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Article
Publication date: 23 August 2011

Sreedhar Madhavaram, Vishag Badrinarayanan and Elad Granot

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

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3255

Abstract

Purpose

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

Design/methodology/approach

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.

Findings

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.

Research limitations/implications

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.

Originality/value

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.

Details

Journal of Business & Industrial Marketing, vol. 26 no. 7
Type: Research Article
ISSN: 0885-8624

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Article
Publication date: 1 March 1988

Ellen Day, Richard J. Fox and Sandra M. Huszagh

Although the viability of global marketing is disputed, the best opportunities for pursuing basically the same strategy across national borders are in industrial marketing

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2189

Abstract

Although the viability of global marketing is disputed, the best opportunities for pursuing basically the same strategy across national borders are in industrial marketing. However, because of the disparities across world markets, segmentation is essential to assessing opportunities for a standardised marketing approach. Segmentation based on economic indicators represents the first step in identifying potential markets. In this study, 96 countries were grouped into six segments. Implications for industrial marketers are presented, along with issues relating to using stages of economic development as a basis for segmentation and using a factor analytic and clustering approach to the segmentation of the global market.

Details

International Marketing Review, vol. 5 no. 3
Type: Research Article
ISSN: 0265-1335

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Article
Publication date: 1 March 1991

Lexis F Higgins, Scott C McIntyre and Cynthia G Raine

Discusses the transition between multinational and global businessorientation and the implications for the industrial corporation′smarketing information systems. Presents…

Abstract

Discusses the transition between multinational and global business orientation and the implications for the industrial corporation′s marketing information systems. Presents a framework for analyzing a corporation′s pretransition status and designing strategies for the transition. Concludes that effective globally oriented marketing information systems represent various opportunities for creating or enhancing competitive advantage.

Details

Journal of Business & Industrial Marketing, vol. 6 no. 3/4
Type: Research Article
ISSN: 0885-8624

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Article
Publication date: 20 June 2013

Asmat‐Nizam Abdul‐Talib and Ili‐Salsabila Abd‐Razak

The purpose of this paper is to highlight the development of global halal marketing by assessing its current status, challenges and issues within and measures taken to…

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2341

Abstract

Purpose

The purpose of this paper is to highlight the development of global halal marketing by assessing its current status, challenges and issues within and measures taken to improve it. Strategic marketing conception from the perspective of export market orientation behaviors is offered to help foster industrial innovation to create a halal economy.

Design/methodology/approach

The development of a global halal market is first assessed and its current status is highlighted. The issues and challenges within are identified and explored, followed by a consideration of measures already taken to rectify and improve the situation. Strategic export market orientation behaviors perspective is offered to encourage industrial innovation within the complex global halal market, to ultimately establish a halal economy. This is done by going through the relevant scholarly discussions in various international conferences and available published literatures.

Findings

The paper identifies three major issues and challenges in global halal marketing and what has been done and can been done to rectify and improve the situation, particularly from the perspective of strategic export market orientation behaviors.

Research limitations/implications

The discussion is limited to its conceptual boundaries and in the long run requires empirical research to enhance its applicability.

Practical implications

The discussion offered in the paper is expected to be valuable for global halal marketers seeking strategic marketing design in undertaking the complex market structure and confronting the issues identified.

Originality/value

The paper discusses issues and challenges for halal marketing and how to address the issues through the perspective of strategic export market orientation behaviors, for an industrial innovation to form a halal economy.

Details

Journal of Islamic Marketing, vol. 4 no. 2
Type: Research Article
ISSN: 1759-0833

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Article
Publication date: 1 September 1989

Malcolm McDonald

A review of trends and developments in internationalmarketing including the business environment; Europeand 1992; and global marketing.

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10564

Abstract

A review of trends and developments in international marketing including the business environment; Europe and 1992; and global marketing.

Details

Marketing Intelligence & Planning, vol. 7 no. 9/10
Type: Research Article
ISSN: 0263-4503

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Article
Publication date: 1 January 1993

Imad B. Baalbaki and Naresh K. Malhotra

By standardizing the marketing effort over similar worldwidesegments and differentiating it across dissimilar worldwide segments,the international marketing manager is…

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7787

Abstract

By standardizing the marketing effort over similar worldwide segments and differentiating it across dissimilar worldwide segments, the international marketing manager is able to reap the advantages of both standardization and customization. The choice of the variables by which to segment the global market is crucial. Traditionally, purely environmental bases (geographic, political, economic, and cultural) were used as bases for international market segmentation. Proposes that international marketers group relevant markets based on both environmental as well as marketing management bases. The marketing management bases are classified as: (1) product‐related; (2) promotion‐related; (3) price‐related; and (4) distribution‐related. Derives number of propositions with direct implications for international marketing strategy and segmentation with respect to these bases. Highlights the managerial implications of the variables encompassed by these bases. Proposes the empirical investigation of the derived propositions as a research agenda for the future.

Details

International Marketing Review, vol. 10 no. 1
Type: Research Article
ISSN: 0265-1335

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Article
Publication date: 1 October 1992

The Great Benchmarking Scam? Time was, in management circles, that the term “benchmarking” would induce none‐too‐disguised yawns in recognition of it “being something to…

Abstract

The Great Benchmarking Scam? Time was, in management circles, that the term “benchmarking” would induce none‐too‐disguised yawns in recognition of it “being something to do with computers or job evaluation”. Not today; those yawns have been replaced with the excited management‐blabber of a new fad. You can benchmark anything these days; I encountered recently a guide to benchmarking employee attitudes.

Details

Marketing Intelligence & Planning, vol. 10 no. 10
Type: Research Article
ISSN: 0263-4503

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Article
Publication date: 25 April 2008

Michael G. Harvey, Timothy S. Kiessling and R. Glenn Richey

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…

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2588

Abstract

Purpose

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.

Design/methodology/approach

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.

Findings

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.

Research limitations/implications

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.

Originality/value

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.

Details

International Marketing Review, vol. 25 no. 2
Type: Research Article
ISSN: 0265-1335

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Article
Publication date: 6 May 2017

Nora Hänninen and Heikki Karjaluoto

The purpose of this paper is to create a new understanding of industrial business-to-business (B2B) relationships by connecting the theoretical streams of marketing

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5368

Abstract

Purpose

The purpose of this paper is to create a new understanding of industrial business-to-business (B2B) relationships by connecting the theoretical streams of marketing communications and relationship marketing. This study tests how various marketing communication channels and communication quality increase the transformation of customer-perceived value into customer loyalty.

Design/methodology/approach

The theoretical framework consists of links between customer-perceived value, marketing communication quality, channel effectiveness, and customer loyalty. The age of the business relationship is also taken into consideration. Empirical testing is based on global survey data (n=121) collected from customers of Finnish manufacturing companies operating in the paper, mineral, and metal-processing industries.

Findings

The effects of customer-perceived value on customer loyalty are both direct and indirect, as marketing communications partially mediate this relationship. The customer-perceived effectiveness of various marketing communication channels adds more to loyalty formation than the perceived quality of marketing communications.

Practical implications

Of special interest for marketing practitioners is the channel-specific approach to the effectiveness of marketing communications. Results suggest that personalized channels would be the most important mediators of the effects of perceived value on loyalty and also bring up the possibility of combining personalized direct communication with new cost-effective digital channels.

Originality/value

Relatively little research has examined the mediating role of marketing communications in the relationship between perceived value and loyalty in the B2B context.

Details

Marketing Intelligence & Planning, vol. 35 no. 4
Type: Research Article
ISSN: 0263-4503

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Article
Publication date: 12 September 2008

Luis Filipe Lages, José Luís Abrantes and Cristiana Raquel Lages

The development of marketing strategies optimally adjusted to export markets has been a vitally important topic for both managers and academics for about five decades…

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7130

Abstract

Purpose

The development of marketing strategies optimally adjusted to export markets has been a vitally important topic for both managers and academics for about five decades. However, there is no agreement in the literature about which elements integrate marketing strategy and which components of domestic strategies should be adapted to export markets. The purpose of this paper is to develop a new scale – STRATADAPT.

Design/methodology/approach

Results from a sample of small and medium‐sized industrial exporting firms support a four‐dimensional scale – product, promotion, price, and distribution strategies – of 30 items. The scale presents evidence of composite reliability as well as discriminant and nomological validity.

Findings

Findings reveal that all four dimensions of marketing strategy adaptation are positively associated with the amount of the firm's financial resources allocated to export activity.

Practical implications

The STRATADAPT scale may assist managers in developing better international marketing strategies as well as in planning more accurate and efficient marketing programs across markets.

Originality/value

This study develops a new scale, the STRATADAPT scale, which is a broad measure of export marketing strategy adaptation.

Details

International Marketing Review, vol. 25 no. 5
Type: Research Article
ISSN: 0265-1335

Keywords

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