Diaspora networks in international marketing: how do ethnic products diffuse to foreign markets

2020 ◽  
Vol 14 (4) ◽  
pp. 693
Author(s):  
Maria Elo ◽  
Indianna Minto Coy ◽  
Susana Costa E. Silva ◽  
Xiaotian Zhang
Keyword(s):  
International Marketing ◽  
Foreign Markets ◽  
Diaspora Networks ◽  
Ethnic Products

Diaspora networks in international marketing: How do ethnic products diffuse to foreign markets?

2019 ◽  
Vol 1 (1) ◽  
pp. 1
Author(s):  
Xiaotian Zhang ◽  
Susana Costa e Silva ◽  
Maria Elo ◽  
Indianna D. Minto Coy
Keyword(s):  
International Marketing ◽  
Foreign Markets ◽  
Diaspora Networks ◽  
Ethnic Products

Multilingualism as International Marketing Strategy

2019 ◽  
pp. 200-215
Author(s):  
Floribert Patrick C. Endong ◽  
Grace Eugenie Ndobo Essoh
Keyword(s):  
Marketing Strategy ◽  
International Marketing ◽  
Marketing Strategies ◽  
Marketing Communications ◽  
Foreign Markets ◽  
Automatic Translation ◽  
International Marketing Strategy ◽  
Professional Translator ◽  
Partial Translation

Market globalization has made multilingual marketing communications a sine qua none for most transnational businesses. Exploring new foreign markets has thus meant translating and localizing marketing communications, so as to enable foreign consumers to have the kind of experience that may spur them into being favorable to the products or services on promotion. Conscious of this imperative, many Nigerian companies have embarked on multilingual packaging as a key component of their international marketing strategies. Although such a language-based tactic has enormous potential, Nigerian companies' use of multilingual packaging is confronted to a multitude of problems. This chapter explores four of such problems, including mis-translations (of packages), partial translation, typographic and design errors, and companies' adherence to the myth stating that English is the language of business. To address these challenges, the chapter recommends non or reduced reliance on automatic translation and resorting to the services of a professional translator, “transcreators,” and experienced marketers.

Multilingualism as International Marketing Strategy

2022 ◽  
pp. 843-857
Author(s):  
Floribert Patrick C. Endong ◽  
Grace Eugenie Ndobo Essoh
Keyword(s):  
Marketing Strategy ◽  
International Marketing ◽  
Marketing Strategies ◽  
Marketing Communications ◽  
Foreign Markets ◽  
Automatic Translation ◽  
International Marketing Strategy ◽  
Professional Translator ◽  
Partial Translation

Market globalization has made multilingual marketing communications a sine qua none for most transnational businesses. Exploring new foreign markets has thus meant translating and localizing marketing communications, so as to enable foreign consumers to have the kind of experience that may spur them into being favorable to the products or services on promotion. Conscious of this imperative, many Nigerian companies have embarked on multilingual packaging as a key component of their international marketing strategies. Although such a language-based tactic has enormous potential, Nigerian companies' use of multilingual packaging is confronted to a multitude of problems. This chapter explores four of such problems, including mis-translations (of packages), partial translation, typographic and design errors, and companies' adherence to the myth stating that English is the language of business. To address these challenges, the chapter recommends non or reduced reliance on automatic translation and resorting to the services of a professional translator, “transcreators,” and experienced marketers.

Selecting International Freight Forwarders: An Expert Systems Application

1993 ◽  
Vol 23 (3) ◽  
pp. 11-21 ◽  
Author(s):  
Aysegül Özsomer ◽  
Michel Mitri ◽  
S. Tamer Cavusgil
Keyword(s):  
Artificial Intelligence ◽  
Expert Systems ◽  
Competitive Advantage ◽  
Broad Spectrum ◽  
International Marketing ◽  
Decision Makers ◽  
Third Party ◽  
Foreign Markets ◽  
Freight Forwarder ◽  
Selection Of

The recent changes in the international forwarding environment have witnessed the emergence of “new forms” of forwarders incorporating a broad spectrum of services under one roof. Such total logistics companies are becoming a critical third party in obtaining a competitive advantage in foreign markets. Hence, the evaluation and selection of an international freight forwarder is no longer a simple operational decision but a strategic one. Presents and explains an expert systems tool to assist decision makers in selecting the freight forwarder which fits their needs best. The system, called FREIGHT, brings together international marketing, logistics and artificial intelligence knowledge.

scholarly journals Entry of Trans-Baikal Enterprises into Chinese Markets: the Problem of Formulating an Effective Marketing Strategy

2020 ◽  
Vol 30 (3) ◽  
pp. 433-439
Author(s):  
Lyudmila Kovalchuk
Keyword(s):  
International Business ◽  
New Technologies ◽  
International Marketing ◽  
Federal District ◽  
Foreign Market ◽  
Point Of View ◽  
Chinese Market ◽  
Foreign Markets ◽  
Market Factors ◽  
Far Eastern

In terms of science, entry of an enterprise into a foreign market is a problem of internationalization. Investigation of this issue over the past decades has allowed us to form a scientific base, which represents the process of internationalization of a national company as a complex process that includes both organizational and marketing aspects. In particular, success of an entry is ensured by taking into account the needs of foreign customers, as well as passing through a number of stages, accompanied by the identification of peculiarities of the foreign market and the accumulation of experience necessary for promotion on the international market. The entry of Trans-Baikal Territory into the Far Eastern Federal District and the opportunity to use additional benefits for business that has arisen opens up great opportunities for entrepreneurs to create new products, introduce new technologies, reduce costs and, thus, open up prospects for promotion on foreign markets. From the point of view of international business theories, the start of operation in foreign markets should be connected with the markets of neighboring countries. For the manufacturers of Trans-Baikal Territory, China is such a market. At the same time, its attractiveness is determined by a number of market factors. Consideration of these factors makes it necessary to develop an international marketing complex for each exporter. The problem is that most of the exporting enterprises representing small and medium-sized businesses lack experience and financial capabilities to develop an international marketing mix. The article shows the possibilities of solving the problem, taking into account the characteristics of the Chinese market. The most promising areas for the development of international business are the production of agricultural and food products. The national project «International Cooperation and Export» allows using the competitive advantages of the Trans-Baikal producers and provides them with a sufficiently strong position in the future.

scholarly journals Development potentials of international marketing in modern environment

2021 ◽  
Vol 7 (Extra-D) ◽  
pp. 360-366
Author(s):  
Vadim Anatolievich Gaydarenko ◽  
Vanda Sergeevna Arutyunian ◽  
Marina Anatolyevna Belogash ◽  
Natalia Alexandrovna Rabotnikova ◽  
Pavel Nikolaevich Sharonin
Keyword(s):  
World Economy ◽  
International Marketing ◽  
Distribution Channels ◽  
World Market ◽  
Market Segment ◽  
Marketing System ◽  
Foreign Markets ◽  
Development Trends ◽  
To Receive

This article substantiates development potentials of international marketing in modern environment. It has been established that, prior to entering foreign markets, companies should determine targets and strategies of their international marketing. It has been determined that commodities, price, promotion, distribution channels should be adapted depending on a country. It is required to apply individual complex of marketing, when producer adapts marketing system to specificity of individual targeted market or niche, bearing supplemental costs but hoping to receive higher profits in the long term. It has been proved that in a certain market segment, companies should position themselves correctly in perception of potential consumers. It has been determined that the development trends of modern international marketing are related with dynamic development of world economy, competitiveness of commodity producers in world market, with internalization and integration of society.

An Interactive Multicriteria Approach to Identifying Potential Foreign Markets

1994 ◽  
Vol 2 (1) ◽  
pp. 29-52 ◽  
Author(s):  
V. Kumar ◽  
Antonie Stam ◽  
Erich A. Joachimsthaler
Keyword(s):  
Portfolio Management ◽  
Resource Constraints ◽  
International Marketing ◽  
Past Research ◽  
Foreign Markets ◽  
The Past ◽  
Three Stages ◽  
Cost Efficient ◽  
Comprehensive Framework ◽  
Multicriteria Methodology

The authors address the issue of portfolio management in the context of an international marketing problem. Screening, identification, and selection characterize the three stages in the evaluation of potential foreign markets. The proposed methodology is used for identifying potential foreign markets. This article contributes to the existing literature in four ways: (a) it integrates the past research on international market evaluation into a comprehensive framework, (b) it fills a gap in this area, by offering a flexible, cost efficient methodology that is easy to comprehend and adopt, (c) it simultaneously considers the objectives of the firm, its resource constraints, and expansion strategies while identifying potential foreign markets, and (d) it introduces a multicriteria methodology for solving problems of multiobjective decision models, to the international marketing managers.

Educator Insights: International Marketing Blunders Revisited—Some Lessons for Managers

1996 ◽  
Vol 4 (1) ◽  
pp. 81-91 ◽  
Author(s):  
Tevfik Dalgic ◽  
Ruud Heijblom
Keyword(s):  
United States ◽  
International Marketing ◽  
The United States ◽  
Foreign Markets ◽  
The World ◽  
Managerial Implications

International marketing blunders represent avoidable mistakes made by companies in foreign markets. While there exists a well-developed literature of blunders committed abroad by firms from the United States, very few such tales have been reported from other countries. This article is a collection of new cases, compiled from a variety of sources and featuring numerous companies operating in various parts of the world. A framework for analyzing international marketing blunders is offered, along with managerial implications.

scholarly journals International marketing agility: conceptualization and research agenda

2020 ◽  
Vol 37 (2) ◽  
pp. 261-272 ◽  
Author(s):  
Emanuel Gomes ◽  
Carlos M.P. Sousa ◽  
Ferran Vendrell-Herrero
Keyword(s):  
Multinational Enterprises ◽  
Design Methodology ◽  
Conceptual Development ◽  
International Marketing ◽  
Global Markets ◽  
Important Research ◽  
Foreign Markets ◽  
Content Type ◽  
Rapid Changes ◽  
Agile Learning

PurposeThe aim of this paper is to conceptualize the notion of international marketing agility.Design/methodology/approachThe approach adopted is to review and create a synopsis of the existing body of research on strategic agility and develop a conceptualization on how international marketing agility (IMA) should be analyzed.FindingsInternational marketing agility is an emerging concept driven largely by rapid changes in global markets. There is a growing need for exporting SMEs and multinational enterprises to consider IMA as a means of building competitive advantage in foreign markets.Research implications/limitationsWhile the conceptual development presented in this paper is not exhaustive, our model highlights important research avenues in IMA that need exploring.Originality/valueThis article examines an emerging concept in international marketing that serves as a platform to cope with the changes taking place in this fast-changing global environment. A framework is proposed where we conceptualize IMA as a process triggered by agile logic (a nonconformist and open mental stance) and facilitated by agile learning (being able to search and interpret data), to cause agile actions (being able to commit, co-ordinate and respond quickly with flexibility to ever-changing conditions).

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