Search results

The role played by the marketing function (MF) has been subjected to considerable academic and public media attention. Recent research reflects an ongoing debate on MF's decreasing influence attributed by some to its poor performance. However, studies have analyzed the general marketing (GM) function and domestic operations and remained silent on international marketing's (IM) influence and its impact on firms’ international operations and performance as another aspect of marketing's influence. This lacuna is unfortunate, given that internationalization is crucial to many firms in today's globalizing world. The purpose of this paper is to examine the interactions between IM and GM functions as determinants of IM's influence.

The study extends previous models to the international context, utilizes an inclusive set of strategic international orientations as consequences and mediators of IM's influence, and assesses possible synergy between orientations.

IM functions are influential, valuable, and play an important role. IM-GM coordination enhances IMs’ influence while IM-GM conflicts and IM's influence are unrelated. IMs’ influence enhances performance directly and indirectly through orientations. Importantly, the combined orientations had a negative synergistic effect on performance.

International marketers and top management should consider tactics to increase IMs’ influence and thus benefit their firms.

The study is the first to recognize and empirically focus on the relationships between IM and GM as distinct functions. The study accounts for a combined impact of international orientations on international performance.

Philip Kotler identified the term “marketing” with two different but related processes; the first dealing with “the search for and stimulation of buyers” and the second with “the physical distribution of goods”. The reason for superior international marketing performance by certain companies may be the result of a small number of correct strategic decisions, or of being in the right industry at the right time and being able to meet market demands. Continual high international marketing performance, however, is more likely to be the result of exceptional management control to overcome the problems of both the search and stimulation of overseas markets and the growing commitment successfully to feed those markets with the goods through a planned physical distribution pattern. International physical distribution management is not merely a marketing support system, but it is an integral part of the marketing mix which helps create and develop the international marketing process. Even though physical distribution does not portray the glamour associated with international marketing, it should not be forgotten as a part of the marketing mix. However, in the future, international marketing success may depend more and more upon the efficiency and practices employed to ensure economic physical distribution of goods especially as competition intensifies from developed and developing nations.

This study aims to conduct a thorough literature review to map current studies on international marketing capabilities (IMCs) applying dynamic capabilities view (DCV). The aim of this study is to increase the chances for more conceptual and terminological rigor in future research in this particular research area.

This is a systematic literature review following the established review process of reviews in leading (international) marketing journals. A multilevel analytical approach was adopted, combining inductive coding with deductive coding and following the logic of antecedents-phenomena-consequences.

Synthesis of 20 rigorously selected previous empirical studies on IMCs applying DCV reveals that academic interest in these capabilities is well justified and growing and there are some well researched antecedents to focal capabilities (e.g. inter-organizational capabilities, outside-in market orientation) as well as their prevalent consequences (e.g. export and innovation performance). There is little knowledge of moderators to these links, especially with regard to consequences. This review illustrates that the current research lacks consistency in how key constructs are defined and measured, provides the guide to future conceptualization and measurement of so-called International Dynamic Marketing Capabilities (IDMCs) and proposes some concrete research directions.

The authors extend prior research in the investigated topic by critically evaluating prior works, providing improved conceptualization of IDMCs as well as concrete research agenda for IDMCs structured along recommendations for Theory, Context and Methods (TCM framework).

Relying upon personal interviews with 70 companies, this article offers some conclusions on the nature and scope of international marketing research activities. Specifically, the analysis provides a general characterization of such activities and gives specific examples of how companies approach international marketing research. Various indicators of market potential used by companies are also discussed. A categorization of research themes is offered based upon level of company internationalization. Use of various sources of information is discussed. Finally, specific approaches to foreign market opportunity analysis are highlighted and illustrated with company experiences.

Introduction The development of the multi‐national company has generated an increasing management awareness of the opportunities to be gained by establishing marketing and production facilities on a global basis. The process of creating and developing an optimal multi‐national business strategy is extremely complex, due to the vast amount of information required to form the data base upon which decisions could be made successfully.

The instability of the relationships which Export Management Companies have with their Manufacturer‐Suppliers is, perhaps, the most pressing problem which the EMCs have in their long‐term development as viable export marketing channel entities. Three different variables were empirically tested as possibly affecting the stability of EMC/M‐S relationships: (1) the “operating arrangement” which the EMC has with the M‐S; (2) whether or not the EMC “takes title” to products which it markets abroad; and (3) the size of a given M‐S's export sales generated by the EMC. All three variables were shown to affect the stability of the EMC/M‐S dyadic relationship.

In this paper, the basic tenets of the European industrial networks research tradition are introduced. It is argued that the network approach offers a particularly powerful descriptive tool for analyzing contemporary interorganizational business exchange. The network approach is applied in a case study of a Finnish SME sector furniture manufacturer’s focal net. The case study should be understood as an example of how the network approach can generate meaningful analyses and provide practical implications for capability development, marketing and purchasing, and strategy development.

The International Physical Distribution Environment Involvement in international markets requires an awareness of the variables — both controllable and uncontrollable — which impact on a firm's distribution network. Political, legal, social and economic conditions, market structure and competition and the level of distribution technology available are all uncontrollable factors which influence a firm's distribution planning. Strategy must be directed towards administering physical distribution components so as to minimise costs and provide an acceptable level of customer service. Companies should acknowledge the differences that exist between domestic and foreign activities, and within overseas markets, country variations, regarding levels of customer service and inventory and transportation facilities that can be provided and the associated costs involved. Key managerial elements include packaging and labelling and warehousing and storage facilities dependent upon distribution systems required. Channel of Distribution Strategies Besides market potential, there are a number of reasons for entering international markets — an advanced domestic product life cycle, excess capacity, less internal overseas competition, geographical diversification and, perhaps, for materials/components saving. Four principle strategies for overseas involvement are available: exporting, licencing, joint ventures and ownership. In general firms may follow more than one strategy between markets and as circumstances change in individual market areas. Management of the Export Shipment Export distributors, customs house brokers and foreign freight forwarders are amongst the major organisations involved in exporting activity. Documentation remains of paramount importance. Operating in an unfamiliar financial environment, it is essential that account is taken of exchange rates, tax considerations, levels of inflation and other financial aspects affecting physical distribution; all will impact on profit levels and, if mismanaged or overlooked, will generate losses. Managing International Physical Distribution Activities International distribution management is complex. Success requires the correct answers to a number of difficult issues in order to develop the optimal distribution system for each target market. Planning, implementation and control of all international physical distribution activities is essential to the success of any foreign marketing efforts.

International trade shows have increased in importance for the promotion of goods and services overseas. Relatively little is known about participation by firms in these shows. The International Marketing and Purchasing Group′s interaction model is an appropriate analytical tool for investigating trade shows in international marketing strategy. Explains why the interaction model is useful in this context and provides directions for research about international trade shows. Also suggests managerial implications for developing international trade show strategy.

Only in recent years has China been concerned about participating in the world economy. Thus far her international marketing has been limited in volume and elementary in nature. Currently China is relying primarily on her foreign partners and customers to do her international marketing as she lacks the know‐how and contacts to do an effective job herself. This will change as China moves down the learning curve. Indeed, China could become a major international marketing power before the end of this century if economic liberalisation is not stopped or reversed.