Strategic International Marketing: Strategy Development and Implementation

✍ Scribed by Solberg Carl Arthur, Huse Håvard

• Publisher: Routledge
• Year: 20244
• Tongue: English
• Leaves: 419
• Edition: 2
• Category: Library

✦ Synopsis

Strategic International Marketing, 2e offers a uniquely adaptable strategy framework for firms of all sizes that are looking to internationalise their business, using Carl Arthur Solberg's tried and tested Nine Strategic Windows model.

Compact and readable, this practical text offers the reader insights into the globalisation phenomenon, partner relations and strategic positioning in international markets. This 2nd edition has been fully updated to include coverage of the complex international business environment, consider how technological development has shaped buyer behaviour, channels of distribution and payments systems globally, and the impact of digitalisation on the global economy more broadly. New international case studies and examples are included throughout to demonstrate how the theory translated into practice.

This text is strategic and applied, and an ideal introduction to international marketing for advanced undergraduates and postgraduates in Business and Management, as well as those studying for MBAs and executive qualifications. It also offers a pragmatic toolkit for managers and marketers that are seeking to expand their business into new territories. Supplementary online resources are available to aid instructors.

✦ Table of Contents

Cover
Endorsements
Half Title
Title Page
Copyright Page
Contents
Figures
Tables
Preface to the first edition
Preface to the second edition
1. Introduction
Note
Part I: Developing strategic thrust in a globalising world
Notes
2. International business environment: From local to global markets
2.1 Introduction
2.2 Economic globalisation
2.2.1 World trade - growth, barriers, and conflicts
2.2.1.1 Why do we engage in trade with other countries?
2.2.1.2 International trade and economic conflicts
2.2.1.3 Intra-industry trade
2.2.1.4 Developing countries or emerging markets
2.2.2 The growth of multinational corporations
2.2.2.1 Great increase in FDI
2.2.2.2 MNCs and their host country
2.2.3 Globalisation financial markets
2.2.4 Globalisation, the environment and politics
2.2.5 Summary
2.3 Culture and globalisation
2.3.1 Cultural influencers
2.3.2 Cultural dimensions
2.3.3 Cultural manifestations
2.3.4 Converging consumer cultures
2.3.5 Summary
2.4 Trade policy and technology: two pillars of liberalisation
2.4.1 Trade policy for the global trade
2.4.1.1 World Trade Organisation - WTO
2.4.1.2 The significance of regional trading blocks
2.4.1.3 EU - The European Union
2.4.1.4 EFTA - European Free Trade Area
2.4.1.5 EEA - European Economic Area
2.4.1.6 USMCA - United States-Mexico-Canada-Agreement
2.4.1.6.1 EU - United States
2.4.1.7 Other regional trade organisations
2.4.2 Technology and infrastructure major globalisation drivers
2.4.2.1 Transport
2.4.2.2 Technological development - tele- and data communication
2.4.2.3 Technological development - economies of scale
2.5 Chapter summary - towards global competition?
Notes
3. The internationalisation process and firm resources
3.1 Introduction
3.2 Stages of internationalisation
3.2.1 Internationalisation is a learning process
3.2.2 The Bakka model
3.2.3 The Uppsala school of thought
3.3 The role of networks
3.4 Born globals and internationalisation process theory
3.4.1 Born globals and entry modes
3.4.1.1 New owners
3.4.1.2 Licensing/distribution partner
3.4.1.3 Gradual internationalisation
3.4.1.4 Franchising
3.4.1.5 Sales subsidiary
3.5 The Born Global dilemma
3.6 The successful exporter
3.6.1 Critical elements of international organisational culture
3.6.1.1 Attitudes
3.6.1.1.1 Risk orientation
3.6.1.1.2 Market orientation
3.6.1.1.3 Cultural awareness
3.6.1.1.4 Problems? No problem!
3.6.1.2 Competence
3.6.1.2.1 Management skills
3.6.1.2.2 Marketing skills
3.6.1.3 Embodiment
3.6.2 The beneficial export circle - the ACE model
3.7 Chapter summary
Notes
4. Strategy development in international markets
4.1 Introduction
4.2 Industry globality
4.2.1 Competitive structure
4.2.2 Globalisation drivers
4.3 Preparedness for internationalisation
4.3.1 International organisational culture
4.3.2 Market share in reference market
4.3.3 Access to customers through market networks
4.4 The Nine Strategic Windows
4.4.1 The model
4.4.1.1 Window 1: stay at home
4.4.1.2 Window 2: consolidate your export markets
4.4.1.3 Window 3: develop new business
4.4.1.4 Window 4: seek niches in international markets
4.4.1.5 Window 5: consider expansion in international markets
4.4.1.6 Window 6: prepare for globalisation
4.4.1.7 Window 7: seek new owners with an extensive international marketing network
4.4.1.8 Window 8: seek global alliances
4.4.1.9 Window 9: strengthen your global position
4.4.2 Case company: ASK travelling through the matrix
4.4.2.1 Phase 1: start-up
4.4.2.2 Phase 2: born global - international networking
4.4.2.3 Phase 3: global consolidation
4.5 Chapter summary
Notes
Part II: Decisions in international marketing
5. Information for international marketing decisions
5.1 Introduction
5.2 Information through experience and networks or market research?
5.2.1 The intuitive firm
5.2.2 The analytical firm
5.2.3 The network firm
5.2.4 The international firm
5.3 Sources of information
5.4 Gathering data with high availability
5.4.1 Data sources with high availability
5.4.1.1 Databases
5.4.1.1.1 Firm and industry reports
5.4.1.1.2 Panel data
5.4.1.1.3 Financial data
5.4.1.1.4 Other noteworthy databases
5.4.1.2 International organisations
5.4.1.3 National sources of information
5.4.1.4 Other sources
5.4.2 Issues related to data with high availability
5.4.2.1 Data availability?
5.4.2.2 Data reliability and misinterpretations
5.4.2.3 Data comparability
5.4.3 Summary
5.5 Gathering data with low availability
5.5.1 Qualitative research techniques
5.5.1.1 Observation
5.5.1.2 In-depth interviews
5.5.2 Questionnaires
5.5.2.1 Problem definitions and specifications of the need for information
5.5.2.2 Developing the questionnaire
5.5.2.3 Sampling methods
5.5.2.4 Data collection methods
5.6 International market intelligence
5.7 Chapter summary
Notes
6. Market selection and market portfolio
6.1 Introduction
6.2 A systematic approach to international market selection
6.3 Market selection strategy in different strategic positions
6.3.1 Unmethodical or random market selection
6.3.2 Customer-oriented market selection
6.3.3 Multinational or regional systematic market selection
6.3.4 Global, systematic market selection
6.4 Market portfolio - primary and secondary markets
6.4.1 Objectives and priorities
6.4.2 Primary markets
6.4.3 Secondary markets
6.4.4 The international market portfolio
6.5 Chapter summary
Notes
7. Operation modes in international markets
7.1 Introduction
7.2 Key factors in the choice of operation mode
7.2.1 The business viewpoint
7.2.1.1 Internal factors
7.2.1.2 External market factors
7.2.1.2.1 Customer and distribution structure
7.2.1.2.2 Distribution channels
7.2.1.2.3 Competition
7.2.1.2.4 Other external factors
7.2.2 Theoretical perspectives on operation modes
7.3 Export operation modes
7.3.1 Export through trading house - indirect exports
7.3.2 Exporting through local distributors
7.3.3 Exporting through agents
7.3.4 Exporting through sales subsidiaries
7.3.5 Direct exporting - without middleman
7.3.6 Costs of export operation modes
7.4 Operation modes with production abroad
7.4.1 Contract manufacturing
7.4.2 Licensing and franchising
7.4.2.1 Licensing
7.4.2.2 Franchising
7.4.3 Own production
7.4.4 Management contracts
7.4.5 Strategic Alliances
7.5 Operation modes and the firm's strategic position
7.5.1 The careful newcomer
7.5.2 The multinational player
7.5.3 The bold newcomer
7.5.4 Global market leader
7.6 Chapter summary
Notes
8. Partners in international marketing
8.1 Introduction
8.2 Selecting the partner
8.3 The contract between the partners
8.3.1 Formal vs. relational contracts
8.3.2 Exporter-intermediary contracts
8.3.2.1 Contract clauses in the representation contract
8.3.2.1.1 The obligations of the distributor/agent
8.3.2.1.2 The obligations of the principal
8.3.2.1.3 Contract termination
8.3.2.1.4 Conflict resolution
8.3.2.2 Force majeure
8.3.3 Negotiating the contract
8.4 Cooperating with and monitoring the partner
8.4.1 Local self-governed barons, or a federation of partners?
8.4.1.1 Local barons
8.4.1.2 Civil war
8.4.1.3 Confederation
8.4.1.4 Federation
8.4.2 Control and monitoring levers in international marketing
8.4.2.1 Unilateral and bilateral controls
8.4.2.1.1 Trust - The backbone of relationships
8.4.3 Culture and complexity - Two critical contingency factors
8.4.3.1 Limited relations
8.4.3.2 Functional relations
8.4.3.3 Cultural relations
8.4.3.4 Complex relationships
8.4.3.5 Developing a clan culture
8.5 Monitoring and control in different strategic situations
8.5.1 Let your local partners do the job
8.5.2 Monitor - But hands off local implementation
8.5.3 Catch 22
8.5.4 Tight control and monitoring
8.6 Switching partners and operation modes
8.7 Chapter summary
Notes
9. Standardisation and adaptation of international marketing
9.1 Introduction
9.2 A perennial dilemma
9.3 Standardisation or adaptation: a never-ending debate
9.3.1 Influencing factors
9.2.2 Strategic responses
9.2.3 Effects on performance
9.4 Chapter summary
9.4.1 Group 1: actionable factors
9.4.2 Group 2: attention factors
9.4.3 Group 3: given factors
Notes
10. Product strategies in international markets
10.1 Introduction
10.2 A product is more than a product!
10.2.1 From tangible products to intangible services
10.2.2 Packaging
10.2.3 Logistics - a part of the product
10.3 Standardisation and adaptation of the product mix
10.3.1 The role of culture
10.3.2 Technical restrictions
10.3.3 Product life cycle
10.3.4 International product portfolio
10.4 Product strategies in different strategic positions
10.4.1 Ethnocentric product extension
10.4.2 Multilocal product adaptation
10.4.3 Global product adaptation
10.3.4 Global product leadership
10.5 Chapter summary
Notes
11. Promotion decisions in international markets
11.1 Introduction
11.2 Analysis of the receiver
11.3 Communication channels in international marketing
11.4 Development of the message
11.5 The sender - the role of country of origin
11.6 International promotion and the firm's strategic position
11.7 Chapter summary
Notes
12. Pricing decisions in international marketing
12.1 Introduction
12.2 Establishing the base price
12.2.1 Objectives
12.2.2 Approaches to pricing
12.2.2.1 Cost plus method
12.2.2.2 Market-based pricing - contribution method
12.2.2.3 Other methods
12.2.3 Market factors
12.2.3.1 Cost factors
12.3 Risk in international trade
12.3.1 Terms of delivery - Incoterms
12.3.2 Terms of payment in international sales
12.3.3 Risk reduction and coverage
12.3.3.1 Internal risk alleviation
12.3.3.2 External risk coverage
12.4 Pricing and profitability in international marketing
12.5 Pricing and the firm's strategic position
12.5.1 Local price follower
12.5.2 Multilocal price setter
12.5.3 Global price adaptors
12.5.4 Global price leader
12.6 Chapter summary
Notes
Part III: Planning and organising the international marketing effort
Notes
13. Planning the international marketing effort
13.1 Introduction
13.2 Setting marketing objectives
13.3 Strategy dynamics
13.4 International marketing plan
13.4.1 Sales forecasts
13.4.2 The marketing programme
13.5 Chapter summary
Notes
14. Organising the international marketing effort
14.1 Introduction
14.2 Top management involvement and internal conflicts
14.2.1 Top management involvement
14.2.2 Cooperation with other functions
14.3 Organisation and different strategic positions
14.3.1 Lean and simple
14.3.2 Geographic structure
14.3.3 Lean but still in control?
14.3.4 Matrix organisation and global account management
14.4 Chapter summary
Notes
15. Epilogue
Bibliography
Index