Target consumers for many Chinese manufacturers are based internationally, and accessing an accurate view of their audience is more imperative than for those living in the same culture as their market. As Chervon expands further into the US and Canada with the plan for the first battery powered ride on lawn mower, the need for consumer data in the form of tangible, actionable insights was identified. The geographical disconnect is the case for many Chinese manufacturers. As trade agreements face tension under the new US presidency, it has never been more imperative to understand the audience and maximise market share for the future.
This paper examines the future of South America, its relation with youth culture and the implications for marketing and strategies that can be adopted in the international market. The paper explains how and why the Genius Loci Program will evolve into new Mind styles/ways of thinking, values and behaviours, becoming a new marketing program that allows companies to understand and invest into the multi-cultural market and particularly the young. It also explores the impact that the conciliation between local and global as well as users, designers and companies will generate changes to the existing rules in marketing strategies. The paper also demonstrates the strategic role that South America can play in the future through the dynamics of pollination; and presents the ethno-group of Saucy Mujer, a phenomenon that emerged from research on the Latin American ethno-scapes in the United States.
Three considerations of the idea of culture interact to question the inevitability of global brands. Consumer culture, marketing culture and the national cultural values that underpin decision making all have significant implications for multinational corporations. This leads to the conclusion that although all major companies will be marketing internationally and that there will be many genuinely global brands, the majority will not be. The model of the centralised transnational company is founded on a fundamental contradiction which is the need for global cost rationalisation. Local sensitivities to consumer tastes, changes in distribution, new competition and other local activities will require a much stronger local presence than the prototypical transnational corporation typically allows for. Companies need to develop structures that can identify and manage their profitable but few in number international brands, while at the same time responding quickly and sensitively to activities at the local level. The world has not become homogenised as predicted, but rather personalised and customised.
The main arguments of this paper are threefold:- 1. Firstly, that although the concept of global marketing of pharmaceutical products has many attractions, its application should be examined with extreme caution. In particular, that the onus of proof that a global brand can be successfully-created lies with its protagonist. 2. That a major obstacle to the development of global brands (or markets) lies more in substantial national differences in healthcare cultures and policies than in differences in marketing structures. That, while pharmaceuticals companies have excellent systems to track the size and composition of their markets, they devote less attention to the structure within which their markets operate.
The paper discusses the role played by nationality in branding. Increasingly, European markets are a battleground for local brands, other European brands, and brands from the USA, Japan, and other countries. It is shown that consumers have strong images of other countries, their people, and the products they are making, and the services they are offering. These images have themselves developed from historical strengths in particular markets, through to the modern era where perceptions of strong brands have driven images of their parent country, according to whether and how they have used their nationality. The images of each of the main European countries, and the USA and Japan, are discussed in detail, and observations are drawn on the future role of nationality in developing international brands.
The paper introduces the concept of "market to market influence" as a new aspect of international marketing which requires further study. It is based on the Turkish experience. In the first two parts of the article the social movements which play a role on the formation of market to market influence as well as activities and media which create such influence are discussed. The third part, devoted to actual cases describing the results of inter-market influences on certain types of goods, is followed by a discussion on the improvement in marketing research services and the expansion of foreign investments in Turkey resulting from the "push" caused by the influence of markets abroad. The paper is concluded with the view that market to market influence is the natural outcome of social evolution and will gain more emphasis in Europe after 1993 with the elimination of customs barriers among EC countries.
Most of the published reports about the effects of 1992 relate to consumer goods and services, to the neglect of the very large business-to-business sector. Success in the Single European Market will depend on a good understanding of a. the differences and similarities between marketing to businesses and to domestic consumers; b. the relatively complex structure of each customer's Decision-Making Unit; c. the characteristic ways of doing business in each EC (and other European) country, which will continue to differ long after 1992; d. the choice of communication channels through which buying decisions can be influenced. Implementing an effective marketing plan for Europe will for most companies demand changes in product offering, marketing mix, organizational structure and above all corporate attitudes, so as to profit from the new opportunities for integrated marketing communications campaigns. No systematic study of all these issues has yet been made, but reports have been published of individual aspects of business marketing or of specific countries. This paper collates the most useful of these and adds the practical experience of an international agency specializing in business-to-business advertising and marketing.
The following paper shows the prospective effects on marketing of the developments retail will experience in the nineties. It concentrates on an analysis of the situation in Europe. The starting point is the manufacturers' marketing concept in contrast to that of retail. Europe 93 will permit retail to reach the stage of internationalisation as well. This will not be without consequences for retail marketing and the issue of the distribution of power between industry and retailers. Manufacturers' and retailers' marketing may not exist in isolation anymore, but must be merged into a wholistic type of marketing. This will affect market research, the business of information management. The first part illustrates the development marketing experienced in the different sectors of industry. It will explain the marketing concept of manufacturers and the part retail is playing in this. Part two examines whether this concept is still viable to- day. Trade development in the past twenty to thirty years is discussed. Parallel to this development retail's marketing concept is explained and the objectives of manufacturers' and retailers' marketing are compared: the objectives of marketing by manufacturers and retailers' are often totally contradictory. In addition, the progressive development from local/regional to national retail is mentioned. Part three is concerned with the developments in retail with view to Europe 93:00:00 internationalisation. The existing situation in the different European countries and retail's strategies for internationalisation are described. An attempt is made to characterize internationalisation for the different types of retail.
In the beginning 80's Henkel developed the idea of real international Marketing (Brands, Concepts), and Sales Managers started to define international concepts for Account Management. To support this strategy, Henkel launched in 1987 the project of an International Marketing Information System. The project scope was to define an integrated information system for decision support that would cover all user needs in terms of data, analysis and tools. Data would have various origins: internal (invoicing, planning) and external (retailer/outlet data collected) including market research data (trade panel, consumer panel, etc.). In terms of analysis functionality, the system would be as simple as possible to give access to the largest number of users, but would also support specific ad-hoc analysis, as well as simulations and forecasts. The first step was to give data access through a very open system of data analysis, Mainly ad-hoc oriented. This step developed skills in terms of data manipulation to support decision-making, from the user side as well as technical EDP support. The second steps, which started in 1991 was to stabilise this "open system", by harmonisation of data, analysis and tools on an European basis. This, of course, was a much more difficult step, that moved the system to a higher level, taking advantage of the exchange of many local experiences. This project was considered as a "must-do" project from a business point of view, for Maintaining a strong competitive position vs. Euro-Accounts and international competitors. This paper will summarise our project concept and implementation scenario, especially/organizational conditions if technical aspects / critical success factors applicable to such projects.