Amir Zakaria Consulting Group | Global Marketing
globalized, localized, global marketing, high tech markets, standardization perspective, coordination, configuration,
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Global Marketing

Global Marketing

Marketers must now deal with the dual demands of globalized and localized marketing and communication programs (Habibi, Laroche, & Richard, 2016).

The study of global marketing strategy-performance relationship is not new. In the global marketing literature a firm’s global marketing strategy has a positive effect on its global market performance (e.g., Birnik and Bowman, 2007; Craig and Douglas, 2000; Kustin, 2010; Zou and Cavusgil, 2002). However, the literature does not resolve issues that influence whether, and to what extent, performance is different in high tech markets. The lack of a generally accepted conceptualization of global marketing strategy and performance represents a major gap in the existing literature when different researchers adopt different views of research constructs.

In the current literature, three major perspectives of global marketing strategy are the standardization perspective (e.g., Laroche, Kirpalani, Pons, and Zhou, 2001; Samiee and Roth, 1992; Szymanski et al., 1993), the configuration–coordination perspective (e.g., Roth, 1992) and the integration perspective (e.g., Birkinshaw, Morrison, and Hulland, 1995). The standardization perspective views a firm as pursuing a global marketing strategy if its marketing programs across different countries are standardized, particularly with regard to its product offering, promotional mix, price, and channel structure (e.g., Fritz and Dees, 2009; Jain, 1989; Johansson and Yip, 1994; Ohmae, 1989; Samiee and Roth, 1992).

The configuration and coordination perspective of global marketing strategy focuses on configuration and coordination of a firm’s value-chain activities (Craig and Douglas, 2000; Roth, Schweiger, and Morrison, 1991; Zou and Cavusgil, 1996). Therefore, in the integration perspective the major essence of global marketing strategy is to integrate the firm’s competitive moves across the major markets in the world (Birkinshaw et al., 1995; Ghoshal, 1987). Adopting different measurement schemes for global marketing strategy, findings of different studies cannot be meaningfully compared in the previous studies. In light of the limitations in the existing literature, developing a comprehensive conceptualization of global marketing strategy that can incorporate the existing perspectives in the research context would be helpful.

Researchers (e.g., Schike, Reimann, and Thomas, 2009; Zou and Cavusgil, 2002) argue that global marketing strategy plays a critical role in determining a firm’s performance in the global market. However, some inconsistent findings in prior studies are explainable by researchers’ focus on different dimensions of global marketing strategy and their adoption of various measurement schemes. Furthermore, different industries are culturally different from other industries so developing a conceptual model to understand global marketing strategy behavior is necessary. Another gap is that marketing strategy program and process elements are not well-constructed in the high tech context (Wu, 2011).

Reference

  • Birkinshaw, J., Morrison, A., Hulland, J. (1995). “Structural and competitive antecedents of a global integration strategy”. Strateg Manage J; 16(8):637–55.
  • Birnik, A., Bowman, C. (2007). “Marketing mix standardization in multinational corporations: a review of the evidence”. Int J Manage Rev; 9(4):303–24.
  • Craig, C.S., Douglas, S.P. (2000). “Configuration advantage in global markets”. J Int Mark; 8(1):6–25. Cronbach LJ. Coefficient alpha and the internal structure of tests. Psychometrik 1951; 16: 297–333.
  • Fritz, W. (2009). “Dees H. Marketing Standardization and Firm Performance in International Ecommerce”. J Glob Acad Mark Sci; 19(3):37–48.
  • Ghoshal, S. (1987). “Global strategy: an organizing framework”. Strateg Manage J; 8(5):425–40.
  • Habibi, M.R., Laroche, M., Richard, M.O. (2016). “Testing an extended model of consumer behavior in the context of social media-based brand communities Computers in Human Behavior”. 62, pp. 292-303.
  • Jain, S. C. (1989). “Standardization of international strategy: some research hypotheses”. Journal of Marketing; 53(1):70–9.
  • Johansson, J. K., Yip, G. S. (1994). “Exploiting globalization potential: U.S. and Japanese strategies”. Strateg Manage J; 15(8):579–601.
  • Kustin, R. (2010). “The earth is flat, almost: measuring marketing standardization and profit performance of Japanese and U.S. firms”. J Glob Mark; 23(2):100–8.
  • Laroche, M., Kirpalani, V. H., Pons, F., Zhou, L. (2001). “A model of advertising standardization in multinational corporations”. J Int Bus Stud; 32(2):249–66.
  • Ohmae, K. (1989). “Managing in a borderless world”. Harv Bus Rev; 67(3):152–61.
  • Roth, K. (1992). “International configuration and coordination archetypes for medium-sized firms in global industries”. J Int Bus Stud; 23(3):533–49.
  • Roth, K., Schweiger, D. M., Morrison, A. J. (1991). “Global strategy implementation at the business unit level: operational capabilities and administrative mechanisms”. J Int Bus Stud; 22(3):369–402.
  • Samiee, S., Roth, K. (1992). “The influence of global marketing standardization on performance”. Journal of Marketing; 56(2):1–17.
  • Schike, O., Reimann, M., Thomas, J. (2009). “When does international marketing standardization matter to firm performance?” J Int Mark; 17(4):24–46.
  • Szymanski, D., Sundar, G. B., Varadarajan, R. P. (1993). “Standardization versus adaptation of international marketing strategy: an empirical investigation”. Journal of Marketing; 57(4):1–17.
  • Wu, CH. W. (2011). “Global marketing strategy modeling of high tech products”. Journal of Business Research 64, 1229–1233.
  • Zou, S., Cavusgil, S.T. (2002). “The GMS: a broad conceptualization of global marketing strategy and its effect on firm performance”. Journal of Marketing; 66(4):40–56.
  • Zou, S., Cavusgil, S. T. (1996). “Global strategy: a review and an integrated conceptual framework”. Eur J Mark; 30(1):52–69.

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