Global Marketing

Höfundur: Svend Hollensen (Útgáfa: 9)
Global Marketing

Kaup valmöguleikar

A clear, succinct, and comprehensive guide to international marketing Global Marketing, 9th Edition by Svend Hollensen and Ana Bogdanovic is an essential resource for undergraduate and postgraduate students looking to gain a deep understanding of global marketing. This guide follows the five main management decisions: whether to internationalise, which markets to enter, how to enter a foreign market, and how to design and then implement and co-ordinate the global marketing programme appropriate for those foreign markets.

It helps student select, analyse, evaluate and implement the appropriate conceptual frameworks to make effective management decisions in global markets. As one of the globally best-selling textbooks in the area, and with nearly 30 years of expertise, this latest edition maintains its clear structure while incorporating extensive updates. Fully revised to streamline international market selection, this edition encompasses a modern approach to studying culture and more in-depth analysis of PESTEL implications and is updated to cover changes in international marketing as supply chain challenges, technology advances including generative AI and the future of globalisation.

Case studies have been rationalised to help readers understand how various organisations have applied global marketing frameworks in practice. New case studies on H&M's approach to sustainable fashion, marketing e-scooters globally, McDonalds, provide real life insight on global marketing strategy and implementation. By studying this book, students will be well-prepared to achieve global competitiveness by developing and implementing market-responsive strategies.

Nánar um bókina

Útgefandi
Pearson International Content
ISBN
9781292440835
Print ISBN
9781292440811
Format
ePub
Útgáfa
9
Höfundar
Svend Hollensen
Tungumál
English
Útgefið
2025-08-25
Prent takmörkun á líftíma
100
Prent takmörkun
2
Afritunar takmörkun
2

Kaflar

  • Cover
  • Title page
  • Copyright
  • About the authors
  • Preface
  • Acknowledgements
  • Part I
  • The decision whether to internationalize
  • Chapter 1 International marketing in the company
  • International marketing in the company
  • 1.1 Introduction to globalization
  • 1.1 Introduction to globalization
  • 1.2 The process of developing the international marketing plan
  • 1.2 The process of developing the international marketing plan
  • 1.3 Comparison of the international marketing and management style of SMEs and LSEs
  • 1.3 Comparison of the international marketing and management style of SMEs and LSEs
  • Formation of strategy/decision-making processes
  • Organization
  • Risk-taking
  • Flexibility
  • Economies of scale and economies of scope
  • Use of information sources
  • 1.4 Should the company internationalize at all?
  • 1.4 Should the company internationalize at all?
  • Industry globalism
  • Preparedness for internationalization
  • 1.5 Development of the ‘global marketing’ concept
  • 1.5 Development of the ‘global marketing’ concept
  • 1.6 Forces for international integration and market responsiveness
  • 1.6 Forces for international integration and market responsiveness
  • Forces for ‘global coordination/integration’
  • Forces for ‘market responsiveness’
  • 1.7 The value chain as a framework for identifying international competitive advantage
  • 1.7 The value chain as a framework for identifying international competitive advantage
  • The Porter concept of the value chain
  • Internationalizing the value chain
  • Service value chain
  • Combining the product value chain and the service value chain
  • International experiential marketing
  • 1.8 The role of technology in creating customer experience
  • 1.8 The role of technology in creating customer experience
  • Artificial intelligence (AI)
  • 1.9 Information business, ‘Big Data’ and the virtual value chain
  • 1.9 Information business, ‘Big Data’ and the virtual value chain
  • 1.10 Summary
  • 1.10 Summary
  • Questions for discussion
  • Chapter 2 Initiation of internationalization
  • Initiation of internationalization
  • 2.1 Introduction
  • 2.1 Introduction
  • 2.2 Internationalization motives
  • 2.2 Internationalization motives
  • Proactive motives
  • Reactive motives
  • 2.3 Triggers of export initiation (change agents)
  • 2.3 Triggers of export initiation (change agents)
  • Internal triggers
  • External triggers
  • Information search and translation
  • 2.4 Internationalization barriers/risks
  • 2.4 Internationalization barriers/risks
  • 2.5 Summary
  • 2.5 Summary
  • Questions for discussion
  • Chapter 3 Theoretical models for internationalization
  • Theoretical models for internationalization
  • 3.1 Introduction
  • 3.1 Introduction
  • The difference between cultural distance and psychic distance
  • 3.2 The Uppsala internationalization model
  • 3.2 The Uppsala internationalization model
  • Critical views of the original Uppsala model
  • 3.3 The transaction cost analysis (TCA) model
  • 3.3 The transaction cost analysis (TCA) model
  • Limitations of the TCA framework
  • 3.4 The network model
  • 3.4 The network model
  • 3.5 Born globals
  • 3.5 Born globals
  • Digital born globals are emerging
  • Born globals are challenging traditional theories
  • 3.6 Summary
  • 3.6 Summary
  • Questions for discussion
  • Chapter 4 Development of the company’s international competitiveness
  • Development of the company’s international competitiveness
  • 4.1 Introduction
  • 4.1 Introduction
  • 4.2 Analysis of national competitiveness (the Porter diamond)
  • 4.2 Analysis of national competitiveness (the Porter diamond)
  • Factor conditions
  • Demand conditions
  • Related and supporting industries
  • Firm strategy, structure and rivalry
  • Government
  • Chance
  • The ‘double diamond’ and ‘multiple diamond’ framework
  • 4.3 Competition analysis in an industry (Porter's five forces)
  • 4.3 Competition analysis in an industry (Porter's five forces)
  • Market competitors
  • Suppliers
  • Buyers
  • Substitutes
  • New entrants
  • The collaborative five sources as an alternative to the competitive five forces model
  • 4.4 Analysis of company's competitiveness (value chain analysis)
  • 4.4 Analysis of company's competitiveness (value chain analysis)
  • Customer perceived value
  • Relative (company-related) cost advantage
  • The competitive triangle
  • The basic sources of competitive advantage
  • Competitive benchmarking
  • Value net as alternative to value chain
  • 4.5. Blue Ocean strategy: value innovation as a source of competitive advantage
  • 4.5. Blue Ocean Strategy: value innovation as a source of competitive advantage
  • Value innovation
  • 4.6 Company's competitiveness and value chain in the sharing economy context
  • 4.6 Company's competitiveness and value chain in the sharing economy context
  • 4.7 Corporate Social Responsibility (CSR) and the Sustainable Global Value Chain: Increasing a company’s international competitiveness while contributing to the community
  • 4.7 Corporate Social Responsibility (CSR) and Sustainable Global Value Chain: Increasing a company's international competitiveness while contributing to the community
  • CSR benefits
  • CSR costs
  • 4.8 Summary
  • 4.8 Summary
  • Questions for discussion
  • Part II
  • Deciding which markets to enter
  • Chapter 5 International marketing research
  • International marketing research
  • 5.1 Introduction
  • 5.1 Introduction
  • 5.2 The changing role of the international marketing researcher
  • 5.2 The changing role of the international marketing researcher
  • 5.3 Linking international marketing research to the decision-making process
  • 5.3 Linking international marketing research to the decision-making process
  • 5.4 Secondary global marketing research
  • 5.4 Secondary global marketing research
  • Internal secondary data sources
  • External secondary data sources
  • Secondary data used for estimation of foreign market potential
  • 5.5  Primary international marketing research
  • 5.5  Primary international marketing research
  • Research design
  • Qualitative and quantitative research
  • Mixed methods approach
  • Data collection methods
  • Contact methods
  • Sampling plan
  • Challenges in organizing primary research in international marketing
  • 5.6 Typology of primary research studies: ad hoc and longitudinal in international marketing research
  • 5.6 Typology of primary research studies: ad hoc and longitudinal in international marketing research
  • Ad hoc research
  • Custom-designed studies
  • Multi-client studies
  • Delphi studies
  • Continuous research (longitudinal studies)
  • 5.7 Primary data used for forecasting sales in international markets
  • 5.7 Primary data used for forecasting sales in international markets
  • Scenario planning
  • Guidelines for scenario planning
  • 5.8 International marketing research based on Web 3.0
  • 5.8 International marketing research based on Web 3.0
  • 5.9 Setting up an international marketing information system (MIS)
  • 5.9 Setting up a international marketing information system (MIS)
  • 5.10 Summary
  • 5.10 Summary
  • Questions for discussion
  • Chapter 6 The political and economic international marketing environment
  • The political and economic international marketing environment
  • 6.1 Introduction
  • 6.1 Introduction
  • 6.2 The political environment
  • 6.2 The political environment
  • Home country environment
  • Host country political environment
  • Political stability and risks
  • Trade barriers imposed by the host country government
  • International political environment
  • 6.3 The economic environment
  • 6.3 The economic environment
  • Host country economic environment
  • International economic environment
  • Regional economic integration
  • Customs union
  • Common market
  • Economic union
  • 6.4 Summary
  • 6.4 Summary
  • Questions for discussion
  • Chapter 7 The cultural international marketing environment
  • The cultural international marketing environment
  • 7.1 Introduction
  • 7.1 Introduction
  • 7.2 Defining culture and its importance for international marketing
  • 7.2 Defining culture and its importance for international marketing
  • Elements of culture
  • Language
  • Religion
  • Values and attitudes
  • Customs and traditions
  • Social institutions
  • Technology and material culture
  • Aesthetics
  • 7.3 High- and low-context cultures
  • 7.3 High-and low-context cultures
  • 7.4 Hofstede’s ‘4 + 2’ dimensions model
  • 7.4 Hofstede’s ‘4 + 2’ dimensions model
  • Criticisms of Hofstede’s model
  • 7.5 Convergence and divergence of the world’s cultures
  • 7.5 Convergence and divergence of the world’s cultures
  • 7.6 The effects of culture on international market selection process
  • 7.6 The effects of culture on international market selection process
  • 7.7 Summary
  • 7.7 Summary
  • Questions for discussion
  • Chapter 8 The international market selection process
  • The international market selection process
  • 8.1 Introduction
  • 8.1 Introduction
  • 8.2 International market selection: SMEs versus LSEs
  • 8.2 International market selection: SMEs versus LSEs
  • 8.3 Building an international market selection model
  • 8.3 Building an international market selection model
  • International market segmentation: a closer look
  • Step 1: Selection of the relevant segmentation criteria
  • Step 2: Development of appropriate segments
  • Step 3: Screening segments and choosing target markets/countries
  • Step 4: Microsegmentation: developing subsegments in each qualified country and across countries
  • 8.4 Post-international market selection decisions
  • 8.4 Post-international market selection decisions
  • Incremental versus simultaneous entry to selected international markets
  • Concentration versus diversification approach to selected international markets
  • The international product/market portfolio
  • 8.5 Summary
  • 8.5 Summary
  • Questions for discussion
  • Part III
  • Market entry strategies and modes
  • Chapter 9 Some approaches to the choice of entry mode
  • Some approaches to the choice of entry mode
  • 9.1 Introduction
  • 9.1 Introduction
  • 9.2 The transaction cost approach
  • 9.2 The transaction cost approach
  • Opportunistic behaviour from the export intermediary
  • Opportunistic behaviour from the producer
  • 9.3 Factors influencing the choice of entry mode
  • 9.3 Factors influencing the choice of entry mode
  • Internal factors
  • External factors
  • Desired mode characteristics
  • Transaction-specific factors
  • 9.4 Summary
  • 9.4 Summary
  • Questions for discussion
  • Chapter 10 Export modes
  • Export modes
  • 10.1 Introduction
  • 10.1 Introduction
  • 10.2 Partner mindshare
  • 10.2 Partner mindshare
  • 10.3 Indirect export modes
  • 10.3 Indirect export modes
  • Export buying agent (export commission house)
  • Broker
  • Export management company/export house
  • Trading company
  • Piggyback
  • 10.4 Direct export modes
  • 10.4 Direct export modes
  • Types of intermediary
  • Managing relationships with intermediaries
  • 10.5 Cooperative export modes/export marketing groups
  • 10.5 Cooperative export modes/export marketing groups
  • 10.6 Summary
  • 10.6 Summary
  • Questions for discussion
  • Chapter 11 Intermediate modes
  • Intermediate modes
  • 11.1 Introduction
  • 11.1 Introduction
  • 11.2 Contract manufacturing
  • 11.2 Contract manufacturing
  • 11.3 Licensing
  • 11.3 Licensing
  • A licensing agreement
  • Licensing out (licensor)
  • Licensing in (licensee)
  • Managing relationships under a licensing agreement
  • 11.4 Franchising
  • 11.4 Franchising
  • 11.5 Joint ventures/strategic alliances
  • 11.5 Joint ventures/strategic alliances
  • Selecting partner(s)
  • Managing the joint venture
  • Other change stimuli and potential conflicts
  • 11.6 Management contracting
  • 11.6 Management contracting
  • 11.7 Summary
  • 11.7 Summary
  • Questions for discussion
  • Chapter 12 Hierarchical modes
  • Hierarchical modes
  • 12.1 Introduction
  • 12.1 Introduction
  • 12.2 Domestic-based sales representatives
  • 12.2 Domestic-based sales representatives
  • 12.3 Resident sales representatives/foreign sales branch/foreign sales subsidiary
  • 12.3 Resident sales representatives/foreign sales branch/foreign sales subsidiary
  • 12.4 Sales and production subsidiary
  • 12.4 Sales and production subsidiary
  • Assembly operations
  • Subsidiary growth and integration strategies
  • Transfer of company HQ culture to the subsidiary
  • 12.5 Region centres (regional HQ)
  • 12.5 Region centres (regional HQ)
  • 12.6 Transnational organization
  • 12.6 Transnational organization
  • 12.7 Establishing wholly owned subsidiaries – acquisition or greenfield
  • 12.7 Establishing wholly owned subsidiaries – acquisition or greenfield
  • Acquisition
  • Greenfield investment
  • 12.8 Location/relocation of HQ
  • 12.8 Location/relocation of HQ
  • Mergers and acquisitions
  • Internationalization of leadership and ownership
  • Strategic renewal
  • 12.9 Foreign divestment: withdrawing from a foreign market
  • 12.9 Foreign divestment: withdrawing from a foreign market
  • Environmental stability
  • Attractiveness of current operations
  • Strategic fit
  • Governance issues
  • 12.10 Summary
  • 12.10 Summary
  • Questions for discussion
  • Chapter 13 International sourcing decisions and the role of the subsupplier
  • International sourcing decisions and the role of the subsupplier
  • 13.1 Introduction
  • 13.1 Introduction
  • 13.2 Reasons for international sourcing
  • 13.2 Reasons for international sourcing
  • Concentration on in-house core competences
  • Lower product/production costs
  • General cost efficiency
  • Increased potential for innovation
  • Fluctuating demand
  • 13.3 A typology of subcontracting
  • 13.3 A typology of subcontracting
  • 13.4 Buyer–seller interaction
  • 13.4 Buyer–seller interaction
  • Interaction process
  • Interacting parties
  • Atmosphere of the relationship
  • Interaction environment
  • 13.5 Development of a relationship
  • 13.5 Development of a relationship
  • 13.6 Reverse marketing: from seller to buyer initiative
  • 13.6 Reverse marketing: from seller to buyer initiative
  • 13.7 Internationalization of subcontractors
  • 13.7 Internationalization of subcontractors
  • Route 1: Following domestic customers
  • Route 2: Internationalization through the supply chain of a multinational corporation
  • Route 3: Internationalization in cooperation with domestic or foreign system suppliers
  • Route 4: Independent internationalization
  • 13.8 Project export (turnkey contracts)
  • 13.8 Project export (turnkey contracts)
  • 13.9 Summary
  • 13.9 Summary
  • Questions for discussion
  • Part IV
  • Designing the international marketing programme
  • Chapter 14 Product decisions in international marketing
  • Product decisions in international marketing
  • 14.1 Introduction
  • 14.1 Introduction
  • 14.2 The dimensions of the international product offer
  • 14.2 The dimensions of the international product offer
  • 14.3 The product life cycle
  • 14.3 The product life cycle
  • Levels of product life cycle
  • Limitations of the product life cycle
  • Product life cycles for different products of the company
  • Product life cycles for different countries
  • 14.4 New products for the international market
  • 14.4 New products for the international market
  • Developing new products and cutting the time to market (TTM)
  • Quality deployment function
  • Degrees of product newness
  • Crowd-sourcing and product customization
  • 14.5 Developing international product strategy
  • 14.5 Developing international product strategy
  • Standardization vs. adaptation in international markets
  • The product communication mix
  • 14.6 Developing international service strategies
  • 14.6 Developing international service strategies
  • Characteristics of services
  • International marketing of services
  • Standardization vs. adaptation based on service category
  • 14.7 Product and service positioning
  • 14.7 Product and service positioning
  • Country-of-origin effects
  • 14.8 Brand equity
  • 14.8 Brand equity
  • Definitions of brand equity
  • 14.9 Branding decisions
  • 14.9 Branding decisions
  • Brand vs. no brand
  • Private label vs. co-branding vs. manufacturer’s own brand
  • Private label
  • Co-branding/ingredient branding
  • Manufacturer’s own brand
  • 14.10 Sensory branding
  • 14.10 Sensory branding
  • Sight
  • Sound
  • Smell
  • Touch
  • Taste
  • 14.11 Brand piracy and anti-counterfeiting strategies
  • 14.11 Brand piracy and anti-counterfeiting strategies
  • 14.12 Internet of Things (IoT) and its use for marketers
  • 14.12 Internet of Things (IoT) and its use for marketers
  • What opportunities does IoT provide for future marketers?
  • The marketer’s use of IoT
  • 14.13 3-D printing – a possible new industrial revolution in customization
  • 14.13 3-D printing – a possible new industrial revolution in customization
  • 14.14 International mobile app marketing
  • 14.14 International mobile app marketing
  • 14.15 Summary
  • 14.15 Summary
  • Questions for discussion
  • Chapter 15 Pricing decisions in the international marketing programme
  • Pricing decisions in the international marketing programme
  • 15.1 Introduction
  • 15.1 Introduction
  • 15.2 International pricing strategies compared with domestic pricing strategies
  • 15.2 International pricing strategies compared with domestic pricing strategies
  • 15.3 Factors influencing international pricing decisions
  • 15.3 Factors influencing international pricing decisions
  • Company-level factors
  • Product-related factors
  • Environmental factors
  • Market factors
  • 15.4 International pricing strategies for new products
  • 15.4 International pricing strategies for new products
  • Skimming
  • Market pricing
  • Penetration pricing
  • 15.5 Price changes strategies
  • 15.5 Price changes strategies
  • Experience curve pricing
  • 15.6. Pricing strategies across the product portfolio
  • 15.6. Pricing strategies across the product portfolio
  • Bundle pricing
  • Freemium
  • 15.7 Pricing across countries (standardization vs. adaptation)
  • 15.7 Pricing across countries (standardization vs. adaptation)
  • International pricing taxonomy
  • Approach 1: The local price follower company
  • Approach 2: The international price follower company
  • Approach 3: The multi-local price setter company
  • Approach 4: The international price leader company
  • 15.8 Implications of internet for pricing across borders
  • 15.8 Implications of internet for pricing across borders
  • Implementing online pricing strategies
  • 15.9 Summary
  • 15.9 Summary
  • Questions for discussion
  • Chapter 16 Distribution decisions
  • Distribution decisions
  • 16.1 Introduction
  • 16.1 Introduction
  • 16.2 External determinants of channel decisions
  • 16.2 External determinants of channel decisions
  • Nature of product
  • Nature of demand/location
  • Competition
  • Legal regulations/local business practices
  • 16.3 The structure of the channel
  • 16.3 The structure of the channel
  • Channel length
  • Vertical and horizontal integration
  • Control/cost
  • Degree of integration
  • 16.4 Omnichannel/multiple channel strategy in international marketing
  • 16.4 Omnichannel/multiple channel strategy in international marketing
  • 16.5 Managing and controlling distribution channels
  • 16.5 Managing and controlling distribution channels
  • Screening and selecting intermediaries
  • Contracting (distributor agreements)
  • Motivating
  • Controlling
  • Termination
  • 16.6 Implications of the internet for distribution decisions
  • 16.6 Implications of the internet for distribution decisions
  • 16.7 Online retail sales
  • 16.7 Online retail sales
  • 16.8 Smartphone marketing
  • 16.8 Smartphone marketing
  • Benefits of m-marketing
  • 16.9 Blockchain technology and its influence on international marketing and SCM
  • 16.9 Blockchain technology and its influence on international marketing and SCM
  • The marketer’s use of blockchain
  • The use of blockchain technology in SCM
  • 16.10 Channel power in international retailing
  • 16.10 Channel power in international retailing
  • Cross-border alliances in retailing
  • 16.11 Grey marketing (parallel importing)
  • 16.11 Grey marketing (parallel importing)
  • Possible strategies to reduce grey marketing
  • 16.12 Summary
  • 16.12 Summary
  • Questions for discussion
  • Chapter 17 Communication decisions (promotion strategies)
  • Communication decisions (promotion strategies)
  • 17.1 Introduction
  • 17.1 Introduction
  • 17.2 The communication process
  • 17.2 The communication process
  • Key attributes of effective communication in international markets
  • Factors affecting the international communication situation
  • 17.3 Communication tools
  • 17.3 Communication tools
  • Advertising
  • Agency selection
  • Public relations
  • Sponsorship
  • Celebrity endorsement
  • Product placement
  • Ambush marketing
  • Sales promotion
  • Direct marketing
  • Personal selling
  • Trade fairs and exhibitions
  • 17.4 Implications of the internet for communication decisions
  • 17.4 Implications of the internet for communication decisions
  • 17.5 Social media marketing
  • 17.5 Social media marketing
  • From ‘Bowling’ to ‘Pinball’
  • The 6C model of social media marketing
  • 17.6 Categorization of social media
  • 17.6 Categorization of social media
  • The four social media categories
  • 17.7 Development of the international social media marketing plan
  • 17.7 Development of the international social media marketing plan
  • Step 1: Conduct a social media audit (where are we today?)
  • Step 2: Create social media marketing objectives
  • Step 3: Choose the most relevant social media platforms to work with
  • Step 4: Get social media inspiration from industry leaders, competitors and key opinion leaders in the online community
  • Step 5: Create a content and time plan for the company’s social media efforts
  • Step 6: Test, evaluate and adjust the company’s social media marketing plan
  • 17.8 Developing an international viral marketing campaign
  • 17.8 Developing an international viral marketing campaign
  • Developing a viral marketing campaign
  • 17.9 Implications of artificial intelligence (AI) on social media marketing
  • 17.9 Implications of Artificial Intelligence (AI) on social media marketing
  • The dark side of AI and social media marketing
  • 17.10 Summary
  • 17.10 Summary
  • Questions for discussion
  • Part V
  • Organization, implementation and control of the international marketing programme
  • Chapter 18 Organization, implementation and control of the international marketing programme
  • Organization, implementation and control of the international marketing programme
  • 18.1 Introduction
  • 18.1 Introduction
  • 18.2 Implementing the international marketing programme
  • 18.2 Implementing the international marketing programme
  • 18.3 Structuring the organization for international marketing activities
  • 18.3 Structuring the organization for international marketing activities
  • Structural evolution of international operations
  • Research spotlight
  • 18.4 Organizing resources for international marketing
  • 18.4 Organizing resources for international marketing
  • Cross-cultural communication
  • Cross-cultural marketing teams
  • Knowledge management and learning across borders
  • Explicit and tacit knowledge
  • International marketing and sales negotiation
  • Selling and negotiation
  • Cross-cultural sales negotiation
  • Implications of Hofstede’s work
  • Key account management
  • The organizational set-up of global account management
  • 18.5 International marketing control and evaluation
  • 18.5 International marketing control and evaluation
  • Design of a control system
  • 18.6 Summary
  • 18.6 Summary
  • Questions for discussion
  • Footnotes
  • Glossary