Page 63 - GLOBAL STRATEGIC MARKETING

• Playing big in a major market: The market is considered to have a
suitable or substantial share of worldwide trade or where changes in

technology or consumer taste are most likely to bring strategic
benefits to the company.

• Concentrating value-added activity in a few countries: Instead of
repeating every activity in each country, a pure global strategy
enables a group of activities in different countries. Lower wage rates
and higher skills in countries such as China, for example, have

encouraged many electronics firms to centralise their worldwide
assembly operations there

• Adapting a uniform market positioning and marketing mix: The
more uniform the marketing mix, the more the company can save on
the cost of developing the marketing strategy and programme

• Integrating competitive moves across countries: An integrated
approach is about finding consistency across many international
markets with a view to standardising many of the decisions taken from

country to country.

• Industrial globalisation. How can a company decide whether it
should globalise a particular business? What sort of global business
should the company agree to promote and what are the motivations

behind this decision?

1.7 Motivation for global/international involvement

Motivation to become involved in the overseas market is varied: The idea

of exploiting product development and goods on a broader geographic
scale may also lead firms to enter international markets. Douglas and

Craig (1995, pp. 9–10) state that ‘the opportunities in other countries have
encouraged the direction toward internationalisation such as resources,

and labour.’