ABSTRACT
This chapter explores the internationalisation of brands into emerging economies introducing a variation of the BRICS nations (Brazil, Russia, India, China, and South Africa) to the new acronym “CRISSSS” nations, which are China, Russia, India, South Korea, South America, South Africa, and South-East Asia. Significant theory frameworks are covered, such as the “push and pull factors” of internationalisation, the Uppsala Model, the CAGE framework and an approach to international market segmentation. An important aspect is the understanding of global cultures and the six-dimensional model of national culture by Hofstede. The chapter discusses the pitfalls of internationalisation and demonstrates how an international market can be successfully segmented as well as the application of the International Product and Promotion Adaptation Strategies framework by Kotler et al. A short case study on the flagship store of Hugo Boss in Tokyo, Japan, is offered to understand positive internationalisation with respect for local culture and geography. Critical thoughts on colonialism, globalisation and neocolonialism are presented in the Sustainability Note 5, which also discusses the environmental impact of economic progression and illustrates this in an adaptation of the Environmental Kuznets Curve. Finally, an interview with luxury architect Dara Huang offers insights into her company Design Haus Liberty.
