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Globalization & Marketing
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Examines the 4 marketing perspectives in the modern world: domestic, international, multinational, & global. Discusses each briefly, but focuses on the global marketing perspective.... More...
5 Pages / 1125 Words
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Paper Abstract:
Examines the 4 marketing perspectives in the modern world: domestic, international, multinational, & global. Discusses each briefly, but focuses on the global marketing perspective.
Paper Introduction:
International firms are taking a global perspective today to a much greater degree than in the past. Globalization is a particular way of looking at the markets of the world and a particular way of responding to international pressures. Companies today are arranging their entire business structure to respond to global demands. Manufacturing is done at different points around the world; distribution is shaped to different requirements; products are repackaged and even reformulated for different world regions; and marketing is shaped to appeal to people in different parts of the world.
There are four types of marketing mindset that can be brought to bear on a marketing problem. The global perspective takes a different view of opportunities and facts about the world market than the domestic, international, or multinational
Text of the Paper:
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The global perspective takes a different view ofopportunities and facts about the world market than the domestic,international, or multinational perspectives would do. (Dollinger 575-584). New York: Basic Books, 1988.Sullivan, Jeremiah J. Globalization is being present--most likely with manufacturing facilities--in, say, North America, Europe, and the Far East. Each of these types ofknowledge applies to each individual country to which one may be marketingand to the international scene, involving relationship between and amongcountries, as part of the global marketing perspective. The primary reason for the tendency of multinationals to take aglobal strategy today develops from the interaction of competitivepressures and opportunity--multinationals have to compete with powerhouseslike the Japanese and also see new opportunities in foreign markets. The different structure of theJapanese corporation and the multiple organizational levels serve thecentral purposes of the company in a way that a similar structure might notin the U.S. International firms are taking a global perspective today to a muchgreater degree than in the past. The marketing executive with a global perspective achieves that view throughout the world, even for areas where no direct prior experience exists. New York: Henry Hold, 1991.Kern, Richard and William Keenan. Thus, the multiple organizational levels andpeople in the development and implementation process in Japan is differentthan would be a similar grouping in a U.S. "Confucian Ethics and Japanese Management Practices," Journal of Business Ethics, August 1988, 575-584.Frank, Sergey. American companies trying to deal withJapan and with other nations of the Pacific Rim area have to escape fromthe parochial thinking that has dominated so much of American businessdealings over the years and to acquire a global marketing point of view,acquiring and assessing the necessary economic, political, cultural, andother knowledge of Japan--or China, or Korea, or whatever country of regionis involved--and assimilating that knowledge into a strategic marketingplan. If I decide to take advantage of the newly integrated markets in Europe, then I've simply internationalized, not globalized. Hennessey emphasizes the importance ofchecking facts in order not to make an error. Sullivan says the real essence of Japanese managing isthe use of power in service to society. "Gaining a Global Outlook." Sales & Marketing Management (January 1992), 52-57.Prestowitz, Clyde V. Japanese managers see a work teamas an environment in which information is shared in pursuit of improvedperformance, while Americans use groups to share responsibilities andreduce risks. The system seems effective in the Japanese context, and it does notseem to have slowed the pace of growth, innovation, or corporate operation. Many observableJapanese 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 Japan andwhich have little meaning in the U.S. . Companies today are arranging their entirebusiness structure to respond to global demands. Sullivan pointsout that Japanese management philosophies emerge from both ancienttraditions of thought in Japan and from the post-World War II thinking ofbusiness elites. If they understand that it doesn't have to be so all- encompassing--the kind of simultaneously, multinational involvement that the word "global" implies--then they might be more comfortable with the concept (Kern and Keenan 52-53). Boston: Houghton Mifflin, 1995.Kearney, Robert P. If the personal chemistry isn't right, for whatever reasons, then the best argument will have no substance (Kern and Keenan 57).A global marketing perspective understands that there are differencesbetween peoples and groups, that information on these differences can beacquired, and that once acquired this information should shape businessbehaviors and decisions. While the United States hasencouraged and written into law adversarial relationships between businessand government and labor and management, Japan has striven to achievecooperation (Prestowitz 13). [This distinction is important] because I think it's partly responsible for the reluctance and hesitation that many smaller companies feel when it comes to the issue of global marketing. Globalization is a particular way oflooking at the markets of the world and a particular way of responding tointernational pressures. Global Marketing Strategies. Managers attemptingto take a global perspective and to do business in Japan today must learnthat the United States and Japan have fundamentally differentunderstandings of the purposes and workings of a national economy. Hennessey indicatesthat while it might be good to learn a language for each country with whichone has to deal, English is becoming the language of business. where a differentcorporate culture prevails and where different requirements andopportunities are in evidence. context. corporation. "Japanese Management Philosophies," California Management Review (Winter 1992), 66-87.----------------------- 1 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 all those countries before (Hennessey 231).The marketing executive must obviously think differently about the world touse this perspective. "Avoiding the Pitfalls of Business Abroad." Sales & Marketing Management (March 1992), 48-52.Hennessey, Jeannet. The Japanese use failure as a learning device and so areable to tackle positive things rather than concerning themselves withavoiding the negative (Sullivan 66-87). Inaddition, the executive does not have time to learn every language(Hennessey 251-252). Trading Places. Recently considerable attentionhas been given to Japan because of the success of that country ininternational business since the end of World War II, a feat considered allthe more remarkable considering the devastation wrought on Japan and theisolationism that had marked so much of her history. In part, themanager is always comparing cultures, analyzing the target culture againstthe one he or she knows best, their own. If it did, it would certainly be inappropriate. Sergey Frank considers communication in a widercontext and relates its importance to a particular marketing tool he saysis vital: The most important thing I tell people is this: Nowhere in business--especially in international business--can so much be gained and lost as in negotiations. The globalperspective in fact encompasses all cultures or nationalities and might beseen 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. . Manufacturing is done atdifferent points around the world; distribution is shaped to differentrequirements; products are repackaged and even reformulated for differentworld regions; and marketing is shaped to appeal to people in differentparts of the world. There are four types of marketing mindset that can be brought to bearon a marketing problem. As it does not, it seemappropriate in Japan as it might not in the U.S. The approach isclearly appropriate in the Japanese context because it is part of thelarger cooperative structure of the Japanese corporation. The Warrior Worker. The difference in perspective is emphasized by Sergey Frank, amarketing and sales troubleshooter for General Tire Co., a subsidiary ofContinental A.G., who recently stated: First of all, let me make a distinction between internationalizing on the one hand and globalizing on the other. Works CitedDollinger, Marc J. Hennessey emphasizes the need for certain global marketing skills,beginning with global language communications skills. Whilethe United States embraces Adam Smith, the seventeenth-century prophet offree trade, and has concentrated on consumption as the main economicengine, Japan has focused on production and dominance of key industriesthat will enhance its strategic position. A wide variety of types of knowledge are necessary for a globalperspective, among them economic knowledge, political knowledge, culturalknowledge, historic knowledge, geographic knowledge, and an understandingof global market knowledge.
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