Abstract This paper examines the challenges that are faced by internationalmarketingmanagers and the need for cultural sensitivity. The paper explains about targeting specific markets, a marketing mix and globalization.
From the Paper "International Marketing Challenges. The international marketing function will face a number of new and dynamic challenges in the 21st century One of the defining qualities of a 21st century international marketing manager is that he or she must be sensitive to cultural differences in each market the company they represents sells into in order to be successful. An effective marketing manager will understand different tastes and lifestyles as well as different cultural norms and will incorporate all of this information into the marketing program."
Tags:Internationalmarketing, problems, challenges, demographics, product, price, promotion, cultural sensitivity, globalization
Abstract The paper describes internalmarketing that is a new approach to marketing. The paper looks at the strategic and operational plans at UQ and explains that UQ has implemented a quality management program as a means of facilitating comprehensive internalmarketing. The paper discusses how a continuous improvement approach at UQ can be developed if the organization analyzes operational and strategic plans to help identify gaps in service and, hence, identify improvement opportunities. The paper examines research activities for continuous improvement that are prior to establishing the internalmarketing plan. The paper notes that the organization must identify its mission and goals.
Outline:
Part I - Theoretical Aspects of InternalMarketing Continuous Marketing Approach
Research Activities For Continuous Improvement
Part II- Preparation of InternalMarketing Plan For Continuous Improvement Program
Evaluation of Plan In Terms of Success of Continuous Improvement
From the Paper "The operational and strategic plans developed at UQ must be aligned with organisational goals and objectives, the organisations mission and the organisations values program. The implementation of a quality management program will involve developing and nurturing a culture that supports continuous improvement. As Pervaiz & Rafiq (2002) note it is vital to view quality as part of the value of a system promoting accountability throughout the organisation. UQ has implemented a quality management approach by viewing quality as a "core value" that all members of the organisation are involved in through quality initiatives."
Abstract The paper explains that for any company wishing to operate successfully in the long term, it is important to enter internationalmarkets and this will allow the company to become more competitive in their internalmarkets too. The subject research is targeted at estimating possible possibilities for a high fiber health drink to be marketed in the Ukraine. The research evaluates the internal and external market conditions and, based on the results, the paper offers the right marketing mix, states the financial objectives for the company wishing to enter this market and offers a step-by-step activity plan for the management with possible market capacity estimation.
From the Paper "The company X produces non-alcoholic beverages targeted at middle income purchasers operating in Sweden, Denmark, Germany and some other European countries where it possesses more than 40% of the market share for non-alcoholic drinks and 60% of the market share for non-sweetened non-alcoholic drinks. As in the recent past the company started experiencing problems with retaining this great market share due to entrance to the market of some cheaper aggressive brands offering thus better deals to the company, it has decided to look for outside opportunities for the products which have proven to be very attractive for numerous years for the sophisticated European clients."
This paper focuses on how foreign marketers should learn to appreciate the intricacies of different cultures in order to be successful in foreign markets.
Abstract This paper focuses on how foreign marketers should learn to appreciate the intricacies of cultures different from their own. The writer explains how this is important so that the marketers may be effective in foreign markets. This article discusses the nature of the cultural environment of internationalmarketing. This paper examines the implications for internationalmarketing activities.
From the Paper "The marketing function will face a number of new and dynamic challenges. One of the defining qualities of a marketer is that he or she must be sensitive to cultural differences in new markets, in order to be successful. A marketing manager must be able to understand both consumer preferences and also to understand how to develop the appropriate tools and techniques to successfully promote their company's products and services to customers in different countries or representing different cultures. Marketers will need to develop better ..."
Tags:internationalmarketing, marketing, target markets, promotion, cultural environment
Abstract A paper on internationalmarketing that researches the launch of a US based product in India and applies the internationalmarket research analysis to recommend global strategies of success.
Abstract This paper discusses internationalmarketing strategy and several shortcomings of current strategies. Particularly, standardized approaches to global marketing across markets are examined as being rife with potential cultural hazards. A segmented marketing strategy is offered as an alternative because it focuses on depth rather than breadth. Nike is utilized as an example of an MNC that is victim of a standardized marketing approach.
From the Paper "When moving from a national to an international market, one of the primary issues in developing a marketing plan and a strategy to execute on the plan is the ability to integrate the cultural characteristics of the target market into the plan. While the need for such consideration might seem self-evident there is still a significant percentage of the business community that enters foreign markets without proper due diligence and the results can prove catastrophic at worst and embarrassing at best. Some debate exists whether market research deserves its own separate business emphasis in marketing strategy: "the topic of business communication requires an independent research agenda about intercultural interaction. Indeed, research has paid little attention to the quality of persuasive documents used in international business..."(Hoeken et al, 2003, para.2). "
Abstract This paper explains that there are three major factors, which effect domestic and internationalmarketing. The author points out these factors as legal, economic and cultural. The paper describes each of these factors.
From the Paper "Today small and large companies are able to engage in international marketing and many are eager to do so because of the increased benefits that expanding their market reach can bring. However, there are many factors that affect the long-term success of international marketing strategies and companies ignore these factors at their peril. This research considers three key factors-legal economic and cultural-and their effects on global and domestic marketing. In the United States companies typically use lawyers that are ..."
Tags:marketing, global marketing, internationalmarketing, legal, economic, cultural factors
Abstract This paper explores the growth and success of multinational organizations today. The paper then discusses the need for a company to be aware of the language, culture, politics and laws of the country it is expanding into. The paper also explains the law of comparative costs in international trade, how the international financial market works, the factors that have affected the process of economic globalization and the role of strategic planning in international business. The paper predicts that the future of international business is bright.
Outline:
Abstract
The International Business Imperative
Culture and International Business
National Trade and Investment Policies
Politics and Laws
The Theory of International Trade and Investment
The International Economic Activity of the Nation: The Balance of Payments
International Financial Markets Economic Integration
Market Transitions and Development
International Business Research
International Business Entry
Multinational Corporations
Strategic Planning in International Business
InternationalMarketing International Services
International Logistics and Supply-Chain Management Multinational Financial Management Countertrade
International Accounting and Taxation
International Human Resource Management Organization, Implementation, and Control of International Operations, and their Future
From the Paper "Revolutionary changes in technologies have provided the mechanisms that propel the growth of international business. The intensification of competition at both domestic and international levels has driven firms to look beyond their domestic markets for new opportunities. The progressive removal of barriers to trade and capital movements has stimulated greater flows of exports, imports and foreign direct investment (FDI). Multinational enterprises have emerged as the key agents of international economic co-ordination. They provide the capability to generate innovations and deliver new goods and services to the market; they also provide the capability to exploit these technological advances at a global level; and they are a depiction of the capacity of international managerial co-ordination to operate efficiently across international boundaries. Furthermore, the growing economic strength of the newly-industrializing countries (e.g. Taiwan, Hong Kong, Singapore, Korea) and the opening up of China and Eastern Europe have provided an additional stimulus to international business activities (Wei)."
Abstract This paper examines how, as increasing numbers of businesses look to expand and develop their consumer and market base through the internationalisation of their operations, managers are recognising the importance of effective internationalmarketing to counter the increased levels of uncertainty and complexity. It focuses specifically on the role of culture in the formulation of internationalmarketing strategies, using a number of examples to highlight the points raised. Firstly, internationalmarketing strategies are considered in more detail, followed by an exploration of the concept of culture and its influence on internationalmarketing strategies.
Outline
Introduction
What are InternationalMarketing Strategies?
Understanding Culture
The Role of Culture in InternationalMarketing Strategy Formulation
Hofstede's Five Dimensions
Hall and Hall's High-Low Context
Direct Influence on Marketing Mix
Product
Price
Place
Promotion
Importance of Ethics
Critiquing the Role of Culture
Conclusions
References
Appendix 1
From the Paper "Since value judgements vary between and within cultures, perceptions of what constitutes acceptable behaviour also differ: for example a gift in one country may be considered a bribe in another (Cateora and Ghauri, 2000; Doole and Lowe, 2001). Kotabe and Helsen (2004 p.171) highlight the significance of this for international marketers who "must understand and respect cultural subtleties, whilst finding the limits of ethical behaviour"; since a company's ethical stance may affect its ability to do business in some countries. For example, Motorola's lengthy "Code of Business Conduct", sets out standards for accepted behaviour throughout the organisation (see www.motorola.com). They recognise the "ethical legitimacy" of gift-giving in Japan, but decline to "participate in the practice" (Hamilton and Knouse, 2001 p.87). This allows the company to show respect for Japanese culture, whilst maintaining its own corporate values. Similarly, consideration should be given to product usage and production processes, which may not be appropriate in certain cultures or environments."
Abstract This paper explains that marketing is a complex process which is compounded by the necessity to communicate internationally, not just by knowing the language but, even more importantly, by becoming acquainted with local customs. The paper points out that the key to internationalizing and removing barriers is to abstain from the postures of "the ugly American"; even in the emerging Third World nations, the day of being able to treat foreigners almost as "little brothers" is over; therefore, internationalmarketers must be prepared for 'cultural mega-shock'. The paper stresses that today's marketingmanagement must be set up to network and communicate with every level of every department, including internationalmarkets, involved in the production and marketing of new products to eliminate costly errors at the outset and to speed the product to market.
From the Paper "Each country presents a different challenge, and the product attributes must be carefully weighed, assembled and only then presented for distribution and sale. Even such aspects as "store hours" must be considered in shaping distribution advertising, even packaging, to specific countries. Sunday grocery openings are only recently permitted in Germany for example. There are few, if any, of the American-type supermarkets which remain open 24-hours. So, a food product's attributes, for example, may be in long shelf life in the consumer's kitchen, or refrigerator. There might be an idea to package an economy "weekend size" of milk or bread, or other important food products."
Abstract This document discusses the four managerial orientations employed by corporations relative to their foreign operations. The broader thematic forces related to globalization are discussed followed by a review of internationalmarketing trends. Finally, the similarities and differences of the various trade bodies and relationships utilized among countries are examined.
From the Paper "Management orientations largely define the corporate culture of a given organization. In the highly inter-connected global marketplace, appropriating the most complementary management orientation for a given enterprise is important. The character of the management orientation of an enterprise tends to define corporate decisions related to marketing, human resources, and operations and is usually affected by a series of factors that can be clustered around individual factors, organizational factors, and contextual factors. In other words, the operating environment of a given market influences the type and degree of a particular organization's managerial orientation. The four primary managerial orientations are: ethnocentric, poly-centric, region-centric, and geocentric ."
Abstract This paper indicates that training and developing of the workforce, motivating and empowering the workers, and good recruiting methods have to be employed if the organization wishes to use the IM strategy to improve its competitiveness in the market. It explains that the main focus of any IM strategy should, however, ultimately benefit the external customer. It is of no consequence if organizations do everything within their powers to satisfy the internal customer if these do not increase the return on investment made in these programs. There is not one perfect method for training or motivating the workforce. The paper discusses how organizations, by trial and error, eventually are able to identify the best form of training that they can provide to their employees. Motivation and providing job enrichment for the workforce is easier said than done. Issues such as organizational cultures, values, and norms have the potential to cause disruptions and hurdles if the motivation and job enrichment is viewed by the workers as a management ploy to extract more work from the employees.
From the Paper "Understanding and enhancing IM within organizations will improve the external marketing strategies undertaken by the organization. When external customer view employees of the company being satisfied and proud of their work and products or services performed they are more inclined to be happy with the service or products that they are provided or sold. The Ritz Carlton motto, for example, "Ladies and gentlemen serving ladies and gentlemen" indicates that the company values its internal customer as much as their external ones; i.e., places them at the same level of importance. In fact, the empowerment and training provided to the staff at the Ritz Carlton testifies to the fact that Carlton realizes the importance of the human capital. The hotel management works hard at ensuring that only employees who demonstrate the capability to reach the milestone of personal achievement make the cut. Continual training and refresher courses help the employees stay on track."
Abstract This paper discusses the similarities and differences between the study of internationalmarketing and domestic marketing. It describes each type of marketing and then discusses the last three decades of changes and the most important phenomena driving international and global marketing today. Finally the paper looks at the three basic differences between domestic and international operations.
Table of Contents:
The Study of International and Domestic Marketing Changes And Phenomena Driving International And Global Marketing Differences between InternationalMarketing and Domestic Marketing Conclusion
From the Paper "Cable & Satellite television, and more lately DTH has also helped in shaping commonality across buying habits and preferences. In case of international marketing all environments are required to be considered at the time when the marketing plan is developed and being executed. Attention has to be accorded to legal climate, governmental controls, climate & weather, cultural beliefs and behavior of buyers. The various popular modes of international market entry adopted are 'piggybacking', franchising and licensing each suited to the present marketing need of the company. The various HR capabilities built in International marketing comprises the Business Manager, the Country Manager, the Functional Manager and the Corporate Manager. In international marketing, identification, conceptualization and assimilation are the stages in which new ideas take shape. The three fundamental differences emerge between domestic and international operations from differences in the environment. International operations are usually portrayed by more uncertainty. Secondly, cost factor would be high in formulating and managing the information network required for fulfilling this objective. Thirdly, a considerable amount of time and endeavor are spent at the head office while attempting to find out the decisions which can be ideally centralized."
Abstract This paper explains that the emergence of the global consumer or Euro-consumer can be attributed to the marketing activities of large multi-national organizations, rather than changes in consumer behavior; however, at the same time, more and more businesses have begun to marketinternationally because of the emergence of the global and Euro-consumer. The paper stresses that the major issues in designing internationalmarketing campaigns are price, including the cost of transportation, tariffs, importer, wholesaler and retailer margins in addition to the factory price and the promotional process in which the main issue is communication adaptation. The paper states that the international hospitality industry has responded to and created global trends by solving consumer demands, such as easy purchase, last-minute bookings and non-conventional tourism, by using the internet for books, providing in-room guest portal services and eco-tourism.
Table of Contents
Introduction
The Global or Euro-consumer
InternationalMarketing Planning
InternationalMarketing Techniques
Has the International Hospitality Industry Responded to or Created Global Trends?
Conclusion
From the Paper "Ultimately, the world is undergoing unprecedented social and cultural changes as global trade in consumer goods begins a new phase of expansion. Global communications media and cheap air travel have reduced the costs of cross-cultural connections of all kinds, increasing trade, tourism, and consumerism to new levels -- and bringing about the emergence of the global and Euro-consumers. At the same time, following the collapse of the Eastern Bloc communist countries, capitalism has become more omnipresent, less nationally-limited, and more influential all over the globe. All of these occurrences have contributed (along with mass marketing campaigns) to the development and emergence of the global and Euro-consumers. Now that the global and Euro-consumer has emerged, multinational organizations direct their marketing accordingly to meet the changes in consumer behavior."
Tags: euro-consumer, behavior, price, promotion, internet
Abstract The paper states that although the definitions of internationalmarketing and domestic marketing suggest they are fundamentally different, the same forces that have been driving globalization have introduced challenges for marketing executives seeking to remain competitive in this increasingly globalized marketplace that have clouded the differences between these two distinct marketing functions. The paper highlights the research which shows that both domestic and internationalmarketing involve many of the same considerations, but there are some important differences that must be taken into account as well. This paper provides a review of the relevant peer-reviewed and scholarly literature to show that while the international and domestic marketing are different in some ways, they share some commonalities that suggest they are more alike than different. The paper presents a summary of the research and salient findings in the conclusion.
Outline:
Review and Discussion
Conclusion
From the Paper "As Hart and Tzokas (1999) emphasize, though, the majority of the research to date concerning the nature of marketing information and its relationship to business performance has been directed at the relationship between domestic markets and domestic marketing. These authors point out that, "In international marketing, it has been argued that the increased uncertainty posed by extending business to an unfamiliar market with unfamiliar environmental conditions intensifies the need for marketing information" (p. 63). Likewise, as Birley and Macmillan (1997) point out, some companies attempt to compete in domestic marketplaces that are highly controlled while also attempting to compete in international markets that are highly competitive, with some predictably mixed results."
