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The marketplace for virtually all product categories has become a competitive international arena during the past four decades. The marketing practices involved with products in the international marketplace have also taken on an increased multinational perspective and evolutionary importance—a globalization process that is now recognized as the most pervasive influence in business today (Samiee, 1994). To compete successfully in the international arena requires today's business firm and its management to have a profound understanding and empathy for the varying needs and demands of customers in the various markets within which the firm interacts (Kotabe, 1990; Darling, 1985). In the short span of four decades, Japan has attained a major competitive position in world markets (Lazer, Murata, and Kosaka, 1985; Cutts, 1991). And assuming this position remains, the future will continue to bring about an interesting and challenging competitive rivalry for U.S. products versus those of Japan in the international marketplace. This is particularly true with respect to Japan's involvement with Eastern Europe (Cutts, 1991). But what is the relative competitive position of U.S. versus Japanese products in the international marketplace?

Examines over the period from 1975 to 2000 the attitudes of Finnish consumers toward the products and associated marketing practices of Japan in comparison to those the United States. Concludes that, although there are significant differences between the attitudes of consumers toward the products and practices of the Japan and the U.S., the ratings of Japan and the U.S. typically improved over the period in distinctive ways. Raises some strategic implications for Japanese and U.S. firms who market their products in the European Union.

Introduction Growing internationalization during the past three decades has become one of the most pervasive influences in business today. This is true for both the export manager responsible for positioning a firm's products in various foreign markets and for the marketing executive responsible for managing the competitive interaction of a firm's products with foreign products in a particular domestic market. As a consequence, the impact of national boundaries on the marketplace has continued to diminish. To compete successfully in this broad arena, marketing managers must have a thorough understanding of, and empathy for, the different needs and preferences of consumers in the various markets within which a firm interacts. Consumer attitudes toward both products and the related marketing practices naturally have a major influence on purchase behavior. In addition, consumer attitudes toward products from different countries can be a major factor in determining successful marketing strategies. We will present here a longitudinal analysis of the general attitudes of consumers in a foreign country, Finland, toward the products imported from the United States, japan, and selected European countries. We will also compare these consumer attitudes toward various dimensions of the related marketing mix strategies. It should be noted that the methodology for analyzing export opportunities is applicable by any company for any foreign country.

Presents a longitudinal study examining the attitudes of consumers toward the products and associated marketing practices of England, France, Germany and the USA. Covers the period from 1975‐2000. Concludes that there is a significant difference in the attitudes of consumers with regard to the products and associated marketing practices of these European Union countries in comparison to the USA.

The purpose of this treatise is to present an analysis of the importance of positive transformational crisis management. The analysis relates to the difficulty now being faced by Nokia, historically the world's leading manufacturer of technologically advanced mobile phones, of Apple's innovative combination of its iTunes, iPhone, and applications that deliver internet content to the iPhone.

A crisis, typically considered to be a negative issue, can be a positive transformational event in the life of a business firm when that firm recognizes a crisis and makes appropriate changes in its operations to facilitate positive growth and development. However, the initial stage of a crisis must be recognized and appropriately responded to. The crisis management paradigm that is the foundation for this case analysis focuses on four stages of a crisis: the preliminary crisis, acute crisis, chronic crisis, and crisis resolution. The case deals with the innovations of Apple that have enabled the firm to become a direct competitor to Nokia in the smart phone market. The preliminary crisis stage was not appropriately recognized by Nokia, and the firm was thrust into an acute crisis that has now evolved into a chronic crisis. A brief overview is presented of the historical development of both Nokia and Apple, and an analysis of the present crisis situation in which Nokia now finds itself is presented in some detail.

It was concluded that Nokia is now in a very difficult position regarding Apple due to its failure to engage in a timely transformational response to the competitive innovations of Apple.

This is an excellent example of failure in positive transformational crisis management.

The past two decades have been characterized as a time of merger mania. Unprecedented numbers of consolidations have occurred. Paradoxically these mergers have typically failed to achieve the targeted results. From a general point of view, the financial track record of recent mergers is, in fact, abysmal. It appears that the proposed efficiencies of scale often do not materialize. Yet, the merger frenzy continues. Globalization is a contributing factor. However, the cultural, political, psychological and geographical hurdles of cross‐cultural integration are enormous. This article explores the challenge of global integration by examining the much‐publicized DaimlerChrysler merger. The authors discuss innovative integration strategies and present a set of quantum skills that can be used to neutralize cross‐cultural barriers, thus enabling global leaders to create high performance organizations.

Posits that there are many opportunities emerging for profitable participation in the US market by foreign business firms. Offers ten key points for business success in the US marketplace, going on to analyse these. Concludes that each of these points should be addressed to achieve an optimum impact on the US market.

Presents a longitudinal study examining the attitudes of consumers towards the products and associated marketing practices of selected European countries versus the USA. Covers the period from 1975‐95, focusing on Germany, the UK and France. Concludes, in particular, that there is a significant difference in the attitudes of consumers with regard to the products and associate marketing practices of these European countries in comparison to the USA.

Focuses on the importance of successful competitive positioning in the European consumer market. Presents a model for establishing a competitive position in the minds of consumers. Proposes that the model presented will help marketing executives achieve a better competition position in the European market by the successful use of components and elements which it has identified.

Internationalisation is a pervasive force in business today and the marketing manager must understand the needs of consumers in various markets. This study explores the general attitudes of Finnish consumers to products made in England, France, West Germany, Japan and the US. Following up earlier surveys of 1975 and 1980 the 1985 data show most positive responses towards products of West Germany and Japan, also highlighting ways in which product attributes and marketing practices can be improved.