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Outlines effective corporate strategy‐marketing strategy relationships in the context of a behavioural segmentation framework for competing in the global marketplace. Evaluates standard, local and regional market strategies in conjunction with cost‐based, customer‐based and innovation‐based corporate strategies. Highlights key corporate strategy‐marketing strategy combinations in a global strategic marketing decision tree. These combinations enhance an organization’s ability to compete effectively in global consumer markets. Utilizes corporate examples to emphasize the effectiveness of these combinations. The premiss of this paper is that corporate strategy drives marketing strategy. Concludes that by recognizing the complex interrelationships between corporate and marketing strategy, organizations may achieve global strategic competitiveness.

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.

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.

An intelligent hybrid system, called GloStra (developed by the author), for developing global marketing strategy and associated Internet marketing strategy is reported in this paper. The hybrid system is built to integrate the strengths of expert systems, fuzzy logic, artificial neural networks and decision support technology; and to link the development of global marketing strategy with the formulation of associated Internet marketing strategy. In the paper, the system architecture, the functional modules of the hybrid system and other associated technical issues are addressed. The directions for further research in this field are also highlighted.

Strategy and marketing scholars look at strategic issues from different points of view and attempt to explain strategic choice and performance from their unique perspectives. This paper combines these perspectives in the context of international ventures and develops a conceptual framework integrating international marketing strategy decisions with entry mode decisions. The resulting contingency framework extends the hierarchical entry‐mode decision model and allows for a better specification of the strategy‐performance relationship in international business.

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.

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.

In examining the issues relating to global marketing strategy, scholars have primarily focused on marketing opportunities in the developed world. Recently, rapid rates of growth in emerging market countries have resulted in a growing interest in the market potential of these countries. Developing a global marketing strategy to target these diverse types of markets suggests the need to develop divergent strategies for different types of markets rather than focusing on integrating strategies across markets. To date, however, little is known about how to achieve this effectively. This paper briefly reviews past approaches to these issues and then indicates critical topics for future research.

The main purpose of this paper is to introduce a comprehensive model explaining the global expansion of firms and to find out viable strategies for firms to survive global competition.

Through the critical review over existing literature, this study first introduces a new framework explaining the global expansion of firms at the level of functional activities in the value chain, and then empirically tests the predictions of the new framework with data in the motor industry.

Empirical findings confirm the new model's predictions. First, each function in the value chain has a unique way of global expansion: the global strategy is suitable for the production function, while the multidomestic strategy is applicable to the marketing function. Second, each function follows a dynamic path of global expansion from domestic to transnational via either global or multidomestic, according to the innate characteristics of corresponding function. Finally, the degree of global expansion of a firm is positively correlated with its financial performance.

Focusing on developing a new framework on global expansion, this study utilizes a rather small number of data and, therefore, requires readers' discretion when interpreting the results of statistical analyses.

With the dynamic diversification‐coordination model, managers can recognize the level and characteristics of their firms' global expansion, not only at the firm level but also at the functional level. This allows managers to establish a global strategy tailored to each function, thus reconciling possible conflicts generated from different interests among different functions in the firm.

First, this article introduces a new perspective of analyzing the global expansion of firms by shifting the level of analysis from the firm level to the functional level where the new framework can reconcile the constant debates on globalization. Second, this article suggests an intuitive and theory‐based index measuring the degree of global expansion of firms.