GLOBAL MARKETING

A PROJECT REPORT

Submitted by:
Amit Kumar Singh, Anupam Samanta, Rajesh
Kumar, Ravi Ranjan, Shivshendu, Vandana, Rima,
Supriya, Madhu, Arun

Of Semester 1
In partial fulfillment for the award of the degree of
M.B.A

ICFAI NATIONAL COLLEGE, RANCHI

(2008-10)
 ICFAI NATIONAL COLLEGE

BONAFIDE CERTIFICATE

Certified that project report on “GLOBAL MARKETING”

is a bonafide work of:

1. Amit Kumar Singh

2. Anupam Samanta
3. Rajesh Kumar
4. Ravi Ranjan
5. Shivshendu
6. Vandana
7. Rima
8. Supriya
9. Madhu
10. Arun
who carried out the project work under my supervision.

SIGNATURE SIGNATURE
GLOBAL MARKETING |

Mr. Kaushik Dutta Mrs. Nidhi

HEAD OF THE DEPARTMENT SUPERVISOR

 TABLE OF CONTENTS

1. INTRODUCTION

2. MEANING OF MARKETING

3. MEANING OF GLOBAL MARKETING

4. EVOLUTION TO GLOBAL MARKETING

5. GLOBAL MARKETING ADVANTAGES AND DISADVANTAGES

6. GLOBAL MARKETING ENVIRONMENT

7. GLOBAL MARKETING: 5 STEPS TO SUCCESSION

8. WHY GLOBAL MARKETING IS IMPERATIVE

9. GLOBAL MARKETING PLANNING

10. DOMESTIC vs INTERNATIONAL PLANNING

11. CONCLUSION

12. BIBLOGRAPHY

GLOBAL MARKETING

2
 INTRODUCTION

Two decades ago, the term global marketing ing did not even exist. Today,
Tod
globall marketing is essent
essential not only for the realization
ion of the full success
potential of a business, but even more crit critically for the survival of a
business. A company which fails to go global is in longer of losing it’s
domesticic business to competitors with lower costs, greater experience,
better products and in a nutshell, more value for the customer.
The importance of going global to ensure company survival is a more
powerful motive for many companies than the attract ion of opportunity
abroad. Industries that were entirely national
ional in scope only a few years ago
are dominated today by a handful of global companies.

MEANING OF MARKETING

ially a creative corporate activity involving the planning

Marketing is essentially
and execution of the conception, pricing, promotion, and distribution of
ideas, products, and services in an exchange that not only satisfies
customers’ current needs but also anticipates and creates their future
f needs
at a profit. Marketing
ing is not only much broader than selling, selli it also
encompasses the entire ire c
company’s market orientation toward customer
satisfaction in a compet
competitive
itive environment. In other words, marketing
strategy requires close attention to both customers and competitors.
competitors The
aim of marketing ing is to create value for stakeholders, and the key
stakeholder is the customer.

Customer Needs
R&D Engineering Manufacturing Customer value
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& Wants
 MEANING OF GLOBAL MARKETING

The Oxford University Press defines global marketing as “marketing on a

worldwide scale reconciling or taking commercial advantage of global
operational differences, similarities and opportunities in order to meet global
globa
objectives.”
Global marketing refers to marketing activit
activities
ies by companies that emphasize
the following:
1. Reduction
ion of cost inefficiencies and duplication
ion of efforts among their
national and regional subsidiaries
2. Opportunities
ies for the transfer of pro
products,
ducts, brands, and other ideas across
subsidiaries
3. Emergence of global customers
4. Improved linkages among national marketing infrastructures leading to
the development of a global marketing infrastructure.
Although Levitt’s view that global market ing does not necessarily mean
standardization of products, promot
promotion, pricing, and distribution
ion worldwide,
but rather,
ather, it is a company’s proact
proactive
ive willingness to adopt a global
perspective instead of a country
country-by-country or region-by-region
region perspective
in developing a marketing
ing stratergy

EVOLUTION TO GLOBAL MARKETING

Global marketing is not a revolutionary shift, it is an evolutionary process.

While the following does not apply to all companies, it does apply to most
companies that begin as domestic
domestic-only companies.

Domestic marketing
GLOBAL 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 services
rvices are developed for customers in
the home market without thought of how the product or service could be
used in other markets. All marketing decisions are made at headquarters.

4
The biggest obstacle these marketers face is being blindsided by emerging
global marketers. Because domestic marketers do not generally focus on the
changes in the global marketplace, they may not be aware of a potential
competitor who is a market leader on three continents until they
simultaneously open 20 stores in the Northeastern U.S. These marketers can
be considered ethnocentric as they are most concerned with how they are
perceived in their home country.

Export marketing

Generally, companies began exporting, reluctantly, to the occasional foreign

customer who sought them out. At the beginning of this stage, filling these
orders was considered a burden, not an opportunity. If there was enough
interest, some companies became passive or secondary exporters by hiring
an export management company to deal with all the customs paperwork and
language barriers. Others became direct exporters, creating exporting
departments at headquarters. Product development at this stage is still
focused on the needs of domestic customers. Thus, these marketers are also
considered ethnocentric.

International marketing

If the exporting departments are becoming successful but the costs of doing
business from headquarters plus time differences, language barriers, and
cultural ignorance are hindering the company’s competitiveness in the
foreign market, then offices could be built in the foreign countries.
Sometimes companies buy firms in the foreign countries to take advantage
of relationships, storefronts, factories, and personnel already in place. These
offices still report to headquarters in the home market but most of the
marketing mix decisions are made in the individual countries since that staff
is the most knowledgeable about the target markets. Local product
development is based on the needs of local customers. These marketers are
considered polycentric because they acknowledge that each market/country
has different needs.

Multinational marketing
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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.

Global marketing

When a company
mpany becomes a global marketer, it views the world as one
market and creates products that will only require weeks to fit into any
regional marketplace. Marketing decisions are made by consulting with
marketers in all the countries that will be affected. The goal is to sell the
same thing the same way everywhere.

The “Four P’s” of marketing: product, price, placement, and promotion are
all affected as a company moves through the five evolutionary phases to
become a global company. Ultimately, at the globa
globall marketing level, a
company trying to speak with one voice is faced with many challenges when
creating a worldwide marketing plan. Unless a company holds the same
position against its competition in all markets (market leader, low cost, etc.)
it is impossible
ible to launch identical marketing plans worldwide.

GLOBAL MARKETING ADVANTAGES AND

DISADVANTAGES

Advantages

• Economies of scale in production and distribution

• Lower marketing costs
• Power and scope
• Consistency in brand image
• Ability to leverage good ideas quickly and efficiently
• Uniformity of marketing practices
GLOBAL MARKETING

• Helps to establish relationships outside of the "political arena"

• Helps to encourage ancillary industries to be set up to cater for the
needs of the global player

6
Disadvantages

• Differences in consumer needs, wants,, and usage patterns for

products.
• Differences in consumer response to marketing mix elements

• Differences in brand and product development and the competitive

environment

• Differences in the legal environment, some of which may conflict with

those of the home market
market.
• Differences in the institutions available, some of which may call for the
creation of entirely new ones (e.g. infrastructure)
• Differences in administrative procedures
• Differences in product placement.

GLOBAL MARKETING ENVIRONMENT

1. Demographic Environment
Demography y is the study of human populat
populations in
n terms of size, density,
location, age, gender, race, occupation, and other statistics.
stat The
demographic environment is of major interest to marketers because it
involves people, and people make up markets.
The world population
ion is growing at an explo
explosive
sive rate. It now totals more
than 5.9 billion and will exceed 7.9 billion by the year 2025. The
explosive world populat
population growth has major implications for business. A
growing population
ion means growing human needs to satisfy. Depending on
purchasing power,, it may also mean growing market opportunities.
The world’s large and highly diverse population poses both opportunities
and challenges. Thus, marketers keep close track of demographic trends
GLOBAL MARKETING |

and developments in their markets, both at home and abroad. They

The track
changing age and family structures, geographic population
populat shifts,
educational characteristics, and populat
population diversity.
2. Economic Environment
The economic environment consists of factors that affect consumer
purchasing power and spending patterns. Nat ions vary great ly in their
levels and distribution of income. Some countries have subsistence
economies they consume most of their own agricultural and industrial
output. These countries offer few market opportunities. At the other
extreme are industrial economies, which constitute rich markets for many
different kinds of goods. Marketers must pay close attention to major
trends and consumer spending patterns both across and within their
world markets.
Marketers should pay attention to income distribution as well as average
income. Income distribution in the still very poor. At the top are upper-
class consumers, whose spending patterns are not affected by current
economic events and who are a major market for luxury goods. There is a
comfortable middle class that is some what careful about its spending but
can still afford the good life some of the time. The working class must
stick close to the basics of food, clothing, and shelter and must try hard
to save. Finally, the poor class must count their pennies when making
even the most basic purchases. Over the past three decades, the rich
have grown richer, the middle class has shrunk, and the poor have
remained poor.

3. Natural Environment
The natural environment involves the natural resources that are needed
as inputs by marketers or that are affected by marketing activities.
Marketers should be aware of several trends in the natural environment.
The first involves growing shortages of raw materials. Air and water may
seem to be infinite resources, but some group see long-run dangers. Air
pollution chokes many of the world’s large cities and water shortages are
already a big problem in some parts of the world. Renewable resources,
such as forests and food, also have to be used wisely. Nonrenewable
resources, such as oil, coal, and various minerals, pose a serious
problem. Firms making resources, such as oil, coal, and various minerals,
GLOBAL MARKETING

pose a serious problem. Firms making products that require these scarce
resources face large cost increases, even if the materials do remain
available.
A second environmental trend is increased pollution. Industry will almost
always damage the quality of the natural environment. Consider the
disposal of chemical and nuclear wastes; the dangerous mercury levels in

8
the ocean; the quantity of chemical pollutants in the soil and food supply;
and the littering of the environment with non- biodegradable bottles,
plastics, and other packaging materials.
4. Technological Environment
The technological environment is perhaps the most dramatic force now
shaping our destiny. Technology has released such wonders as
antibiotics, organ transplants, computers, and the Internet. It also has
released such horrors as nuclear missiles, chemical weapons, and assault
rifles. It has released such mixed blessing as the automobile, television,
and credit cards. New technologies create new markets and opportunities.
However, every new technology replaces an older technology. Transistors
hurt the vacuum-tube industry, xerography hurt the carbon-paper
business, the auto hurt the railroads, and compact disks hurt phonograph
records. When old industries fought or ignored new technologies, their
businesses declined. Thus, marketers should watch the technological
environment closely. Companies that do not keep up with technological
change soon will find their products outdated. And they will miss new
product and market opportunities.
4. Political Environment
Marketing decisions are strongly affected by developments in the political
environment. The political environment consists of laws, government
agencies, and pressure groups that influence and limit various
organizations and individuals in a given society. Even the most liberal
advocates of free-market economies agree that the system works best
with at least some regulation. Well-conceived regulation can encourage
competition and ensure fair markets for goods and services. Thus,
governments develop public policy to guide commerce-sets of laws and
regulations that limit business for the good of society as a whole. Almost
every marketing activity is subject to a wide range of laws and
regulations. Legislation affecting business around the world has increased
steadily over the years. The States has many laws covering issues such
as competition, fair trade practices, environmental protect ion, product
safety, truth in advertising, packaging and labeling, pricing, and other
important areas. The European Commission has been active in
GLOBAL MARKETING |

establishing a new framework of laws covering competitive behavior,

product standards, product liability, and commercial transact ions for the
nations of the European Union. Several countries have gone father than
the United States in passing strong consumerism legislation. For example,
Norway bans several forms of sales Promotion trading stamps, contests,
premiums as being inappropriate or unfair ways of promoting products.
Thailand requires food processors selling national brands to market low-
price brands also, so that low-income consumers can find economy
brands on the shelves. In India, food companies must obtain special
approval to launch brands that duplicate those already existing on the
market.
5. Cultural Environment
The cultural environment is made up of institutions and other forces that
affect a society’s basic values, percept ions, preferences, and behaviors.
People grow up in a particular society that shapes their basic beliefs and
values. They absorb a world view that defines their relationships with
others. People in a given society hold many beliefs and values. Their core
beliefs and values have a high degree of persistence. For example, most
Indians believe in working, getting married, giving to charity, and being
honest. These beliefs shape more-specific attitudes and behaviors found
in everyday life. Core beliefs and values are passed on from parents to
children and are reinforced by schools, churches, business, and
government.
The notion of various environmental forces to global company is shown in
figure.

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10
 GLOBAL MARKETING: 5 STEPS TO SUCCESSION

Companies decide to expand their organizations globally and are

unsuccessful because they fail to realize one very important thing. They do
not change their marketing efforts to adapt to those of another country.
Some people feel one country’s values, beliefs, culture, economic conditions
and competitive conditions are not very different from another. But a
message that works in one country can fail miserably in another because
countries are very different from each other. Companies need to make
variations to their marketing approach when doing business internationally.
To overcome global marketing struggles and conquer your competition,
we’ve created Global Marketing: 5 Steps to Succession to help you guide
your way through the marketing process.

1. Do The Research!
With any kind of marketingting there should always first be some kind of
research when developing your marketing strategies. This is especially
important when a business is expanding internationally because their
targeted audience is much different than their home land audience.
Researching
searching the demographics and also doing some kind of research to
figure out if there will be a demand for your product or service is very
important. Make sure there is a want or need for your product and then
figure out for that country who your audience is and what will be the best
way to target them.

2. Recognize Cultural Differences.

Countries differ in many ways including language, religion, social structure
and education. These differences have significant impact on a business’s
marketing strategies.. Through one’s research they also need to find what
traditions, tastes and preferences are of other countries, so their marketing
ideas can accommodate to the country and be effective. If one does not take
the cultural differences into account then most llikely
ikely their marketing
GLOBAL MARKETING |

campaigns will be considered meaningless or offensive and could damage

the credibility of that company.

3. Develop a Unique Marketing Mix to Appeal to the Purchasing

Behavior of a Certain Segment in a Given Country.
This secret also includes some research. One needs to identify groups of
consumers whose purchasing behavior differs from others in an important
way. These segments can be found though the geographies, demographics,
social-cultural factors and psychological factors. The segment that would
best benefit the company is the one that then needs to have a unique
marketing mix that will appeal to those purchasing behaviors. The marketing
mix will include a firm’s choice about product attributes, communication
strategy, distribution strategy and pricing strategy that they will offer their
targeted segment.

4. Identify Market Segments that Transcend National Borders.

In order to do this, a company needs to find the similarities among the
consumers in a certain segment. Such similarities like values, age, and
lifestyle choices which need to translate into similar purchasing behaviors.
Once these similarities are found, a company can then view the global
marketplace as a single entity and sell a standardized product worldwide
using their same basic marketing mix to help them position and sell that
product in a variety of national markets.

5. Decide if standardized advertising will work for your company.

If a company’s advertisements legally and ethically can be viewed in their
home land country but also in other countries, then standardized advertising
is a great idea. If the advertisements are not offensive and abide by that
country’s laws then most likely using the same ads instead of developing
new ones for different countries is going to be a significant cost saver. Also,
there is concern that creative talent is limited and that one large marketing
effort has better results than 40 or 50 smaller efforts.
On the other hand, cultural diversity makes it exceptionally hard to develop
a single advertising theme that will be successful worldwide. Also,
advertising regulations might block implementation of standardized
advertising. Laws vary from country to country and so what might be
acceptable in one country is breaking the law in another. Differentiating
between the two and then deciding what will work for your company might
save you money or avoid a lawsuit.
GLOBAL MARKETING

12
 WHY GLOBAL MARKETING IS IMPERATIVE

First and fundamentally, domest

domestic-market
market saturation in the industrialized
parts of the world forced many companies to look for marketing
opportunities beyond their national boundaries.aries. The economic and
population
ion growths in developing countries also,, gave those companies
an additional
ional incentive to venture abroad. Now companies from emerging
economies, such as Korea’s SamsSamsung
ung and Hyundai and Mexico’s Cemex
and Grupo Modelo, have made inroads into the developed markets
around the world.
Second, there is a strong competition around the world. About twenty
years ago, the world’s greatest automobile manufacturers were General
Motors,
otors, Ford, and Chrysler. Today, companies like Toyota, Honda, BMW,
and DaimlerChrysler (a recent merger of Daimler-Benz Benz and Chrysler),
among others, stand out as competitive nameplates in the automobile
market. Similarly, personal computer was almost synsynonymous
onymous with IBM,
which dominated the PC business worldwide. Today, the computer market
is crowded with Dell and Compaq from the United States, Toshiba and
NEC from Japan, Acer from Taiwan, and so on. Color TVs were invented in
the United States, but today it is almost impossible to find a color TV
made by U.S. companies. Instead, foreign brands such as Sony,
Panasonic, and Magnavox are in most homes in the United States. Even
RCA and Zenith television are made overseas. Nike is a U.S. company
with a truly all-American
American shoe brand, but its shoes are all made in foreign
countries and exported to the United States. Burger King and Pillsbury
(known for its Haagen
Haagen-Dazs
Dazs ice cream brand) are two American
institutions owned and managed across the Atlantic Ocean by Diageo,
D a
newly created company as a result of the merger of Britain’s Grand
Metropolitan PLC and Guinness PLC.
Third, another profound change in the last decade is the proliferation of
the Internet and electronic commerce, or e e-commerce.
commerce. The Internet
GLOBAL MARKETING |

opened d the gates for companies to sell direct-to-consumers

consumers easily across
national boundaries. Many argue that e e-commerce is less intimate than
face-to-face
face retail, but it could actually provide more targeted
demographic and psychographic information. Manufacturers
Manufactur that
traditionally sell through the retail channel may benefit the most from e-
e
commerce. Furthermore, customer information no longer is held hostage
by the retail channel. Most important, the data allow for the development
of relevant marketing messages aimed at important customers and loyal
relationships on a global basis.

An examination of the top one hundred largest companies in the world

also vividly illustrates the profound changes in competitive milieu that we
have seen in the past thirty years (see Table 1.2). Of the top hundred
largest industrial companies in the world, sixty-four were from the United
States in 1970 in 1980 the number declined to forty-five companies. The
latest figure came down to twenty four in 1997 (not shown) and went
back up to thirty-five in 1999. The number of Japanese companies in the
top hundred has increased from eight in 1970 to twenty-four in 1999,
almost a threefold increase. A similar increase has also been observed
with French companies, from three in 1970 to ten in 1997. The relative
decline in the number of U.S. companies in the top is reflected in the
banking, insurance, and other services sectors, as well as in the
manufacturing sectors. The current world economy has changed
drastically from what it was merely a decade ago.
The changes observed in the past thirty years simply reflect that
companies from other parts of the world have grown in size relative to
those of the United States. In other words, today’s environment is
characterized by much more competition from around the world than in
the past. As a result, many U.S. executives are feeling much more
competitive urgency in product development, materials procurement,
manufacturing, and marketing around the world.
The competition is not the only force shaping global business today.
Particularly in the past several years, many political and economic events
have affected the nature of global business. The demise of the Soviet
Union, the establishment of the European Union and the North American
Free Trade Agreement, deregulation, and privatization of state-owned
industries has also changed the market environments around the world.
Furthermore, the emerging markets of Eastern Europe and the rapidly re-
emerging markets of Southeast Asia contribute to an international
climate.
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14
CHANGE IN THE WORLD’S 100 LARGEST COMPANIES AND THEIR
NATIONALITIES:

GLOBAL MARKETING |

Source: Fortune, various issues up to 2000.

*Fortune 500 criteria changed to include services firm (including retailing
and trading)
**Includes joint nationality
ionality of firms (joint nationality,
ionality, has been counted
for both the countries), so the total may exceed 100.
 The fluid nature
re of global markets and competit
competition
ion makes the study of
global marketing not only interest
interesting
ing but also challenging and rewarding.
The term global epitomiz
epitomizes both the competitiveitive pressure and the
expanding market opportunit
opportunities all over the world.

GLOBAL MARKETING PLANNING

Planning involves where the organisation would like to be and how to get
there, which involves goal setting and strategy determination. Planning
involves
lves three main activities:
a) Situation analysis - where are we now?
b) Objectives - where do we want to be?
c) Strategy and tactics - how can we best reach our goals?

Planning gives a number of advantages:

· Gives rise to systematic thinking

· Helps coordinate
ordinate activities
· Helps prepare for exigencies
· Gives activity continuity
· Integrates functions and activities
· Helps in a continuous review of operations.

The planning task depends on the level of involvement in a country.

Exporting and licensing give
ive minimum country involvement but joint
ventures involve more in-country
country activity and give a greater degree of
integration and control. Wholly owned subsidiaries give the organisation
almost total control. Because of the "external uncontrollables" international
intern
planning is rather more difficult than domestic planning (see table 13.2).
Planning can be standardised, decentralised or interactive.

Standardised plans
GLOBAL MARKETING

These offer a number of advantages:

- Cost savings on limited product range and economies of scale both in

production and marketing, for example fertilisers.

- Uniformity of consumer choice across the world.

16
There are disadvantages:

- Different market characteristics make uniform products inappropriate, for

example, fresh milk products.

Environmental obstacles disallow standardisation; for example lack of

refrigerated transport in developing countries.

Decentralised plans

Decentralised plans take into account the subtleties of local conditions;

however they are usually very costly and resource consuming.

Interactive plans

In this approach headquarters devises branch policy and a strategic

framework, and subsidiaries interpret these under local conditions, for
example Nestlè. Headquarters coordinates and rationalises advertising,
pricing and distribution. Within any of the above approaches plans can be
either long or short term. Increasingly planning is becoming fairly routine.
Most companies operate "annual operating plans" although these are often
"rolled forward" to cover a few years hence.

GLOBAL MARKETING |
 DOMESTIC vs INTERNATIONAL PLANNING

Domestic Planning International Planning

1. Single language and nationality 1. Multilingual/multinational/multicultural factors
2. Relatively homogeneous market 2. Fragmented and diverse markets
3. Data available, usually accurate and 3. Data collection a large task requiring significantly higher
collection easy budgets and personnel allocation

4. Political factors relatively unimportant 4. Political factors frequently vital

5. Relative freedom from government 5. Involvement in national economic plans; government
interference influences business decisions

6. Individual corporation has little effect on 6. "Gravitational" distortion by large companies

environment

7. Chauvinism helps 7. Chauvinism hinders

8. Relatively stable business environment 8. Multiple environments, many of which are highly
unstable (but may be highly profitable)

9. Uniform financial climate 9. Variety of financial climates ranging from over-

over
conservative to wildly inflationary

10 Single currency 10. Currencies differing in stability and real value

11 Business "rules of the game" mature and 11. Rules diverse, changeable and unclear
understood

12 Management generally accustomed to 12. Management frequently unautonomous and unfamiliar

sharing responsibilities and using with budgets and controls
financial controls

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18
 CONCLUSION

Global marketing is a proact

proactive
ive response to the intertwined nature of
business opportunities and competit
competition that know no political
ical boundaries.
Global marketing does not necessarily mean that companies should
market the same product in the same way around the world as world
markets are converging. Global marketing is a company’s ny’s willingness
willing to
adopt a global perspect
perspective instead of a country-by-country or region-by-
region perspective in developing a marketing strategy for growth and
profit. The six forces making up the company’s macro
macro-global
global environment
include demographic, ec economic,, natural, technological, political
polit and
cultural forces. These forces shape opportunities and pose threats to the
company. Global market possesses great importance of less developed
countries (LDCs) It provides all urge to develop knowledge and
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 contribut
contributing
ing to the growth of international
internat
business, namely, market needs, modern technology,, minimum cost
application,
ion, higher quality, information revolution and leverage
advantages. Several restraining forces also occurred in international trade
in the form of tariff barriers and non non-tariff barriers. There are four
identifiable stages in the ev evolution
olution of marketing across national
boundaries. These are known as Ethnocentrism, poly centrism,
regiocentrism and geocentrism. Companies have the plan of entry
strategy choices to implement their global expansion efforts. Each
alternative has its pros an
and cons. Global companies often adopt a phased
entry strategy. They start off with a minimal risk strategy. Once the
perceived risk declines, they switch to higher commitment mode. It is
made clear that, a broad range of variables impact the entry mode
choice.
ce. The three major dimensions include the resource commitment a
firm is willing to make, the amount of risk the firm is willing to take and
the degree of control that is desirable. GLOBAL MARKETING |
 BIBLOGRAPHY

• http://www.wfanet.org/ World Federation of Advertisers

• aef.com several presentations on Global Advertising given by advertising practitioners
• http://EzineArticles.com/?expert=Crystal_Vilkaitis
• Kotabe, Masaki and Helsen, Kristiaan, Global Marketing Management – 3rd Edition,
John Wiley & Sons, Inc – Publishers, Copyright 2004, ISBN 0-471-23062
23062-6
• Kotler & Keller, Marketing Management - 12th Edition, 2005, ISBN 81--203-2799-3
• Theodore Levitt, The Globalization of Markets, Harvard Business Review 61 (May-June
1983): 92-102
• Young, Charles E., The Advertising Research Handbook
Handbook,, Ideas in Flight, Seattle, WA,
April 2005, ISBN 0-9765574
9765574-0-1
• Jaffee S. (1992) "Exporting High Value Food Commodities". World Bank Discussion
Paper 198 World Bank
• 15. Keegan, W. J. (1989) "Global Marketing Management", 4th ed. Prentice Hall
International Editions
• 16. Terpstra, V.(1987) "International Marketing", 4th ed. Dryden Press.

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20
 ACKNOWLEDGEMENT

We would like to express my gratitude to all those who gave me the possibility to complete
this project. We want to thank the Department of Marketing of ICFAI Ranchi Center for
giving me permission to commence this project in the first instance, to do the necessary
research work and to use available data. We are bound to the senior batch students for their
stimulating support.
We are deeply indebted to our supervisor Prof. Mrs.NIDHI, faculty in in-charge
charge of marketing
whose help, stimulating suggestions and eencouragement
ncouragement helped us in all the time of research
for and writing of this report.
Especially, we would like to give our special thanks to our parents whose patient love
enabled us to complete this work.

GLOBAL MARKETING |