Executive Insights: International Marketing—Avoiding the Seven Deadly Traps

Abstract

When firms expand beyond single market boundaries, problems grow exponentially. Poor selection of markets, underestimation of competitors, misunderstanding of customer differences, and entry at the wrong price are all common pitfalls. So, too, are the failure to contemplate what expansion within any one market will imply and the choice of inappropriate partners.

Globalization and Indian Manufacturing Enterprises

“…However, a large number of efforts focus upon sole or set of determinants-shaped IM subject. Therefore, firm characteristics (Keegan, 1972) and market characteristics (Simmonds, 1999) are the base for preliminary screening of the markets (Sharma & Sirinivasan, 2008); this effort helps in achieving competitive positioning (Durvasula, Lysonski, & Mehta, 2007) of the firms in global markets. Since the inception of globalization, manufacturing firms have been getting confused towards the decision on global strategies standardization (Jain, 1989; Levitt, 1983; Modelski, 1972; Muller, 1975; Samiee & Roth, 1992; Tan & Lui, 2002), global branding (Roth, 1992), global competition (Arora & Gambardella, 1997; Terpstra, 1987), marketing strategy performance and export market ventures (Cavusgil & Zou, 1994).…”

A Literature Review, Classification, and Simple Meta-Analysis on the Conceptual Domain of International Marketing: 1990–2012

“…Environmental factors have played an imperative role to encourage business orientation to involve with international activities. Therefore, a number of significant forces materialized such as: firm characteristics (Keegan, 1972), globalization (Modelski, 1972;Muller, 1975;Tan & Lui, 2002), international market selection (Davidson, 1983), global strategies standardization (Jain, 1989;Samiee & Roth, 1992), global competition (Arora & Gambardella, 1997;Terpstra, 1987), global branding (Roth, 1992), marketing strategy performance and export market ventures (Cavusgil & Zou, 1994), liberalization policies (Gillespie & Teegen, 1995), pricing for global markets (Cavusgil, 1996), international direct marketing (Mehta, Grewal, & Sivadas, 1996), competitive positioning (Durvasula, Lysonski, & Mehta, 2007;Hooley, Broderick, & Mo¨ller, 1998), market characteristics (Simmonds, 1999), international marketing behavior (Rundh, 2001), international market selection (Papadopoulos, Chen, & Thomans, 2002;Papadopoulos & Denis, 1988), customer and supplier relationship (Cavusgil, Deligonul, & Yaprak, 2005), local environment, firm performance, and global strategies (Grewal, Chandrashekaran, & Dwyer, 2008;Zou & Cavusgil, 2002), international consumer (Wilkinson, Anna, & Widmier, 2007), role of multinational corporation's network (Lee, 2010); technical environment and international marketing (Chirapanda, 2012) have also emerged as potential streams in international marketing literature.…”

How Entrepreneurial Firms Profit from Pricing Capabilities: An Examination of Technology–Based Ventures

“…Entrepreneurial firms usually struggle with pricing because they operate in new, unknown environments without referential prices, which leads to the danger of under-or overpricing. If they start at a low price level, firms endanger their margins, and if the price level is too high, they risk potential customers' being unwilling to purchase their products or services (Simmonds, 1999).…”