Global standardization as a success formula for marketing in Central Eastern Europe?

Schuh, Arnold

doi:10.1016/s1090-9516(00)00029-8

Cited by 60 publications

(51 citation statements)

References 15 publications

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“…However, empirical research suggests that foreign investors typically position their products at the upper end of the market, leaving the lower end to local brands, in anticipation of market growth with the emergence of the middle class (Schuh 2000). Many of the first entrants were global-oriented companies that create products pro-actively and adapt them passively, pursuing highly standardized marketing strategies in CEE with limited adaptation e.g.…”

Section: Marketing Strategiesmentioning

confidence: 99%

International Business Research on Transition Economies

Meyer¹

2001

Oxford Handbook of International Business

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Focuses on challenges faced by businesses in the transition context, drawing on research beyond the main business journals. First, the microeconomic aspects of economic transition are summarized, taking the development of new institutions as starting points as they set the stage for developments in the enterprise sphere. Next, multinational enterprises entering the region are discussed, considering their motives, and their strategies for dealing with the specific context. Lastly, some managerial challenges are addressed that arise for multinational enterprises operating in the region.

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Section: Marketing Strategiesmentioning

confidence: 99%

International Business Research on Transition Economies

Meyer¹

2001

Oxford Handbook of International Business

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“…Other major brands access the market through importation and, consequently, local representatives have no direct understanding of branding decisions/activities, so are not included in these investigations. Interview structure was based upon a number of existing frameworks pertinent to both the nature of, and factors determining, suppliers' adaptation/standardization decisions (Jain, 1989;Kotler, 1986;Luna and Gupta, 2001;Melewar and Vemmervik, 2004;Ozsomer and Simonin, 2004;Schuh, 2000;Siraliova and Angelis, 2006;Viswanathan and Dickson, 2007;Zou and Cavusgil, 2002) and these were tailored to meet the needs of the study. Although relevant frameworks are normally adopted for surveys the relatively small size demanded a more personalized/content-rich approach and it was determined that structured interviews would serve this purpose best -see Appendices 1 (nature) and 2 (determining factors) for interview schedules.…”

Section: Phase 1 -Qualitative Study 431 Methodologymentioning

confidence: 99%

“…direct entry) may not always be possible (Jain, 1989). Indirect approaches (e.g., local agency) have, by contrast, proved effective in politically ambiguous/developing markets (Schuh 2000), and though this may constrain strategic choice (Griffith, Chandra and Ryans, 2002) the benefits of exploiting local expertise can be great, especially for ultracompetitive categories such as electrical appliances. Competition, of course, impacts strategy generally (Whitelock and Jobber, 2000), not least when associated with standardization/adaptation decisions (Viswanathan and Dickson, 2007).…”

Section: Proposition P1bmentioning

confidence: 99%

Doing business in Libya: Assessing the nature and effectiveness of international marketing programs in an evolving economy

Busnaina

Woodall

2015

International Business Review

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The aim of this paper is to investigate, in one emerging Arab economy (Libya), the strategic and tactical choices of MNE (multinational enterprise) domestic appliance brands and, also, the attitudes of local consumers towards those choices. Various choice characteristics are investigated -including marketing mix standardization/adaptation -and, also, country-of-origin brand (COB). To establish extant organizational choices, local representatives of four established brands were interviewed and survey responses from 609 consumer were analyzed. No statistically discernible relationship between standardization/adaptation choices and consumer attitude towards marketing programs was found, but the study identified one especially successful brand that appeared to owe its achievements to an especially holistic approach to marketing that demonstrated 'fit' with the market concerned. Coincidentally, findings also address the conventional country-of-origin wisdom, and this is investigated/speculated upon accordingly. This is one of few marketing studies concerning Libya, and it adds to the limited literature on an increasingly relevant region. KeywordsLibya, standardization/adaptation, marketing tactics, marketing strategy, country-of-origin (brand), major domestic appliances 2 IntroductionMarketing insight regarding the Arab world has only recently accrued (earliest studies include Djursaa and Kragh, 1998;Elbashier and Nicholls, 1993;Michell, Lynch and Alabdali, 1998;Souiden, 2000) and most has inevitably focused on countries that are more clearly aligned with the West, such as Kuwait (e.g., Al-Wugayan, Pleshko and Baqer, 2008), Jordan (e.g., Zabadi, Shura and Elsayed, 2012) and the United Arab Emirates (e.g., Khraim, Khraim, Al-Kaidah and Al-Qurashi, 2011). Further, although studies addressing consumer issues in Arab contexts have recently increased (e.g. Al Ganideh, 2012;Ghanem, Kalliny and Elgoul, 2013;Tolba, 2011) literature in this area, generally, is limited (see Ellis and Zhan, 2011;Birnik and Bowman, 2007), and this is especially surprising given that the Arab market is becoming increasingly materialistic and that the collective Arab economy is now estimated to be the world's eighth largest, with a GDP approaching $2.5 trillion (Mahajan, 2013). Our understanding, especially, of how international firms approach such markets and how local consumers respond to these approaches is sparse, especially in those countries perceived to represent a more capricious business environment (e.g. Syria, Algeria and Libya: Dinnie, 2011).This study is applied in a setting that, for reasons of recent social and political turbulence, represents a particularly interesting context for research. In the decade leading up to recent conflicts, and following a period of relative isolation, Libya actively encouraged international trade (Porter, 2007), yet there is a relative lack of research addressing either period (US & FCS, 2006), and this alone makes Libya an intriguing context for investigation. Recent events, clearly, mean th...

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“…environmental development, macro-and micro-environment and stakeholders) have to be considered when deciding whether to standardise or adapt a marketing mix. Followed by extensive studies in the subsequent years [37][38][39][40], it is now recognised that several factors influence marketing mix Standardization, particularly amongst SMEs operating in B2B markets [41]. As such, these influencing factors have to be integrated to get an optimal marketing mix [42,43].…”

Section: The Adaptation/standardization Debatementioning

confidence: 99%

Smes Marketing Mix: Examining Influencing Factors for Its Successful Management

Wielanda¹

2017

IJRET

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Purpose -To investigate the influencing factors for the successful management of a standardised marketing mix in the businessto-business (B2B) sector of small and medium-sized enterprises.Design/Methodology/Approach -A qualitative research through 26 semi-structured in-depth interviews of small and mediumsized enterprises operating in the German business-to-business sector was conducted. The interviewees are involved in marketing mix management decisions and marketing Standardization. Content analysis was used to analyse the collected data. Findings -Results show that no identification of the factors influencing the success of the management of a standardised marketing mix, particularly for the business-to-business sector is available. The study found that a standardised marketing mix is influenced by a number of factors which have to be clearly identified in order to be implemented successfully. This paper identifies and implements these influencing factors for successfully managing a standardised marketing mix. Research Limitations/Implications -The practical implications of the findings refer to the fact that there does not seem to be a "one and only way" for successfully managing a standardised marketing mix which can be applied to all circumstances and business contexts. Identifying and implementing these influencing factors seems to be a situation specific marketing activity. The significance of the findings notwithstanding, the business-to-business-context of this research, which was conducted with small and medium-sized enterprises, is the most important caveat, as it limits the possibility to generalise its findings to other business contexts. Practical Implications -This study is important for small and medium-sized enterprises operating in the business

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Global standardization as a success formula for marketing in Central Eastern Europe?

Cited by 60 publications

References 15 publications

International Business Research on Transition Economies

International Business Research on Transition Economies

Doing business in Libya: Assessing the nature and effectiveness of international marketing programs in an evolving economy

Smes Marketing Mix: Examining Influencing Factors for Its Successful Management

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