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Marketing Myopia (Levitt, 1960)
Sustained growth depends on how broadly you define your business-and how
carefully you gauge your customers' needs
...
Dry cleaning: used for clean wool
...

2
...

3
...
Industries that assume themselves to be riding some
automatic growth escalator invariably descend into stagnation
...
There are four conditions
that usually guarantee this cycle:
1
...
1
...

2
...
)
3
...
1
...

3
...
Mass production does indeed generate great pressure to "move" the
product
...

3
...
A truly marketing-minded firm tries to create value-satisfying goods
and services that consumers will want to buy
...
4
...

3
...
The industry has its eyes so firmly on its own specific product that it
does not see how it is being made obsolete
...
6
...

4
...

4
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They pay too much attention to it
...
2
...

4
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It develops the philosophy that continued growth is a matter of
continued product innovation and improvement
...
4
...
Consumers
are unpredictable, varied, fickle, stupid, shortsighted, stubborn, and
generally bothersome
...


The chief executive has the inescapable responsibility for creating this
environment, this viewpoint, this attitude, this aspiration
...


Beyond marketing panaceas: in praise of societing
(Badot, Bucci and Cova, 2012)

1
...
(1) constructing an exhaustive list of all the panaceas appearing during the
past 20 years; (2) seeking the underlying logics with each one of these
panaceas, thereby permitting the structuring into groups panaceas
according to the principal logics identified; and (3) discussing the validity of
the word ‘marketing’ to encapsulate logics which no longer have the
market as the central aspect
...
A lot of authors focus on ‘new-marketing’ panaceas
...
Organizing them into categories concerned with the same underlying logic
...
With this intention each panacea was initially analysed according to the
following checklist allowing it to be characterized by:
2
...
history and raison d’être of the panacea according to its authors;
2
...
central concepts;
2
...
principal processes and/or tools;
2
...
pre-requisites of implementation;
2
...
type of strategy of offer;
2
...
type of strategy of relation;
2
...
assets and weaknesses
...
The market environment: one of the embedding of the market in a broader
unit which at the same time conditions and makes it possible
3
...
on the cultural, natural, political and social structures which
encompass the market, and on the actors outside of the market who
act

on

the

market

Cause-Related

Marketing,

Ecomarketing,

Environmental Marketing, Green Marketing, Holistic Marketing, Macro
Marketing, Maxi Marketing, Mega Marketing, Network Marketing,
Non-Business Marketing, Social Marketing, Societal Marketing,
Stakeholder Marketing, Sustainable Marketing, Symbiotic Marketing,
Trend Marketing
...
Market niches
4
...
Fragments of consumers of minimal size compared to the traditional
segments,

and

integrating

the

re-groupings--permanent

like

transitory--based on a common origin (ethnos group, territory) or a
common passion (tribes, virus): Community Marketing, Ethnic
Marketing, Ethno-marketing, Family Marketing, Geomarketing, Micro
Marketing, Niche Marketing, Street Marketing, Tribal Marketing, Viral
Marketing
...
Client relationships: moving from a market of mass (and segments) to one
of a mass of markets: each specific client relationship being a market
...
1
...

5
...
Co-marketing, Customer Centric Marketing, Database Marketing,
Interactive

Marketing,

Loyalty

Marketing,

Multilevel

Marketing,

One-to-One Marketing, Relationship Marketing, Total Relationship
Marketing, Trade Marketing
...
Subjective experiences of the customer: as a purchaser and destructor of
goods, and turn them into an active actor (customer agency) in their
everyday life in which consumption and the market are integrated
6
...
Cult Marketing, Emotion Marketing, Event Marketing, Experience
Marketing, Life Event Marketing, Multi-sensory Marketing, Neural
Marketing, Olfactory Marketing, Sensory Marketing, Situational
Marketing
...
2
...

6
...
Panaceas organized around the authenticity of the subjective
experiences of customers: Authenticity Marketing, Nostalgia Marketing,
Retro-marketing, Scarcity Marketing
...
Competences of the customer:
7
...
It does not focus on part of the market, nor on the relationship or
customer experience as elements of the target-market, but rather on
the competences of the customer as a basis of interaction, dialogue
and especially of rebalancing
7
...
Anti-marketing, Counter Marketing, Empowerment Marketing, Grass
Roots Marketing, Knowledge Marketing, Permission Marketing,
Reverse Marketing, Solution Marketing, Value Marketing
...
3
...
A restricted group of panaceas concerns itself not with a specific
perspective of the market, but takes for a starting point the company, its
resources and its means (limited)
8
...
Creative

Marketing,

Entrepreneurial

Marketing,

Expeditionary

Marketing, Guerrilla Marketing, Radical Marketing
...
In societing, ‘the company is not a simple economic actor who adapts to
the market, but a social actor embedded in the societal context’ (Badot et
al
...
51)
...
What the adoption of the term societing will allow, is the taking into account
all these swings in a responsible way: our sphere of activity is not any
more the market, but the society with all the consequences that it

comprises
...
Consumers today appear more active, more participative, more resistant,
more activist, more recreational, more social and community-minded than
they ever have been before
...


A Framework for Analysis of Strategy Development in Globalizing
Markets (Solberg, 1997)
This article describes the development of a new model of internationalization
of the firm, which is applicable to both SMBs and large global firms:

Industry globality: three indicators of industry globality are introduced:
1
...
1
...

1
...
The type of structure is determined by the number of entry barriers and
the strength with which they appear (Scale economies and product
differentiation, distribution channel control, government interventions)
...
Globalization Drivers
2
...
The key questions are: 1) To what degree do globalization drivers
occur, and 2) How do they impact on the ability of the industry players
to build global market positions through the erection of entry barriers
...
2
...
Market interdependence
3
...
The ultimate consequence of this factor is that any actor in the industry
has to consider the outcomes for its competitive posture in several
countries (or "all" the countries in a truly global market) even when the

strategy is implemented in only one country
...
2
...
g
...

4
...
1
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4
...
1
...
2
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4
...
1
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4
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2
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4
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Global industry is characterized by the presence of a limited number of
global, dominating players in the industry, catering to major segments
of the market
4
...
1
...
International organisational capacity
1
...
firm's ability to develop and carry out strategies in the international
marketplace, and includes both the number of managers and
employees engaged to carry out international operations and the

degree of international culture embedded in the organization
...
Market share in reference market
2
...
In the present context, relative market share is a proxy for the relative
strength of the firm in its major markets and, hence, its ability on one
hand to withstand competitive attacks, and on the other hand to
finance - through higher ROI - a further global development of the firm
...
2
...
2
...
The ability of the marketer to position the product in a segment,
which can then be defined as the "total" market or reference
market
...
2
...
The effects of the learning curve and economies of scale initially
constitute the basis for the argument about the importance of
market share
...
3
...

3
...
1
...

3
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The adolescent company
...

3
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The internationally mature company
...

3
...
1
...
3
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Preparedness for internationalization has to be considered
relative to the market situation confronted by the firm

The strategic thrust--the “nine strategic windows”
1
...
1
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1
...
The main focus of firms located in this part of the model should be on
improving their performance and position in their home market
...
3
...
Consolidate your export market:
2
...
An environment with limited competitive threat is also true of firms in
this window
2
...
Still, entrepreneurial companies have succeeded in entering foreign
and, most often, neighboring markets
...
3
...
4
...

2
...
Penetrating into major existing markets and assess entering new ones
(strong financial position)
...
6
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3
...
1
...
2
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4
...
1
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4
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either to expand stepwise in neighboring markets, following the
"traditional" internationalization process ladder, and/or--if the company
has sound finances--to expand through acquisitions (perilous)
...
Consider expansion in international markets
5
...
The company has "climbed" the internationalization ladder and
management is characterized by a proactive stance toward further
international involvement
...
2
...

5
...
This will increase the company's ability to react to competitive
pressures in the event of a drive toward global markets
...
4
...

6
...
1
...

6
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Adopt an aggressive stance to the possible changes in the industry
through, for instance, acquisitions (strong financial position)
6
...
Seek alliances with major actors in the individual markets (weak

financial position)
7
...
1
...

7
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There may be a slim opportunity to carve out a niche based on specific
skills that respond to particular needs in a limited segment of the world
market
...
3
...

8
...
1
...

9
...
1
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9
...
Changes in demand patterns and customer preferences, the volatility
of the reference market, changes in the cost position of both the
different countries and the individual players in the market, new
technologies, political events, etc
...

9
...
Identify the pivotal elements in this picture and develop an
organization capable of rapidly reacting to changes and events in the
"global village
...
4
...


What is a value proposition
1
...
1
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1
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customers do not buy ‘things’; they buy the experiences that the
‘things’ are able to deliver
...
3
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2
...
1
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2
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Crucially, your value propositions should focus on the projected impact
on the customer
...
3
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3
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1
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4
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It’s unique

6
...
1
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A value proposition is a promise of expected future value, illustrating
that future relevant and distinct benefits will outweigh the total cost of
ownership

A value proposition should include:
1
...
Capability—what it is that you can do for the customer to make this impact
3
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Monetary calculation—of the financial benefits minus costs
5
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Alignment—to the key needs of the customer (MUSICAL)
7
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A relational dimension, if the customer and your organisation are looking
for benefits that will accrue from an enhanced relationship

Why Are Value Propositions Important?
1
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1
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2
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1
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2
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Having a value-based conversation with the customer begins with

marketing
...


The Value Proposition Approach Could Be the Difference
1
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If There’s No Value All You’re Left With is Price
2
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In an increasingly competitive world, where products are often the
same, the value proposition approach can be the factor that sets you
apart in the market

Our Approach: The Value Proposition System
1
...
1
...

1
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These kind of factors (key business issues), or key customers drivers
as Jeff Thull calls them in The Prime Solution, affect all business
organisations in different ways
...
3
...

1
...
Getting to a point of understanding of the key issues affecting your
customer base at a point in time, and having a system for refreshing
this, is the aim of this step
...
The benefits of this approach are:
1
...
You demonstrate to the customer through all your communications that
you are trying to make a difference or ‘add value’ to their business
1
...
It provides a discipline to use customer issues as a starting point for all
your conversations

1
...
You will not be bombarding them with irrelevant, disjointed messages
that jump from product to product
1
...
You will save marketing money as you can array all your products and
solutions under these themes
1
...
You will make more money, as in our experience if you use this
approach you don’t have a cross-sell, up-sell problem; therefore you’re
not selling one product at a time
...
The themes that you select should:
2
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Capture the essence of the key customer issues that you feel your
company can address
2
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Resonate with customers as something they are aspiring to achieve
2
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Be broad and flexible enough to allow sector, segment and customer
tailoring as you move up the value stack towards financially justified
individual CVPs
3
...
1
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3
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Don’t make the top level themes too restrictive
...
3
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Industry Vertical Propositions or Segment Propositions
1
...


Customer Value Propositions (CVPs)
1
...


2
...

3
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Individual Customer Value Propositions (CVPs)

Revisiting cultures’ consequences in international marketing studies
(Soares, 2018)
It is true that the tenet that globalization has led, or is leading to, increasing
convergence is far from unanimous
...


Profession, socioeconomic class, and other environmental variables might be
more relevant clustering dimensions for assessing culture as an average
group-level construct
...


The etic perspective builds upon the notion that cultures can be compared
along a number of universal, “culture-free” dimensions

The emic perspective, in contrast, is based upon the assumption that cultures
can be described but not compared
...


When marketing strategy meets culture: the role of culture in product
evaluations
(Song, et al
...


One likely reason for the scarcity of macro-level analyses of the interaction
between consumer culture and marketing strategy is the difficulty of obtaining
suitable data across national cultures
...


In reality, the effect of marketing strategy cannot be separated from the
national culture of the country market
...


We open up the black box and investigate consumer-initiated
post-consumption

product

evaluations

for

cultural

products

in

international markets
...


We believe that understanding the cultural congruence effect is especially
important for managing products that are rich in cultural content
...


We propose that interactions among the message, the media, the message
sender, and the message receiver affect the decoding and reception of the
message intended by culturally loaded products, subsequently affecting
consumers’ product evaluations
...
e
...


H1b: The positive effect of cultural congruence on product evaluation is
stronger in collectivistic than in individualistic cultures (supported)
...


H1d: The positive effect of cultural congruence on product evaluation is
stronger in high uncertainty avoidance countries (supported)
...


H3a: A longer product release time gap has a negative impact on consumer
evaluation of culturally loaded products (supported)
...


H4: The positive effect of advertising spending on product evaluation is
stronger in high power distance (versus low power distance) cultures
(supported)
...
e
...
e
...
e
...


Firms can increase the cultural congruence of their products by localizing
their cultural content, as when production studios collaborate with local studios
to customize the content of a film to local tastes

Paying attention to cultural congruence between product content and
consumers’ cultural background is even more important for firms that market
products rich in cultural and artistic meanings
...


If the manager needs to select a few countries for an initial product release
(e
...
, due to limited budgets), they should prioritize short-term–oriented
countries over otherwise similar, long-term–oriented countries

Firms should consider consumers’ cultural orientation in power distance
belief when allocating marketing budgets
...


This paper provides an empirical study of the linkages between segmentation
bases and positioning strategy decision options
...
World markets have evolved to imply global segments defined based on
market variables other than national boundaries
...
The challenge in leveraging brand equity is to identify and profile these
segments on an inter-market basis and to develop strategies to reach
them with globalized brands
...
The appeal of similar brand benefits, similar patterns of purchase and
consumption behavior, and specific shared values should be the focus of
strategic response to global segments that transcend the geopolitical
boundaries of nations
...

5
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6
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e
...
e
...

7
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7
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integrating country variables with behavior patterns;
7
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not assuming total homogeneity of the country segment;
7
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acknowledging the existence of a degree of similarity across national
boundaries;
7
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Considering the bases of segmentation to be dynamic in nature
7
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defining market globalization as a matter of degree
...
The basic ideas of the integrated approach are:
8
...
it assumes various degrees of heterogeneity and homogeneity in
buyers’ preferences for global brands;
8
...
any degree of preference heterogeneity or homogeneity for global
brands can be attributed equally to macro-bases (i
...
country factors),
micro-bases (i
...
behavioral variables), and any combinations of
interactions; and
8
...
any degree of preference heterogeneity can be addressed by
introducing adaptive variations in the marketing program
...
Positioning is described as strategy to identify and direct marketing
resources among intended market segments
...
Global

strategic

segmentation

and

positioning

matrix

3
...

4
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5
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6
...

7
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Consequently, firms must evaluate the
types of segmentation bases utilized in order to have a better emphasis on
the intended strategic market position
...
There are four different approaches for global segmentation:
1
...
Identifying clusters of countries that demand similar products (that is,
regional selling giving more weight to geopolitical and economic

segmentation factors)
...
2
...

1
...
Identifying segments present in many or most countries (that is,
universal selling striking a hybrid balance between various macro and
micro segmentation factors)
...
4
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2
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3
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4
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Buyer needs are converging in key markets
...
1
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2
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2
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effective segmentation will lead to cost efficiencies resulting from

reduced duplication of effort in multiple markets where similar segment
members are represented
...
2
...

2
...
Significant market expansion opportunities result with the emergence
of

inter-market

segments

such

as

global

teenagers

and

socioeconomic elite
...
4
...


Benefit segmentation: a decision-oriented research tool (Haley, 1968)

Segmentation methods
1
...
Demographic segmentation--less than optimum bases for segmentation
strategy
...
Volume

segmentation--concentrate

on

most

‘volume’

(valuable)

customers
...
1
...


They rely on descriptive factors rather than causal factors (fact analysis only)
...


After benefit segmentation, all other aspects, e
...
demographic info, volume
info are compared
...


Marketing Implications of Benefit Segmentation Studies

Generalizations from benefit segmentation studies
1
...


2
...

2
...
A corollary to this principle is that any marketer who wishes to cover a
market fully must offer consumers more than a single brand
...
A company's brands can sometimes cannibalize each other but need not
necessarily do
...
New and old products alike should be designed to fit exactly the needs of
some segment of the market
...
Marketers who adopt a benefit segmentation strategy have a distinct
competitive edge
...
An understanding of the benefit segments which exist within a market can
be used to advantage when competitors introduce new products
7
...

Competitive advantages are actually barriers to entry
...


The two most powerful competitive advantages, customer captivity and
economies of scale, are more achievable and sustainable in markets that are
restricted in local
...
The few other sources (e
...

government support) tend to be limited to particular industries
...


Sustainable dominance is more likely in markets of restricted size:
1
...

2
...


Firms with strategies like “Apple’s”, designed to dominate the PC market as a
whole, have not succeeded
...


Localism

facilitates

decentralization,

decentralized

management

has

consistently served as a superior structure for concentrating management
attention
...


Strategies that are local in the non-geographic sense improve companies’
competitive strength by facilitating cooperation across product boundaries
...


Marketing capabilities are powerful tools that can directly lead to export
performance and indirectly achieve superior export performance via the
creation of positional competitive advantage (including low-cost
advantage and differentiation advantage)
...


The positive link between marketing capabilities and performance should also
hold in an exporting context, because marketing capabilities can be easily
transferred to foreign country
...


H1
...


H2
...

Two

types

of

competitive

advantage

(i
...


low-cost

advantage

and

differentiation advantage) positively mediate the effect of marketing
capabilities (except for distribution capability) on financial export performance
and/or non-financial export performance
...


In addition, when developing marketing capabilities, managers should keep
the competition in mind (competitive advantage)
...


There is no significant difference in terms of the effect sizes of direct effects
and indirect effects of marketing capabilities on export performance
...


A more appropriate attitude is to develop a high level of marketing capabilities
which simultaneously and equally emphasize their direct translation into export
performance and indirect transfer to superior export performance via obtaining
competitive advantages first
...


Low-cost advantage and differentiation advantage are equally important in
terms of translating marketing capabilities into superior export performance
...


Theoretical implications:

Coopetition: Complexity of cooperation and competition in dyadic and
triadic relationships (Kim, 2018)

First, this study aims to expand the concept of coopetition by identifying
several ways how cooperation and competition exist simultaneously in triadic
as well as dyadic relationships
...


COOPETITION BETWEEN TWO FIRMS IN DYAD (several types of
coopetitions)

Cooperation between competitors
1
...

2
...


Competition-based cooperation
1
...

2
...

3
...


Cooperation-based competition
1
...

2
...
Also, firms with many alternatives enjoy higher
bargaining power than partners with limited alternatives (example of Apple
Inc
...
Two firms facing a common rival can possibly cooperate with each other
because incentives to work together are highly aligned between them
(example of Apple, SK Hynix and Toshiba)
...
Such firms may impose competitive threats to their rival’s partner because
rival’s partner helps their rival improve competitive advantages and
out-compete them
...
Because firms’ competition is affected by rival’s cooperative relationship,
this phenomenon can be considered as a type of coopetition in triad
...
The stronger the cooperative relationship between firms, the more they
become integrated and mutually supportive
...
A rival’s strongly connected partner can effectively share its resources to
achieve a common goal, and thus it becomes a bigger threat than a rival’s
weakly connected partner
...
The “enemy of my enemy is my friend” type of coopetition is more likely to
occur if two firms’ competitive relationships with a common rival are strong
...


The international business incubator as a foreign market entry mode
(Blackburne & Buckley, 2019)

Business incubators - the concept
“A business incubator is a shared office-space facility that seeks to provide its
incubatees (i
...
“portfolio-” or “client-” or “tenant-companies”) with a strategic,
value-adding intervention system (i
...
business incubation) of monitoring and
business assistance
...
” (Hackett and Dilts,
2004: 57)

The theory of foreign market entry
According to internalisation theory, a firm may initially establish overseas
operations in response to market imperfections in cross border transactions
(‘internalise’ its foreign sales activities)
...


Research findings
The findings of this research revealed business incubators offer benefits to
firms, which in turn influence their decision to enter and deepen their
commitment to a foreign market
...


Having control of one's ‘own man’ (in the market), versus reliance on an agent
or distributor, was seen as important by eight informants in eight incubatee
organisations
...


Discussion
1
...
This in turn helps to
reduce risk further
...
The choice of business incubation as a method of foreign market entry
provides a rational ‘option’ on a future, deeper involvement in a volatile or
uncertain market
...
Business incubation as a method of foreign market entry may be
interpreted as providing a means to bring risk and uncertainty within
acceptable boundaries (by limiting the cost of potential failure), whilst at
the same time providing a low risk platform for further investigation,
network building and information gathering
...
Once the firm or organisation becomes more experienced, it may choose
operation modes which provide greater control (and bring greater risk)
over foreign market operations, such as joint venture or wholly owned
subsidiary
...
From the international business incubator, the firm or organisation also has
the flexibility to switch back to a low risk agent or distributor export mode,
or even withdraw from the market
...
Business incubation can assist knowledge accumulation during foreign
market entry
...

7
...

8
...

9
...


10
...
The decision to switch from business incubation to a fully invested or
alternative presence in the market was directly stimulated by an increase
in the cost of market servicing, along with an increase in actual sales whilst
in the incubator
...


Strategic Marketing Issues for an Emerging Market Firm to go Global
(Kanagal, 2017)

A study with a purpose to conceptualize strategic marketing issues for an
emerging market firm to go global is significant, given that success in overseas
marketing ventures is critical to sustain the phases of globalization
...


This paper attempts to address the conceptualization and the challenge
...


Analysis
Cross-Border Arrangements in Firms with Overseas Operations
1
...
1
...

1
...
In international firms there is a movement across borders, of mostly
goods through sales/ marketing offices or overseas distributors, and
with support services through service offices or provided by the
overseas distributor
...
Multinational firms
2
...
A multinational firm popularly known as an MNC, operating in the
home country and called parent, establishes separate organizations in
each host country, along with investments to produce and market in

each of the host countries
...
2
...

3
...
1
...

3
...
The divisions between home country and host country is minimal, as
the management views the world market as a series of interrelated
and interlinked markets
...
Whether to go abroad
1
...
Attractive market opportunities must be present that can be
successfully serviced by the domestic firm
...
2
...
This includes customer benefits,
customer segments, technology employed, and participation in various
stages of the value chain
...
3
...

1
...
The firm is best placed if it can leverage its core competencies in
international markets
...
Which markets to enter
2
...
Market attractiveness
2
...
Risk identifiable or manageable
2
...
Key success factors (key competitive advantage)

2
...
Whether supplier sources can be identified
2
...
Favourability of the overall macro environment of the host country
2
...
In deciding to enter a particular market, it is necessary to examine and
understand the trading block to which the country belongs, and
whether the firm’s home country has reasonable trade flows with the
host country’s trading block
...
7
...
It is best to enter
those countries where deeper commitments can be made and where
there is the possibility of deeper penetration
...
How to enter
3
...
Indirect export: independent intermediaries
3
...
Direct export: concreted and planned efforts
3
...
Licensing: retain control
3
...
Joint ventures/alliances: project-specific measure

Global logic
1
...
1
...

2
...
Global information logic
3
...
wherever information is being traded before, during or after purchase,
can the home country firm participate in the global circuit of
information?
4
...
1
...
2
...
3
...

4
...
Check whether the firm can adapt itself to the competitive setting
5
...
1
...

5
...
Further the logic is strengthened when resources can be shared
worldwide
...
Global size logic
7
...
1
...

8
...
Globalization (standardsation) vs adaptation strategies
1
...
For an emerging market firm to go global, it is advisable to toe the line
of adaptation, as developed markets are mature and are at an
advanced stage of need-want gratification
...
2
...

2
...
1
...

3
...
1
...
1
...
If the product category in the overseas market is in the initial
stage of evolution, then it is convenient for home country firms to
enter overseas markets and to modify consumer preferences
and create an image
...
1
...
However if the overseas market is mature and the firm
concerned is in the stage of initial overseas market entry, then
the challenges and barriers in the overseas market depending
on the maturity of the industry there has to be assessed
...
2
...
2
...
Obtain a beachhead in the overseas market
...
2
...
May have to acquire overseas, some local products / brands to
create an immediate beachhead and subsequently leverage
competencies in brand name, technical expertise, and corporate
reputation
3
...
Global rationalization
3
...
1
...

3
...
2
...

4
...
1
...

5
...
Market aspect of a global business

1
...
When marketing to advanced countries, these host country consumers
are in an advanced stage of need-want gratification and need-use
gratification, and thus it is more difficult to provide value beating
propositions to them; under such conditions acculturation helps in
supporting home country marketers in host markets
...
Organization Aspect of a Global Business
2
...
Multinationals, as the term suggests, operate in multiple nationalities
and evolve multi-domestic strategies, and acculturation may not be
imperative for business success
...
2
...

3
...
1
...

3
...
It is also necessary to delicately balance such programs and
processes of acculturation so as to not ignite adverse reactions but
smoothly transit both consumers and participating organizations to
enhanced realizations of the market offerings by the international /
global businesses
...
Development of a Cohesive Global Organization Culture
4
...
The development of a cohesive global organization culture is also
impacted by cultural distance
...
2
...


Achieving global marketing synergies
1
...

2
...

3
...


Overcoming Market Acceptance Barriers or Overcoming Global Negatives
1
...

2
...
The source could be
the consumer, the government, the channel, and the competition
...
Identify

the

resource

requirement

to

address

the

source,

and

correspondingly the global negative
...
Lay out the time period and the processes / procedures required to
overcome or meet some of the challenges of the global negative
...
Establish performance indicators to the process of overcoming global
negatives, measure these performance indicators and manage them to
achieve desired results
...
Branding:

Standardization versus Adaptation of International Marketing Strategy:
An Empirical Investigation (Szymansk, Bharadwaj and Varadarajan, 1993)

"Does an opportunity exist for standardizing the strategic resource mix across
national markets?”

"On which strategic variables should businesses place relatively greater
emphasis across national markets?"

Generalizability of Performance Relationships Across Western Markets

The U
...
, U
...
, Canadian, and Western European markets are more similar
economically, politically, and culturally than they are different (cultural
similarities that add support to the supposition that competitive strategy/market
structure relationships with business performance would generalize across
Western market)
...
Find many similar values and family decision-making strategies across
buyers from different Western market
2
...

Strategic relationships should generalize across national markets that are
similar economically, politically, and culturally
...


Strategic Levers, Industry Drivers, and Business Performance
Strategic levers
1
...

2
...

3
...

4
...

Industry driver

Discussion
Standardization Versus Adaptation of the Strategic Resource Mix
1
...

2
...

3
...

4
...


Relative Emphasis on Competitive Strategy Variables
1
...

2
...

3
...


Strategic Product Creation: Managing New Interactions of Technology,
Markets, and Organizations (Sanchez, 1996)

Abstract and intro
...


Modularity in product designs allows the decoupling of processes for
developing new products, enabling those processes to become concurrent,
autonomous, and distributed and making possible the adoption of modular
organization designs for product development
...


This article investigates these new competences and the ways they are being
used to initiate and drive new interactions of technology, markets, and
organizations in product creation processes
...


Modularity in product designs is essential to achieving the strategic flexibility of
modular organization designs
...


The knowledge structures within a firm will largely reflect the architectures of
its product designs
...


Stable Product Markets
1
...

2
...
Differentiation is only capable in other aspects e
...

service, warrants etc
...
A product market may shift to an evolving mode when either available
technologies or market preferences begin to change
...
As evolving technologies or market preferences induce changes in market
conditions, strategy concepts focus on strategic adaptation to change, on
accumulating new resources (perhaps developed through strategic
alliances) useful in meeting the new competitive conditions, and on
're-engineering' business processes to adjust to new technological and

market conditions
...
)
3
...

4
...
Product development will try to create the new product attributes and the
mix of new products thought to be optimal for the new market conditions,
and distribution channels may be redesigned to better match changes in
product offerings
...
To acquire new capabilities in product or process technologies or new
market knowledge, the firm may enter into long-term collaborations with
other firms that have complementary capabilities in product development,
manufacturing, distribution, or marketing
...
High rates of technological change make possible accelerated evolutions
of product concepts, manufacturing process capabilities, and technologies
for coordinating product creation processes
...
Customer preferences become much more varied and demanding--offer
greater product variety and more frequent introductions of better
performing product models
...
As firms search for ways to exploit rapid changes in technologies and
market preferences, strategy concepts center on notions of strategic
flexibility - the ability to respond advantageously and quickly to continuous
change in competitive conditions
...
Instead of acquiring specific-use - and therefore inflexible - assets,
strategic investments are increasingly channeled into building flexible
intellectual assets like human capabilities and knowledge that can be
leveraged in a variety of ways as market conditions change
...
In essence, firms begin to network with other firms to improve their abilities

to assemble a changing array of resource chains for creating and
delivering future new products which cannot presently be defined with
precision
...
Conventional:
1
...
Begins with extensive marketing research that tries to determine the
specific characteristics of a product that will appeal most broadly to
some identified set of customers
...
2
...

1
...
To do this, product designers must decide how to translate the desired
set of product attributes into a product design consisting of functional
components
...
4
...

1
...
Both during and after development, however, changing component
designs to effect a change in the overall product design is likely to be
time-consuming and costly, because changing one component design
may require compensating changes in the designs of many
interrelated components
...
Modular product design
2
...
Minimizes interdependencies among component designs in a product
design
...
2
...

2
...
Creates a flexible 'platform design' for leveraging variations on a basic
product design
...
4
...
The ability to 'mix-and-match' components enables
leveraging of greater product variety, speeds the introduction of
improved products, and lowers overall design, production, and other
product costs
...
Greater product variety
...
1
...

1
...
A firm may also use a superior ability to leverage large numbers of
product variations to probe a product space to improve its knowledge
of customer preferences and to proliferate product models to saturate
product space in the region of most profitable demand
...
Faster introductions of improved products
2
...
The resulting ability to introduce components with improved
performance into a modular product design (while reusing other
components) enables the rapid introduction of upgraded product
models as soon as improved components become available
...
2
...
e
...

3
...
1
...


Changes in New Product Targeting and Marketing Research
1
...

2
...


Modular Product Strategies
Integrating Technology Strategy and Marketing Strategy
1
...

2
...

3
...

4
...

5
...

6
...

7
...


Modularity in Organization Designs
Modular Product Designs and Modular Organization Designs
1
...

2
...
In

essence,

decoupling

component

designs

in

modular

product

architectures intrinsically decouples processes for developing those
components, allowing those processes to be carried out concurrently,
autonomously, and distributively by various developers
...
As a result, modular product architectures make possible new product
development processes that require fewer management resources,
improve the speed of product development, encourage greater innovation
at the component level, and allow access to an enlarged network of
component development resources (increase strategic flexibility)
...
Reduced management resources
5
...
The specified component interfaces in a modular product architecture
create an information structure that defines the required output of each
component development process
...
2
...

6
...
1
...

6
...
A faster development cycle improves the flexibility of a firm to respond
quickly to new market opportunities
...
Improved ability to innovate in component development
7
...
This autonomy may have a positive effect on development of better
component-related technologies, because developers have increased
freedom to innovate new component technologies and processes
...
2
...

8
...
1
...

8
...
The ability to draw on an enlarged pool of development firms who can
perform well-defined development functions may reduce the time and
cost of product development projects
...
The combination of a shared electronic communication system and
modular descriptions of components give a firm the capability to
'quickconnect' with a network of component development capabilities to
assemble an electronically mediated product development process
...
Strategic managers should organize and coordinate new kinds of product
creation processes that are capable of significantly increasing the scope
and rate of product creation
...


Three Kinds of Value Propositions
We have classified the ways that suppliers use the term “value proposition”into
three types: all benefits, favorable points of difference, and resonating focus
...
All benefit:
1
...
Benefits that their offer might deliver to target customers--knowledge
about customers and competitors
...
2
...

1
...
Many, even most, of the benefits may be points of parity with those of
the next best alternative, diluting the effect of the few genuine points of
difference--clearly identify in their customer value propositions which
elements are points of parity and which are points of difference
...
Favourable points of difference
2
...
Detailed knowledge of that alternative, whether it be buying a
competitor’s offering or solving the customer’s problem in a different
way
...
2
...

2
...
Value presumption: assuming that favorable points of difference must
be valuable for the customer
...
Resonating focus
...
1
...

3
...
More is not better
3
...
The resonating focus proposition may contain a point of parity
...
Stressing as a point of parity what customers may mistakenly presume to
be a point of difference favoring a competitor’s offering can be one of the
most important parts of constructing an effective value proposition
...
“We can save you money!” has become almost a generic value proposition
from prospective suppliers
...
Value word equations enable a supplier to show points of difference and
points of contention relative to the next best alternative, so that customer
managers can easily grasp them and find them persuasive
...
Prospective customers must see convincingly the cost savings or added
value they can expect from using the supplier’s offering instead of the next
best alternative
...
Value case histories document the cost savings or added value that
reference customers have actually received from their use of the supplier’s
market offering
...
Value calculators
4
...
suppliers work with their customers to define how cost savings or
incremental profits will be tracked and then, after a suitable period of time,
work with customer managers to document the results
...
We contend that customer value propositions, properly constructed and
delivered, make a significant contribution to business strategy and
performance
...
Constructing and substantiating resonating focus value propositions is not
a onetime undertaking, so they make sure their people know how to
identify what the next value propositions ought to be
...


Marketing Capabilities in International Marketing (Morgan et al, 2018)

From a managerial perspective, managers want to know both what types of
marketing capabilities may be appropriate for their firms and how to build,
maintain, and leverage them
...


Discussion and implication
Building marketing capabilities across country markets requires greater
resources and may constrain (or enable) movement from one stage of
internationalization to the next
...


The primary difference between international and domestic marketing
capabilities concerns the ability to create, maintain, and leverage the same set
of general marketing capabilities in ways that cope with context-based
variance across country markets and organizational differences across units

catering to different markets
...


Global firms may be exposed to a greater variety of different marketing
practices from which they can select “best practices” and standardize these
across their myriad different organizational units across country markets
...


A key difference of marketing capabilities in international marketing is the
ability to operate effectively and efficiently within and across the organizational
units by which firms interact with different country marketplaces
...




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