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ective decision-making in daily operations and makes it possible for every firm to preserve its profitability and competitiveness in a highly turbulent global market environment. However, the relevance and objectivity of marketing information largely depends on how well organizations can craft their international marketing strategies and account for the differences between countries. The more open and welcoming foreign countries become to products and services from all over the world the more urgent is the need for the companies to explore the marketing implications of numerous diverse countries and territories. Culture, religion and language, economic differences and target groups differences influence the quality and effectiveness of the international marketing research: the example of differences between the United States and the United Arab Emirates sheds the light on how international marketing research can work in globalized business conditions.
That international marketing research is changing under the pressure of globalization and rapid integration of markets is hard to deny. Since the middle of the 1960s, numerous companies sought to enter international markets and to establish themselves in the areas that had been inaccessible to them before. The slow pace of business growth in domestic markets led firms to believe that international market and product positioning would give them a form of competitive advantage over domestic firms; as a result, they tried to define what markets were worth being entered and what they had to do to adapt to the new conditions of international business activity (Douglas & Craig 1989). Today, the integration of international markets into a complex system of global business relationships goes in line with the growing diversity of product and service attitudes. The removal of barriers under the influence of globalization and increased consumer mobility require that companies can successfully integrate various marketing
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However, in the 21st century, the emergence and growth of digitalisation, data compression and the Internet have led to a major disruption in the recorded-music industry’s value chain and business models. The growth of digital music has seen the recording industry’s revenue streams continue to sink to date largely because of the ease of compression and distribution of digital music illegally over the Internet.
The management is expected to make sound, comprehensive decisions that are to be complemented by the internal and external environment that the organization is working on. A tactical strategy can be developed on the basis of a comprehensive situational analysis.
Presently, if any organization wants to enter a new market or diversify, start a new business, the best way to do this with less resources and limited cost is strategic alliance. It has become the core of every business in order to be successful in this intense competition.
Although the company’s revenue base has substantially grown and its profits have considerably increased, the problem is that it has many conglomerates that are centrally run with an unorthodox structure which could hurt its profitability in the long term.
Since the mobile phone market is a very competitive industry with the likes of Apple, their closest rivals, Nokia, Sony, Blackberry, and LG among others, the company needs to put extra attention to launch and campaign of their products to ensure they have a significant competitive advantage over their rivals.
urces to achieve competitive advantage. As the consumer demands are ever changing, this industry has also constantly evolved over the years. Emergence of new entrants and constant innovation by the existing firms in this industry has induced tough competition (Ahmed 35-50).
He states that the purpose of marketing is planning, producing, pricing, promoting and in the end delivering the right product to the consumers.
The market managers are susceptible to more competition due to globalization and therefore they have managed a wide array of problems which were not part of their job, prior to globalization.
Ryanair managed to acquire this position by critically analyzing the overall situation and then transforming itself into a low fare airline this idea was executed with the help of different marketing strategies (ELEANOR O’HIGGINS, 2010: