Determinants of international marketing strategy for emerging market multinationals

Abstract

PurposeThe main objective of this study is to evolve the basis of beneficial impact assessment of international marketing strategy (IMS) for emerging market multinationals by applying construct-measurement research methodology. The purpose of this study is to link the conceptual definition and empirical indicators of the proposed integrated model with the objective on “Developing Model to Assess Benefit Impacts Generated by International Marketing”, the authors named it GAMBIT.Design/methodology/approachSelf-administered questionnaires were used to collect data from international marketing executives and senior management executives from Indian manufacturing firms using Churchill's approach (1979, 1987). Exploratory and confirmatory factor analyses and structural equation modeling (using SPSS Statistics 20.0 and AMOS) were used to develop the GAMBIT model. Various hypotheses pertaining to perfect order fulfillment and quality level were formulated.FindingsIn the order of significance, the four key influential factors for beneficial impact assessment in the multicultural global environment are as follows: sources of beneficial impacts; operational efficiency; international marketing strategic choice and beneficial outcomes.Originality/valueAlthough companies have realized the importance of assessing beneficial impacts, they often do not know how exactly the assessment should be made. Thus, the present study provides a useful tool for evaluating the totality of beneficial impacts offered by IMS.

Public Expenditure and Economic Growth: Evidence from the Developing Countries

“…Over the last two decades, trade and foreign investment flows have increased among the developing countries. The emerging-market multinationals have made their way to advanced economies (Rana et al, 2020). They have established sovereign funds, increased their foreign reserves’ holdings and attracted substantial foreign investment.…”

Competitive Dynamics Between Multinational Companies and Local Rivals in Emerging Markets

“…International business research has started to shift its focus towards exploring the process of the rapid internationalization of EMNCs to examine how they become key players in many industries worldwide. Thus, several scholars have explored the rise of EMNCs and consider them a valuable natural experiment for investigating the factors behind their international strategies and behaviours (Estrin et al, 2017; Gaur & Delios, 2015; Gaur et al, 2014; Ramamurti, 2009; Rana et al, 2020; Yeganeh, 2019). This topic is important because, in 2015, EMNCs accounted for one-quarter of the world’s outward foreign direct investment (OFDI) flows (UNCTAD, 2016) and one-fifth of the largest firms in the Fortune Global 2000.…”

“…It is well known that MNCs entering emerging economies possess greater managerial competencies, more advanced technologies, greater access to resources and better brand management skills than do EMNCs (Gabriel & Al-Kwifi, 2012; Jiang et al, 2015; Rana et al, 2020; Vlajcic et al, 2019). However, mounting evidence suggests that many EMNCs are able to develop unique capabilities over time and become strong competitors of the MNCs that previously dominated the market (Al-Kwifi et al, 2019; Beugelsdijk & Jindra, 2018; Demirbag et al, 2016; Peng, 2016; Spencer, 2008).…”

Dimensions of Foreign Direct Investment Inflow in India After 1991

“…The globalization of the Indian economy is in progress. The campaigns such as Make-in-India have motivated Indian multinationals to expand into the global marketplace (Rana, Parashar, Barai, & Hamid, 2020). This campaign will further integrate the Indian economy with the world economy.…”