Transnational Marketing and Transnational Consumers (original) (raw)

Globalisation is Over: The era of transnational marketing and connected consumers (

The World Financial Review, 2014

In an article based on his recent book, Transnational Marketing and Transnational Consumers, Ibrahim Sirkeci argues that there is a paradigm shift in business and marketing management. As the speed of communication and transportation increases, local consumers and organisations are ever more connected but not identical despite the blurring national boundaries. Companies face a tough challenge to achieve efficiencies while customising to the extreme to satisfy “glocal” consumers in this new era of transnational marketing.

Think Local-Act Local: Is It Time to Slow Down the Accelerated Move to Global Marketing

2001

In view of the accelerated move of great corporations towards global marketing, the strategic changes of such companies raise interesting questions. Is marketing globalization reaching its limits after years of implementation? Is it time for companies to rethink their strategies and move back, like Coca-Cola, to a multidomestic marketing approach?

Segmentation challenges posed by ‘transnationals’ in mobile marketing

In: Key Pousttchi and Dietmar G. Wiedemann (eds) The Handbook of Research on Mobile Marketing Management, Information Science Refer-ence, IGI Global, Hershey, New York, USA, pp. 94-114. [ISBN13: 9781605660745 & ISBN10: 1605660744 & EISBN13: 9781605660752], 2010

An increasingly global market with high human mobility within and across borders has posed new challenges and opportunities for marketers. To understand and address customer needs more effectively, this paper proposes to add emphasis on market segmentation variables such as change of residence, movement and commuting distance/hours. Following on earlier work on ‘mobile nationals’, a new customer segment, ‘transnationals’, is defined and elaborated. This segment includes immigrants, refugees, tourists as well as businesspeople and professionals whose careers span into several countries. These groups’ behaviour is influenced by multiple reference points (e.g. sending society, receiving society, diaspora culture, transnational corporate culture, etc.). The segmentation conceptualizations indicate the viability of such segments. Future research should focus on the identification of transnational segments while also developing and fine tuning the new variables – movement, change of residence, commuting and observable product specific behavioural issues for segmentation theory. This is an emerging and promising customer segment particularly for mobile marketing and mobile services.

Marketing Theory in Global Business Context

Springer Texts in Business and Economics, 2015

Marketing Theory in Global Business Context 9.1 Global Strategy and Marketing in Emerging Countries Advancements in emerging countries present new market opportunities for Japanese corporations; however, to do so, they must confront the threats posed by local companies playing catch up by moving from a "build it and it will sell" product model to a customer value model that maximizes the value to the customer. To overcome this dilemma, companies must understand markets in these emerging countries (i.e., customer needs) at product-and service-planning levels, accordingly design products and services that maximize value to the target customers, and create channels to get these products and services to the consumers. These activities comprise marketing activities. Compared with their counterparts in the West, Japanese companies have little understanding of marketing activities. Japanese companies heavily emphasize sales. In Europe and the US, marketing and sales denote different functions, but in Japan, they are often mixed. The Japanese word for sales, eigyou , refers to activities that increase the revenue from existing products, for example, a sales representative visiting customers in an effort to book orders. Marketing, on the other hand, is based on a principle that encompasses a strategic philosophy that determines the types of customers-including new customers-a company should target, and the types of products that should be developed to increase customer satisfaction. With the "build it and it will sell" concept, marketing is not essential, and sales activities alone are suffi cient. However, a customer value model that designs products and services that maximize customer value requires a company to grasp the needs of its customers and prioritize marketing activities. Marketing activities can be divided into two main steps. The fi rst is a strategic step of segmentation of market information by customer type, and the selection of a target customer group. In taking such a step to facilitate global businesses, the CAGE framework explained in Chap. 2 is valuable to analyze the differences between a company's home country and other countries. A company will have a

International Marketing in the Modern Era

2020

This paper aimed to explain and define the term of International Marketing and How the firms can have an access to new markets in the world. Also, it focuses on how the marketers create a new strategy to gain new customers at both the local and global levels, and to promote their new products and services. International Marketing is characterized as less costing and using technology( i.e. the social media apps and the internet websites)in promoting the products and services. Several international companies including Amazon company have been ubiquitous all over the world through its website. In 2017, its profit went all the way up to $3.03 billion, which means it has penetrated the global markets and achieved its objectives.

Localizing in the Global Village: Local Firms Competing in Global Markets

California Management Review, 1999

A tourist seeking the authentic Moscow laments that Arbat street is no longer recognizable with its new architecture of Pizza Hut, McDonald's, Benetton, and French Perfumerie storefronts. Cities around the world have traffic-congested streets packed with Toyotas and BMWs, whole sides of buildings painted with Marlboro and Coca-Cola advertisements, and look-alike American-style shopping malls filled with Sony, Swatch, and Levi's. Advertising, cinema, and television project these images to the most remote parts of the globe. The world political economy of capitalism, global transport, communication, marketing, advertising, and transnational cosmopolitanism dissolve the boundaries across national cultures and national economies. The major agents of this global arena are transnational corporations (TNCs) that operate wherever opportunities arise within the global market. This article examines how local corporations (LCs) can compete with TNCs, in both home and foreign markets.

Reflections on international marketing: destructive

Constant in the evolution of the business enterprise has been its relentless search for competitive advantage. What has been phenomenally different about this quest is that it is, increasingly, a global landscape that defines the firm's opportunities and challenges. The global marketplace has always been dynamic and complex in terms of the changes it brings, but the last two decades have been exceptionally transformational. In terms of opportunities, firms pursuing international customers have never before faced such open markets, rise in discretionary income, and modern tools for accessing global markets. In terms of challenges, intense competition, complexity of managing multiple markets and coordinating marketing strategy, a host of risk elements, and the sheer difficulty of managing geographic, cultural, and political barriers are among the factors which impede the firm's success in global markets. Often, these changes come in the form of radical, transformative disruptions. This essay draws attention to major disruptions impacting international marketers and provides insights for appropriate firm response.