Global Marketing

Global marketing is marketing for the new international environment. The global point of view is a strategy that requires an ability to look at business and competitive developments all over the world. The marketer must then digest what may be conflicting information from these various sources and create from this a workable plan, a plan that will give a product or service an appeal across borders. There are similarities between global marketing strategies and domestic marketing strategies, but at heart the skills required to accomplish each are different.

There are four types of marketing mindset that can be brought to bear on a marketing problem, and the mindset referred to is the outlook brought to bear. The global perspective takes a different view of opportunities and facts about the world market than the domestic, international, or multinational perspectives would do. The global perspective in fact encompasses all cultures or nationalities and might be seen as hovering like a satellite above the earth:

International and multinational perspectives depend on experience gained from direct contact with one or several other countries and cultures. The marketing executive with a global perspective achieves that view throughout the world, even for areas where no direct prior experience exists. This becomes essential because managers who receive global responsibility for a product, a segment, a category, or some other project could not possibly have been exposed to a

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o do business in Japan today must learn that the United States and Japan have fundamentally different understandings of the purposes and workings of a national economy. While the United States embraces Adam Smith, the seventeenth-century prophet of free trade, and has concentrated on consumption as the main economic engine, Japan has focused on production and dominance of key industries that will enhance its strategic position. While the United States has encouraged and written into law adversarial relationships between business and government and labor and management, Japan has striven to achieve cooperation (Prestowitz 13). Thus, the multiple organizational levels and people in the development and implementation process in Japan is different than would be a similar grouping in a U.S. corporation. The approach is clearly appropriate in the Japanese context because it is part of the larger cooperative structure of the Japanese corporation. Many observable Japanese managerial practices can be reduced to three underlying factors: 1) a long-run planning horizon; 2) a commitment to lifetime employment; and 3) the Japanese sense of collective responsibility. These factors are based on Confucian thought which are strong in Ja

Category: Economics - G