The purpose of this paper is to clarify the different roles and implications of a manufacturer's branded retail operations on its international strategy. The roles are analyzed through two dimensions, brand strength and the role of branded retail as a sales channel.
A multiple case study approach is used to look at the international development of branded retail in four companies, LEGO, Nokia, Iittala and H & M.
This study finds that there are at least two approaches to implementing branded retail strategy internationally that can be and often are overlapping. Emphasis on branding appears to be important in both approaches. However, the role of the branded retail as a direct sales channel differs between the case companies. The paper discusses and demonstrates the importance and role of branded retail for companies not generally seen as retailers, from both sales and brand management perspectives.
The paper contributes by narrowing the evident research gap regarding this current and seemingly global phenomenon.
