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Globalization/Localization in International Marketing Article Abstracts
The Regional Solution
The Forgotten Strategy
Travellers tales
Globally challenged
Marketing Mix and the Internet
Cross-border Collaboration
Localizing the global
Choosing Between Globalization and Localization
Adapting Export Business Relationships
Field Marketing
Dancing to the Beat of a Different Drummer
Service Quality in Grocery Retailing
Go Global
International Marketing Research
Mattel Plans to Double Sales Abroad
Social Expressions/Greeting Card Industry
How Americans Win in Asia
Serving Global Customers
Myth and Marketing in Japan
International Brand-Name Standardization/Adaptation: Antecedents and Consequences
Characteristics of the Product Standardization/ Adaptation in the International Environment
A Study of Marketing Mix Adaptation in Multinational Firms
Standardization versus adaptation of international advertising strategies: Towards a framework
Global business strategy: A contingency approach
Toward a new global strategy - B-School Brain Trust/Advice from Anderson
Effects of global market conditions on brand image customization and brand performance
Life and death with a foreign distributor
Globe trotting - overseas business opportunities for the US food industry
Connecting with the Japanese customer - US exporters; customer service and satisfaction - News and Views from Japan
The long farewell: Peugeot' departure from the U.S. market
Globalization, entrepreneurship, and public policy: A systems view
Trends and Development in Standardization Adaptation Research.
International advertising strategy: A review, reassessment and recommendation.
Characteristics of the Product Standardization/ Adaptation in the International Environment.
Standardized/adaptation of international marketing strategy: Necessary conditions for the advancement of knowledge
Understanding the new bases for global market segmentation
Local market info eases standardization
Culture-sensitive adaptation or global standardization - the duration-of-usage hypothesis
Standardization versus adaptation of international marketing strategy: an integrative assessment of the empirical research.
The international advertising practices of multinational companies: A content analysis study.
The Perennial Issue of Adaptation or Standardization of International Marketing Communication: Organizational Contingencies and Performance.
Educator insights: Standardization or adaptation of the international marketing mix: The role of...
Advertising in Asia: Localize or Regionalize?
The limits of global strategy.
The effects of transfer of marketing methods on export performance: an empirical examination.
Standardization versus adaptation of international marketing strategy: An empirical investigation
Participation in the International Marketplace by US Manufacturing Firms
International Advertising Messages: To Adapt or Not to Adapt (That Is the Question)
Is Standardisation of Marketing Feasible in Culture-Bound Industries? A European Case Study
Customizing Global Marketing
Global Standardization -- Courting Danger
Organizational Adaptation to International Marketing
Standardization not standard for global marketers
How Can Multinationals Best Roll Out New Products in Different Markets?
Hubert Gatignon , Christophe Van den Bulte
Cambridge University Press, 2004
Many multinationals are increasingly using a "big bang" approach to product launches in their various markets around the world. With increased global competition, intensified market integration, and other such factors increasingly a global reality, the so-called "sprinkler" strategy of entering all markets simultaneously, while still rare, is becoming increasingly popular. As markets continue to globalise and buying power in many emerging nations improves, regarding countries as stand-alone markets appears much less logical for many MNCs. Most multinationals, however, still prefer the "waterfall" approach of introducing their new products into developed economies first, then gradually letting them "trickle down" to less affluent markets.
INSEAD Chaired Professor of Business Administration Hubert Gatignon and Christophe Van den Bulte of the Wharton School consider why the current evolutionary trends would seem to favour increasing support for sprinkler-style market entries. They begin their analysis with a consideration of the three primary ways in which many multinationals now consider market segmentation:
Clustering countries based on country factors involves determining which states are the most similar, based on macroeconomic variables. This offers the advantages of being relatively straightforward, and of allowing firms to rely on easily accessible statistics.
Clustering individual customers is far closer to traditional market segmentation practices, and involves searching for differences and similarities among consumers - as opposed to among countries - quite possibly across national borders.
Clustering countries based on diffusion patterns essentially consists of classifying countries according to the ways in which their citizens typically accept new products. Being able to ascertain such diffusion patterns can greatly help a firm develop appropriate targeting and sequencing strategies.
The third approach is the target of the authors' main focus, and they go into extensive detail about how corporations are now increasingly using very sophisticated methods to apply it. Gatignon and Van den Bulte also analyse more basic, but equally critical considerations, such as how corporations may decide which markets to enter; what the sequence of entry should be; how spillover effects across countries can affect entry strategies, or even if such effects actually exist in any meaningful way.
Naturally, commitment to a corporation's chosen market rarely comes cheap. Product launches demand a lot of resources while increasing risks. The authors discuss the various ways that risk can be raised or lowered, including via pricing, product adaptation and sales force deployment. The critical roles of distribution channels and product standardisation decisions are also examined in depth.
The regional solution: Triad strategies for multinationals
Alan M Rugman. Business Horizons. Greenwich: Nov/Dec 2003.Vol. 46, Iss. 6; pg. 3
Subjects: Multinational corporations, Strategic planning, Market strategy, Globalization
Classification Codes 9190, 9520, 2310, 7000
Locations: United States, US
Author(s): Alan M Rugman
Document types: Feature
Publication title:
Business Horizons. Greenwich: Nov/Dec 2003. Vol. 46, Iss. 6; pg. 3
Source type: Periodical
ISSN/ISBN: 00076813
ProQuest document ID: 440043181
Document URL:
http://proquest.umi.com/pqdweb?did=440043181&sid=2&Fmt=2&cli entId=9338&RQT=309&VName=PQD
Abstract (Document Summary)
As recent research reveals, globalization is, in reality, a myth. Global market are not becoming homogenized. There are only a handful of MNEs in the Fortune 500 that can be called purely "global" - essentially defined as able to sell the same produce and/or services all around the world. Increasingly, European, North American, and Asian MNEs will continue to dominate international business, earning 70% or more of their profits in their home region of the Triad - Asia, the European Union and North America. This has major implications for business, Top managers need to design triad-based rather than global strategies. Only in a few sectors, such as electronic electronics, is a global economic integration strategy viable. Government regulations and cultural different are also major favors to be taken into account. Inter-block business is likely to be restricted by government-imposed entry barriers.
Pankaj Ghemawat. Harvard Business Review. Boston: Nov 2003.Vol. 81, Iss. 11; pg. 76
Subjects: Globalization, Diversification, Market strategy, Strategic management
Classification Codes: 7000, 9510, 9190, 2310
Locations: United States, US
Author(s): Pankaj Ghemawat
Publication title: Harvard Business Review. Boston: Nov 2003. Vol. 81, Iss. 11; pg. 76
Source type: Periodical
ISSN/ISBN: 00178012
ProQuest document ID:
432112261
Document URL:
http://proquest.umi.com/pqdweb?did=432112261&sid=2&Fmt=2&cli entId=9338&RQT=309&VName=PQD
Abstract (Document Summary)
In many if not most cases, companies see globalization as a matter of taking a superior business model and extending it geographically, with necessary modifications, to maximize the firm's economies of scale. No matter how they balance localization and standardization, all companies that view global strategy in this way focus on similarities across different countries. Differences from country to country are viewed as obstacles that need to be overcome. The scope for arbitrage is as wide as the differences that remain among countries. Various types of arbitrage are considered in turn to examine both the traditional and less obvious ways companies can apply arbitrage strategies to exploit differences. New opportunities for cultural arbitrage are appearing all the time. The best-known type of economic arbitrage is the exploitation of cheap labor. It is possible to apply different strategies to different elements of a business.
Jane Simms. Marketing. London: Oct 23, 2003. pg. 37
Subjects:
Globalization, Expansion, Restaurants, Retail stores, Market strategy, International markets, Manycompanies
Classification Codes
8380, 8390, 7000, 9180
Author(s):
Jane Simms
Document types:
Feature
Section:
Branding
Publication title:
Marketing. London: Oct 23, 2003. pg. 37
Source type:
Periodical
ISSN/ISBN:
00253650
ProQuest document ID:
440331691
Text Word Count
1298
Document URL:
http://proquest.umi.com/pqdweb?did=440331691&sid=2&Fmt=3&cli entId=9338&RQT=309&VName=PQD
Abstract (Document Summary)
Pret A Manger's recent decision to curb its plans for expansion in the US is a potent reminder of the risks companies take when entering a new territory. Of course, many US brands have successfully expanded globally. Companies such as Coca-Cola, McDonald's and IBM took advantage of converging consumer tastes to sell their products into rapidly expanding global markets. Yet the past few years have seen a backlash against such globalization. Falling sales have forced McDonald's to introduce all manner of regional variations to its menu - beer in France and fruit, salad and grilled chicken to more health-conscious markets. The anti-globalization movement, compounded by a post-Iraq anti-US mood in many regions of the world, has resulted in a trend toward what Added Value director Tony Franco calls "localization," especially in food. But other companies that have traditionally followed a very local approach are becoming more global in their operations. Unilever's Home and Personal Care division, for example, recently streamlined its brand portfolio to focus on 22 global brands.
Julian Bright. Communications International. London: Nov 2002. pg. M4, 2 pgs
Locations:
United States, US
Author(s):
Julian Bright
Document types:
Feature
Publication title:
Communications International. London: Nov 2002. pg. M4, 2 pgs
Source type:
Periodical
ISSN/ISBN:
03052109
ProQuest document ID:
252150831
Text Word Count
1141
Abstract (Document Summary)
The global brand-building efforts of mobile operators such as Vodafone, Orange and T-Mobile will count for little if they are not backed up by services that meet customers' expectations. But with networks scattered around the world, operators building high levels of brand awareness risk creating expectations that they may have difficulty fulfilling, given the diversity of their global empires. The characteristics of the local operating coapnies can create problems for the operator's global branding strategy. As part of their move into the mobile data world, most operators are installing some form of end-to-end infrastructure to deliver services and incorporate functions such as billing, provisioning and call centre applications. A common service delivery platform with servcies taht work across different entities remains the ultimate goal, but at the moment, copanies ar still building the local infrastructure taht will bring global service delivery capability over time.
Marketing Mix and the Internet: Globalisation or Adaptation
Natalia Vila Lopez. Journal of Euro - Marketing. New York: 2004.Vol. 13, Iss. 4; pg. 31
Subjects:
Internet, Market strategy, Brands, Globalization, Expansion, Studies
Classification Codes
5250, 7000, 9180, 9130, 9190, 9173
Locations:
Mexico, United States, US
Author(s):
Natalia Vila Lopez
Document types:
Feature
Publication title:
Journal of Euro - Marketing. New York: 2004. Vol. 13, Iss. 4; pg. 31
Source type:
Periodical
ISSN/ISBN:
10496483
ProQuest document ID:
785170691
Document URL:
http://proquest.umi.com/pqdweb?did=785170691&sid=2&Fmt=2&cli entId=9338&RQT=309&VName=PQD
Abstract (Document Summary)
The scope of the present paper addresses the relationship between corporate expansion on an international scale and the dissemination of the marketing mix of leading brands via the Internet and whether this results in more efficient business adaptability in the various commercial scenarios. The present study takes another look at the standardization-localization debate and analyses the online marketing mix decisions in an international context. An analysis of the web pages of leading brands presented simultaneously in both the American and Spanish markets allows us to compare the extent to which the nature of these two markets can be understood. [PUBLICATION ABSTRACT]
Steven M Worth, Greg Balestrero. Association Management. Washington: Nov 2003.Vol. 55, Iss. 11; pg. 36
Subjects:
International markets, Associations, Globalization, Market strategy, Cultural differences
Classification Codes
9540, 9180, 7000, 2310
Author(s):
Steven M Worth, Greg Balestrero
Document types:
Feature
Publication title:
Association Management. Washington: Nov 2003. Vol. 55, Iss. 11; pg. 36
Source type:
Periodical
ISSN/ISBN:
00045578
ProQuest document ID:
483120941
Text Word Count
3703
Document URL:
http://proquest.umi.com/pqdweb?did=483120941&sid=2&Fmt=4&cli entId=9338&RQT=309&VName=PQD
Abstract (Document Summary)
Americans are known for their marketing savvy; however, when it comes to selling internationally, they tend to ignore the primary marketing rule that they follow religiously at home: Know their customers, and give them what they want. In this climate, the challenge for international marketers is to identify the individuality in any given place. Because associations, more than any other type of organization, depend on consensus building and sensitivity to market trends, they are positioned to take a lead in this area. Global localization is more than a slogan; it is the key to success for international marketing. Identifying market needs is about working with people within the given market to discover those needs.
Ian Weber. Gazette. Deventer: Jun 2003.Vol. 65, Iss. 3; pg. 273
Subjects:
Globalization, Market economies, Global economy, Market strategy, Television programming, Television broadcasting, Regulation
Locations:
China
Author(s):
Ian Weber
Document types:
Feature
Publication title:
Gazette. Deventer: Jun 2003. Vol. 65, Iss. 3; pg. 273
Source type:
Periodical
ISSN/ISBN:
00165492
ProQuest document ID:
347595591
Text Word Count
7735
Document URL:
http://proquest.umi.com/pqdweb?did=347595591&sid=2&Fmt=2&cli entId=9338&RQT=309&VName=PQD
Abstract (Document Summary)
Globalization of Asian markets has focused attention on the flow of western cultural products into Asian countries as they attempt to manage global economics at a local level. Countries such as Singapore, Malaysia and China have responded to what is deemed western cultural hegemony by initiating protectionist media policies to limit perceived negative influences of foreign cultural imperialism on their societies and maintain appropriate levels of cultural autonomy. China, in particular, introduced a raft of media and cultural policy changes throughout the mid- and late 1990s in preparation for its entry into the World Trade Organization (WTO) in November 2001, as a way of balancing modernization and tradition under the banner of 'spiritual civilization'. The key to these strategies is the limiting inappropriate western cultural products, while simultaneously strengthening its domestic television industry through a range of strategies, including the selective importation of products from culturally sensitive overseas Chinese and favoured western television programme suppliers. This article examines the strategies employed from 1995-2002 by four television operators (CETV, AOL Time Warner, News Corporation and MTV) to access China's highly regulated mediascape. These strategies are defined by the common element of localization, which links into the main tenets of the Chinese government's spiritual civilization programme. However, these localizing strategies manifested in many and varied ways, as organizations attempted to adhere to the government's discursive construction of 'common cultural tradition' and 'common economic philosophy'. The success in forging the local (values) with the global (economics) relies on the government's ability to create, mediate and sustain social perceptions of Chinese modernity through the discursive construction of what Appadurai refers to as 'imagined worlds'. Today, the concept of an 'imagined China' is reflected in the flexible frameworks found in China's current cultural and economic management models, evoked through the formalisation and implementation of spiritual civilization and which manifest within government media policy and regulations.
Sangeeta Ramarapu, John E Timmerman, Narender Ramarapu. Journal of Marketing Theory and Practice. Statesboro: Spring 1999.Vol. 7, Iss. 2; pg. 97, 9 pgs
Subjects:
Studies, Statistical analysis, Decision making models, Market planning, Market strategy, Globalization, Market research, Culture, Effects, International markets
Classification Codes
9190, 9180, 9130, 2600, 7100, 2310
Locations:
United States, US
Author(s):
Sangeeta Ramarapu, John E Timmerman, Narender Ramarapu
Document types:
Feature
Publication title:
Journal of Marketing Theory and Practice. Statesboro: Spring 1999. Vol. 7, Iss. 2; pg. 97, 9 pgs
Source type:
Periodical
ISSN/ISBN:
10696679
ProQuest document ID:
46794913
Text Word Count
4898
Document URL:
http://proquest.umi.com/pqdweb?did=46794913&sid=1&Fmt=4&clie ntId=9338&RQT=309&VName=PQD
Abstract (Document Summary)
In choosing between the bipolar strategic orientations of globalization and localization in the international marketplace, the organization can gain insights by scrutinizing the place, people, and product implications of the environment. A study examines critical factors which, taken together, suggest a fit between strategic thrust and target cultural dynamics and offers a model to facilitate selection of the best approach.
Title:
Adapting export business relationships: The Greek experience in the UK
Katsikeas, Constantine S, Piercy, Nigel F. Marketing Intelligence & Planning. Bradford: 1993.Vol. 11, Iss. 2; pg. 22, 6 pgs
Subjects: Suppliers, Studies, Statistical analysis, Manufacturers, Exporters, Attitude surveys, Alliances, Adaptation
Classification Codes 9175, 9130, 8600, 7100, 1300
Locations: UK, Greece
Author(s): Katsikeas, Constantine S, Piercy, Nigel F
Publication title: Marketing Intelligence & Planning. Bradford: 1993. Vol. 11, Iss. 2; pg. 22, 6 pgs
Source type: Periodical
ISSN/ISBN: 02634503
ProQuest document ID: 616142
Text Word Count 4244
Document URL: http://proquest.umi.com/pqdweb?did=616142&sid=1&Fmt=3&client Id=9338&RQT=309&VName=PQD
Abstract (Document Summary)
To examine the character and magnitude of adaptations made by indigenous Greek export manufacturing firms in their working partnerships with UK importers and to assess the degree of these exporters' satisfaction with the overall adaptations made in the relationship, a sample of 53 Greek export manufacturing firms was examined. A questionnaire included 5-point scales for participant responses. Results suggest that these Greek manufacturers were involved in considerable levels of modification in most marketing and organizational aspects of their relationships with UK importers. High levels of satisfaction with the overall adaptation made in this relationship were reported. However, it was found that in some areas, such as promotion and marketing research, Greek firms were involved in insufficient modification or adaptation, with negative repercussions on the development of the trading association. UK importers could help their Greek supplying counterparts to understand market requirements and marketing practices in the UK.
Field Marketing: Farming foreign fields
Marketing Week. London: Sep 16, 2004. pg. P.45
Subjects:
International markets, Market entry, Strategic planning, Marketing, Advertising agencies
Classification Codes
9175, 9180, 7000, 2310, 8301
Locations:
United Kingdom, UK
Document types:
General Information
Publication title:
Marketing Week. London: Sep 16, 2004. pg. P.45
Source type:
Periodical
ISSN/ISBN:
01419285
ProQuest document ID:
695208821
Text Word Count
1510
Document URL:
http://proquest.umi.com/pqdweb?did=695208821&Fmt=3&clientId= 9338&RQT=309&VName=PQD
Abstract (Document Summary)
The UK field marketing industry has grown into a L667 million business as more brands search for innovative ways to ensure their consumers can - and do - buy their products. On the back of this success, some of the more ambitious agencies are transferring their sampling, merchandising and brand experience skills overseas to help clients run European and global retail in-store campaigns. However, adapting for an international market an activity which has worked well in UK supermarkets from Blackpool to Bournemouth is rarely straightforward. There can be significant differences in retail and social cultures to overcome, while language barriers and unfamiliar working practices and regulations must also be taken into account.
Dancing to the Beat of a Different Drummer
Corrie MacLaggan. Business Mexico. Mexico City: Apr 2004.Vol.14, Iss. 4; pg. 40, 2 pgs
Subjects:
Breweries, Cultural differences, International markets, Adaptation, Market strategy, Corporate identity
Classification Codes
7000 Marketing, 1220 Social trends & culture, 8610 Food processing industry, 9173 Latin America, 2420 Image
Locations:
Mexico
Companies:
Grupo Modelo SA de CV (NAICS: 312120 )
Author(s):
Corrie MacLaggan
Document types:
News
Publication title:
Business Mexico. Mexico City: Apr 2004. Vol. 14, Iss. 4; pg. 40, 2 pgs
Source type:
Periodical
ISSN/ISBN:
01871455
ProQuest document ID:
627748561
Text Word Count
1087
Document URL:
http://proquest.umi.com/pqdweb?did=627748561&Fmt=3&clientId=9338&RQT=309&VName=PQD
Abstract (Document Summary)
Mexican companies of all sizes that have found success overseas said their secret is adapting their business strategy for the local culture while retaining the quality - and, in some cases, the "Mexicanness" - of their product. Many Mexican companies are rapidly expanding in foreign markets. And as the global economy seems to be recovering, more Mexican companies will likely push ahead with globalization strategies. Mexican beer maker Grupo Modelo is certainly making global plans. The company, which began exporting beer in 1980, now sells at least one of its 10 brands in 150 countries. But Grupo Modelo is careful to maintain its identity as a Mexican brewer. Even as the company builds a malting facility in Idaho, its leaders vow to continue brewing and bottling their beer in Mexico.
Service Quality in Grocery Retailing: The Study of a Japanese Supermarket in Hong Kong
Noel Y M Siu, Donald K H Chow. Journal of International Consumer Marketing. New York: 2003.Vol. 16, Iss. 1; pg. 71
Subjects:
Quality of service, Grocery stores, Studies, Customer satisfaction, Discriminant analysis
Classification Codes
8390, 9179, 9130, 2400
Locations:
Hong Kong, Japan
Author(s):
Noel Y M Siu, Donald K H Chow
Document types:
Feature
Publication title:
Journal of International Consumer Marketing. New York: 2003. Vol. 16, Iss. 1; pg. 71
Source type:
Periodical
ISSN/ISBN:
08961530
ProQuest document ID:
546531431
Document URL:
http://proquest.umi.com/pqdweb?did=546531431&Fmt=2&clientId= 9338&RQT=309&VName=PQD
Abstract (Document Summary)
It is argued that adapting services to foreign markets is more difficult than adapting tangible products, but current measures of service quality of retail grocery in the global market are scarce. A Retail Service Quality instrument is adopted to examine the service quality of a Japanese supermarket in Hong Kong and its impact on customer satisfaction and future consumption behavior. Five service dimensions emerged in the study. They are namely, Personal Interaction, Trustworthiness, Physical Aspect, Policy and Reliability. Of these dimensions, Personal Interaction and Physical Aspect are shown to be the salient elements in determining customer satisfaction and future consumption behavior. Implications and recommendation for retailers are discussed.
Terry Cooper. Franchising World. Washington: May/Jun 2002.Vol.34, Iss. 4; pg. 24, 2 pgs
Subjects:
Franchising, Globalization, Guidelines, International markets
Classification Codes
9180 International, 9150 Guidelines, 9190 United States, 1300 International trade & foreign investment
Locations:
United States, US
Author(s):
Terry Cooper
Document types:
General Information
Publication title:
Franchising World. Washington: May/Jun 2002. Vol. 34, Iss. 4; pg. 24, 2 pgs
Source type:
Periodical
ISSN/ISBN:
10417311
ProQuest document ID:
119682540
Text Word Count
941
Document URL:
http://proquest.umi.com/pqdweb?did=119682540&Fmt=4&clientId=9338&RQT=309&VName=PQ
Abstract (Document Summary)
International consumers are embracing franchise concepts because they want access to products offered through established brands, and as a result many of the nation's largest franchises have found homes in international markets. From fast food to hotels to haircuts, whether you are in Texas or Tokyo, you can find the same familiar service. Going global with your franchise means growing your brand and adapting your business to foreign customs and practices. Start thinking ahead for a global tomorrow. Guidelines include: 1. Build your brand. 2. Join the World Wide Web. 3. Understand international markets and be flexible. 4. Take a proactive approach. 5. Got to get global.
International marketing research: A management briefing
Tim R V Davis, Robert B Young. Business Horizons. Greenwich: Mar/Apr 2002.Vol. 45, Iss. 2; pg. 31
Subjects:
Market research, International, Disadvantages, Guidelines
Classification Codes
9180, 7100, 9150
Author(s):
Tim R V Davis, Robert B Young
Document types:
Feature
Publication title:
Business Horizons. Greenwich: Mar/Apr 2002. Vol. 45, Iss. 2; pg. 31
Source type:
Periodical
ISSN/ISBN:
00076813
ProQuest document ID:
114479859
Document URL:
http://proquest.umi.com/pqdweb?did=114479859&Fmt=2&clientId= 9338&RQT=309&VName=PQD
Abstract (Document Summary)
Many firms expand globally with little marketing research. But noteworthy business failures have occurred that could have been prevented with a minimal amount of study. Products and marketing campaigns usually need to be adapted overseas. The same is true for marketing research methods. Accepted approaches to conducting research are based on methods that were developed to study the US market. Different conditions overseas, however, especially in emerging markets, make these methods difficult to apply. A look at typical problems in conducting research overseas can help in developing some guidelines for adapting methods in foreign countries.
Mattel Plans To Double Sales Abroad
By Lisa Bannon. Wall Street Journal. (Eastern edition). New York, N.Y.: Feb 11, 1998. pg. 1
Subjects:
Strategic planning, Retail sales, International markets
People:
Barad, Jill Elikann
Companies:
Mattel Inc