Suchergebnisse

Insight in the intricacies of the Japanese distribution system, and suggestions to foreign companies on how to operate within the system. It is stated that Japanese business decisions often are based on historical traditions of loyalty and stability. For example, a manufacturer will channel his goods exclusively through one wholesaler. He may offer financing and other services to aid the wholesaler's business. The wholesaler in turn will not sell competing goods. (US context) (Economische Voorlichtingsdienst)

PurposeInternational marketing has performed extremely well during the second‐half of the twentieth century. This paper examines the outstanding performance from different perspectives and evaluates the future of international marketing in the age of globalization.Design/methodology/approachThis paper presents a chronological review of international marketing in four distinct periods: 1945‐1964, 1965‐1984, 1985‐2005, and 2005‐forward. These periods are labeled as ages of coincidence, confluence, commingling, and creative conflict. The state of the world, the state of international marketing and the status of the marketing context are analyzed as they have emerged and changed.FindingsThe paper posits that for international marketing to continue to perform in its spectacular manner, the field needs to cross fertilize with globalization, which enables international marketing to reach out to all corners of the globe successfully and smoothly.Originality/valueThe paper carefully identifies the relationship between globalization and international marketing and posits that the future success of international marketing is vitally dependent on the far reaching success of globalization.

Based on a literature review of terrorism and global business literature, this paper addresses those conditions that may lead to new considerations about risk and its management at policy and the MNE (multinational enterprise) level. How do MNEs adapt to the 09/11 ‐ type risk in strategic management that shapes choices made for internationalization and for international business operations? It is observed that MNEs increasingly enlarge the notion of political risk. We suggest the development of a strategic risk assessment that incorporates terrorism which in its threat, event and aftermath does not remain local or national, but influences investment, location, logistics, supply‐chain and other performance‐ linked decisions of the international value chain through an enlarged risk‐return evaluation. Using the OLI‐paradigm as a typology, we extend Dunning's work by incorporating the terrorism dimension. We do so mainly through the analysis and distinction of the most vulnerable links in firms' value chain in which adjustments need to be made in the face of terrorism threat, act and aftermath. This paper attempts to improve the understanding of international management in an era of global risk and uncertainty.

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