Search results

This chapter complements the one that appeared as “History of the AIB Fellows: 1975–2008” in Volume 14 of this series (International Business Scholarship: AIB Fellows on the First 50 Years and Beyond, Jean J. Boddewyn, Editor). It traces what happened under the deanship of Alan Rugman (2011–2014) who took many initiatives reported here while his death in July 2014 generated trenchant, funny, and loving comments from more than half of the AIB Fellows. The lives and contributions of many other major international business scholars who passed away from 2008 to 2014 are also evoked here: Endel Kolde, Lee Nehrt, Howard Perlmutter, Stefan Robock, John Ryans, Vern Terpstra, and Daniel Van Den Bulcke.

Reviewing the pre‐ and post‐1970 global environment, the author discusses the implications of changes for international marketers. The discussion is organised around the topical categories of international financial system, international trade patterns, commercial policy, technological changes, and global competition. The author also elaborates on the likely future developments in international marketing.

The proposed approach to international segmentation capitalises on the inherent similarities across groups of consumers in different countries. By making the customers and not countries the basis of a firm's international marketing strategy, this approach not only facilitates increased consumer orientation, but also offers the potential to optimise the profits of a multinational firm at a global level.

The United States and its major trading partners prohibit export to the Soviet bloc of products and technologies that are readily convertible to military power. These controls affect international marketers less in the Eighties than they did in the Seventies. The best prospects for overall growth in Western trade now lie with the newly industrialising countries of Asia. Moreover, Soviet markets remain open for agriculture and many mid‐level technologies. Because most advanced technologies have military as well as civilian applications, defence‐related export controls probably will remain at their present level. However, it is possible that these controls might be reduced out of a general frustration with the US trading position in the world.

The issue of “piggybacking”, an old and early form of strategic partnering, is addressed. In particular, piggy‐backing is discussed as a strategy to serve foreign markets, especially where the market has high entry barriers. The main requirements for piggybacking are producing quality goods and finding firms to carry them for you. Piggybacking is a viable alternative for firms with limited exporting activities, limited resources and lack of foreign market knowledge. The authors assess the pros and cons for both “carrier” and “rider”, and give case examples of recent piggy‐backing activity, including the implications for developing countries.

Most years, several AIB members are elected as AIB Fellows on account of their excellent international business scholarship, and/or past service as AIB President or Executive Secretary. The Fellows are in charge of electing Eminent Scholars as well as the International Executive and International Educator (formerly, Dean) of the Year, who often provide the focus for Plenary Sessions at AIB Conferences. Their history since 1975 covers over half of the span of the AIB and reflects many issues that dominated that period in terms of research themes, progresses and problems, the internationalization of business education and the role of international business in society and around the globe. Like other organizations, the Fellows Group had their ups and downs, successes and failures – and some fun too!

This article presents an evaluation of the global marketplace and contemporary changes. The author offers observations and insights in the areas of dynamic world geography and internationalisation of business. Numerous examples are given for the arguments and a number of implications are offered.

Reviews the status of international marketing as we enter the new millennium. Suggests that changes will take place, highlighting issues such as globalization, new technology, the aging of the population, the political arena, and market segments as variables. However, asserts that these changes are part of a gradual development and that the millennium per se will not bring any dramatic change to the environment and operations of international marketers.

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.