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The purpose of this paper is twofold: to publish scholarly works that extend knowledge on the drivers, consequences and boundary conditions of international marketing strategies employed by emerging market firms of all sizes and types; and to advance a narrative for future research on emerging market firms’ international marketing activities.

To achieve this agenda, the authors invited scholars to submit quality manuscripts to the special issue. Manuscripts that addressed the special issue theme from varied theoretical perspectives and methodological approaches were invited.

Out of 70 manuscripts reviewed, 7 are eventually accepted for inclusion in this special issue. The papers touched on interesting research topics bothering on international marketing practices of emerging market firms using blend of interesting theoretical perspectives and variety of methods. Key theoretical perspectives used include resource-based theory, internationalization theory, institutional theory and corporate visual identity theory. The authors employed unique sets of methods including literature review, surveys, panel data, and process-based qualitative and case-study enquiries. The authors used some of the most advanced analytical techniques to analyze their data.

This introduction to the special issue provides a review of the extant literature on the international marketing strategy of emerging market firms, focusing on summarizing key empirical contributions on the topic over the last three decades. Subsequently, the authors discuss how each paper included in this special issue helps advance the agenda to develop scholarly knowledge on emerging market firms’ international marketing strategy.

Given the fact that emerging economies have idiosyncratic characteristics, international marketing strategies of emerging-market exporting firms have been firmly acknowledged to be rather peculiar compared to exporting firms based in developed countries. In this sense, it is therefore incumbent to synthesize the stream of research on international marketing strategy with a particular focus on emerging-market exporting firms. Accordingly, the main purpose of this study is to critically assess the related empirical body of research, and to build a conceptual framework for further development by drawing on the knowledge gaps identified.

To serve the research objective, this study adopts a systematic literature review methodology. In this sense, 51 articles were content-analyzed as to theoretical underpinnings, scope of research, research methodology, and empirical issues; and a comprehensive conceptual framework and research propositions were developed.

The findings of this review delineate that the pertinent literature is characterized by some contextual, methodological, and empirical weaknesses. In a nutshell, although the last decades have witnessed a burgeoning interest; the pertinent literature is still at the introductory stage and needs additional improvement.

By addressing the research gap concerning the requirement to synthesize and compile the empirical line of research on international marketing strategy of emerging-market exporting firms, this review study provides novel and valuable insights into the existing knowledge on the subject.

In emerging markets, Internet marketers need to pursue strategies that are different from those in developed countries. The four major considerations that guide Internet marketers in emerging markets are technology, marketing functions, target markets, and the marketing mix. This paper analyzes these four issues and develops appropriate strategic propositions for Internet marketers in emerging markets. Upon recognizing the technology‐related constraints in emerging markets, marketers are advised to use the Internet more for informational rather than transactional or product‐delivery purposes, and focus on business customers and affluent consumers. Propositions are made regarding the appropriate product, promotion, pricing, and distribution strategies to reach these target markets in emerging economies by using the Internet.

The purpose of this paper is to examine the performance impact of foreign ventures' exploration and exploitation strategies in emerging markets. Exploration and exploitation represent key strategic choices and have been extensively studied in the context of domestic markets. Yet the implication of such innovation strategies for foreign ventures operating in emerging markets has been under-researched. We aim to investigate whether foreign ventures can realize the value of exploration and exploitation strategies in emerging markets and also the moderating role of marketing capability and operation flexibility to enable the implementation process.

This study adopts the hierarchical moderated regression approach using a sample of foreign ventures operating in high-tech manufacturing industries in China.

The authors find that both exploration and exploitation have positive effects on firms' financial performance. Marketing capability strengthens the performance impact of exploration, but exhibits no such impact of exploitation. Moreover, operation flexibility positively moderates the effects of both exploration and exploitation on performance.

This study provides important insights into whether foreign ventures can boost performance through exploration and exploitation strategies in emerging markets as well as the implementation-level factors that can facilitate such positive effects.

The study is novel in revealing the moderating role of marketing capability and operation flexibility in facilitating the performance outcome of exploration and exploitation strategies.

The objective is to determine if there are groups of subsidiaries that are different in regard to the implementation of strategies, structures, and processes and the transfer of marketing knowledge in emerging markets.

A survey with 101 largest foreign subsidiaries located in Brazil was conducted. The data collection process was conducted online and by telephone.

Three subsidiary groups based on the configuration of their international marketing activities were characterized: Cluster 1, called “Subsidiary with Knowledge Marketing Activities”; Cluster 2, called “Subsidiaries with Global Marketing Activities”; and Cluster 3, called “Subsidiaries with Local Marketing Activities.” Compared to the two other groups, Cluster 1 is the group with the minor number of companies, but it has a better strategic performance than other clusters.

This study was developed in only one emerging country, Brazil, and with 101 subsidiaries from MNCs. This could be extended to other countries, such as China, Russia, India, and Turkey and with more subsidiaries. Related to the construct measurements, one limitation is the qualitative measure of performance.

Subsidiaries that work with global marketing should pool their efforts to create and transfer marketing knowledge to improve their performance. Subsidiaries with local marketing activities may even perform more satisfactorily in the short term, but they should concern to contribute to the overall competitive edge of the corporation.

The discussion about marketing in emerging markets and the way in which the transfer of marketing knowledge can be reflected in the performance.

The purpose of this paper is to provide an overview of theoretical models and studies dealing with the international marketing strategies in emerging markets and provides recommendations for future research based on the review.

A review of literature on the topic was conducted and a new model is developed as a theoretical extension on the basis of insights from prior research.

Organizations need to take into account several characteristics of consumers and markets in advance as part of their business plan to select appropriate emerging markets, and decide best possible entry modes.

To the best of authors’ knowledge, there is no comprehensive review article on this subject, which provides directions for future research. The authors fill this gap in the literature and suggest strategies with regard to market selection, entry modes, market adaptation, customer relationship development with a new four-dimensional model.

To build a conceptual framework for the development of branding strategy from the pint of view of a Western firm entering a market in a developing economy.

An extensive literature review brings together two research streams, market entry and branding strategy, with particular reference to corporate branding versus product branding.

The choice of branding strategy is determined in the conditions under study by five antecedent factors and three moderating variables, which are expressed as a visual model and eight propositions.

In a rapidly developing world, this framework and the literature review from which it is derived offer applicable marketing intelligence to planners of branding strategies for international markets. The eight propositions suggest fruitful directions for further academic research.

Draws together two streams within the marketing literature in an original way, and offers a framework for the conceptualisation of an important element of marketing strategy in challenging market conditions.

In almost every large business, there is a growing recognition of the importance of organisational agility in improving their marketing responsiveness and business survival. However, limited insights have been offered by scholars on multinational enterprises and their marketing agility in emerging markets context. The purpose of this paper is to examine the various manifestations of agility and the various strategies adopted to sustain agility by an emerging economy multinational enterprise (EMNE) which started in the late 1990s as a small firm operating within the fresh fruit and juice industry in Africa.

The authors utilised empirical qualitative data from an emerging African economy to develop a three-stage model of how agility manifests overtime.

The authors find that successful development and deployment of international marketing agility strategy adopted by an EMNE from emerging markets hinge on building relationships, being socially responsible and being innovative in standardisation and adaptation in response to, and in anticipation of, the rapidly changing business environment.

This research is based on data from one organisation. Future research can consider using multiple cases from different countries to further understand marketing agility in emerging markets and when such firms internalise into developed markets.

This paper extends research on standardisation/adaptation debate and research on agility, to address the gap on international marketing agility. Hitherto, there was no significant research on marketing agility in emerging markets which focused on highly perishable products such as fruits. This research provides unique insight into how marketing agility could be developed, deployed and sustained in emerging African markets.

This chapter compiles and summarizes the various strategies in the literature about emerging markets (EMs). Moreover, competitive strategies, market entry strategies in the international market, developing marketing strategy, and Porter's competitive strategies are also presented and discussed. Competitive strategies, market entry strategies, developing marketing strategy, and Porter's competitive strategies don't directly deal with EMs but they are deemed to be helpful and relevant to the research problem in the study of the transformation of strategic alliances in Eastern and Central Europe. The reason for compiling the various strategies is because one can clearly understand from the literature that researchers do agree in the value of a strategy, but there is no shared view among researchers of what a strategy is, what its benefits are, and how it should be developed, implemented, and evaluated. At the end of the book, the authors have tried to assess how and to what extent those strategies are applicable and helpful for a firm operating in EMs.