Standardization of International Marketing Strategy: Some Research Hypotheses

Jain, Subhash C.

doi:10.1177/002224298905300106

Cited by 497 publications

(328 citation statements)

References 31 publications

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“…These two measures were chosen because the measurement of such similarities can be conveniently compared across industrial firms. The similarities also adhere to applications in previous studies (Douglas and Wind, 1987;Jain, 1989;Wolf and Egelhoff, 2002).The ratings were made on fivepoint Likert scales, on which scale point 1 represented 'Very different' and point 5 represented 'Very similar'.…”

Section: Methodsmentioning

confidence: 86%

Business scope and competitive differentiation: a study of strategy consistency

Pehrsson

2006

Strategic Change

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᭹Obstacles to strategy implementation and change are often due to limited consistency between the choices that a firm has to make regarding business scope and differentiation. ᭹ The purpose of this paper is to identify relationships between business scope and competitive differentiation in industrial firms. It reports on managerial perceptions within a sample of business units of Swedish manufacturing firms in Germany, the United Kingdom and the United States.᭹ The study found that standardized products offered to just a few market segments are associated with an emphasis on product differentiation but that this strategy causes negative performance effects. In contrast, penetration of many segments is associated with customer flexibility attributes, yielding positive results. ᭹The study contributes to our understanding of strategy consistency by establishing associations between business scope and competitive differentiation. Management advice is presented.

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Section: Methodsmentioning

confidence: 86%

Business scope and competitive differentiation: a study of strategy consistency

Pehrsson

2006

Strategic Change

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“…In the wake of the globalisation trends the last couple of decades a number of writers have examined the content of internationalisation strategy -as opposed to the process -(e.g. Craig/Douglas 2000, Hout et al 1982, Porter/Takeuchi 1986, Jain 1989, Ohmae 1989, Yip 1995, Solberg 1997, Zou/Cavusgil 1996, 2002. Different dimensions of strategy have been treated, for instance: -Standardisation/adaptation of the marketing mix -Coordination and control of operations -Centralisation/decentralisation of decisions -Market concentration/market spread -Consolidation/expansion -Sequencing of market entry -Competitive reaction -Entry/operation modes We have adopted the classification presented by Solberg (1997) and Solberg et al (2004), who identified nine different strategies.…”

Section: Strategy Development Network Access and International Commimentioning

confidence: 99%

Access to networks and commitment to internationalisation as precursors to marketing strategies in international markets

Solberg

Durrieu²

2006

MANAGE. INT. REV.

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■ The role of networks and international commitment in the formation of internationalisation strategies has not yet been explored in international research. The present paper investigates these relationships in a sample of 206 Norwegian exporters.■ This article suggests that access to networks and commitment play significant roles in the formation of internationalisation strategies. Implications for management and research are discussed. Key Results■ Access to networks in international markets impact positively on the development of some global strategies such as marketing control/positioning, whereas it does not enhance the creation of international strategic alliances.

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“…In functional terms convergence encompassed both organizational change processes (e.g. global business streaming- Andrews, Chompusri and Baldwin, 2003), marketing standardization strategies (Theodosiou and Katsikeas, 2001;Jain, 1989) and human resource management practices, instanced by Western performance appraisal processes (Rowley and Benson, 2002;Entrekin and Chung, 2001).…”

Section: Post-crisis Convergence: Firm-level Implicationsmentioning

confidence: 99%

Temporal Dynamics of Crossvergence: Institutionalizing MNC Integration Strategies in Post-Crisis ASEAN

Andrews

Chompusri

2005

Asia Pacific J Manage

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This study utilizes the temporal lens afforded by the unprecedented pace of the Asian financial crisis to re-conceptualize the convergence-divergence-crossvergence (CDC) framework. Grounded at the Western-headquartered ASEAN subsidiary, CDC is hypothesized as a dialectical progression comprising Western corporate culture (‘convergence’) ASEAN societal culture (‘divergence’) and ending with the institutionalization of these forces (‘crossvergence’) as a transient re-equilibrium. Against a backdrop of increasing macro-level turbulence, the CDC dialectic is then fed through a dyadic cycle of environmental shocks and organizational responses. Managerial implications are discussed along with suggestions for future research. Copyright Springer Science + Business Media, Inc. 2005convergence-divergence-crossvergence, cross-cultural organizational change, dialectical progression, institutionalization, multinational corporations, ASEAN,

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Standardization of International Marketing Strategy: Some Research Hypotheses

Cited by 497 publications

References 31 publications

Business scope and competitive differentiation: a study of strategy consistency

Business scope and competitive differentiation: a study of strategy consistency

Access to networks and commitment to internationalisation as precursors to marketing strategies in international markets

Temporal Dynamics of Crossvergence: Institutionalizing MNC Integration Strategies in Post-Crisis ASEAN

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