Going beyond Misconceptions: Avoiding Pitfalls on the Route to Sustainable Growth

Douglas Bryson and Glyn Atwal

Chapter 18 in Luxury Brands in Emerging Markets, 2014, pp 201-210 from Palgrave Macmillan

Abstract: Abstract Clearly, there is no singular blueprint for international luxury brands to succeed in emerging markets. Each luxury brand and each emerging market context presents its own idiosyncrasies. Since there is no one-size-fits-all approach, managers need to learn important lessons by studying the various emerging luxury brand markets. The experiences vicariously learnt can be used to develop effective contingency strategies as companies enter and expand into emerging and new frontier markets. Beyond the emerging markets covered in this book, new frontier markets in fast-growing economies such as Indonesia, Mexico, Turkey, Nigeria, South Africa, and Malaysia, offer international luxury brands potential sources of highly profitable growth.

Keywords: Wall Street Journal; Harvard Business Review; Chinese Consumer; Consumer Sentiment; Economist Intelligence Unit (search for similar items in EconPapers)
Date: 2014
References: Add references at CitEc
Citations:

There are no downloads for this item, see the EconPapers FAQ for hints about obtaining it.

Related works:
This item may be available elsewhere in EconPapers: Search for items with the same title.

Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text

Persistent link: https://EconPapers.repec.org/RePEc:pal:palchp:978-1-137-33053-6_19

Ordering information: This item can be ordered from
http://www.palgrave.com/9781137330536

DOI: 10.1057/9781137330536_19

Access Statistics for this chapter

More chapters in Palgrave Macmillan Books from Palgrave Macmillan
Bibliographic data for series maintained by Sonal Shukla () and Springer Nature Abstracting and Indexing ().