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dc.contributor.authorWickham, Marken_US
dc.contributor.authorWong, Tommyen_US
dc.contributor.authorO'Donohue, Wayneen_US
dc.date.accessioned2017-05-03T11:13:46Z
dc.date.available2017-05-03T11:13:46Z
dc.date.issued2011en_US
dc.date.modified2011-08-26T08:58:35Z
dc.identifier.issn1813-0534en_US
dc.identifier.urihttp://hdl.handle.net/10072/40265
dc.description.abstractEmpirical research has consistently demonstrated a significant and positive relationship between brand equity and desirable organisational outcomes such as higher returns on investment, brand extension opportunities, and higher levels of consumer preference and purchase intentions (see Madden, Fehle & Fournier, 2006; Yeung & Ramasay, 2008). More recently, there have been calls for researchers to go beyond identifying the benefits of effective brand equity management to explore how brand equity is constructed as a strategic organisational process (Banerjee, 2007; Broyles, Schumann & Leingpibul, 2009). One such call has been to identify the specific organisational resources and capabilities required to manage brand equity strategically and internationally - especially in firms attempting to leverage Western brands into emerging Asian markets such as China (Ni & Wan, 2008). This paper presents an analysis of the entry by Marriott International into the Chinese market for high quality hotel accommodation and associated services, with a particular interest in the resources and capabilities that the company used to manage their brand equity effectively in that context. The analysis indicates three key aspects in the development of the antecedent resources and capabilities associated with brand equity management across national borders into China.en_US
dc.description.peerreviewedYesen_US
dc.description.publicationstatusYesen_AU
dc.format.extent3191307 bytes
dc.format.mimetypeapplication/pdf
dc.languageEnglishen_US
dc.language.isoen_AU
dc.publisherTaiwan Institute of Business Administrationen_US
dc.publisher.placeTaiwanen_US
dc.publisher.urihttp://www.jtiba.com/en_AU
dc.relation.ispartofstudentpublicationNen_AU
dc.relation.ispartofpagefrom13en_US
dc.relation.ispartofpageto23en_US
dc.relation.ispartofissue1en_US
dc.relation.ispartofjournalAcademy of Taiwan Business Management Reviewen_US
dc.relation.ispartofvolume7en_US
dc.rights.retentionYen_AU
dc.subject.fieldofresearchInternational Businessen_US
dc.subject.fieldofresearchcode150308en_US
dc.titleThe Strategic Management of Brand Equity: Exploring the Resources, Capabilities and Lessons of Marriott's Entry into Chinaen_US
dc.typeJournal articleen_US
dc.type.descriptionC1 - Peer Reviewed (HERDC)en_US
dc.type.codeC - Journal Articlesen_US
gro.rights.copyrightCopyright 2011 Academy of Taiwan Business Management Review. The attached file is reproduced here in accordance with the copyright policy of the publisher. Please refer to the journal's website for access to the definitive, published version.en_AU
gro.date.issued2011
gro.hasfulltextFull Text


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