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Strategic Insights Business Recovery in the USA and Canada

If media reports are to be believed, Canadians look to be a particularly unhappy lot right now. The recent bout of inflation and interest rate rises appear to have precipitated a specific phase of economic suffering that has spilled over into personal lives, and that misery appears to be uniform across demographic and socioeconomic categories. According to one survey, financial troubles, inflation, and high interest rates are having an impact on Canadians' mental health, driving concern about housing and food.  Millennials, particularly those who own a home, appear to be the most vulnerable to economic downturns as interest rates rise on tight debt burdens and economic damage wreaks havoc on the economy and expectations. Burdened by debt and rising housing expenses, three-in-ten Canadians are "struggling" to make ends meet, with mortgage holders reporting trouble meeting housing bills up 11% from last June. If you have a place to live, you struggle to pay your bills, and
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Navigating the U.S. Legal System for Small Business Owners

Many companies have recognized the enormous potential of globalization. To expand into other markets, a global branding plan must be devised. When entering overseas markets, firms must carefully analyze various available tactics. Levit (1993) suggests that corporations should function globally, disregarding regional and national variations. Welch (1998) argues that growing alone for the sake of growth is not a sustainable strategy for a company's financial success. Internal expertise inside Norwegian sports clothing firms is an important resource for the companies (Grant, 1996). The domestic market has a limited number of potential customers, limiting sales. Norway's population is little over 5 million (ssb.no), making the market relatively small (e24.no).

Activities like skiing sailing sea fishing mountain hiking and climbing 

Are not unique to Norway. These activities take place on all continents, allowing for global client access. According to Sportsbransjen AS (2013), Norway accounts for barely 20% of global cross-country skiing sales, with Russia being the largest market for cross-country skis. Companies have internal incentives to expand internationally, including increased sales and profits, return on core competencies, economies of scale, larger and more profitable customers, new markets, access to production resources, adaptability to trends, fierce domestic competition, and overseas capital (Keller, 2007).Norwegian sports clothing manufacturers have shown satisfactory export growth over the past decade (Sportsbransjen AS, 2009). According to Helly Hansen, Yu Xie, and Boggs (2006), both corporate and product brands compete in global markets. To maintain a competitive advantage in the global market, companies must prioritize creating great brand equity (Kabiraj and Shanmugan, 2011). Today's most successful global organizations have strong brands with a distinct personality and consistent image. Case studies will be conducted to identify the key success factors of internationally strong Norwegian brands, including higher margins, opportunities for brand extensions, stronger communication impact, higher consumer preferences, and increased 

Purchase intent The study will focus on two brands Bjørn Daehlie and Kari Traa

Explore the parallels and contrasts in brand identity, positioning, equity creation, and entrance modes.This study aims to provide guidelines for Norwegian sports clothing brands to create a strong brand identity and image in the European market by analyzing two successful Norwegian brands. The study aims to develop a framework for other Norwegian brands to construct strong brand identities by analyzing their methods. This study will analyze the entrance tactics utilized by Norwegian sports clothing businesses to enter new markets. The ultimate goal is to develop a framework that can be utilized by other Norwegian sports wear businesses. Aaker and Joachimsthaler's Brand Identity Planning Model guides companies In developing a healthy brand identity by starting with the essence of their brand. This framework will be adapted to suit Norwegian sports-clothing businesses' branding strategies. Elements from this model will serve as a guide throughout the theoretical framework. To build a powerful brand identity in the sports business, it's vital to consider relevant theories. Aaker and Joachimsthaler's (2000) model incorporates theories on brand identity, personality, elements, relationships, place of origin, and positioning. See the theoretical framework below. Norwegian sports-clothing brands should consider these elements when approaching international markets as they impact brand equity and image. This article also discusses the elements that influence foreign branding strategies, brand entrance mechanisms, and brand concept management. (Buil, de Chernatony, & Martinez, 2008).

Customers in the sports clothing sector vary in their level

Of involvement in purchasing decisions. Customers evaluate brands based on multiple factors, including perceived quality, intangible assets, and packaging (Jobber, 2007; Solomon, Polegato, & Zaichkowsky, 2009).Marketing has evolved from a product-focused approach to a brand-management approach that incorporates symbolic, emotional, and intangible dimensions to differentiate the product from competitors. Customers are more likely to evaluate a brand if they are aware of it and have a competitive image (Keller, 2008). Branding and brand management have become a top priority for management and academic research due to the recognition that brands are the most important intangible assets for firms in a rapidly changing environment (Keller, 2008). Differentiating one's goods from competitors and satisfying a discerning consumer is becoming increasingly challenging.The lack of well-known international brands in Norway, combined with increased global competition, necessitates an investigation into how Norwegian sportswear brands can establish a clear brand identity, increase brand awareness, achieve a proper brand image, and effectively enter international markets. In order to.

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