Edited by Craig C. Julian
Chapter 14: The impact of knowledge management, brand orientation and global marketing strategy on performance
In the current globally competitive market, the competitive argument supporting a global marketing strategy includes the economic and strategic necessity to continue to compete successfully (Verhage et al., 1989) when economic crises can have an extraordinary effect on the global economy (Smyczek and Glowik, 2011; Segal-Horn and Dean, 2010). For academicians, practitioners and government policy-makers it would be valuable to better understand the factors behind firms’ transformation from international to global status and whether another company from the same country or another country could possibly replicate their achievement (Gabrielsson and Gabrielsson, 2004). The processes of internationalization and global economic integration by firms are gaining greater significance (Aguilera-Caracuel et al., 2011; Polo Pe-a et al., 2011; Kontinen and Ojala, 2011; Baum et al., 2011). Additionally, the growing significance of marketing in emerging economies underpins recent research examining new product development, branding, product quality, market orientation and various other aspects of marketing (Ellis et al., 2011). The process of market reform which characterizes the move away from central planning in emerging economies creates a substantial need for managers to acquire the techniques and skills of marketing (Ellis, 2010); it also requires an increased contribution from the world’s major economies, an increase in international trade and to take continuous steps towards internationalization (Viswanathan and Dickson, 2007).
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