International marketing strategy standardization

             One of the most intriguing discourses in contemporary marketing management is the standardization of international marketing strategies. The research work carried in this field dates back to the 1960s when Terpstra [1], and later Sorenson and Wiechmann [2], described it as a common market program and process on a national, regional, or worldwide level; where marketing program referred to the various aspects of marketing mix and marketing process involved management tools used to develop and implement the designed strategies. The contemporary studies on the issue are now more focused on understanding additional dimensions to this phenomenon, which in the past was primarily one-dimensional research, focusing more or less on US-based firms and their marketing strategies.
             International marketing standardization, still being a relatively new area of investigation for the marketing academia, is devoid of rigid boundaries, as is the case in most social sciences issues, which may set the direction of research work. Therefore, we observe new interestindimensions always being explored by contemporary marketing academicians. For instance, Zou, Andrus and Norvell [3], who felt the gap in the contemporary research on international marketing strategy standardization in form of the lack of research conducted in the developing countries, conducted their research from a developing country's firms' perspectives, and studied the complexity involved in the concept of standardization. The relationship between the standardization of international marketing strategies and the performance of the firms involved were also explored, which were ignored in past studies.
             Chung [4], on the other hand, studied the marketing standardization fr om within the frameworks of home-host and intermarket scenarios. He has also made a successful attempt to study the experiences of non-manufacturing firms, an issue overlooked in the previous studies on similar subject.
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