Brand and firm values in distinct national cultures

Chowdhury, Reza H.; Chun, Wootae; Choi, Sungchul; Friend, Kurtis

doi:10.1108/apjml-03-2019-0121

Cited by 7 publications

(7 citation statements)

References 69 publications

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“…Evans et al, 2008), and cultural distance will influence local consumer's decisions (Le and Kieu, 2019). Cultural distance has attracted attention from marketing scholars in relation to various different issues, and cross-cultural analysis is a common tool used to explore its impact on consumer decision-making (Khan et al, 2019), especially using Hofstede's cultural dimensions (Hoftede et al, 2010;Chowdhury et al, 2020). Since Japan, Taiwan and the UK present a number of distinctions in Hofstede's major dimensions, as stated previously, we hypothesize that:…”

Section: Experiential Value (Ev)mentioning

confidence: 89%

Customer value, purchase intentions and willingness to pay: the moderating effects of cultural/economic distance

Tsuchiya

Huang

2021

APJML

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PurposeThe purpose of this paper is to explore differences in the behavioural intentions of consumers in different countries, i.e. Japan, UK and Taiwan by employing a customer-based value model.Design/methodology/approachA total of 305 consumers of one of Japan's brand and chain stores, Muji, were interviewed. The moderating effects of cultural and economic distances from the home country of the firm were also tested.FindingsThe results showed that cultural distance moderates the impact of symbolic, experiential and aesthetic value on purchase intention; however, economic distance was found to only influence monetary value.Originality/valueCross-cultural studies on customer value in the retailing industry are limited. The findings from this study offer several implications for those firms that adopt a globalization strategy using another perspective, while to some degree glocalization could be a better strategy.

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Section: Experiential Value (Ev)mentioning

confidence: 89%

Customer value, purchase intentions and willingness to pay: the moderating effects of cultural/economic distance

Tsuchiya

Huang

2021

APJML

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“…Strong brand value develops and creates the possibility of selling at a premium price for a company's product and service, increasing market share, increasing and improving revenue, and minimizing price-elasticity (Chowdhury et al, 2020). Moreover, it improves quantity on sales volume (Chovanová et al, 2015), creates recognition, optimistic to product and service reliability (Setiadi et al, 2018), loyalty among consumers, and creates cost-saving and cost efficiency, meaning a strong brand value gives a contribution to a bigger profit margin for a company (He & Calder, 2020;Mohd et al, 2007).…”

Section: Brand Valuementioning

confidence: 99%

“…Based on the theory and statistic result in a pvalue of 0.763, then hypothesis 3 is rejected. Strong brand value creates premium price offers for product and service, improve market share, increase revenue, reduce price-elasticity (Chowdhury et al, 2020), generate greater sales quantity (Chovanová et al, 2015), create consumer loyalty, create confidence in consumers to buy a product which possesses high brand value (Heinberg et al, 2018), these are potential profit for the company, and it then creates a cost-saving to company. Shortly, strong brand value delivers a more outstanding profit margin contribution to the company (He & Calder, 2020;Mohd et al, 2007).…”

Section: Descriptive Analysismentioning

confidence: 99%

Effects of Profitability towards Enterprise Value with Corporate Social Responsibility Performance and Brand Value as Mediating Variables

Ronald

Semuel

2022

ijbs

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Currently, many companies are taking many actions to put their most vigorous efforts into enterprise value creation, which enables the company to achieve its highest market capitalization. They plan and do many strategies, such as value-added creation by creating intangible values through CSR activities, creating CSR performance, and brand value creation through brand valuation. This research seeks to determine whether companies' profitability, ROA, and ROE affect the enterprise value. Therefore, two mediating variables, CSR performance and Brand Value, have been set to analyze whether one impacts another. To do research, the researcher utilizes secondary data, which is the data that has been collected by someone other than the researcher. The finding shows that companies' profitability has no impact on the enterprise value and CSR performance.; On the other hand, the results show a strong relationship between brand value and enterprise value, and brand value is a mediating variable between companies' profitability and enterprise value.

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“…4.1.1 Power distance (PD). Power distance (PD) is the degree of inequality among a less powerful and more powerful person, which will be represented by better subordinate relationships in the industry (Hofstede, 1980;Chowdhury et al, 2020). In other words, it is a measure of mutual power or influence between subordinate and senior considered by less powerful or subordinate (Hofstede, 2001).…”

Section: Cultural Dimensions and Horizontal Strategymentioning

confidence: 99%

Identifying organizational variables to the implementation of horizontal strategy in conglomerates

Verma

Sharma

Kumar

et al. 2020

BIJ

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PurposeThe paper aims to investigate organizational variables and develop their relationship with horizontal strategy. The cultural dimensions and organization structure have been considered as organizational variables. The study also aims to shed light on the implementation horizontal strategy in conglomerates.Design/methodology/approachA survey was carried out with 122 conglomerate firms for examination. These companies were chosen to be of different sizes and sectors. The multiple regression analysis was utilized to analyze the data.FindingsThe results reveal that conglomerate firms also have a horizontal strategy. Additionally, organizational cultural dimensions namely, collectivism, clan culture, market culture and long-term orientation; formal and informal relationship; and horizontal organization structure (HOS) have positive and significant relationship with horizontal strategy. No significant relationship was found between uncertainty avoidance and adhocracy culture, and horizontal strategy.Research limitations/implicationsThe major contributions of this study are explicitly identified as horizontal strategy exists in the conglomerate firms where the few organizational variables play a significant role in horizontal strategy implementation.Originality/valueThis study has been done in an effort to make supporting guidelines to fill the gaps in conglomerate firms. This study offers an effective role of cultural dimensions and structure as drivers of horizontal strategy implementation, and this study spells out and extends the literature and proposes a conceptual framework.

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Brand and firm values in distinct national cultures

Cited by 7 publications

References 69 publications

Customer value, purchase intentions and willingness to pay: the moderating effects of cultural/economic distance

Customer value, purchase intentions and willingness to pay: the moderating effects of cultural/economic distance

Effects of Profitability towards Enterprise Value with Corporate Social Responsibility Performance and Brand Value as Mediating Variables

Identifying organizational variables to the implementation of horizontal strategy in conglomerates

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