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This article shows the importance of marketing‐mix standardisation within a global marketing concept. A frame of analysis is described that can aid enterprises to decide whether global marketing can support their company in working out competitive advantages. The first analysis step is concerned with the question of whether marketing‐mix standardisation is important for the branch or the market of the company in question. This is oriented to strategic factors of success. The aim of the second analysis step is to find out in which ways marketing‐mix standardisation can be practised by one specific company. In this context a standardisation‐oriented segmentation concept is discussed.

This paper aims to contend that four significant ideas must be comprehended, and their connection and interaction understood if successful marketing to the 4 to 5 billion undeserved bottom of the pyramid (BOP) people in the world, by multinational firms is to be realized. These ideas are: the bottom of the pyramid (BOP) market itself; share of the heart versus consumer animosity; the nature and influence of global “umbrella” brands and responsible marketing as a guiding principle for all firms including those focusing on the BOP. Each of these ideas, in and of itself, represents an important dimension in today's global business environment, but taken together they offer a clearer understanding of how companies, particularly multinational companies, can do well (profit) and do good (improve humanity).

The paper briefly overviews the BOP literature, highlighting those parts most relevant to this work; expands upon the notion of “share of heart” and its twin components consumer affinity and consumer animosity; delineates the nature and impact of global “umbrella” brands in BOP marketing; synopsizes the notion of “responsible marketing” in the BOP context, and proposes a conceptual scheme of how these ideas are connected, how they interact in today's business world, and how they can lead to ongoing business success.

Mutlinational firms (MNFs) wishing to successfully pursue BOP markets need to blend their understanding of BOP uniqueness, with a clear understanding of the other three concepts, namely share of heart, gobal umbrella brands and responsible marketing. Tapping the potential of the BOP requires not only radicallly lowered priced products but also consumers with higher income. Marketers must address both parts of the problem since acting on either in isolation will not be effective.

Global umbrella brands of the rich world (BrandAmerica, EuroBrand, BrandNippon, etc.) must also play a part in successful BOP marketing. The future of such global umbrella brands lies to a great degree with BOP markets as these markets are still growing, and thus represent and will continue to represent either enormous partners or enormous rivals. MNFs that truly understand the nature, scope and potential of BOP markets, and act in concert to market responsibly to consumers in such markets, will not only garner the needed share of heart related to long‐term success in such markets, but will see their own global umbrella brand continue to thrive and prosper in the ever evolving global market arena.

This paper aims to attempt to develop an integrative theoretical framework that approaches global industrial marketing from a managerial cognition perspective.

Drawing from the managerial cognition research, business strategy research, and international business research, this paper develops a theoretical framework that is relevant to global industrial marketing.

Global industrial marketing research has much to gain from the managerial cognition literature. The framework developed in this article presents relevant managerial cognition variables, their individual and firm level antecedents, and desirable outcomes.

The framework presented in this paper provides strong theoretical foundation for further theory development in global industrial marketing research and managerial cognition research. However, given the conceptual nature of our research, empirical scrutiny and further conceptual and empirical research are required.

Given the growing importance of global industrial marketing, the authors hope that this article provides a theoretical foundation for future research. For practitioners, the framework provides a useful starting point for evaluating managerial cognition in their firms and effective usage of the managerial cognition concept.

The topic of this article is the term “global marketing” and the phenomenon of the “globalization” of marketing activities. Global marketing is a theoretical concept that in a managerial context is hardly applicable. Global marketing and the globalization of marketing activities have become a cliché among marketing scholars and marketing practitioners. Also introduced and discussed is the concept “glocal marketing” to fill the gap or vacuum between the theoretical concept of global marketing and the empirical phenomenon of the globalization of marketing activities applied both by marketing scholars and by marketing practitioners.

Global marketing expansion is being widely promoted in both the professional and domestic communities. Domestic markets alone cannot provide the revenue and growth opportunities required by many business organizations. Many business firms want to sell in international markets but lack the expertise and financial resources to sell overseas effectively. In domestic markets, manufacturers’ representatives currently provide the sales function for many such firms, especially small manufacturers. Investigates the potential role that manufacturers’ representatives will play in global marketing expansion. A survey of 119 representative agencies was made to identify and study their experiences and/or perceptions about expanding their client base to world markets. Results show that 60 per cent of representatives were optimistic about their future opportunities in a global economy but were hardly aggressive (up to now) when it comes to entering world markets. Over 80 per cent of the representatives had enquiries from foreign principals, but only 47 per cent initiated the contacts. Moreover, only 23 per cent sought global markets for their current principals’ products.

Although a great deal of research has focused on global marketing strategy development and implementation, little research has focused on the global marketing managers charged with the responsibilities of developing and implementing such strategy. The aim of this paper is to develop a model that identifies a set of soft skills that have the ability to increase the effectiveness of global marketing managers in making the tactical adaptations necessary to develop and implement global marketing strategy in an increasingly complex and dynamic marketplace.

A conceptual model is developed with coinciding propositions.

The model developed theorizes that the ability of global marketing managers to make tactical adaptations to the firm's global marketing strategy (and thus enhance performance) is driven by the soft skills of tacit knowledge, experience, learning, unlearning, intuition, self‐confidence, flexibility, prioritization of problems, working under pressure and ambiguity tolerance.

The model highlights the specific soft skills that firms can work to foster in their global marketing managers and educators can work to incorporate within a curriculum. Through the development of these soft skills within a firm's global marketing managers, the firm can achieve a competitive position within the marketplace.

This study is one of the first to conceptualize a specific set of soft skills that enhance a global marketing manager's ability to make tactical adaptations to the firm's global marketing strategy by which the firm can be more competitive. As such, this study provides for a better understanding of how soft skills relate to the development and implementation of global marketing strategy and how firms can be more competitive by not only employing unique human capital, but by developing global marketing managers who are more effective at adapting to constantly changing global market conditions.

The purpose of this paper is to advance the domain of entrepreneurial marketing (EM) responding to the challenge to EM scholars to more fully develop EM as a school of marketing thought. The paper seeks to argue that the context of the born global firm is an appropriate and novel context in which to undertake this research.

The need to examine the processes of EM justifies the use of case study method. In total, nine born global firms, located in the three most populous states in Australia: Queensland, New South Wales and Victoria, were selected for study. The firms were drawn from hi‐tech and low‐tech industry sectors, and included online businesses, in an attempt to capture maximum theoretical variation.

The analysis identifies the four key strategies of entrepreneurial marketing as comprising opportunity creation, customer intimacy‐based innovative products, resource enhancement and importantly, legitimacy. These core strategies of EM are identified by mapping to enhanced performance.

Some may consider the born global context a limitation. Therefore, it is suggested that further empirical research could be undertaken on other cohorts of small to medium‐sized enterprises (SMEs), such as service SMEs, to provide increased insight into the strategies and practices in the domain of EM. Quantitative research to operationalize the EM construct and model theoretical relationships is also suggested.

This paper advances the domain of EM into a new phase by empirically identifying four core strategies of EM. It finds that EM contributes to the achievement of superior performance in small firms through purposeful strategy based an effectuation approach.

Aim of the present monograph is the economic analysis of the role of MNEs regarding globalisation and digital economy and in parallel there is a reference and examination of some legal aspects concerning MNEs, cyberspace and e‐commerce as the means of expression of the digital economy. The whole effort of the author is focused on the examination of various aspects of MNEs and their impact upon globalisation and vice versa and how and if we are moving towards a global digital economy.

This study introduces a hybrid approach to segmentation of global markets. It examines an integrated inventory of macro‐ and micro‐bases associated with segmentation of world markets. The paper calls for a universal perspective on market segmentation to aid global marketers in identifying similarities across national boundaries while assessing within‐country differences. The main conclusion of this research is augmentation of the argument that a hybrid/universal market segmentation strategy should serve as the conceptual link and action mechanism that provides substance and rationale to striking a trade‐off between the two indispensable global strategy ends of standardization and adaptation. This balanced relationship can only be created when focus is devoted to building brand equity through emphasizing a global consumer orientation.

Scholars have paid considerable attention to the importance of brand loyalty of durable consumer products in developed markets. However, no study has investigated the simultaneous impact of advertising efforts, distribution intensity and store image on global brand loyalty (GBL) of fast-moving consumer goods (FMCG) in emerging markets. This study aims to fill this gap.

This study adopts (1) established theoretical lenses: brand equity, marketing mix and cue utilization theories, (2) a mixed-methods approach: a focus group and two surveys and (3) structural equation modeling on two samples of consumers (one homogeneous and one heterogeneous) of global soft drink brands in Vietnam.

The study reveals significant and nonsignificant relationships among the selected marketing mix elements and brand loyalty and its antecedents of global FMCG. Slight differences in these relationships among the two samples are found. The existing scales are also reconciled with more suitable indicators. The results significantly contribute to the existing knowledge on marketing mix, brand equity and GBL, and global consumer culture.

This is the first study to investigate the simultaneous effects of advertising efforts, distribution intensity, and store image on brand loyalty and its antecedents of global FMCG in an emerging market. The findings will help practitioners develop suitable global branding strategies to manage global brand image and achieve consumer loyalty across emerging markets.