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The Strategic Management of Brand Equity: Exploring the Resources, Capabilities and Lessons of Marriott's Entry into China


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Wickham, M and Wong, TL and O'Donohue, W The Strategic Management of Brand Equity: Exploring the Resources, Capabilities and Lessons of Marriott's Entry into China. AT Business Management Review, 7 (1). pp. 13-23. ISSN 1813-0534

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Empirical 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.

Item Type: Article
Journal or Publication Title: AT Business Management Review
Page Range: pp. 13-23
ISSN: 1813-0534
Additional Information:

Copyright 2011 Taiwan Institute of Business Administration

Date Deposited: 28 Aug 2013 03:56
Last Modified: 18 Nov 2014 04:33
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