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A Study Of International Marketing Strategies That Help Firms To Achieve Competitive
Advantage: Japanese Firms Being Successful In India Since 1980. ...
Strategies for International Marketing. Strategies for International Marketing
The process of penetrating and then developing an ...
Abstract. SYNOPSIS Thesis Topic: How can globalization influence the
Standardization of International Marketing Strategies? Introduction ...
... 3BUS0051 – INTERNATIONAL MARKETING ASSIGNMENT NO.1 JOSEPHINE OLAMIDE ADEYANJU 04085310
WORD COUNT ... EFFECT ON THE MARKETPLACE AND THE FUTURE STRATEGIES OF EH ...
... to foreign markets. This international marketing program uses strategies
to accomplish its marketing goals. Within each foreign ...
Submitted by sunnymnarang on December 20, 2007
Category: Business
Words: 7617 | Pages: 31
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Strategies for International Marketing
The process of penetrating and then developing an international market is a difficult one, which many companies still identify as an Achilles’ heel in their global capabilities. Two aspects of the typical approach are particularly striking. First, companies often pursue this new business opportunity with a focus on minimizing risk and investment—the complete opposite of the approach usually advocated for genuine start-up situations. Second, from a marketing perspective, many companies break the founding principle of marketing—that a firm should start by analyzing the market, and then, and only then, decide on its offer in terms of products, services, and marketing programs. In fact, it is far more common to see international markets as opportunities to increase sales of existing products and so to adopt a “sales push” rather than a market-driven approach. Given this overall approach, it is not surprising that performance is often disappointing. Profitability in international markets has lagged behind average firm profitability for much of the last two decades (the “foreign investment profitability gap”). This may well be because of what Ghemawat and Ghadar describe as “top-line obsession,” a focus on revenue growth rather than profitability growth.1
This common mismatch between expectations and situational requirements stems, above all, from a failure to follow in international operations the marketing strategy process that is probably established in the core domestic business. This may be because participation in the market is indirect (i.e., via an independent local distributor or agent, rather than via a directly controlled marketing subsidiary). It also often reflects a lack of control over strategic marketing and a failure to think rigorously about how the business will develop over the course of several years. While it is true that certain distinctive characteristic of an international marketing...
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