Suchergebnisse

Companies that successfully incorporate international sourcing into
their international marketing strategies enhance their abilities to
provide their customers with quality products at acceptable prices. To a
large extent, an effective international marketing strategy depends on a
firm′s ability to segment its international markets. Previous studies
addressed country segmentation on the basis of clustering a group of
countries by an array of macroeconomic factors. These studies focussed
their attention on segmenting countries on the factors important to
making marketing decisions. Focusses on the making of sourcing
decisions. More specifically, analyzes the extent to which countries
belong to the same grouping on the basis of purchasing patterns of
materials, components, finished products or technology.
One‐hundred‐and‐thirty‐five firms representing 42 different countries
were surveyed. The countries were clustered on the basis of these firms′
sourcing strategies. The market segment approach enables industrial
marketers who are inexperienced in marketing internationally to borrow
from the experience of firms which are already present in such markets.
Furthermore, the availability and reliability of data and the proposed
methodology can serve as useful tools in conducting such research.

Explores the factors that motivate companies to utilize offshore
sources or prevent them from doing so. One‐hundred‐and‐fifteen firms
representing 68 different industries were surveyed. The findings
indicate that buyers in the responding companies followed a more
traditional approach to purchasing, concentrating on a search for the
lowest cost source of supply. The ability to access and rely on a global
network of world‐class suppliers holds the key to competitiveness in
today′s environment.

Empirical work systematically comparing variations across a range of countries is scarce. A comprehensive framework having the potential to yield comparable information across countries on 12 negotiating tendencies was proposed more than 20 years ago by Weiss and Stripp; however, the framework was never operationalized or empirically tested. A review of the negotiation and cross cultural research that have accumulated over the last two decades led to refinements in the definition of the dimensions in the framework. We operationalized four dimensions in the Negotiation Orientations Framework and developed the Negotiation Orientations Inventory (NOI) to assess individual orientations on those four dimensions. Data were collected from a sample of 1000 business people and university students with business experience from Finland, Mexico, Turkey, and the United States. Results are presented and further scale development is discussed. Findings establish the utility of the dimensions in the framework in making comparisons between the four countries.