Branding from emerging countries: how to compete internationally?

Purpose - This paper aims to clarify the challenge of emerging countries' firms regarding their brand policy. The purpose of the paper is to examine the branding options offered to emerging countries companies when expanding internationally. Design/methodology/approach - After having clarified the two paradoxes faced by emerging countries' brands by way of synthesizing various works, the author formulates a model that provides a representation for the possible brand strategy choices of emerging country companies. Findings - The authors formulate a framework with four brand management options which may be put into practice in emerging countries' companies and suggest how an emerging country's company could create and develop the best-adapted international brand policy depending on its specific situation regarding localness emphasis and customers' risk reduction acceptance. Practical implications - Results lead to the conclusion that the notion that only global brands are associated with higher product quality or prestige (in relation to local brands) is not a universal truth and thus needs to be interpreted with caution. The research provides support for a branding strategy embedded in the local emerging countries context and tally with research showing that more and more firms from emerging economies are using foreign image association strategies as important components of their branding and marketing strategies. Originality/value - The proposal reinforces the contingency perspective of international marketing according to which brand policy may depend on company criteria, as well as foreign market specificities. The research confirms the competitive capacity of emerging countries' companies' brands, broadens the scope of international branding knowledge by shifting the focus to under-researched regions of the world.