why is it important to study international marketing

In today’s competitive world putting the customer at the heart of the operation is strategically important. Whilst some organizations in certain industries may follow anything other then the market orientation concept, those that follow the market orientation concept have a greater chance of being successful.

III. CAPABILITY IS FORMED BY THE INTEGRATION OF RESOURCES Table I shows that competitive advantage is gained by the strategic deployment of some resources, capabilities, and/or competencies. Literature review suggests that concepts such as resources, capabilities, competencies, and core competencies are not clearly defined. We have found that only the resource itself is defined with a wide range of meanings. On one hand, resources are defined as “anything which could be thought of as a strength or weakness of a firm” [9]. This “anything” may include physical resources (e.g., raw materials, equipment, financial endowment, etc.), human resources (e.g., training, experience, skills, etc.), as well as organizational resources (e.g., firm image, process, routines, etc.) [4], [14]. Note that with this definition, capabilities are considered as part of resource. On the other hand, capabilities are not part of resource because of their dynamic “doing” nature. Many authors argue that capabilities are the result of resource deployment and organizational processes. Capabilities use resources and, therefore, are more dynamic and complex entity and should be treated independent to resources [15]. We feel more comfortable with Grant [5] definition who argues: “Resources are inputs into the

Marketing orientation can be defined as a strategy that is utilized by a business or company to enhance its position in order to meet the needs of its customers. There are various marketing management orientations with varying mechanisms for creating, producing, and marketing products i.e. strategic marketing, selling, production, social marketing, and product orientations (Roberts, n.d.). The production marketing orientation is the only one that does not apply to Avon since the firm focuses on a sales orientation rather than product adaptation in its global operations. The applicability of product orientation is evident in the Avon’s modification of its products to meet certain needs of customers. The strategic marketing orientation is evident in Avon’s modification of its distribution technique,

This essay will start to explore and define the meaning of customer orientation in depth. The marketing concept and the marketing mix will help discover after what it means to be a customer focused firm. This will occur through the scrutiny of the term in respect to product, price, place and promotion.

Strategic capability refers to a business' ability to successfully employ competitive strategies that allow it to survive and increase its value over time. These capabilities are the abilities of an enterprise to operate its day-to-day business as well as to grow, adapt, and seek competitive advantage in the marketplace.

Capabilities are what a firm does, and represents the firm’s capacity to deploy resources that have been purposely integrated to achieve the desired end state. Capabilities become important when they are combined in unique combinations which create core competencies which have strategic value and can lead to competitive advantage. Capabilities needed for strategic fit are

Capabilities mean how the company mixes and utilizes all assets to bring the best product offered. These capabilities summarize in company 4Ps, which are listed as below:

The company orientation was initially toward the Product Concept, where it was thought that a good product, with attractive features and correct market placement would attract buyers. Since a better understanding of marketing concepts has been gained through this subject the company will be shifting to the Holistic Marketing Concept as it looks to build brand equity.

According to Voon (2006), the organization who has provide services without doing much research through market orientation has less impact on customer satisfaction and customer loyalty as compare to the organizations who provides service-driven market orientation. Another researcher also deduce that the there is always very strong relationship between market orientation and service quality. The company which provides their services to the customers after doing proper market orientation, their performance in the market will improve and the company earns huge reputation among the

There are several ideas about what capabilities are and what makes them a competitive advantage. Prahalad and Hamel (1990) call the capabilities ‘core competences’ which is similar to Johnson et al. (2011) who argue that there has to be a clear distinction between so called threshold resources and competences, which are essential capabilities that a company has to have in order to be able to compete in an industry; and the distinctive capabilities that make it possible for a company to form a strategic advantage. A table with Sony’s threshold and distinctive capabilities can be found in Appendix

Unilever believes in the sustainable growth and use of renewable sources of energy. It is also very watchful of employee health and has managed to bring down its accidental rate by a high margin. Unilever’s vision includes a better way for living for its consumers and better use of the products that they use. It maintains a high standard of its products by following stringent standards which helps in maintaining consumer satisfaction. Over the years, after working for different social projects like Water conservation and Food for all, it has grown its image as a socially aware and responsible

For a business to be successful and have a competitive advantage, it is important to evaluate the company’s resources and capabilities (Pitt & Koufopoulos, 2012). Resources in a company are the productive assets owned (tangible or intangible) whereas capabilities are what the company can do with this (Grant, 2010). “Establishing competitive

Businesses can develop new products based on either a marketing orientated approach or a product orientated approach. According to Jaworski and Kohli (1993), marketing orientation is ‘the organization-wide generation of market intelligence pertaining to current and

With 400 brands spanning 14 categories of home, personal care and foods products, no other company touches so many people 's lives in so many different ways. 150 million times a day, someone somewhere chooses a Unilever product. From feeding one‟s family to keeping one‟s home clean and fresh, Unilever brands are part of everyday life. Unilever‟s mission is to add Vitality to life. It meets every day needs for nutrition; hygiene and personal care with brands that help people look good, feel good and get more out of life

On the other hand, capabilities are the combination of organizational processes together with the firm’s capacity to deploy resources in order to achieve the preferred outcome. Capabilities are based on evolving, carrying and exchanging information based processes that have established over time. Furthermore, capabilities are developed in functional area like brand management and marketing (Amit & Schoemaker, 1993). A way of detecting a firm’s capabilities is to observe the major organizational functions and discover the capabilities contributing to each function (Grant,