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This paper argues that meanings given to “standardization” and “globalization” might have created some confusion and precipitated potentially misleading research results in the literature. The paper discusses the basic assumptions underlying the marketing function as a necessary point of departure to build a sounder theory around these concepts. Findings confirm the lack of formal definitions of these concepts in the marketing and management literatures. The authors “redefine” the concepts of globalization, standardization, adaptation and customization with the help of the AMA’s and Webster’s dictionaries. The new conceptualization is applied to a brand strategy framework. Preliminary results show that standardization and globalization may be at opposite ends of an evolutionary brand strategy process, whereas adaptation and customization are intermediary stages. The paper discusses the findings and suggests future research possibilities.

The purpose of this paper is to apply the structure‐conduct‐performance theory and the strategic fit concept to examine the effects of globalization on markets, strategies, and performance of business‐to‐consumer firms in Brazil.

The paper takes a qualitative approach to answer the research questions. Top decision makers such as president, chief executive officer, chairman of the board, vice president, and director of the companies were interviewed. The elite approach to in‐depth interviewing was followed to obtain reliable information from the decision makers.

Findings indicate that globalization and especially the entry of Chinese firms significantly changed market contexts in Brazil. Brazilian executives responded to changes in market contexts by shifting from production to customer orientation, building brand equity, developing new products, and differentiating offerings. Overall, marketing performance of Brazilian firms was positive, but profitability suffered.

The study contributes to the literature by showing that globalization has changed market contexts in Brazil by developing a new form of competition in which firms from emerging economies are now competing against each other. Findings from this study can provide useful theoretical and strategic insights into the behavior and performance of firms in other emerging markets.

The debate over the standardization and/or localization of marketing strategy has proceeded without a sound theoretical underpinning. Attempts to generate such an underpinning through the development of a conceptualization of the globalization of world markets. Further, and more importantly, presents a three‐step process to assist marketing managers in assessing the appropriateness of strategy implementation. Utilizes the electronics industry as an illustration of the appropriateness of the model. Provides a much‐needed conceptualization of the globalization process and an enumeration of the necessary economic conditions for marketing strategy determination.

The purpose of this paper is to explore how selected fast‐moving consumer goods markets in Central and Eastern Europe (CEE) have developed since the opening of CEE and what market structures have emerged since then. Particular attention is paid to the role of Western multinational corporations (MNCs) as drivers of globalization in this market‐reshaping process.

Based on household panel data the dissemination of international brands is analyzed in four product categories and four countries of the region. In addition, the question of whether the level of economic development of countries or the product character has an impact on the penetration levels of international brand is examined.

The outcomes of this retrospective study furnish evidence for the globalization of fast‐moving consumer goods markets in CEE. Although the level of diffusion of international brands varies by product category and country, the strong influence of Western MNCs in the shaping of market structures can be documented. The findings also mirror the predominantly‐employed marketing and brand strategies of foreign MNCs in CEE, namely internationally‐integrated as well as multi‐tier brand strategies.

The data provides only a snapshot of the situation in selected consumer goods markets in the region. In order to obtain a fuller picture of the extent of market globalization, the market share of international brands should be complemented by additional data on purchase and usage behavior.

The paper contributes to the current discussion of the market globalization thesis.

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.

The economic realignment in Latin America has created two clusters, one stagnant in the north and the other growth-bound in the south. This study aims to focus on Brazil, the key player in the growth-bound southern cluster, and address three fundamental questions: how Brazilian executives in four B2B sectors (telecommunications, business equipment, steel, and transportation) viewed the internal competitive developments, how they strategically responded to these developments, and what were the marketing and financial outcomes of these strategies.

Data were obtained by interviewing top decision makers such as president, chief executive officer, and director of the companies.

Findings show that the intensity of competitive pressures due to globalization varied by sector and so did strategic responses of firms. Marketing and financial performance outcomes also varied by sectors.

The study adds to the growing literature on competitive market developments, strategic responses and performance outcomes of firms in Brazil, an important emerging economy and the key player in the southern Latin America cluster.

The progressive dismantling of trade barriers emphasizes the need for companies to compete effectively in open markets not only for business but also for supplies and suppliers. Puts forward a framework for global procurement management to conceptualize current practices and to act as a guide to practitioners. Draws on existing globalization literature and examines the extent of consonance between the marketing and procurement environments, concluding that, whilst the conceptual models may be transferable and “stages” of globalization of procurement may be identified, there is no proof of sequential progress; neither is the link between global marketing and global procurement necessarily two‐way in nature. Postulates modes of involvement in global procurement as a continuum, where positioning for an individual firm depends on situation‐specific trade‐offs between their preferred corporate strategies and the benefits to be gained from involvement in foreign supply markets over time.

This paper studies the moderating effect of industry structure on strategy-performance relationships in international markets.

We have carried out a survey among a sample of German, Norwegian and Singaporean small and medium sized firms, and test – using structural equation modelling (EQS) – four hypotheses founded in industrial organisation,

We find that industry structure indeed matters. The general picture is that cautious internationalisation strategies are more effective in fragmented industries than in concentrated industries. Also, with somewhat more nuance, global marketing strategies – such as standardisation and integration – seem by and large to be more effective in concentrated industries than in fragmented industries.

The operationalisation of industry structure in an international context is challenging and we have deviated from the traditional Herfindahl–Hirschman Index. This may be a limitation but we also consider it a strength, given the weaknesses of this index in an international setting. The study is cross-sectional and should ideally follow each firm over time, again a challenging endeavour.

Despite a considerable amount of studies on strategy – performance relationships in international markets, there is no general agreement on the topic. We argue that a contingency approach needs to be taken, and that industry structure is one important factor not yet analysed.

Considers the European Community, which will be transformed into an internal Euromarket in 1993 by combining several elements of both national and international markets. Attempts to analyse the Euromarket as a global marketplace with all enabling conditions for globalization.

This research aims to examine the fundamental elements regarding Paris Saint-Germain (PSG) marketing strategy. Specifically, the objective of this analysis is the implementation of globalizing the club brand of PSG.

The author held three 2-h face-to-face meetings. Given that the main criterion in the choice of the respondent for a case study was the quality of the information that could be obtained during the interview, the professionals were selected because of their direct involvement in the PSG’s global marketing strategy. Data collection was conducted with the aid of several in-depth interviews with the Deputy General Manager (in charge of commercial activities), Frédéric Longuépée, the Corporate and Brand Communications Manager, Nicolas Serres and the Brand Diversification and Development Manager (in charge of eSports), Fabien Allègre.

It appears that since the acquisition of PSG by Qatar Sports Investments, the club has entered a new era and has set in motion a strategy to compete with the biggest sports brands in the world. The results of this research reveal that the globalization strategy of PSG is itself part of Qatar’s internationalization approach. The findings also suggest that the global marketing strategy of the club is based on three key steps. First was the reorganization of the club to create an omnisports brand with a new CEO at its head, which is highlighted here. The rebuilding of the brand followed, through the creation of new identity and logotype, the acquisition of brands-athletes and controlled communication. Finally, the development of the club which is based on the diversification of growth drivers.

Overall, these results contribute to the enrichment of sports clubs and global marketing research This research offers a unique perspective and insights on the marketing strategic globalization of a professional sports club linked with the internationalization of a country. Best practices become visible through this analysis, which might serve as guidelines in other contexts.