Question1-Global marketing strategies will lead to negotiating with international customers, partners and regulators.

What organizational structure, system and process will you recommend for delivering of superior international marketing program? Global marketing strategies will lead to negotiating with international customers, partners and regulators. The organizational structure, system and process which are superior for international marketing program because Global Marketing strategies is a business discipline which is focused on the practical application of marketing techniques and the management of a firm's marketing resources and activities. Rapidly emerging forces of globalization have compelled firms to market beyond the borders of their home country making International marketing highly significant and an integral part of a firm's marketing strategy. STRUCTURE- Structure plays a vital role in the superior international marketing program. Traditionally, marketing analysis was structured into three areas: Customer analysis, Company analysis, and Competitor analysis (or 3C analysis). More recently, it has become fashionable in some marketing circles to divide these further into certain five "Cs": Customer analysis, Company analysis, Collaborator analysis, Competitor analysis, and analysis of the industry Context. In Customer analysis is to develop a schematic diagram for market segmentation breaking down the market into various constituent groups of customers, which are called customer segments or market segmentation's. Marketing managers work to develop detailed profiles of each segment, focusing on any number of variables that may differ among the segments: demographic, psycho graphic, geographic, behavioral, needs-benefit, and other factors may all be examined. Marketers also attempt to track these segments' perceptions of the various products in the market using tools such as perceptual mapping. In Company analysis, marketers focus on understanding the company's cost structure and cost position relative to competitors, as well as working to identify firms core competencies and other competitively distinct company resources. Marketing managers may also work with the accounting department to analyze the profits the firm is generating from various product lines and customer accounts. The company may also conduct periodic brand audits to assess the strength of its brands and sources of brand equity. In Competitor analysis, marketers build detailed profiles of each competitor in the market, focusing especially on their relative competitive strengths and weaknesses using SWOT analysis. Marketing managers will examine each competitor's cost structure, sources of profits, resources and competencies, competitive positioning and product differentiation, degree of vertical integration, historical responses to industry developments, and other factors. These are the three structures which we will recommend for delivering of superior international marketing program.

Strategies for success or processes

Success can be achieved in industries by identifying growth segments within an overall market, enhancing quality and stressing operating efficiencies. In fragmented industries success can be achieved by the creation of economies of scale. In the poultry and beef cattle industry, for example, this means feed lots and intensive rearing. Another way of overcoming fragmentation is by "positioning" which must be consistent. The three types of positioning strategy are market leader, market challenger or market follower. In market leadership the firm must work at maintaining its position, having got there through, say, cost advantage or innovation, by being very responsive to market needs. Argentina's beef and Brazil's frozen concentrated orange juice that success was built on: Customer knowledge - shifting the product mix to meet changing demand Technological innovation - vacuum packing policy, bulk transport Infrastructural development - supermarkets, transport systems Other strategies include "market flanking" - a classical Japanese approach. The competitive position of the industry is very important to the would be global marketer. Intelligence is an essential prerequisite to designing a strategy. Too often developing countries attempt to gain entry into the international market without knowledge of the industry or competitors. Malaysia attempted to break into the cocoa industry, but did not achieve success because the cocoa was the wrong type and the product could not be absorbed into the world market. In the cut flower industry, it is the high value types which are giving the returns now carnations, roses, orchids - rather than the low value ones. In marketing vegetables to the UK, any other route but through buying agents, until recently, was a recipe for disaster. Now it is somewhat changing. The need to properly assess the market and devise a strategy on the assessment is a must to succeed. The "copy adapt" strategy is a relatively well tried strategy in which an organization may seek to copy a successful product/market strategy pioneered by another organization and adapt it to local conditions or other markets. Many examples of this strategy exist in LDCs, where the local populace may simply not have the income to afford the real thing. Typical examples exist in all countries but none more so than in India. One can see agricultural land implements, tractors, ox carts and many other cheaper, adaptations of well known marques, for example, the International Harvester and the Indian Mahindra tractor "look alike" These all are the processes which we will recommend for superior international marketing program.