Globalisation versus differentiation as international marketing strategies∗

This paper examines the arguments in favour of following a global marketing strategy by comparison with the more usual differentiated approach. It is concluded that a global strategy is essentially unsophisticated and may be inappropriate as technology and the world economy mature.     

The power of international marketing functions: antecedents and consequences

Purpose: This paper addresses intra-organizational power of international marketing (IM) functions. While IM functions play an important role in firms that operate in continuously changing international environments, their power has been under-explored. Importantly, IM managers need to understand their function’s power and its implications for business performance.

Methodology/approach: Drawing on resource-dependency and interaction theories, we contend that IM functions’ power is affected by the power of non-marketing functions and coordination and conflicts with them. Additionally, IM functions’ power should affect international performance. However, contingency factors may change this effect. The empirical study uses data from senior managers of B-to-B international firms. The model is tested using multiple regression analysis and extensive post-hoc tests.

Findings: While IM functions are powerful, their power is enhanced by coordination with other functions and is reduced by the power held by non-marketing functions. Surprisingly, conflicts with other functions increase IM functions’ power. Finally, IM functions’ power enhances international performance but its effect is weakened by intra-IM conflicts and differs across hi- and low-tech firms.

Research implications: This study provides insights about drivers and outcomes of IM functions’ power based on their relationships with non-marketing functions. Performance consequences of IM power are dependent on contingencies. The study extends knowledge on the under-researched phenomena of marketing power in a B-to-B international context.

Practical implications: IM managers should manage sources of relative functional power and unique intra-firm interactions to sustain or promote their power and thus benefit their firms’ international performance. Practitioners recognize mechanisms to control IMs’ power.

Originality/value/contribution: The study is the first to focus on the interactions of IM functions with non-marketing functions in B-to-B firms and thus complements prior research on IM, general marketing, and non-marketing functions.     

Configuration and coordination of international marketing activities

With this paper, we contribute to the literature of configuration and coordination in international firms. While previous literature emphasized that headquarters decide upon the configuration and coordination of their foreign subsidiaries, we suggest that the configuration–coordination decision takes place at the level of activities. With a focus on international marketing activities, our study on German firms from the automotive industry comes up with the following major findings: (1) With respect to configuration, firms tend to centralize the planning and the control of marketing activities, but to decentralize the implementation of marketing activities. (2) For the coordination of marketing activities, direct personal supervision and informal communication are preferred to other approaches, such as socialization or formal bureaucratic coordination. (3) When combining configuration and coordination of marketing activities, we identified distinct clusters. Firms that have a high decentralization of marketing activities and that use a high level of coordination yield better coordination results than firms from other configuration–coordination clusters.     

A study in international marketing: The development of a consumer database marketing capability

This paper examines the reasons why Seagram Europe & Africa (SE&A) decided to develop their database marketing capability in Europe. The paper describes the environmental changes, external and internal, that led SE&A to re‐evaluate their marketing communications strategy and examine sponsorship and direct marketing opportunities for Europe. The paper focuses on the major issues SE&A addressed when weighing up the strategic role of database marketing. Finally, the key considerations in the development and implementation of an European‐wide database marketing discipline for the division are discussed.     

Coordinating manufacturing and marketing in international firms

In this article, the authors argue that manufacturing experiences much of the turbulence and conflict imposed by the dynamic global marketplace through its relationship with marketing, because marketing is usually responsible for introducing changing competitive priorities and demand patterns to the organization. Through a survey of manufacturing and marketing managers within international firms, the authors develop a profile of manufacturing-marketing conflicts experienced in each of four international strategy environments: export, multidomestic, global, and transnational. As international strategies became more complex, firms made use of more techniques for coordinating between marketing and manufacturing, with more use of decentralized and informal approaches. Coordinating techniques included individual MBO-reward systems, joint task forces for problem-solving, and direct involvement of manufacturing and marketing in establishing the competitive priorities of the firm.     

Internet marketing capabilities and international market growth

The Internet has been shown to facilitate elements of internationalisation such as information accumulation and network opportunities. However, there is limited understanding of how the Internet combined with marketing capabilities drives international market growth. This study, based on a sample of 224 Australian firms, develops and tests, using structural equation modelling (SEM), a conceptual model of Internet marketing capabilities and international market growth. Results indicate that firms deploying Internet marketing capabilities will benefit due to the reduction of information uncertainty and increased capacity to develop international network capabilities. Moreover, Internet marketing capabilities indirectly lead to international market growth when the firm has a high level of international strategic orientation and international network capabilities. Overall, Internet marketing capabilities enhance the firm's ability to generate other internal capabilities within the firm, which in turn have a positive impact on the international market growth of the firm.     

Market similarity and market selection: Implications for international marketing strategy

International market selection patterns for a sample of 954 new products suggest that firms exhibit a significant preference for markets similar to the home market. Preferences for similar markets decline as firms gain experience in a variety of markets, however. This pattern suggests the importance of uncertainty and information in global market selection and marketing mix management. Alternative means of gathering information about foreign markets permit and support very different approaches to global marketing activity. More fundamentally, a global perspective on the relationship between market conditions, marketing policies and programs, and consumer response can be developed systematically to improve global marketing performance.     

Relationship marketing in an international context: a literature review

This study identifies and examines the extant literature in international relationship marketing. Twenty-four empirical studies that address various aspects of relationship marketing are identified. However, only eight studies were found to explore marketing relationships across national boundaries. The remainder combine multi-country data or examine relationship marketing in non-US settings. In this review, we report the nature and the findings of these studies and discuss their implications for future research and marketing practice. It is apparent from this review that, despite the increasing importance of international marketing, insufficient attention is being paid to exploring and theorizing relationship marketing in international contexts. Furthermore, limited effort in validating domestic findings in international settings circumscribes the universal applicability and managerial relevance of relationship marketing studies.     

Strategic space and industry dynamics: The implications for international marketing strategy

The globalisation of markets and the completion of the single market in Europe raise issues that require a better understanding and analysis of long term industry dynamics. This paper develops a model to show an industry can be analysed in terms of its strategic groups, its mobility barriers and its sub‐structures and spaces.

The paper focuses on the food processing industry in Europe and uses the idea of strategic space to analyse the effect of industry dynamics on marketing strategy and organisation of the marketing function.     

在国际品牌和山寨产品中寻找市场突围——国产篮球鞋品牌网誉案例分析

随着互联网的发展,网络生活日益成为我们生活的延续和真实生活的镜像,我们在网络中可以找到日趋完整的消费者信息。而从客户的角度对这些消费者信息进行深度内容分析,便是互联网文本挖掘的价值所在。     

Network development in international project marketing and the impact of external facilitation

This article reports on an experiment in external facilitation of international project marketing activity. The case involved a large, World Bank funded project in China aimed at upgrading grain storage and handling facilities. An organization was established in Australia to bring together and support efforts by Australian firms to win a share of this project. Network-building, at a number of levels both in China and Australia, emerged from the qualitative study as a critical factor in effective project marketing. External facilitation played a positive role in the network-building process.     

The people dimension in modern international marketing: Neglected but crucial

International marketing has performed extremely well during the second half of the twentieth century. During this period, the role, skills, and performance of marketing professionals have changed. This article examines these dramatic changes. We examine the changing role of marketing professionals in four distinct periods: 1945–1964, 1965–1984, 1985–2004, and 2005 forward. These periods are labeled as ages of coincidence, confluence, commingling, and creative conflicted collaboration. The role, skills, and performances of marketing professionals are analyzed as they emerged and changed. The article posits that as globalization continues as an unstoppable movement, the roles of marketing professionals are likely to emerge as a changing strategic tool. We carefully analyze professionals as one of the critical “Ps” of the marketing mix and examine their role in ever‐successful international marketing and its relationship to globalization. © 2010 Wiley Periodicals, Inc.     

试论国际市场营销环境中的文化因素及其作用

传统观念认为,市场营销特别是国际市场营销是一种经济活动,经济因素是唯一的决定因素。但是,文化因素在国际市场营销中更起着非常重要的作用,使文化的构成要素在国际市场营销活动中有各自的影响和作用。