Extensive summary of the Global Marketing book by Svend Hollensen for the International Branding exam in year 4.
Included chapters are (only relevant theory stated for the exam):
Chapter 1
Chapter 2
Chapter 3
Chapter 4
Chaper 8
Chapter 9
Chapter 10
Chapter 11
Chapter 12
Chapter 14
Chapter 16
Chap...
,International Branding Exam Academic Year 2020/21
CHAPTER 1
- What is international marketing - Globalization vs. internationalization
- Glocal strategies - SMEs vs LSEs
- Economies of scale/scope - Strategic drift
- Forces of global integration and market responsiveness - Value delivery networks: product vs service vs virtual value chain
The process of developing the global marketing plan
The firm’s global competitiveness is mainly dependent on the end-result of the global marketing strategies: the
global marketing plan.
The purpose of the marketing plan is to create sustainable
competitive advantages in the global marketplace.
¬ The mental process in SMEs is normally
informal, in larger organizations it is often
more systemized
Comparison of the Global marketing and management
style of SMEs and LSEs
! LSEs: are firms (large scale enterprises) with more
than 250 employees. Although LSEs account for
less than 1 per cent of companies, almost one-
third of all jobs in the EU are provided by LSEs
! SMEs: are small and medium-sized enterprises and occur commonly in the EU and in international
organizations. The EU categorizes companies with fewer than 50 employees as ‘small’, and those with
fewer than 250 ‘medium’. In the EU, SMEs (250 employees and less) compromise approximately 99 per
cent of all firms.
3
, International Branding Exam Academic Year 2020/21
The characteristics of LSEs and SMEs
LSEs SMEs
Resources - Many resources - Limited resources
- Internationalization of resources - Externalization of resources (outsourcing of
- Coordination of: resources)
- Personnel
- Financing
- Market knowledge, etc.
Formation of - Deliberate strategy formation - Emergent strategy formation (Mintzberg,
strategy/decision- (Mintzberg, 1987) 1987)
making processes - Adaptive decision-making mode in - The entrepreneurial decision-making model
small incremental steps (logical (e.g. each new product: considerable
incrementalism) (e.g. each new innovation for the SME)
product: small innovation for the - The owner/manager is directly and personally
LSE) involved and will dominate all decision-making
throughout the enterprise
Organization - Formal/hierarchical - Informal
- Independent of one person - The owner/entrepreneur usually has the
power/charisma to inspire/control a total
organization
Risk-taking - Mainly risk-averse - Sometimes risk-taking/sometimes risk-averse
- Focus on long-term opportunities - Focus on short-term opportunities
Flexibility Low High
Take advantage Yes Only limited
of economies of
scale and
economies of
scope
Use of Use of advanced techniques: Information gathering in an informal manner
information - Databases and an inexpensive way:
sources - External consultancy
- Internal sources
- Internet
- Face-to-face communication
4
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