This article introduces a detailed new model of competitiveness that focuses on environmental sustainability factors associated with travel destinations. The multiplicity of industries involved in destinations' planning and development requires the use of a competitiveness model that examines the relationships among all stakeholders involved in creating and integrating value-added products to sustain resources while maintaining market position relative to other competitors. The development of future destinations must be guided by effective and efficient management with a focus on sustainable customer base. Thus, destination management should focus on a systematic examination of unique comparative advantages that provide a special long-term appeal to the target travel customer segments. Therefore, sustaining the longevity of a given destination becomes a function of responding to market demand and competitive challenges. It is critical for future destination development plans to be compatible with market needs and environment integrity for the industry to maintain its economic viability.

PurposeSeveral studies on corporate reputation have proposed a customer‐based approach for assessing corporate reputation. Other studies proposed examining corporate reputation from the perspective of other primary stakeholder groups such as employees, investors or suppliers. Hence this paper aims to examine corporate reputation by considering both the customer's and the non‐customer's views.Design/methodology/approachThis study was applied to the US wireless telecommunications industry. A random sample of 1,088 respondents composed of 518 customers and 570 representing the non‐customers, was generated for this study. The sample was randomly distributed by age, gender, income, education and geographic location.FindingsThe findings of this study revealed that the formation of perceptions about corporate reputation differ between customers and non‐customers. The dimension of emotional appeal is specific to the customer group and the dimension of vision and leadership is specific to the non‐customer group. Finally, social and environmental responsibility was not a significant element in forming the perceptions about corporate reputation for both customers and non‐customers.Research limitations/implicationsThe study does not incorporate the effect of variables such as change in price or service quality nor take the impact of mergers and acquisitions into consideration.Practical implicationsThis study helped to identify the primary and secondary elements for managing a company's reputation.Originality/valueThis study contributes to the literature on corporate reputation by determining how customers and non‐customers form their perceptions. The model provides a comprehensive assessment on how perceptions about corporate reputation are formed and what are the subsequent outcomes of those perceptions.

This study introduces a hybrid approach to segmentation of global markets. It examines an integrated inventory of macro‐ and micro‐bases associated with segmentation of world markets. The paper calls for a universal perspective on market segmentation to aid global marketers in identifying similarities across national boundaries while assessing within‐country differences. The main conclusion of this research is augmentation of the argument that a hybrid/universal market segmentation strategy should serve as the conceptual link and action mechanism that provides substance and rationale to striking a trade‐off between the two indispensable global strategy ends of standardization and adaptation. This balanced relationship can only be created when focus is devoted to building brand equity through emphasizing a global consumer orientation.

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PurposeThe purpose of this paper is to examine empirically the relationship between positioning strategies and bases of segmentation in international markets.Design/methodology/approachA principal component analysis was conducted to determine the major macro‐ as well as micro‐bases of segmentation that are linked with strategic positioning decision options. Further, a regression analysis was used to examine the effect of each of the segmentation bases on the different strategic positioning options used by segmentation managers.FindingsThis study suggests the combined use of both macro‐ and micro‐bases of segmentation in order to leverage similar strategic positioning across global markets. However, micro‐bases of segmentation are suggested for firms seeking differential positioning strategies.Research limitations/implicationsThe conceptual and empirical findings of this study pave the way for embarking on promising and relevant future research that is needed to substantiate and enrich the academic understanding and managerial practice of linking global segmentation with strategic positioning decisions. Future research should focus on the use of hybrid segmentation strategies; its logical design; implementation issues; and its evaluation mechanism.Practical implicationsThis study provides specific empirical evidence of the relationship between strategic use of segmentation bases and strategic positioning. An effective use of the proposed framework will have various strategic marketing implications for firms; including cost efficiencies, opportunities to transfer products globally, expansion opportunities of current operation, and development of more effective brand management decisions.Originality/valueThe proposed global strategic segmentation and positioning matrix is a new tool that guides managers to position their brands effectively in world markets.

PurposeThe purpose of this paper is to attempt to bridge a gap in literature by defining and operationalizing specific brand equity constructs, and testing the relationships between customer‐based brand equity and brand market performance. Current literature has focused on building and conceptualizing brand equity, there is no consensus on how it should be measured and what constructs should be included in the measurement process.Design/methodology/approachThis study was conducted in two phases: a consumer‐level analysis; and a brand‐level analysis. A total of 6,410 observations have been identified (sample size consists of 5,598 usable observations). The second phase involved analyzing the data at the aggregate brand level. Analysis included testing hypotheses on the correlations between customer‐based brand equity constructs and brand market performance. finally, detailed market and country‐of‐origin analyses are presented for managerial considerations.FindingsResults from the consumer dataset have been averaged by brand (a total of 17 brands covering 76 percent and 75 percent of market shares in both economy and luxury markets). At the consumer‐level, structural equation modeling was conducted to test research hypotheses. Results varied according to consumer usage. Attitudinal loyalty and satisfaction were found the strongest predictors of brand preference and intention to purchase. At the aggregate brand level, correlation analyses supported the hypothesis that customer‐based brand equity constructs are correlated with brand market performance.Practical implicationsAnalyses at the consumer and brand levels revealed interesting results about the US automotive market and suggested important managerial considerations. Specific recommendations are offered in order to help companies prioritize their resource utilization and improve their performance in the market.Originality/valueThis study offers a new model that links customer‐based brand equity with brand market performance. It advances both academic and practical findings, and opens the door for new streams of research that link academic models with practical applications. It advances specific practical recommendations to companies and at the same time offers a reliable and valid academic model that could be applied on other industries and countries.

Purpose Nation branding strategies are gaining priority as an area of research because of increasing market complexities and the rising importance of national competitiveness ranking. The sustainable development of a nation brand, when properly managed, will provide the economic incentive to attract investors, tourists and generate income for local communities. Therefore, this paper aims to focus on delineating the strategic imperatives for sustainable market competitiveness of nation brands. Design/methodology/approach The research adopts an eclectic approach in examining a wider range of factors such as sustainability and market competitiveness to develop a synergistic nation brand. Findings For nation brands to remain competitive, it is essential to understand the key determinants of market competitiveness. These determinants include sustainable tourism factors such as culture, heritage, environmental and integration of internal and external stakeholder groups from the public and private sectors. Originality/value This paper provides a framework for the analysis of sustainable market competitiveness factors of the nation brand. It also provides implications for nation branding and future research agenda.

The travel and tourism industry is seeking to achieve consistently seamless experience for customers to stay connected with brands. This study offers an analysis of the interconnected customer experience journey based on an understanding of multichannel behavior. In particular, it identifies the psychographic and sociodemographic factors associated with three segments of multichannel consumers: multichannel shoppers, multichannel searchers, and store-prone shoppers of the travel and tourism industry. Data from a sample of 315 customers from the travel and tourism sector in Egypt were collected and analyzed using multinomial logistic regression. The findings indicate that psychographic variables (shopping enjoyment, convenience seeking, customer innovativeness, perceived risk, Internet experience, frequency of travel, and channel experience) and some demographic variables (i.e., age and income) distinguish among the categories of multichannel shoppers, multichannel searchers, and store-prone shoppers. The study concludes with useful insights into the potential for developing multichannel strategy to achieve superior customer experience.