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Fundamental Principles of International Marketing
Abstract
This journal article provides an overview of the fundamental principles of international marketing and emphasizes their importance in achieving global business success. As the global economy expands, businesses seek to expand their operations and reach new customers, making international marketing crucial. The article highlights the need for businesses to have a thorough understanding of the principles that govern international marketing to succeed in this competitive field. It serves as a valuable resource for anyone seeking to gain knowledge and insights into the world of international marketing.
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With the increasing globalization of the business world, international segmentation becomes an ever more important concept in marketing. The globalization forces now at work push many companies to extend or reorganize their marketing strategies across borders and target international segments of consumers. It is the purpose of this paper to review the international market segmentation literature and to identify its future prospects and threats. We critically assess the current status of international market segmentation research and provide a systematic overview of 25 previous empirical studies with respect to the samples used for segmentation, segmentation bases and methods, geographic configuration of segments, and validation efforts. We discuss a number of conceptual and methodological issues that deserve more attention if international market segmentation is to fulfill its high potential. The conceptual issues include construct equivalence of the segmentation basis used, level of aggregation in the segmentation process, and choice of the segmentation basis. The methodological issues include measure equivalence and sample equivalence of the segmentation basis, segmentation methods employed, and whether national sample sizes should be proportional to population sizes. We describe a case study to illustrate and integrate the various issues and conclude with suggestions for future research to stimulate further advances in the area. D
Sharing is a phenomenon as old as humankind, while collaborative consumption and the “sharing economy” are phenomena born of the Internet age. This paper compares sharing and collaborative consumption and finds that both are growing in popularity today. Examples are given and an assessment is made of the reasons for the current growth in these practices and their implications for businesses still using traditional models of sales and ownership. The old wisdom that we are what we own, may need modifying to consider forms of possession and uses that do not involve ownership.
In this article, the authors introduce attitude toward global products (AGP) and attitude toward local products (ALP) as generalized attitudinal constructs and address the four issues these constructs raise: (1) How are AGP and ALP related to each other? (2) What is the motivational structure underlying AGP and ALP? (3) Is the proposed theory culturally circumscribed, or does it generalize across countries? and (4) What are the managerially relevant implications of these consumer attitudes? To answer these questions, the authors propose and empirically test an integrated structure for AGP and ALP and their antecedents, organized around the powerful motivational concept of values. They test their theory using a unique data set involving 13,000 respondents from 28 countries in the Americas, Asia, and Europe, thus allowing for a global investigation of a global issue. The study findings provide managers with strategic direction on how to market their products in a globalized world.
A brand community from a customer-experiential perspective is a fabric of relationships in which the customer is situated. Crucial relationships include those between the customer and the brand, between the customer and the firm, between the customer and the product in use, and among fellow customers. This paper delves ethnographically into a brand community and tests key findings through quantitative methods. Conceptually the study reveals insights that differ from prior research in four important ways. First, it expands the definition of a brand community to entities and relationships neglected by previous research. Second, it treats vital characteristics of brand communities, such as geo-temporal concentrations and the richness of social context, as dynamic rather than static phenomena. Third, it demonstrates that marketers can strengthen brand communities by facilitating shared customer experiences in ways that alter those dynamic characteristics. Fourth, it yields a new and richer conceptualization of customer loyalty as integration in a brand community.
Service-dominant logic (S-D logic) is contrasted with goods-dominant (G-D) logic to provide a framework for thinking more clearly about the concept of service and its role in exchange and competition. Then, relying upon the nine foundational premises of S-D logic [Vargo, Stephen L. and Robert F. Lusch (2004). “Evolving to a New Dominant Logic for Marketing,” Journal of Marketing, 68 (January) 1–17; Lusch, Robert F. and Stephen L. Vargo (2006), “Service-Dominant Logic as a Foundation for Building a General Theory,” in The Service-Dominant Logic of Marketing: Dialog, Debate and Directions. Robert F. Lusch and Stephen L. Vargo (eds.), Armonk, NY: M.E. Sharpe, 406–420] nine derivative propositions are developed that inform marketers on how to compete through service.
Findings of two experimental studies show that Instagram influencers with high numbers of followers are found more likeable, partly because they are considered more popular. Important, only in limited cases, perceptions of popularity induced by the influencer's number of followers increase the influencer's perceived opinion leadership. However, if the influencer follows very few accounts him-/herself, this can negatively impact popular influencers’ likeability. Also, cooperating with influencers with high numbers of followers might not be the best marketing choice for promoting divergent products, as this decreases the brand's perceived uniqueness and consequently brand attitudes.
Two aspects of international marketing strategy standardization are process and program standardization. A framework for determining marketing program standardization is introduced. Factors affecting program standardization are examined critically. In an attempt to establish a research agenda on the standardization issue, the author develops research propositions for each factor.
In spite of important global inroads and successes scored by international marketing, the field stagnates in the eyes of academics, practitioners, and policymakers and is harshly attacked by activists. The people defending international marketing usually point to vague theoretical and long-term goals, whereas opponents serve up facile polemics, which acquire sympathies from the uninformed public. The authors postulate that the field of international marketing has already and can continue to make major contributions to the improvement of society. They offer seven theses in support of a lively debate for the sake of a renaissance of the field: (1) remember the roots and purpose of the field, (2) resist the temptations of overspecialization, (3) work with a new paradigm and new methods, (4) look to the world, (5) maintain the dialogue with all possible constituents, (6) work also with those who place or show, and (7) profess expertise.
Why are certain pieces of online content more viral than others? This article takes a psychological approach to understanding diffusion. Using a unique dataset of all the New York Times articles published over a three month period, the authors examine the link between integral affect (i.e., the emotion evoked) and whether content is highly shared. Results suggest a strong relationship between emotion and virality, but indicate that this link is more complex than mere valence alone. Positive content is more viral (than negative content), as is content that inspires awe. But while sad content is less viral, anger or anxiety inducing articles are both more likely to make the paper’s most emailed list. These results hold controlling for how surprising, interesting, or practically useful content is (all of which are positively linked to virality), as well as external drivers of attention (e.g., how prominently articles were featured). The findings shed light on why people share online content, provide insight into how to design effective viral marketing campaigns, and underscore the importance of individual-level psychological processes in shaping collective outcomes.
This paper develops a model of global strategy that includes the constructs of industry globalization potential, the use of global strategy, the role of organization and management and the performance consequences of using global strategy. Propositions are developed as to why American and Japanese MNCs might differ in their perceptions of industry globalization potential, in their desired global strategy response, in their organizationally-derived ability to implement global strategy and in their resulting performance. The model and arguments are examined in extensive interviews with senior executives at 36 worldwide businesses belonging to some of the largest American and Japanese MNCs. Data are analyzed using a partial least squares causal model. The results show that the Japanese firms have more globalized stategies than do the Americans, and that this factor affects their performance favorably.
The American edition of Marketing Management is the world's leading marketing text because its content and organization consistently reflect changes in marketing theory and practice . This new European Edition of Marketing Management has been inspired by the American edition and explores the challenges facing European marketing practitioners, with all the case studies and exercises newly re-written for European students.
It's time to rethink global branding. More than two decades ago, Harvard Business School professor Theodore Levitt argued that corporations should grow by selling standardized products all over the world. But consumers in most countries had trouble relating to generic products, so executives instead strove for global scale on backstage activities such as production while customizing product features and selling techniques to local tastes. Such "glocal" strategies now rule marketing. Global branding has lost more luster recently because transnational companies have been under siege, with brands like Coca-Cola and Nike becoming lightning rods for antiglobalization protests. The instinctive reaction of most transnational companies has been to try to fly below the radar. But global brands can't escape notice. In fact, most transnational corporations don't realize that because of their power and pervasiveness, people view them differently than they do other firms. In a research project involving 3,300 consumers in 41 countries, the authors found that most people choose one global brand over another because of differences in the brands'global qualities. Ratherthan ignore the global characteristics of their brands, firms must learn to manage those characteristics. That's critical, because future growth for most companies will likely come from foreign markets. Consumers base preferences on three dimensions of global brands--quality (signaled by a company's global stature); the cultural myths that brands author; and firms' efforts to address social problems. The authors also found that it didn't matter to consumers whether the brands they bought were American--a remarkable finding considering that the study was conducted when anti-American sentiment in many nations was on the rise.
In 1979, a young associate professor at Harvard Business School published his first article for HBR, "How Competitive Forces Shape Strategy." In the years that followed, Michael Porter's explication of the five forces that determine the long-run profitability of any industry has shaped a generation of academic research and business practice. In this article, Porter undertakes a thorough reaffirmation and extension of his classic work of strategy formulation, which includes substantial new sections showing how to put the five forces analysis into practice. The five forces govern the profit structure of an industry by determining how the economic value it creates is apportioned. That value may be drained away through the rivalry among existing competitors, of course, but it can also be bargained away through the power of suppliers or the power of customers or be constrained by the threat of new entrants or the threat of substitutes. Strategy can be viewed as building defenses against the competitive forces or as finding a position in an industry where the forces are weaker. Changes in the strength of the forces signal changes in the competitive landscape critical to ongoing strategy formulation. In exploring the implications of the five forces framework, Porter explains why a fast-growing industry is not always a profitable one, how eliminating today's competitors through mergers and acquisitions can reduce an industry's profit potential, how government policies play a role by changing the relative strength of the forces, and how to use the forces to understand complements. He then shows how a company can influence the key forces in its industry to create a more favorable structure for itself or to expand the pie altogether. The five forces reveal why industry profitability is what it is. Only by understanding them can a company incorporate industry conditions into strategy.
This paper summarizes the author's recently published findings about differences in people's work-related values among 50 countries. In view of these differences, ethnocentric management theories (those based on the value system of one particular country) have become untenable. This concept is illustrated for the fields of leadership, organization, and motivation.© 1983 JIBS. Journal of International Business Studies (1983) 14, 75–89
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