INTRODUCTION

Marketing grows even more complex; it is an ever-evolving discipline. It builds

on past while taking advantage of new opportunities. Each new challenge demands a firm
grasp of what has happened before, a clear picture of the present situation, and an
understanding of the n-lost important new options at the moment. In. general, the centre
of attention in marketing has to shift away from the instruments and concentrate on
information. Creation of personalized customer relationships, calculating the lifetime
value of customer and investing in it, and satisfying and retaining existing customers and
using predictive modeling to target those customers n-most similar to existing customers
will be the ultimate approaches to face the marketing challenges of the 21st century. As
an art or science, marketing is undergoing dramatic and exciting changes, and the field
promises to be just as dynamic in the years ahead. Marketing has emerged as the most
critical function in today's international business climate; even the smallest of the firms
are now using innovative marketing techniques due to increasing global competition.

_ Domestic marketing
A company marketing only within its national boundaries only has to consider
domestic competition. Even if that competition includes companies from foreign markets,
it still only has to focus on the competition that exists in its home market. Products and se
the home market without thought of how the product or service could be used in other
markets. All marketing decisions are made at headquarter

INTERNATIONAL MARKETING
At the multi-national stage, the company is marketing its products and services in many
countries around the world and wants to benefit from economies of scale. Consolidation
of research, development, production, and marketing on a regional level is the next step.
An example of a region is Western Europe with the US. But, at the multi-national stage,
consolidation, and thus product planning, does not take place across regions; a
regiocentric approach.
Domestic Planning
1. Single language and nationality
2. Relatively homogeneous market
3. Data available, usually accurate and collection easy
4. Political factors relatively unimportant
5. Relative freedom from government interference
6. Individual corporation has little effect on environment
7. Chauvinism helps
8. Relatively stable business environment
9. Uniform financial climate
10 Single currency
11 Business "rules of the game" mature and understood
12 Management generally accustomed to sharing responsibilities and using financial
controls
DOMESTIC vs INTERNATIONAL PLANNING
International Planning
1. Multilingual/multinational/multicultural
2. Fragmented and diverse markets
3. Data collection a large task requiring significantly higher budgets and personnel
allocation
4. Political factors frequently vital
5. Involvement in national economic plans; government influences business decisions
6. "Gravitational" distortion by large companies
7. Chauvinism hinders
8. Multiple environments, many of which are highly unstable (but may be highly
profitable)
9. Variety of financial climates ranging from over conservative to wildly inflationary
10. Currencies differing in stability and real value
11. Rules diverse, changeable and unclear
12. Management frequently un-autonomous and unfamiliar with budgets and controls
Global marketing is a proact business opportunities and competitive Global marketing
does not necessarily mean that companies should market the same product in the same
markets are converging. Global marketing is a adopt a global perspect region perspective
in developing a marketing strategy for growth and profit. The six forces making up the
company’s macro include demographic, cultural forces. These forces shape opportunities
and pose threats to the company. Global market possesses countries (LDCs) It provides
all urge to develop experience that make development possible in LDC’s. The remarkable
growth of the global economy over the post 50 years has occurred because of many
driving forces contribute business, namely, market application, higher quality,
information advantages. Several restraining forces also occurred in the form of tariff
barriers and non identifiable stages in the boundaries. These are known as
Ethnocentrism, poly centrism, regiocentrism and geocentrism. Companies have the plan
of entry strategy choices to implement their alternative has its pros anentry strategy. They
start off with a minimal risk strategy. Once perceived risk declines, they switch to higher
commitment mode. It is made clear that, a broad range of variables impact the entry
mode choice. The three major firm is willing to make, the amount ofthe degree of control
that is desirable.

CONCLUSION