Brand Experience Mechanisms of ESG-Embedded Value-Based Activities: A Case Study of Global Corporations

This study investigates how brand experience mechanisms internalize ESG within value-based activities, informing sustainable management in global corporations. Value-based activities are defined as strategic practices that embed and enact environmental, social, and governance values experientially, fostering consumer empathy, learning, and relational engagement. Focusing on the emotional, cognitive, and relational dimensions of brand experience proposed by Schmitt (1999), this study examines how such experiential elements transform ESG from a performance index into an actionable management strategy. Adopting a qualitative multiple-case study approach, suitable for exploring complex experiential and contextual processes, the research analyzes three global brands—Simmons (Korea), Heineken (Netherlands), and Cemento Sol (Peru)—representing developed, global, and emerging market contexts. The analysis reveals empathy, cognitive learning, and communal bonding as key mechanisms for ESG internalization, producing both relational trust and tangible performance. These findings highlight that ESG-<br/>embedded value-based activities function as strategic experiential mechanisms of sustainable management.