International Marketing Planning
Defining the international marketing policy, developing a strategy of actions and behavior in the foreign market, the company must clearly articulate their goals and objectives.
This is mainly due to the fact that commercial activities in the world and domestic markets vary significantly. If in the domestic markets the main criteria for success are to win a decent market share and maximize profits, then on the foreign market, even with small sales and profits, the goals can be considered achieved. This usually refers to cases in which the exporting company has been able to maintain sales volumes for several years and achieve relatively stable rates of repetition of customers (consumers).
This is important to take into account domestic manufacturers in developing the main areas of international marketing, as their experience in foreign markets is still small.
It must be remembered that the export results directly depend on the correct choice of the target market for the product, in which the manufacturing company is particularly competent. However, success does not only bring the basic quality parameters of the product to market demand, but also how competently and civilly from the point of view of the same market the company offers, sells and services its goods.
To ensure high results of international marketing, continuous and systematic work is required to plan and control it. The main stages of international marketing planning are presented in Fig. 2.4.
Marketing planning for exported products begins with the selection of the best product groups of the manufacturer. Simultaneously with the study of the distinctive advantages of these commodity groups, the producer company determines the most acceptable foreign countries and markets that could act as importers of this product. As a rule, the manufacturer prepares for export not a new, but well-established, active commodity group. This approach is the only true for companies planning export sales for the first time. As a result, the most favorable foreign markets and the optimal commodity positions and groups are selected.
Further planning is carried out on the basis of local marketing research of the commodity market and con -
Fig. 2.4. International Marketing Planning
the ability to buy the products expected for export. To do this, we study the specific features of the formation and functioning of the target commodity market of the applicant country. At the same time, they assess the overall competitiveness of the export commodity, its compliance with the requirements of standardization, certification, communication and other requirements applied in this market, and study the internal capabilities of the company ensuring the compliance of the intervening goods with these requirements.
Studies of the foreign market allow us to identify the most favorable regions or segments on which the company-exporter is least likely to risk starting foreign trade operations.
Simultaneously, they carry out an examination of the applicant's product for its exclusive compliance with the selected target market and segment, carry out targeted positioning of the goods, consolidate its competitive advantages, identify its shortcomings and inconsistencies.
After the final choice of the segment of the foreign market, it calculates its actual and potential capacity, determines the trends for the development of the segmental conjuncture for the future, studies the issues related to the final selection of specific assortment items for prospective commodity groups, the choice of the most effective commodity strategy of the exporter's company.
As a result, a strategic field of activity is created in the form of a certain set of transactions with goods in a certain market. It is for the strategic field of activity that the methods of strategic and tactical planning of the international marketing complex are developed: commodity policy; marketing policy; communication policy (advertising, sales promotion, publicity, service, corporate identity); price policy; evaluation of the effectiveness of international marketing.
The marketing strategy allows you to make the most efficient use of the company's funds aimed at export security. A particular problem here is the choice of the right solution based on the developed marketing plan. If the capital investment in the creation of production facilities before the construction of the facility gives a complete picture of the expected volumes of production, the amount of financial costs, then the marketing costs can not determine in advance the effectiveness of a marketing event both on the domestic and foreign markets. This explains why some company executives do not want to risk cash in a situation where success is not obvious. Naturally, the invested funds do not always bring immediate returns. For example, an unsuccessfully conducted advertising campaign can scare off permanent and potential customers, which will reduce sales. Continuously changing external factors (economic and political situation in the country, the activity of competitors) can also interfere with the successful operation of the company.
Thus, company executives often can not accurately estimate sales volumes, and therefore, the size of required marketing costs, so they must make timely decisions in an ever-changing business environment.
The experience of companies shows that the degree of success or failure on the domestic and foreign markets directly depends on the quality of the conducted complex marketing research.
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