Marketing in an emerging market.
Abstract
Subject area
Marketing in an emerging market.
Study level/applicability
The case is aimed at MBA students in a marketing strategy class on marketing at the bottom of the pyramid or on branding.
Case overview
A young brand manager faced the challenge to increase drastically a brand market share to 8 per cent in 2015 in a context of a new emerging market with large number of consumers living with no more than US$1.25 a day.
Expected learning outcomes
Expected learning outcomes are as follows: to familiarize students with emerging markets characteristics; to illustrate the challenges of marketing a brand to local consumers with limited financial resources to craft a marketing strategy for Pepsodent with a clear positioning, allowing the Pepsodent brand to differentiate itself and to leverage its brand equity; and to develop a marketing-mix aligned with the brand positioning.
Supplementary Materials
Teaching Notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes.
Subject code
CSS 8: Marketing.
Details
Keywords
Narumon Kimpakorn and Gerard Tocquer
The aims of this article are to measure the brand equity of service firms (luxury hotels) using a customer perspective, to identify factors that predict customers’ brands…
Abstract
Purpose
The aims of this article are to measure the brand equity of service firms (luxury hotels) using a customer perspective, to identify factors that predict customers’ brands relationships and to explore the links between service brand equity and employee brand commitment
Design/methodology/approach
Two surveys were conducted to achieve the research objectives. The first survey objective was to measure brand equity using a sample of 250 international customers of five‐star hotels in Bangkok. The second survey objective was to collect information regarding employee brand commitment in each selected hotel using a sample of 250 employees.
Findings
Results show that hotels belonging to the same category have different brand equity and that brand differentiation and brand trust are the variables that have the major influence on customer brand relationships. Perceived service quality and associations related to hotel core services are not related to brand relationships. High hotel brands equity have a stronger level of employee brand commitment that low hotel brands equity.
Research limitations/implications
For hotel managers the research findings illustrate the importance of brand differentiation and trust for international hotels chains and illustrate the importance of employee brand commitment in the process of building a strong band. Therefore this research has an implication not only for marketing but also for human resource managers and for hotel general managers.
Originality/value
The value of this research resides in the exploration between service brand equity and employee brand commitment. The literature on service marketing emphasizes the link between employee and service quality but to the authors' knowledge little research has explored the link between the service brand and its employees.