Order Description
It is easier for Mercedes-Benz to build the Mercedes brand in India than for Tata
Motors to build the Tata brand in Germany. Do you agree with this statement? On the basis of this statement evaluate the opportunities/challenges that developed market companies’ face in building their brands in emerging markets and vice versa.

Guidelines

Brand prism and hofstader are important and should be included that theories , please dont just use the description but apply theories and show examples. add CBBE pyramid chart as well please. Have a SWAT analysis for both brands. Academic sources and academic journals must be used. please refer and see slide i uploaded too. i will need a draft so i can give you feedback. thanks

Requirements

Refer appropriately to branding concepts, models, etc. covered in the module and other materials to support your essay and demonstrate your understanding, knowledge, and ability to integrate different theoretical concepts. Use of appropriate examples to bolster your

arguments will be appreciated.

References to multiple credible sources, rather than pure, unsubstantiated opinion or marketing hype, will provide the strongest level of support for and credibility to the assumptions, arguments, analyses, justifications, and conclusions you will be making in your essay. Greater use of academic literature will be appreciated.

Marking

Marking will focus on your written demonstration of your understanding of the concepts covered in the module. An excellent essay must of necessity go beyond development and presentation at the level at which material is covered in the module as well as that which is simply restated from the text.

usefull links: https://books.google.co.uk/books?id=ZG9jm1V_6MMC&pg=PA362&lpg=PA362&dq=brand+prism+mercedes-benz&source=bl&ots=ilLOPuRU40&sig=6ztmhDlq-LGHeumg_EhhQRbEsNA&hl=en&sa=X&ved=0ahUKEwjPjr3nxLjLAhWFDZoKHS4PBi8Q6AEIVDAM#v=onepage&q=brand%20prism%20mercedes-benz&f=false

https://www.pwc.com/us/en/view/issue-15/succeed-emerging-markets.html

https://www.economist.com/node/18285497