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

Index 319

word-of-mouth, 245f, 278. See also electronic word of mouth (eWOM)

World Economic Forum, 47t, 61, 204

XXiaomi, 7, 12, 45, 47t, 52, 55, 143

YYelp, 136youth segment, 66YouTube, 33, 111, 139, 216–17

ZZappos, 160, 175Zara, 12, 17, 47t, 49, 66–8Zurich, 29–30