June Won and J. Lucy Lee
The purposes of the study were (1) to examine whether directional dominance between co-existing athlete brands and sponsor brands exists; (2) to explore whether directional…
Abstract
Purpose
The purposes of the study were (1) to examine whether directional dominance between co-existing athlete brands and sponsor brands exists; (2) to explore whether directional dominance influences consumers' memory interference; and (3) to test whether brand interference interacts with directional dominance among brands to influence consumer evaluation and behaviors under multiple endorsement and sponsorship portfolios.
Design/methodology/approach
The research is a 3 (directional dominance: symmetric dominance vs. asymmetric dominance with existing vs. asymmetric dominance with newly endorsed brand) x 2 (brand memory interference: interference vs. no interference) between-subjects factorial design.
Findings
The results indicate that (1) directional dominance influenced consumer brand interference, and directional dominance interacted with brand interference on (2) brand evaluation and (3) purchase intention in multiple brand portfolios.
Originality/value
Considering that conventional single-sponsor sponsorship or single-endorser endorsement portfolios are increasingly rare, research on concurrent circumstances of multiple endorsers and multiple endorsed brands in multiple brand portfolios was necessary. By expanding and reconceptualizing the context of brand networks, this study provides empirical evidence on how the dominance and directionality between endorser and (existing and newly) endorsed brands—an athlete endorser's strong pre-existing association with an existing endorsed brand in particular—influenced consumer brand interference and the brand evaluation in multiple brand portfolios.
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J. Lucy Lee, Yukyoum Kim and June Won
The purpose of this paper is to identify the location of sport brands in sport consumers’ minds using a perceptual map of multiple positions; and examine whether there is…
Abstract
Purpose
The purpose of this paper is to identify the location of sport brands in sport consumers’ minds using a perceptual map of multiple positions; and examine whether there is congruence between the sport brands’ purported images and the targeted consumers’ perception of the brands’ images.
Design/methodology/approach
A mixed method was used. Four steps of data collections (i.e. face-to-face, focus group interviews, and questionnaires) and analyses (i.e. content analysis, MDS analysis, PROXSCAL analysis, multiple regressions analysis, frequency analysis, and congruence score) were performed.
Findings
Four positioning typologies (i.e. great quality equipment, equipment for professionals, innovation, and tradition) were identified; each brand’s positions in consumers’ minds were distinctly portrayed in the perceptual map; and the congruence between intended and perceived positions was found in two brands – Titleist and Ping – implying they established a high position-congruity and providing evidence of positioning effectiveness.
Practical implications
The findings will aid practitioners and scholars in positioning and its effectiveness: the results provide information for managers to select, implement, and manage effective positioning strategies and the study provides initial evidence about whether companies and their brands are well-positioned in the sport consumer’s perception.
Originality/value
The authors attempt to examine how consumers perceive brands and how effectively brand positions are portrayed in consumers’ minds. The effectiveness and competitiveness of positioning strategies were examined via a perceptional map.
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The strengths and weaknesses of South Korea's president and ruling party.
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DOI: 10.1108/OXAN-DB235634
ISSN: 2633-304X
Keywords
Geographic
Topical
Cambodia has 1,646 such councils, which administer groups of villages. The elections, for councillors and commune council chiefs, were the first test of the Cambodian People’s…
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DOI: 10.1108/OXAN-DB221407
ISSN: 2633-304X
Keywords
Geographic
Topical
The party almost won the last election, reducing Prime Minister Justin Trudeau’s Liberals to a minority government. However, Trudeau’s party is now gaining popularity due to the…
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DOI: 10.1108/OXAN-DB253539
ISSN: 2633-304X
Keywords
Geographic
Topical
The election of a highly fragmented legislature will help President Martin Vizcarra steer a package of political and judicial reforms through Congress in his last 18 months in…
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DOI: 10.1108/OXAN-DB250320
ISSN: 2633-304X
Keywords
Geographic
Topical
Outlook for Cambodia's local elections on June 4.
Details
DOI: 10.1108/OXAN-DB220819
ISSN: 2633-304X
Keywords
Geographic
Topical
Harvinder Singh, Rashmi Kumar Aggarwal and Aakriti Bansal
The learning outcome of this paper is to understand the geopolitical aspects of international business. Assessing the political risk inherent in international investment projects…
Abstract
Learning outcomes
The learning outcome of this paper is to understand the geopolitical aspects of international business. Assessing the political risk inherent in international investment projects. Maintaining a favorable corporate image in the host country despite apparent hostilities. Analyzing the risks associated with doing business in an emerging market.
Case overview/synopsis
In February 2019, local newspapers in the Maldives published unconfirmed reports that the Indian company GMR was reinvesting in the Maldives. GMR had secured a contract in 2010 for renovation/expansion of The Maldives International Airport. However, the contract created political turmoil, with opposition parties objecting to some clauses. People considered GMR closer to the incumbent President, Mohammed Nasheed. The unstable political scenario forced President Nasheed to resign amidst allegations of corruption. The new President showed hostility toward India and GMR while making overtures to China. He canceled the airport contract and awarded it to a Chinese company. GMR went to the international Tribunal in Singapore. The tribunal upheld the Maldivian government’s right to terminate the agreement but awarded GMR a compensation of US$270m. In 2019, a new government came to power in the Maldives, with Mohammed Nasheed enjoying a commanding position. The government pledged to accept the judgment of the Singapore International Tribunal. The local media discussed the possibility of the return of GMR to the Maldives after seeing some senior GMR officials in the Maldives. However, it was not clear whether it would be a good idea for GMR.
Complexity academic level
Master's level program.
Supplementary materials
Teaching notes are available for educators only.
Subject code
CCS 11: Strategy.
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Nancy J. Adler (USA), Sonja A. Sackmann (Switzerland), Sharon Arieli (Israel), Marufa (Mimi) Akter (Bangladesh), Christoph Barmeyer (Germany), Cordula Barzantny (France), Dan V. Caprar (Australia and New Zealand), Yih-teen Lee (Taiwan), Leigh Anne Liu (China), Giovanna Magnani (Italy), Justin Marcus (Turkey), Christof Miska (Austria), Fiona Moore (United Kingdom), Sun Hyun Park (South Korea), B. Sebastian Reiche (Spain), Anne-Marie Søderberg (Denmark and Sweden), Jeremy Solomons (Rwanda) and Zhi-Xue Zhang (China)
The COVID-19 pandemic and its related economic meltdown and social unrest severely challenged most countries, their societies, economies, organizations, and individual citizens…
Abstract
The COVID-19 pandemic and its related economic meltdown and social unrest severely challenged most countries, their societies, economies, organizations, and individual citizens. Focusing on both more and less successful country-specific initiatives to fight the pandemic and its multitude of related consequences, this chapter explores implications for leadership and effective action at the individual, organizational, and societal levels. As international management scholars and consultants, the authors document actions taken and their wide-ranging consequences in a diverse set of countries, including countries that have been more or less successful in fighting the pandemic, are geographically larger and smaller, are located in each region of the world, are economically advanced and economically developing, and that chose unique strategies versus strategies more similar to those of their neighbors. Cultural influences on leadership, strategy, and outcomes are described for 19 countries. Informed by a cross-cultural lens, the authors explore such urgent questions as: What is most important for leaders, scholars, and organizations to learn from critical, life-threatening, society-encompassing crises and grand challenges? How do leaders build and maintain trust? What types of communication are most effective at various stages of a crisis? How can we accelerate learning processes globally? How does cultural resilience emerge within rapidly changing environments of fear, shifting cultural norms, and profound challenges to core identity and meaning? This chapter invites readers and authors alike to learn from each other and to begin to discover novel and more successful approaches to tackling grand challenges. It is not definitive; we are all still learning.
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In the matter of food purity and control Hospital Catering Services have been outside the law, a privileged position where the general law of food and drugs have never applied and…
Abstract
In the matter of food purity and control Hospital Catering Services have been outside the law, a privileged position where the general law of food and drugs have never applied and the modern regulatory control in food hygiene has similarly not applied. In the eyes of the general public hospital catering standards have always been high above the general run of food preparation. As the NHS continued, complaints began gradually to seep out of the closed community, of dirt in the kitchens and prevalent hygiene malpractices. The general standard for most hospitals remained high but there were no means of dealing with the small minority of complaints which disgusted patients and non‐cater‐ing staff, such as insect and rodent infestations, and an increase in the frequency of food poisoning outbreaks.