As the increasing complex of globalization process, the conventional binary positioning strategy of an internationalbrand, global vs. local, fails to adequately explain the rise of new cross-cultural brands, particularly, new cultural brands from emerging markets. This study explores how companies from the emerging countries, by the use of cultural resources, build up cross-cultural brands. Based on a longitudinal qualitative research on two Taiwanese cultural-creative brands, JIA and Franz, both position their brands by merging the western and eastern cultures, this study proposes a three-level framework cultural merging: merging orientation, merging construction, and merging presentation. Moreover, the study suggests two key factors related to the framework: the connection between consumers and culture merging and the mastering of culture merging. The results of the study may shed light on how cultural-based brands take advantage of as well as balance global and local cultural elements, and thus make both practical and theoretical contributions to the field of international branding strategy.
Cross-cultural brand, Culture merging, International brand, Cultural creativity