Exploring branding strategies in emerging markets

Branding theory has been predominantly developed in the context of advanced economies, where stable institutions and resource-rich environments underpin brand-building processes. Consequently, limited attention has been devoted to how branding operates in emerging markets characterized by institutional voids, informality, and resource scarcity. This study addresses this gap by examining how local brands construct and enact branding strategies under such conditions. Drawing on an exploratory qualitative case study of Tunisia, based on secondary data and semi-structured interviews with brand owners, managers, and consumers, we develop an empirically grounded framework of branding in emerging markets. The findings identify three central dimensions of branding strategies: (i) emphasizing local iconness through cultural symbols and identity, (ii) navigating hybrid positioning by combining local authenticity with global aesthetics, and (iii) collaborating with brokers and custodians to enhance visibility and legitimacy. By highlighting how brands adapt to structural constraints and draw on cultural resources, this study contributes to extending branding theory beyond developed market contexts and offers practical implications for firms operating in similar environments.