144, 202, 263, 271Nivea, 21, 258tNokia, 49, 55, 169normative-cultural control, 156,
157t, 161, 164, 167Norwegian Airlines, 47tnot-invented-here syndrome, 158tNovartis, 5tNovo Nordisk, 188
Ooil and gas, 230, 259, 260t, 294Olay, 35, 47t, 58, 155Omega, 31, 222omni-channel strategy, 115tOracle, 10, 81, 272Oral-B, 144, 155, 285oral care, 144, 284torder fulfillment, 121–2, 123f., 131Oreo cookies, 76, 129, 130organizational structures, 151–79
coordination mechanisms, 159–60diagnostic tools, 160–2future prospects, 176–8organizational models for global
brands, 155–8functional model, 155–8,
164–6geographical model, 155–8,
162–4matrix model, 155–8, 166–9network model, 155–8,
169–76
314 Index
Ppackaging size, 83Palmisano, Samuel, 173, 174Pampers, 19, 152, 155, 183, 258tPantene, 31, 57, 153, 155, 257,
258tParker, Warby, 222Patek Philippe, 61, 264patents, 35n31, 37n34, 285
infringement, 117PayPal, 218, 249Pepsi Cola, 46, 49–50, 81, 255
sales equity, 259tperformance metrics, 154, 197–9personal care, 5t, 21, 24, 155, 260t,
284tPeru
AJE Group, 49–50English language proficiency, 175tsales management control
systems, 97tPeugeot, 24, 62, 263Pfizer, 5t, 214, 217–18P&G (Procter & Gamble), 5t, 53,
55, 81, 82, 92, 102–3, 144, 151, 183, 186, 257
acquisition of Gillette Co., 268–9, 284
advertising and marketing, 276Connect + Develop program, 155Organizational design, 151–5R&D, 34–5
Philip Morris, 28–9Philips Electronics, 158t, 167–8,
171, 181Pinterest, 112Polman, Paul, 204, 235Porsche, 134, 233, 257, 265power generation industry, 87, 145
premium brands, 46–8t, 53, 158tbrand energy, 250digital age, 133distribution, 251profitability, 262t
prestige brands, 46–8t, 106t, 109digital age, 133distribution, 251profitability, 262t
price arbitrage, 85–6, 93, 114t, 195price bands, 87price comparison websites, 114tprice elasticity, 281–2price harmonization, 86, 88, 93, 106t“priceless” theme, 32price premium, 229, 257–9Price Waterhouse, 257–8Primark, 66, 69, 264principle of cognitive consistency,
230–2private label brands, 49process controls, 99Procter & Gamble. See P&Gproduct, 79t, 114t
definition, 13improvement, 48tmodularity, 82, 106tquality, 7recall, 281standardization, 82, 106t
product-harm crisis, 232professional services, 99, 260tprofitability, 82, 88, 107, 109, 153
drivers, 261fperformance, 262t
profit contributiondrivers of global brand
profitability, 261fperformance of brand types, 262t
Index 315
Prudential Financial, 26–7purchase managers, 24–5, 58, 85
Qquality, 2, 47t, 53, 125, 228
Rrapid rollout of new products, 48trazors, 116–17, 258t, 284t. See also
Gilletterecall, 245freceding, brands 253recognition, 245fRed Bull, 32relational outcomes, 237relevance, 245f, 278Renault, 39, 202, 262reputational capital, 233, 237–8risk, 138t
aversion, 47t, 58, 281Rolls-Royce, 61, 81, 142, 145rooted globals, 203–4rule of law, 143Russia
AvtoVAZ, 202data protection, 143English language proficiency, 175tgovernmental involvement in
marketplace, 204IKEA, 166innovativeness, 35tproduct innovation, 38Russian language, 80sales management control
systems, 97top management teams, 174
Ryanair, 262
SS&P (Standard & Poor) 500, 11,
280, 283, 287tSaatchi & Saatchi, 135, 184SABMiller, 164, 217salary-based compensation, 95sales promotion, 79t, 107t, 120Samsung, 5t, 28, 31, 47t, 80, 81,
158t, 184–5, 246, 250, 263‘Quality First’, 54brand equity, 270t, 277tbrand value, 54Korean nationality, 174labor practices, 216
Sand River, 72, 117, 294–5Santander, 260t, 271Sany, 10, 47t, 102, 253SAP, 10, 145, 260t, 272satisfaction (and dissatisfaction),
229, 278–9Saudi Arabia, 82, 135Scania, 47t, 84sceptics, 226Schlumberger, 158t, 201SEAT, 47t, 265self-expression, 33shareholder return, 287–8t
volatility in, 288tshareholder value, 12f, 13, 275–89
global brand equity metrics, 276f, 287–8t
market capitalization of the firm, 277–9
mergers and acquisitions and global brand value, 283–6
shareholder return, 279–80volatility in, 281–3
Siemens, 10, 145, 260tSilicon Valley, 177–9
316 Index
similarity principle, 206, 208Singapore, 134, 218
English language proficiency, 175tinnovativeness, 35tsales management control
systems, 97Singapore Airlines, 58site traffic data capture, 120SK-II, 58, 186Skoda, 265smart shoppers, 47t, 50smartphones, 7, 12, 45, 52, 55, 58,
61, 116, 139, 249, 253, 263social branding, 224–5, 228social media, 33, 136, 254
advertising, 139–40brand energy, 250brand knowledge, 251brand strategy analysis, 194campaigns, 216–17eWOM, 137, 138tfashion, 66, 69fun brands, 66, 68multiplier effect, 115t, 139network model, 171selfies, 66
SOEs. See state-owned enterprisessoft drinks, 2, 224t, 243, 260t.
See also Coca-Cola; Pepsi Cola
Sony, 5t, 55, 181, 184–5, 211t, 253South Africa
De Beers, 234economy, 11innovativeness, 35tsales management control
systems, 97sales promotion, 93
South Korea
English cultural influence, 23English language proficiency, 175tinnovativeness, 35tonline purchases, 116product innovation, skin care, 38sales management control
systems, 97top management teams, 174
SpainEnglish language proficiency, 175tmanagement control, 95sales management control
systems, 96Spanish language, 80, 291–2
Starbucks, 70, 83, 100, 252aspirational global brand; China, 23brand theme, 33business meetings in China, 9tax avoidance, 213–14
state-owned enterprises (SOEs), 113t, 126, 134–5, 143
sub-brands, 56, 57supply chain processes, 51, 103Swatch, 47t, 64–5, 69, 258sweatshop conditions, 230Sweden, 84
country of development, 24English language proficiency, 175tinnovativeness, 35tsales management control
systems, 97Switzerland
country-of-origin image, 24English language proficiency, 175texecutive pay, 218innovativeness, 35tsales management control
systems, 97watch-making, 64–5
Index 317
TTaiwan
data protection, 143English language proficiency, 175tsweepstakes, 93
Tata & Sons, 70, 271technology, 5t, 83, 198, 260t, 271technology start-ups, 128, 177–9telecommunications, 5t, 34, 169,
260t, 271infrastructure, 10, 260t
Tencent, 134, 272Tesco, 39, 49, 102, 244Tesla, 144, 253Thailand
English language proficiency, 175tsales management control
systems, 97sweepstakes, 93
Tide, 8, 55–6Tmall, 122Tobin’s q ratio, 275, 279, 286, 287ttop management teams (TMT).
See global brand management
decision matrix, 197global brand leadership, 207global brand planning, 207
top of mind brands, 246–7Toyota, 5t, 12, 27, 28, 39, 47t, 53,
58, 81, 188, 232, 241t, 250–2, 260t, 263, 271
advertising, 276brand equity, 270tglobal brand equity, 277tScion, 65–6
transculturals, 202translation, 79t, 80–1, 106ttransliteration, 79t, 80–1, 106t
transnational innovation, 20f, 34–40truck manufacturing, 29, 84trust, 143, 189, 192
branded websites, 120Internet advertising media, 119t
Turkeydata protection, 143English language proficiency, 175tinnovativeness, 35tsales management control
systems, 97sales promotion, 93
Twitter, 112, 134, 136–9two-factor theory of motivation, 229
UUber, 134, 141, 144–5, 253unaided awareness, 246–7unaware/disinterested, 227uncertainty tolerance/avoidance,
95–7, 107tUnilever, 2, 5t, 7, 53, 80, 103–4,
199, 204, 222–4, 235–6Axe, 130corporate brand logo, 30employees in local subsidiaries,
30new products, 28, 29
Uniqlo, 12, 47t, 49, 124United Kingdom (UK), 97
British brands, 23British heritage and royalty, 8, 23innovativeness, 35tinstitutional asset management, 214sales management control
systems, 97tax avoidance, Starbucks, 214Wedgwood, 23
318 Index
United States of America (USA)advertising theme appeal, 91tanti-Americanism, 26–7B2C e-commerce, 125brand switching, 228consumer culture and
consumption, 294consumer packaged goods, 34consumer protection, 121corporate tax, 214–15country of development, 24, 25country-of-origin image, 24coupons, 93culture map, 191data protection, 143Environmental Protection Agency
(EPA), 133United States of America (USA)
(cont.)Federal Trade Commission, 233firms with strong global brands,
280, 282global trust in advertising, 89tinnovativeness, 35tInternet advertising, 118f, 119labor costs, 36legislation, 121NAFTA, 86online purchases, 116online retailers, 120R&D facilities, 36sales management control
systems, 97Securities and Exchange
Commission, 219top management teams, 174vehicle styling; high temperature
testing, 37
Volkswagen Emission Scandal, 233
wealth distribution, 62workplace culture, 190
upside risk, 282, 283n
Vvalue brands, 46–8t, 53, 158t
digital age, 133profitability, 262t
value for money, 47tvalue proposition, 194variable-income compensation, 96Vertu, 12, 45, 61Vietnam
English language proficiency, 175tinnovativeness, 35tsales management control
systems, 97Visa, 31, 260tVodafone, 5t, 260t, 271Volkswagen, 5t, 8, 57, 65–6, 81, 84,
257, 264–5emission scandal, 25–6, 133–4
Wwages and labor conditions, 69Walmart stores, 5t, 49, 52, 102–4,
124–5, 147, 235–6, 271Walt Disney, 211t, 260t. See also
Disneyweak brands, 253WeChat, 135–6Wedgwood, 23, 62Weibo, 112, 136