International Marketing Report - Doc
Added on 2020-03-23
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1International Marketing Report<Student ID><Student Name><University Name>
2ContentsIntroduction:...............................................................................................................................3Justification for country of choice:............................................................................................3Competitor identification:..........................................................................................................6Cultural Profile:..........................................................................................................................6Customer attitude towards product:...........................................................................................7Market segmentation, targeting and positioning:.......................................................................8Market entry:..............................................................................................................................9Strategic recommendations:.....................................................................................................10References................................................................................................................................10
3Introduction:The complexities of business have been improvising over the years with profound referencesto the increasing prominence of globalization and international business. The measuresadopted by large scale organizations to address alternative target markets in the existingbusiness jurisdiction of the enterprise as well as entering new markets which are novel for theorganization (Ahmed & d'Astous, 2008). It is imperative for organizations to understand thefeasible outcomes that can be derived from expanding into new markets especially in terms ofincreased brand reputation, improvement in market share and sustainability for the business. As per Ahmed & d'Astous, the impact of globalization and international business can beobserved explicitly in different industries with substantial disparities in terms of outcomes(Ahmed & d'Astous, 2001). However, the fast food industry has been able to gain a strongfoothold in majority of international markets with the flexible and strategic approaches formarket entry and cultural diversification followed by organizations. The major market playersin the food and beverage industry such as McDonald’s, KFC and Starbucks have acquireddrastic global exposure with their product changes and effective pricing mechanisms as wellas marketing alignment with individual local cultures in international markets (Ahmed & d′Astous, 1995). The following report reflects on the case of Dunkin Donuts and its preferredentry into the international market of China. The capabilities of Dunkin Donuts for launchingits iconic product brands in the world’s most populated country could be assumed as theexplicit motivation for the following report. Justification for country of choice:The product and service description for Dunkin Donuts could be assumed as a crediblerequirement for justifying the selection of China as the international market to venture into.The competitive advantage of the organization is vested in the benefits provided to customersin the form of effective services and products which ensure customer loyalty (Al-Sulaiti &Baker, 1998). The services of Dunkin Donuts employees are based on the treatment of the customer as theboss which leads employees to deliver services in the most appealing form. As per Baines &Harris, the primary products of the organization are baked goods and coffee with the finestingredients that provide the advantage of novelty and uniqueness to the products of DunkinDonuts (Baines & Harris, 2000). The doughnuts products offered by the company could be
4observed in an assortment of powered, frosted and glazed variants of 31 different types ofdoughnuts. The organization also serves other products for customers such as Eclair, CoffeeRolls and Munchkins which add to the improvement in the experience for customers. Theentry of Dunkin Donuts into China is however characterized with the provision of Chili oil-glazed flavours, pork floss and seaweed topped rounds as its products is evident owing to theprevious failed attempts of the organization to enter the Chinese market (Balabanis, Mueller& Melewar, 2002). The nature of the product facilitated by Dunkin Donuts is tangible and is largely reflective ofthe requirements of consumer service industry dynamics. Furthermore, the case of DunkinDonuts has to review the justification for selecting China as a viable marketplace for theintended international market entry of the organization on the basis of a clear analysis of theexternal environment factors (Balestrini & Gamble, 2006). The analysis of the external market environment could be accomplished through the use ofmodels such as PESTEL analysis for China which could facilitate comprehensive insightsinto the political, economic, cultural, geographic and technological aspects of the marketenvironment. The external environment analysis is mandatory to weigh the competences andavailable resources of the organization with respect to the analysis outcomes in order toobserve the feasibility of the decision of Dunkin Donuts to expand in China (Becker, Benner& Glitsch, 2000). The following section would illustrate the major dimensions associated with the internationalmarket condition in China on the basis of which the country can be validated as arecommendation for international market expansion of Dunkin Donuts (Bloemer, Brijs &Kasper, 2009).Political factors are primarily tied to the aspects of regulations, government policy and lawwhich could render formidable impact on government decision and economic factors. Theimplications of changes in labour laws introduced by the government could lead toformidable changes in the structures of job and leniency for employment. This factor leads to the rise in unemployment owing to the provision of basic employment topeople without any prospects for training in new skills (Bruning, 1997). However, thegovernment has implemented necessary measures such as financing the labour intensivesectors in order to improve job availability. Initiation of drives to encourage foreign trade
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