Multilingualism as International Marketing Strategy

Breaking Down Language and Cultural Barriers Through Contemporary Global Marketing Strategies - Advances in Marketing, Customer Relationship Management, and E-Services ◽

10.4018/978-1-5225-6980-0.ch011 ◽

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.

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International marketing strategies of emerging market firms

International Marketing Review ◽

10.1108/imr-01-2017-0008 ◽

2018 ◽

Vol 35 (2) ◽

pp. 202-214 ◽

Cited By ~ 12

Author(s):

Nathaniel Boso ◽

Yaw A. Debrah ◽

Joseph Amankwah-Amoah

Keyword(s):

Marketing Strategy ◽

Emerging Market ◽

International Marketing ◽

Marketing Strategies ◽

Future Research ◽

Special Issue ◽

Content Type ◽

Theoretical Perspectives ◽

International Marketing Strategy ◽

Emerging Market Firms

Purpose The purpose of this paper is twofold: to publish scholarly works that extend knowledge on the drivers, consequences and boundary conditions of international marketing strategies employed by emerging market firms of all sizes and types; and to advance a narrative for future research on emerging market firms’ international marketing activities. Design/methodology/approach To achieve this agenda, the authors invited scholars to submit quality manuscripts to the special issue. Manuscripts that addressed the special issue theme from varied theoretical perspectives and methodological approaches were invited. Findings Out of 70 manuscripts reviewed, 7 are eventually accepted for inclusion in this special issue. The papers touched on interesting research topics bothering on international marketing practices of emerging market firms using blend of interesting theoretical perspectives and variety of methods. Key theoretical perspectives used include resource-based theory, internationalization theory, institutional theory and corporate visual identity theory. The authors employed unique sets of methods including literature review, surveys, panel data, and process-based qualitative and case-study enquiries. The authors used some of the most advanced analytical techniques to analyze their data. Originality/value This introduction to the special issue provides a review of the extant literature on the international marketing strategy of emerging market firms, focusing on summarizing key empirical contributions on the topic over the last three decades. Subsequently, the authors discuss how each paper included in this special issue helps advance the agenda to develop scholarly knowledge on emerging market firms’ international marketing strategy.

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The role of culture in the determination of a standardized or localized marketing strategy

South African Journal of Business Management ◽

10.4102/sajbm.v39i2.559 ◽

2008 ◽

Vol 39 (2) ◽

pp. 37-44 ◽

Cited By ~ 3

Author(s):

C. H. Van Heerden ◽

C. Barter

Keyword(s):

South Africa ◽

Marketing Strategy ◽

Exploratory Study ◽

International Marketing ◽

Marketing Strategies ◽

Target Market ◽

International Environment ◽

International Marketing Strategy

Given that culture is an important factor in the international environment, it is a necessity that culture be well understood in order to achieve success in international marketing strategies. Previous research focused more on the broader influence of culture on marketing strategies, with few studies focusing on the way in which culture and marketing affect and are effected by one another, culture’s role in the localisation or standardisation of a marketing strategy, as well as which elements of the marketing strategy to standardise versus localise. The sample was drawn from key employees working within reputable multinational organisations in South Africa. No hypotheses were formulated or tested but instead this exploratory study identified areas, which have not been researched in South Africa and eight propositions based on the findings were formulated. The findings indicate that culture plays a very important role in the overall formulation of an international marketing strategy, and it was not conclusive whether such a strategy should be standardised or whether it should be localised. Generally, the responses suggest that a marketer’s strategy should suit the local culture in order to reach them and have the desired effect on the target market, and not the other way around because such evolutions could take an extensive amount of time in order to achieve marketing goals.

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INNOVATIVE APPROACHES TO COMPANY’S INTERNATIONAL MARKETING STRATEGY FORMATION FOR ENTERING FOREIGN MARKETS

PROBLEMS OF SYSTEMIC APPROACH IN THE ECONOMY ◽

10.32782/2520-2200/2019-2-47 ◽

2019 ◽

Author(s):

Lyubov Tytarenko ◽

Victoriia Dobrianska ◽

Kateryna Bykova

Keyword(s):

Marketing Strategy ◽

International Marketing ◽

Foreign Markets ◽

Strategy Formation ◽

International Marketing Strategy ◽

Innovative Approaches

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Country of Origin Image and Foreign Markets Strategy: Analysis of the Brazilian Cosmetics Company Natura

Revista Brasileira de Marketing ◽

10.5585/remark.v14i3.2834 ◽

2015 ◽

Vol 14 (3) ◽

pp. 393-406 ◽

Cited By ~ 1

Author(s):

Mariana Bassi Sutter ◽

Maria Laura Ferranty MacLennan ◽

Carolina Cristina Fernandes ◽

Moacir Miranda de Oliveira Jr.

Keyword(s):

Marketing Strategy ◽

Single Case ◽

Emerging Market ◽

International Marketing ◽

Country Of Origin ◽

International Strategy ◽

Foreign Markets ◽

Strategy Analysis ◽

International Marketing Strategy ◽

Country Of Origin Image

This study investigates the use of country of origin image (COI) by an emerging market multinational (EMMN) on their internationalization process.To this end, we integrateCOIliteraturewith the attributes that make up Brazils image abroad.This study conducts aqualitative and descriptive approach using the single case study on the case of the Brazilian company Natura CosmticosS.A. Caseanalysis,relying on discourse analysis, allowed us to find out that the company uses COI as part of its international strategy; COI attributes can be used positively by an EMMN and might contribute to their image abroad.About the first finding, thestudy also points out ways Natura integrates Brazilianness attributes into its international marketing strategy, since Naturas competitive differential is sustained onproductdevelopment based on the biodiversity of Brazilian fauna and flora. Our study shows ways how an EMMN might use COI concept into their international marketing strategy in order to build their image abroad and differentiate itself positively.

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Revisiting international marketing strategy in a digital era

International Marketing Review ◽

10.1108/imr-02-2019-0080 ◽

2019 ◽

Vol 37 (3) ◽

pp. 405-424 ◽

Cited By ~ 10

Author(s):

Constantine Katsikeas ◽

Leonidas Leonidou ◽

Athina Zeriti

Keyword(s):

Marketing Strategy ◽

International Marketing ◽

Foreign Market ◽

Strategy Implementation ◽

Marketing Strategies ◽

Market Selection ◽

Content Type ◽

Digital Era ◽

International Marketing Strategy ◽

And Control

Purpose The purpose of this paper is to explore the opportunities and challenges facing firms in this new digital era concerning their international marketing strategy and examine how international marketing practices can be revisited in the light of these developments. Consideration is given to a range of relevant issues involved in the design and deployment of effective international marketing strategies using internet-enabled technologies. Such factors relate to internal company requirements, the external environmental situation, foreign market selection and entry, international marketing mix programs, and strategy implementation and control aspects. Design/methodology/approach A conceptual paper identifies, structures and presents systematically factors influencing international marketing strategy, implementation and control using digital technologies. Findings The authors point to the relevance and potentially important role that the deployment of online organizational resources and capabilities play in influencing foreign market selection and entry decisions and international marketing strategy choices, implementation and control. The authors thus explain how the use of digital technologies can facilitate the firm’s foreign market choices and the adoption of effective marketing programs, and offer insights into the adoption of digital tools in more effectively implementing and controlling the firm’s international marketing strategy. Originality/value The originality and value of this conceptual study is reflected in the identification and discussion of factors comprising the organizing framework of an international marketing strategy using internet-enabled technologies and in the examination of fruitful avenues of future investigation as a result of the need to redesign international marketing strategies in a new digital era.

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