Search results

The ultimate purpose of this paper it to encourage international business scholars and managers to pay more attention to global social time when performing research and developing business strategy.

Strategic reference point (SRP) theory is used as a foundation to assist in visualizing the meaning of social time in a global context. From this grounding point, the authors make specific suggestions about the importance of the topic despite it being largely overlooked in international research dating back to Hofstede.

Time utility takes on a significantly different meaning when both a marketing manager's context and market are global. The conceptualization of time by different cultures can yield significantly different meanings based upon a culture's SRP(s) as to how social time is measured. Cultural differences necessitate having this flexible orientation towards social time to effectively develop and implement global marketing strategies. This research addresses the importance of breaking‐down the concept of social time into its fundamental dimensions and developing strategic implementation steps using the dimensions of time as competitive tools in the global marketing arena.

A six‐step process is developed to assist marketing researchers and managers in developing social time sensitive marketing strategies. Researchers and managers must be aware of the differences in social time perspectives and should analyze the situation to ascertain differences in the dimensions of each cross cultural group. An effort must be made to combine these varying social time perspectives into a consolidated social time foundation for the marketing team in the host country. Differences in social time must be taken into consideration when developing/executing strategies in other countries that have different social time perspectives.

Breaking new ground in international business, this paper sets the ground work for the future study of up to 12 different streams of research important to the understanding of (global) time in international business. Managerial tools are included in the discussion to assist in international marketing practice.

The purpose of this paper is to examine the impact of entrepreneurial orientation and networking capabilities of born global firms in an emerging market on marketing strategy and foreign market performance.

Structural equation modeling was used to analyze data from 1,001 internationalized firms in an emerging market and to test seven hypotheses regarding the development of marketing strategy and foreign market performance.

Marketing strategy was found to mediate the relationship between entrepreneurial orientation and networking capability and foreign market performance, while foreign market performance is affected by entrepreneurial orientation and marketing strategy.

Research on emerging market multinationals can be merged with that of born globals to augment our understanding of how early internationalizers from emerging markets perform in foreign markets.

This study is among the few focusing on born globals in emerging markets, which face the difficulties of newness and limited resources, as well as characteristics of emerging markets, such as institutional voids.

A comprehensive concept of global marketing is developed and global marketing philosophy is outlined. Global marketing is far more than standardising communication activities. On the one hand, the globalising philosophy has an influence on the marketing mix as a whole; on the other, global marketing can also be executed as far as internal processes are concerned. To realise these standardisation activities, special organisational forms are necessary. Various organisational possibilities allowing incorporation of global marketing are described here.

Develops a model of the influences on adopting global marketing decision support systems (MDSS) by global marketing organizations. The focus is on the expectations, beliefs, concerns, experiences, and implicit theories about global MDSS adoption of 144 senior marketing managers at 43 global firms. From a quantitative analysis of personal interviews, argues for an adoption model which includes controllable, uncontrollable and personal influences. Finds personnel, marketing mix, consumer trends, competitive pressures, economic conditions, technological change, corporate culture, and personal expectations are associated with adoption, while financial issues are associated with non‐adoption. Governmental policies and personal experience are associated with both adoption and non‐adoption.

The purpose of this paper is to propose a conceptual framework – the 4V model – for better understanding how global brands create firm value. Organized around the global brand value chain, the 4V model includes four sets of value-creating activities: first, valued brands; second, value sources; third, value delivery; and fourth, valued outcomes.

The approach is conceptual with illustrative examples.

The sources of global brand value and the processes through which global brands contribute to firm value differ systematically across types of global brands. This paper highlights interrelations and how different activities built upon and reinforce each other.

The 4V model ties together broad strands of research conducted to date and offers insights into ways the paper might better understand and study global brands. It should inspire empirical research on the associations between the 4Vs.

International marketing managers should be able to develop and evaluate global brand strategies more effectively using the 4V model described in this paper. Linking their strategies to valued outcomes puts marketers more firmly at the level in the organization they deserve, namely, the C-Suite.

The framework offered in this paper is unique in that it blends insights obtained from multiple sources, namely, academic research, articles that appeared in the business press, case studies, and interactions with managers and policy makers around the world.

Rapid changes in today’s global markets are forcing businesses to re‐examine and improve the ways they compete. Integration of facility location decisions in global marketing and manufacturing strategies provides an important means for firms to compete in global markets. This paper proposes that manufacturing utility can be related to marketing utility through facility location decisions. Consequently, it presents a mathematical model for global facility location that integrates marketing and manufacturing decisions in a global context. It also presents a four‐stage evolutionary model that can guide managers in making global facility location decisions.

Companies that internationalise at or near their founding, “born globals,” are emerging in great numbers world‐wide. Characterised by a specific Gestalt of marketing‐related competencies, they are playing an increasing role in international trade. Born globals are investigated using data from case and survey‐based studies in Denmark and the USA. First introduces and describes the born‐global phenomenon. Then, hypotheses are developed and tested via a structural model that represents key factors in the international success of this important breed of firm. Results suggest that born‐global international performance is enhanced in the wake of managerial emphasis on foreign customer focus and marketing competence. Product quality and differentiation strategy also play important roles, particularly in the US firms. These and additional findings are discussed in light of their theoretical and practical implications.

Based on a decolonial perspective from Latin America, this paper aims to offer a different history of the creation of Brazil’s Consumer Defense Code (CDC), analyzing the process through which Eurocentric influences, especially coming from Consumers International (CI), became present in the development of the code.

A qualitative historical research was developed using marketing amnesia and decolonialism as its theoretical backdrop. Primary and secondary data are used as source of information. Primary data were obtained through interviews with two authors of the CDC. Secondary data were collected from academic articles and books, reports, magazines and consumer organization websites, as well as journalistic articles.

During the drafting of the CDC and after its promulgation, the presence of Eurocentric forces was constant, given the interests of CI and other agents in influencing Brazil’s consumer practices, subordinating them to those of the Global North. This Eurocentric presence was accepted by the Brazilian jurists that drafted the CDC, which led to the incorporation of both laws and bills from Eurocentric countries and the United Nations Guidelines for Consumer Protection into the code.

Such discussions are scarce in marketing, due to the area’s amnestic state regarding the past. While selectively forgetting certain pasts, marketing fails to both acknowledge its tendency to subordinate consumerist actions to those accepted by the Eurocentric world, and to establish analyses that deal with mimetic processes, to minimize asymmetries between companies and consumers, especially in emerging economies, and, even more, dichotomies between the Global North and the Global South.

Advances in information technology have constantly impacted upon the global marketing strategies of firms. This paper assesses the implications that an Internet presence can bring to organisations’ global marketing strategies and evaluates the difficulties the Internet can pose to the global marketing strategies of firms, a topic often overlooked in published material. Providing real life examples of online corporate activism this article illustrates how the Internet facilitates an individual’s ability to hold corporations accountable for their actions and proposes strategies which marketers should consider when facing this other side of the Internet.

The recent increase in the presence of emerging market firms (EMFs) in global markets requires a closer examination of their international marketing strategies (including branding). The purpose of this paper is to examine the factors behind the standardization or adaptation of global marketing strategies adopted by EMFs for their cross-border acquisitions.

This paper examines the determinants of the marketing strategies adopted by Indian and Chinese firms for their cross-border acquisitions. The drivers of the standardization/adaptation of marketing strategies (including branding) are identified using both quantitative data collected in 168 cross-border acquisitions conducted by the EMFs mentioned above and the institutional theory and organizational identity literature.

Institutional factors have a stronger effect than organizational identities on global marketing strategies, including branding. The standardization of the EMFs’ marketing strategies is driven by the private statuses of the acquirers, legal distances, target countries’ economic development, and the ethnic ties that exist between the home and host countries. The acquirers’ decisions to retain the targets’ brand identities, thus adapting their global marketing strategies, are related to the cultural distances, economic freedom distances, and sizes of the targets.

In this study, two large emerging markets – India and China – are used to gather the empirical data; future works can expand upon this line of research and examine other EMFs.

The acquiring companies have to decide whether to adopt an adaption marketing strategy, with reference to the acquired targets’ local stakeholder requirements, or to incorporate their targets’ brands into their own global marketing strategies.

Typically, previous work on the adaptation vs standardization of global marketing strategies adopted in the wake of cross-border deals has focussed on acquisitions involving companies from developed countries; this paper extends the field of research to the EMFs of two of the most important developing countries: China and India.