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Hollensen s 2017 global marketing

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Global Marketingarketing


Sixth Edition


Svend Hollensen


‘All good marketing is local. Global companies know this and are going “glocal”. Svend Hollensen has captured all the latest trends in this new edition of his Global Marketing.’


Philip Kotler, Northwestern University, USA


Global marketinG


iii


Global Marketing


Sixth Edition


Svend Hollensen


PEARSON EDUCATION LIMITED Edinburgh Gate Harlow CM20 2JE United Kingdom Tel: +44 (0)1279 623623 Web: www.pearson.com/uk


First published 1998 by Prentice Hall (print) Second edition published 2001 by Pearson Education Limited (print) Third edition published 2004 (print) Fourth edition published 2007 (print) Fifth edition published 2011 (print) Sixth edition published 2014 (print and electronic)


© Prentice Hall Europe 1998 (print) © Pearson Education Limited 2001, 2011 (print) © Pearson Education Limited 2014 (print and electronic)


The right of Svend Hollensen to be identified as author of this work has been asserted by him in accordance with the Copyright, Designs and Patents Act 1988.


The print publication is protected by copyright. Prior to any prohibited reproduction, storage in a retrieval system, distribution or transmission in any form or by any means, electronic, mechanical, recording or otherwise, permission should be obtained from the publisher or, where applicable, a licence permitting restricted copying in the United Kingdom should be obtained from the Copyright Licensing Agency Ltd, Saffron House, 6–10 Kirby Street, London EC1N 8TS.


The ePublication is protected by copyright and must not be copied, reproduced, transferred, distributed, leased, licensed or publicly performed or used in any way except as specifically permitted in writing by the publishers, as allowed under the terms and conditions under which it was purchased, or as strictly permitted by applicable copyright law. Any unauthorised distribution or use of this text may be a direct infringement of the author’s and the publisher’s rights and those responsible may be liable in law accordingly.


All trademarks used herein are the property of their respective owners. The use of any trademark in this text does not vest in the author or publisher any trademark ownership rights in such trademarks, nor does the use of such trademarks imply any affiliation with or endorsement of this book by such owners.


The screenshots in this book are reprinted by permission of Microsoft Corporation.


Pearson Education is not responsible for the content of third-party internet sites.


ISBN 978-0-273-77316-0 (print) 978-0-273-77319-1 (PDF) 978-0-273-79440-0 (eText)


British Library Cataloguing-in-Publication Data A catalogue record for this book is available from the British Library


Library of Congress Cataloging-in-Publication Data A catalog record for this book is available from the Library of Congress


10 9 8 7 6 5 4 3 17 16 15


Print edition typeset in 10/12pt Minion by 35 Printed and bound by L.E.G.O S.p.A, Italy


NOTE THAT ANY PAGE CROSS REFERENCES REFER TO THE PRINT EDITION


brief ContentS


Preface xviii Guided tour xxxii Acknowledgements xxxiv Publisher’s acknowledgements xxxvi Abbreviations xli About the author xlv


Part i THE DECISION WHETHER TO INTERNATIONALIzE 3 1 Global marketing in the firm 5 2 Initiation of internationalization 52 3 Internationalization theories 76 4 Development of the firm’s international competitiveness 100


Part I Case studies 144


Part ii DECIDING WHICH MARKETS TO ENTER 169 5 Global marketing research 173 6 The political and economic environment 208 7 The sociocultural environment 243 8 The international market selection process 270


Part II Case studies 308


Part iii MARKET ENTRY STRATEGIES 325 9 Some approaches to the choice of entry mode 331 10 Export modes 346 11 Intermediate entry modes 368 12 Hierarchical modes 398 13 International sourcing decisions and the role of the subsupplier 419


Part III Case studies 446


Part iV DESIGNING THE GLOBAL MARKETING PROGRAMME 471 14 Product decisions 479 15 Pricing decisions and terms of doing business 534 16 Distribution decisions 570 17 Communication decisions (promotion strategies) 606


Part IV Case studies 650


Part V IMPLEMENTING AND COORDINATING THE GLOBAL MARKETING PROGRAMME 681


18 Cross-cultural sales negotiations 683 19 Organization and control of the global marketing programme 710


Part V Case studies 744


Index 775


This page is intentionally left blank.


ContentS


Preface xviii Guided tour xxxii Acknowledgements xxxiv Publisher’s acknowledgements xxxvi Abbreviations xli About the author xlv


Part I THE DECISION WHETHER TO INTERNATIONALIzE 3


Part I Video case study: Cisco systems 4


1 Global marketing in the firm 5 Learning objectives 5


1.1 Introduction to globalization 6 1.2 The process of developing the global marketing plan 6 1.3 Comparison of the global marketing and management style of SMEs and LSEs 7


Exhibit 1.1 LEGO’s strategic drift 14 Exhibit 1.2 Economies of scale with Nintendo Game Boy 16 Exhibit 1.3 Ford Focus global marketing plan 18


1.4 Should the company internationalize at all? 19 1.5 Development of the ‘global marketing’ concept 20


Exhibit 1.4 Persil Black & Persil Abaya = glocalization (same product, but different packaging and market communication) 23


1.6 Forces for global integration and market responsiveness 24 Exhibit 1.5 McDonald’s is moving towards a higher degree of market


responsiveness 26 1.7 The value chain as a framework for identifying international competitive advantage 27 1.8 Value shop and the ‘service value chain’ 33 1.9 Global experiential marketing 37 1.10 Information business and the virtual value chain 39 1.11 Summary 41


Case studies 1.1 Green Toys, Inc.: a manufacturer of eco-friendly toys is going international 42 1.2 Hunter Boot Ltd: the iconic British brand is moving into exclusive fashion 47 1.3 Video case study: Nivea 49


Questions for discussion 50 References 50


2 Initiation of internationalization 52 Learning objectives 52


2.1 Introduction 53 2.2 Internationalization motives 53


Exhibit 2.1 Jägermeister: the famous herbal liqueur is going global as a result of ‘managerial urge’ in the family-owned company 54


CONTENTSviii


Exhibit 2.2 Global marketing and economies of scale in Japanese firms 57 Exhibit 2.3 Internationalization of Haier – proactive and reactive motives 60


2.3 Triggers of export initiation (change agents) 61 2.4 Internationalization barriers/risks 65


Exhibit 2.4 De-internationalization at British Telecommunications (BT) 67 2.5 Summary 69


Case studies 2.1 LifeStraw: Vestergaard-Frandsen transforms dirty water into clean


drinking water 70 2.2 Elvis Presley Enterprises Inc. (EPE): internationalization of a cult icon 72 2.3 Video case study: TOMS Shoes 73


Questions for discussion 74 References 75


3 Internationalization theories 76 Learning objectives 76


3.1 Introduction 77 3.2 The Uppsala internationalization model 79 3.3 The transaction cost analysis (TCA) model 83 3.4 The network model 86 3.5 Born globals 88


Exhibit 3.1 K-pop – a ‘born global’ phenomenon has worldwide success 88 3.6 Summary 92


Case studies 3.1 zumba: a dance phenomenon is going global 93 3.2 DreamWorks Classics: internationalization of Postman Pat 96 3.3 Video case study: Reebok 97


Questions for discussion 97 References 97


4 Development of the firm’s international competitiveness 100 Learning objectives 100


4.1 Introduction 101 4.2 Analysis of national competitiveness (the Porter diamond) 101 4.3 Competition analysis in an industry 107 4.4 Value chain analysis 111 4.5 The sustainable global value chain 121 4.6 Corporate social responsibility (CSR) 122


Exhibit 4.1 Chiquita – integrating CSR in the resource base 123 4.7 The value net 125


Exhibit 4.2 Value net – cooperation/competition between competitors within each airline alliance. The three alliances are competing against each other 126


4.8 Blue ocean strategy and value innovation 127 Exhibit 4.3 Hotel Formule 1 – value innovation in action 129


4.9 Summary 131 Case studies


4.1 Nintendo Wii: Nintendo’s Wii took first place on the world market – but it didn’t last 132


4.2 Microsoft ‘Surface’ tablet: the software producer is moving into the hardware tablet PC market and challenging Apple 138


4.3 Video case study: Nike 141 Questions for discussion 141 References 142


CONTENTS ix


Part i Case studies


I.1 zara: the Spanish retailer goes to the top of world fashion 144 I.2 Manchester United: still trying to establish a global brand 150 I.3 Adidas: the No. 2 in the global sportswear market is challenging the No. 1, Nike 153 I.4 Cereal Partners Worldwide (CPW): the No. 2 world player is challenging


the No. 1, Kellogg 159


Part ii DECIDING WHICH MARKETS TO ENTER 169


Part ii Video case study: embraer business jets 171


5 Global marketing research 173 Learning objectives 173


5.1 Introduction 174 5.2 The changing role of the international researcher 174 5.3 Linking global marketing research to the decision-making process 175 5.4 Secondary research 177 5.5 Primary research 181


Exhibit 5.1 Market research in India is challenging 190 5.6 Other types of marketing research 193 5.7 Setting up an international marketing information system (MIS) 197 5.8 Marketing research based on Web 2.0 198 5.9 Summary 200


Case studies 5.1 Teepack Spezialmaschinen GmbH: organizing a global survey of


customer satisfaction 200 5.2 LEGO Friends: the world’s third largest toy manufacturer is moving into


the girls’ domain 201 5.3 Video case study: ziba 206


Questions for discussion 206 References 207


6 The political and economic environment 208 Learning objectives 208


6.1 Introduction 209 6.2 The political/legal environment 209


Exhibit 6.1 Huawei Technologies Corporation: the role of home government in the internationalization process 211


6.3 The economic environment 219 6.4 The European economic and monetary union and the euro 226 6.5 BRIC – the new growth markets of the world 228


Exhibit 6.2 ChotuKool – Indian Godrej is creating a disruptive innovation (a low-cost refrigerator) for the BOP market 231


6.6 ‘Bottom of pyramid’ (BOP) as a market opportunity 233 Exhibit 6.3 Vodacom – reaching both BOP customers and BOP entrepreneurs


in Africa 234 Exhibit 6.4 Voltic Cool Pac – distribution of water in Ghana 235


6.7 Summary 236 Case studies


6.1 G-20 and the economic and financial crises: what on earth is globalization about? Massive protests during a meeting in Mexico City, June 2012 238


CONTENTSx


6.2 Sauer-Danfoss: which political/economic factors would affect a manufacturer of hydraulic components? 240


6.3 Video case study: debate on globalization 241 Questions for discussion 241 References 242


7 The sociocultural environment 243


Learning objectives 243 7.1 Introduction 244 7.2 Layers of culture 245


Exhibit 7.1 Electrolux is adapting its vacuum cleaner for the Japanese market 247 7.3 High- and low-context cultures 247 7.4 Elements of culture 249


Exhibit 7.2 In China the Citroën C4 brand name was changed to Citroën c-Quatre 250


Exhibit 7.3 Sensuality and touch culture in Saudi Arabian versus European advertising 252


Exhibit 7.4 Polaroid’s success in Muslim markets 256 7.5 Hofstede’s original work on national cultures (the ‘4 + 1’ dimensions model) 257


Exhibit 7.5 Pocari Sweat – a Japanese soft drink expands sales in Asia 258 7.6 Managing cultural differences 259 7.7 Convergence or divergence of the world’s cultures 260 7.8 The effects of cultural dimensions on ethical decision-making 260


Exhibit 7.6 The quest for beauty opens a huge market for whitening products in Asia 262


7.9 Summary 263 Case studies


7.1 Cirque du Soleil Inc.: the show that revolutionized the circus arts is expanding its global scope 264


7.2 The IKEA catalogue: are there any cultural differences? 266 7.3 Video case study: communicating in the global world 268


Questions for discussion 268 References 269


8 The international market selection process 270


Learning objectives 270 8.1 Introduction 271 8.2 International market selection: SMEs versus LSEs 271 8.3 Building a model for international market selection 272


Exhibit 8.1 Bosch Security Systems: IMS in the Middle East for fire detection systems 285


8.4 Market expansion strategies 289 Exhibit 8.2 Sunquick’s waterfall approach 289 Exhibit 8.3 An example of the ‘trickle-up’ strategy 291 Exhibit 8.4 Bajaj is selecting new international markets ignored by global leaders 295


8.5 The global product/market portfolio 296 8.6 Summary 296


Case studies 8.1 Tata Nano: international market selection with the world’s cheapest car 298 8.2 Philips Lighting: screening markets in the Middle East 303 8.3 Video case study: Hasbro 305


Questions for discussion 306 References 306


CONTENTS xi


Part ii Case studies


II.1 Bajaj Auto: the Indian motorcycle manufacturer internationalizes its business 308 II.2 The Female Health Company (FHC): the female condom is seeking


a foothold in the world market for contraceptive products 311 II.3 Gerolsteiner: a German bottled water manufacturer is trying to increase its


global market share 314 II.4 Porsche: international market selection (IMS) for the exclusive sports car brand 319


Part iii MARKET ENTRY STRATEGIES 325


Part iii Video case study: müller Yogurts 329


9 Some approaches to the choice of entry mode 331 Learning objectives 331


9.1 Introduction 332 9.2 The transaction cost approach 332 9.3 Factors influencing the choice of entry mode 334


Exhibit 9.1 zara is modifying its preferred choice of entry mode, depending on the psychic distance to new markets 338


9.4 Summary 339 Case studies


9.1 Jarlsberg: the king of Norwegian cheeses is deciding on entry modes into new markets 340


9.2 Ansell condoms: is acquisition the right way to gain market shares in the European condom market? 341


9.3 Video case study: understanding entry modes into the Chinese market 345 Questions for discussion 345 References 345


10 Export modes 346 Learning objectives 346


10.1 Introduction 347 10.2 Indirect export modes 349 10.3 Direct export modes 353


Exhibit 10.1 Lofthouse of Fleetwood’s (Fisherman’s Friend) decision criteria when selecting new distributors 356


10.4 Cooperative export modes/export marketing groups 360 10.5 Summary 361


Case studies 10.1 Lysholm Linie Aquavit: international marketing of the Norwegian Aquavit brand 362 10.2 Parle Products: an Indian biscuit manufacturer is seeking agents and


cooperation partners in new export markets 364 10.3 Video case study: Honest Tea 366


Questions for discussion 366 References 367


11 Intermediate entry modes 368 Learning objectives 368


11.1 Introduction 369 11.2 Contract manufacturing 369 11.3 Licensing 371


CONTENTSxii


11.4 Franchising 374 Exhibit 11.1 Build-A-Bear Workshop’s use of the indirect franchising model 375


11.5 Joint ventures/strategic alliances 379 Exhibit 11.2 Safedom: a Chinese condom manufacturer needs a partner with


which to enter the European market 388 11.6 Other intermediate entry modes 389 11.7 Summary 392


Case studies 11.1 Hello Kitty: can the cartoon cat survive the buzz across the world? 392 11.2 Ka-Boo-Ki: licensing in the LEGO brand 395 11.3 Video case study: Marriott 396


Questions for discussion 396 References 397


12 Hierarchical modes 398 Learning objectives 398


12.1 Introduction 399 12.2 Domestic-based sales representatives 400 12.3 Resident sales representatives/foreign sales branch/foreign sales subsidiary 400 12.4 Sales and production subsidiary 402 12.5 Subsidiary growth strategies 403 12.6 Region centres (regional HQ) 404 12.7 Transnational organization 406 12.8 Establishing wholly owned subsidiaries – acquisition or greenfield 407 12.9 Location/relocation of HQ 407 12.10 Foreign divestment: withdrawing from a foreign market 408


Exhibit 12.1 Tesco’s withdrawal from Japan in 2012 after nine years 409 Exhibit 12.2 Wal-Mart’s withdrawal from the German market 411


12.11 Summary 412 Case studies


12.1 Polo Ralph Lauren: Polo moves distribution for South-east Asia in-house 413 12.2 Durex condoms: SSL will sell Durex condoms in the Japanese market


through its own organization 416 12.3 Video case study: Starbucks 417


Questions for discussion 417 References 417


13 International sourcing decisions and the role of the subsupplier 419 Learning objectives 419


13.1 Introduction 420 13.2 Reasons for international sourcing 421 13.3 A typology of subcontracting 423 13.4 Buyer–seller interaction 424 13.5 Development of a relationship 427 13.6 Reverse marketing: from seller to buyer initiative 429 13.7 Internationalization of subcontractors 430


Exhibit 13.1 An example of Japanese network sourcing: the Mazda seat-sourcing case 432


13.8 Project export (turnkey contracts) 433 13.9 Summary 434


Case studies 13.1 ARM: challenging Intel in the world market of computer chips 435 13.2 Bosch Indego: how to build B2B and B2C relationships in a new global


product market – robotic lawnmowers 440


CONTENTS xiii


13.3 Video case study: Eaton Corporation 444 Questions for discussion 444 References 444


Part iii Case studies


III.1 Raleigh bicycles: does the iconic bicycle brand still have a chance on the world market? 446


III.2 IKEA: expanding through franchising to the South American market? 451 III.3 Autoliv airbags: transforming Autoliv into a global company 458 III.4 IMAX Corporation: globalization of the film business 464


Part iV DESIGNING THE GLOBAL MARKETING PROGRAMME 471


Part iV Video case study: tequila avión 478


14 Product decisions 479 Learning objectives 479


14.1 Introduction 480 14.2 The dimensions of the international product offer 480 14.3 Developing international service strategies 480 14.4 The product life cycle 486


Exhibit 14.1 The iOS (Apple)/Android (Google) global contest in the smartphone business 490


14.5 New products for the international market 493 Exhibit 14.2 Product invention – solar-powered portable charging systems


for India 499 14.6 Product positioning 499


Exhibit 14.3 Chinese piano manufacturers are experiencing the ‘country of origin’ (COO) effect 500


Exhibit 14.4 Madame Tussauds – a brand that brings people closer to celebrities on a global basis 501


14.7 Brand equity 502 14.8 Branding decisions 503


Exhibit 14.5 Unilever’s Snuggle fabric softener – an example of local brands in multiple markets 504


Exhibit 14.6 Kellogg under pressure to produce under Aldi’s own label 507 Exhibit 14.7 Shell’s co-branding with Ferrari and LEGO 509 Exhibit 14.8 Roundup – a global brand for multiple markets 510 Exhibit 14.9 Maggi – local brands for multiple markets through acquisitions 511


14.9 Sensory branding 512 Exhibit 14.10 Sensory branding at SIA (Singapore Airlines) 514


14.10 Celebrity branding 515 Exhibit 14.11 Ricola is using celebrity endorsement in the international


marketing of its herbal drops 516 14.11 Implications of the internet for collaboration with customers on


product decisions 519 Exhibit 14.12 Ducati motorcycles – product development through


web communities 520 14.12 ‘Long tail’ strategies 524 14.13 Brand piracy and anti-counterfeiting strategies 525


Exhibit 14.13 The next stage in pirating, faking an entire company – NEC 525


CONTENTSxiv


14.14 Summary 526 Case studies


14.1 Danish Klassic: launch of a cream cheese in Saudi Arabia 526 14.2 zippo Manufacturing Company: has product diversification beyond


the lighter gone too far? 530 14.3 Video case study: Swiss Army 531


Questions for discussion 531 References 532


15 Pricing decisions and terms of doing business 534 Learning objectives 534


15.1 Introduction 535 15.2 International pricing strategies compared with domestic pricing strategies 535 15.3 Factors influencing international pricing decisions 535 15.4 International pricing strategies 539


Exhibit 15.1 A ‘market pricing’ (‘mass point’) strategy in use: the Converse brand is making a comeback under Nike ownership 541


Exhibit 15.2 The Gillette price premium strategy 545 Exhibit 15.3 Kodak is following the reverse ‘buy-in/follow-on’


strategy for its printer and cartridge division 546 15.5 Implications of the internet for pricing across borders 555 15.6 Terms of sale and delivery 557 15.7 Terms of payment 558 15.8 Export financing 562 15.9 Summary 564


Case studies 15.1 Harley-Davidson: does the image justify the price level? 565 15.2 Gillette Co.: is price standardization possible for razor blades? 566 15.3 Video case study: Vaseline pricing strategy 567


Questions for discussion 568 References 569


16 Distribution decisions 570 Learning objectives 570


16.1 Introduction 571 16.2 External determinants of channel decisions 572 16.3 The structure of the channel 574


Exhibit 16.1 Burberry: the iconic British luxury brand targets 25 of the world’s wealthier cities 577


16.4 Managing and controlling distribution channels 578 16.5 Managing logistics 583 16.6 Implications of the internet for distribution decisions 588 16.7 Online retail sales 589 16.8 Smartphone marketing 590 16.9 Channel power in international retailing 592


Exhibit 16.2 The ‘banana split’ model 593 16.10 Grey marketing (parallel importing) 596 16.11 Summary 597


Case studies 16.1 De Beers: forward integration into the diamond industry value chain 598 16.2 Tupperware: the global direct distribution model is still working 601 16.3 Video case study: DHL 604


Questions for discussion 604 References 605


CONTENTS xv


17 Communication decisions (promotion strategies) 606 Learning objectives 606


17.1 Introduction 607 17.2 The communication process 607


Exhibit 17.1 Product placement escalates 610 17.3 Communication tools 610


Exhibit 17.2 Husqvarna’s consumer wheel 611 Exhibit 17.3 Baileys Irish Cream liqueur: sales expansion with market and


product development 618 Exhibit 17.4 Ambush marketing strategy – Dutch brewery vs Anheuser


Busch’s Budweiser during the FIFA World Cup 2010 621 17.4 International advertising strategies in practice 625


Exhibit 17.5 Jarlsberg cheese – cross-border communication 629 17.5 Implications of the internet for communication decisions 630 17.6 Social media marketing 631


Exhibit 17.6 Nike strengthens brand loyalty and brand awareness through social media 634


Exhibit 17.7 Amazon’s online communities 635 Exhibit 17.8 Ford initiates a Facebook campaign to engage potential customers 636


17.7 Developing a viral marketing campaign 636 Exhibit 17.9 Chevrolet Dream Garage – a viral marketing campaign 638


17.8 Crowdsourcing 640 Exhibit 17.10 Threadless T-shirt crowdsourcing business 640


17.9 Summary 641 Case studies


17.1 Helly Hansen: sponsoring fashion clothes in the US market 643 17.2 Morgan Motor Company: can the British retro sports car brand still


be successful after 100 years? 644 17.3 Video case study: BMW Motorcycles 647


Questions for discussion 648 References 648


Part iV Case studies IV.1 Absolut Vodka: defending and attacking for a better position in the


global vodka market 650 IV.2 Guinness: how can the iconic Irish beer brand compensate for declining


sales in the home market? 658 IV.3 Dyson Vacuum Cleaner: shifting from domestic to international marketing


with the famous bagless vacuum cleaner 666 IV.4 Triumph Motorcycles Ltd: rising from the ashes in the international


motorcycle business 674


Part V IMPLEMENTING AND COORDINATING THE GLOBAL MARKETING PROGRAMME 681


Part V Video case study: Stella & Dot 682


18 Cross-cultural sales negotiations 683 Learning objectives 683


18.1 Introduction 684 Exhibit 18.1 Google gives a clock as a gift in China 684


CONTENTSxvi


18.2 Cross-cultural negotiations 685 Exhibit 18.2 Euro Disney becomes Disneyland Resort Paris – Disney learns to


adapt to European cultures 694 18.3 Intercultural preparation 695 18.4 Coping with expatriates 697 18.5 Knowledge management and learning across borders 699 18.6 Transnational bribery in cross-cultural negotiations 702 18.7 Summary 703


Case studies 18.1 zamzam Cola: marketing of a ‘Muslim’ cola from Iran to the European market 704 18.2 TOTO: the Japanese toilet manufacturer seeks export opportunities for its


high-tech brands in the US 706 18.3 Video case study: Dunkin’ Donuts 708


Questions for discussion 708 References 708


19 Organization and control of the global marketing programme 710 Learning objectives 710


19.1 Introduction 711 19.2 Organization of global marketing activities 711 19.3 The global account management organization 716


Exhibit 19.1 Sauer-Danfoss’s GAM 726 Exhibit 19.2 AGRAMKOW – working to model 3 727


19.4 Controlling the global marketing programme 728 19.5 The global marketing budget 734 19.6 The process of developing the global marketing plan 737 19.7 Summary 737


Case studies 19.1 Mars Inc.: merger of the European food, pet care and confectionery divisions 738 19.2 Henkel: should Henkel shift to a more customer-centric organization? 739 19.3 Video case study: McDonald’s 742


Questions for discussion 742 References 743


Part V Case studies


V.1 Sony Music Entertainment: new worldwide organizational structure and the marketing, planning and budgeting of Pink’s new album 744


V.2 Red Bull: the global market leader in energy drinks is considering further market expansion 751


V.3 Tetra Pak: how to create B2B relationships with the food industry on a global level 761


V.4 Polaroid Eyewear: can the iconic brand achieve a comeback in the global sunglasses industry? 767


Index 775


Companion Website For open-access student resources to complement this textbook and support your learning, please visit www.pearsoned.co.uk/hollensen


Lecturer Resources For password-protected online resources tailored to support the use of this textbook in teaching, please visit www.pearsoned.co.uk/hollensen


ON THE WEBSITE


PrefaCe


Globalization is the growing interdependence of national economies – involving primarily customers, producers, suppliers and governments in different markets. Global marketing therefore reflects the trend of firms selling and distributing products and services in many countries around the world. It is associated with governments reducing trade and investment barriers, firms manufacturing in multiple countries and foreign firms increasingly competing in domestic markets.


For many years, the globalization of markets, caused by the convergence of tastes across borders, was thought to result in very large multinational enterprises that could use their advantages in scale economies to introduce world-standardized products successfully.


In his famous 1994 book, The Global Paradox, John Naisbitt has contradicted this myth, especially the last part:1


The mindset that in a huge global economy the multinationals dominate world business couldn’t have been more wrong. The bigger and more open the world economy becomes, the more small and middle sized companies will dominate. In one of the major turn arounds in my lifetime, we have moved from ‘economies of scale’ to ‘disecon omies of scale’; from bigger is better to bigger is inefficient, costly and wastefully bureaucratic, inflexible and, now, disastrous. And the paradox that has occurred is, as we move to the global context: The smaller and speedier players will prevail on a much expanded field.


When the largest corporations (e.g. IBM, ABB) downsize, they are seeking to emulate the entrepreneurial behaviour of successful SMEs (small and medium-sized enterprises) where the implementation phase plays a more important role than in large companies. Since the behaviours of smaller and (divisions of) larger firms (according to the above quotation) are convergent, the differences in the global marketing behaviour between SMEs and LSEs (large-scale enterprises) are slowly disappearing. What is happening is that the LSEs are downsizing and decentralizing their decision-making process. The result will be a more decision- and action-oriented approach to global marketing. This approach will also characterize this book.


In light of their smaller size, most SMEs lack the capabilities, market power and other resources of traditional multinational LSEs. Compared with the resource-rich LSEs, the complexities of operating under globalization are considerably more difficult for the SME. The success of SMEs under globalization depends in large part on the decision and imple- mentation of the right international marketing strategy.

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