Competitive Marketing Planning and Strategy Report: University Name

This report delves into the realm of competitive marketing planning and strategy, examining the increasing importance of cross-industry collaboration in a globalized market. It addresses the challenges and opportunities arising from the shift away from standalone industries, emphasizing the need fo...Read More

Running head: COMPETITIVE MARKETING PLANNING AND STRATEGY
COMPETITIVE MARKETING PLANNING AND STRATEGY
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1COMPETITIVE MARKETING PLANNING AND STRATEGY
Abstract
With an ever increasing competition because of the emergence of globalisation, the
companies have the choice to either oppose the change, or to embrace it. Cross border
collaboration and digital cross organisation are two of the most emerging research issues of
present days. The key drivers of this development are the collaboration related systems of
information. A very well-structured discourse is necessary in this case as because of the
practical relevance as well as the interdisciplinary nature of the issue. This paper has
presented a systematic study on the publication by laying emphasis on the digital
collaboration in the cross border and in the cross organisational settings. Based on the
findings of the paper, the key implications and observations are discussed.

2COMPETITIVE MARKETING PLANNING AND STRATEGY
Introduction
A company that opt for to embracing globalisation could, even with the risks engaged,
develops a noble business cases from the opportunities that are brought by globalisation. The
competition in between the firms in the global market is rapidly increasing. It requires the
established firms to be more innovative and flexible. There are many ways of attainting and
achieving flexibility without critically changing the capabilities of a firm. One of the most
suitable way of avoiding such competition and gaining new perspectives is getting engaged in
the cross-industry collaboration. The main objective of this report is to explore on how the
companies get engaged in the cross industry collaboration for boosting their capability of
innovation. By taking into consideration that the cross-industry collaborations is a
comparatively unexplored field within the present research, an approach that is explorative is
used in this paper. The frame of reference that is conducted deals with the innovation in
general along with inter-company collaboration as well as cross-industry collaboration
specifics.
Literature Review
Cross border Collaboration
Figure 1: Ten conditions for cross-border collaboration for innovation
As per Moreno-Munoz et al. (2016), the world is becoming smaller and smaller and
the businesses are all taking the advantage of the development in technology and the people

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mobility. With the same, there are more open economies for pushing the products of these
businesses across the national borders and expand. It is to state that the cross border business
in between different countries is done with a primary aim of increasing and strengthening the
corporate entities and there are rapidly increasing in recent era (Skarmeas, Saridakis and
Leonidou 2018). The common concern in this context is whether or not the strategic long
lasting growth, which drove the initial expansion can potentially sustain the global or the
international growth strategy of the businesses. Furthermore, the deep cultural differences
make a separation in between the culture and the countries heterogeneity leads to differences
in the dispositions, perceptions and the behaviour of the individuals (Leonidou et al., 2017).
The cultural dimensions have becomes very intensely influential in the global comparison of
the managerial decisions in communications and the business by negotiating and marketing.
It is to note that understanding the context of every operating nation provides a very robust
appreciation on how to conduct the business in every environment. Moreover, the economic
integration and cooperation along with legislation and the several “cost of doing business
indices” continue to affect and change the business conduct all over the different region in
different ways (Wu and Brynjolfsson 2015). Therefore, the cross-border strategy must
recognise the contextual economic, cultural as well as the legal differences in the several
operating nations and with the same, must design proper approaches for running the global
entities of the company. Generally, the company could perform a well-balanced action in
between the pressure to the local imperatives and the necessity for cost reduction by
stretching from the international, global and the transnational to the strategies that are multi
domestic. Hence, Ferlie and Parrado (2018) has stated that the organisation should therefore
adopt proper international strategic marketing strategy which successfully optimises its
resources within the constraints and the dictates of the operating environments.

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Innovation around the Industry borders
There are many literature sources that has discussed the subject of innovation around
the industry borders. The general concepts like the “open innovation” and the “innovation
value chain” could be assessed in a particular segment of industry or across several segments.
Horizontal innovation around different boundaries of industries is still now a significant
challenge for managing both in practice and in literature (Dooley, Kenny and Cronin 2016).
The dawning market at the time of the convergence entails a non-safe strategic position of the
engaged firms because of the tough market situation of the competitors that are coming from
the various industry segments.
Resource-Based view
In regard to the Resource-Based view or RBV, this unguarded strategic position
triggers the organisations get engaged in collaboration so as to gain competences and critical
resources, which enable the organisations to share risks and costs. Due to the fact that the
competences and the resources differ in between the industry sectors, all these are
complementary. It might also result in competence gaps because the engaged firms have to
stretch all their resources for serving the adjoining industry (Nilssonn-Linden et al., 2018).
Hence, for saving the scanty resources, the concept of cross-industry mergers might show a
very high degree of competence complementarity for taking benefit of the different important
capabilities. In regard to RBV, the strategic collaboration in between industries are used of
the competences and the resources for the development are from the different organisations
and could not be differentiated from the engaged organisations. Hence, the strategic alliances
provide the platforms of learning, while the exchange and transfer of competences and
resources are very intricate in nature. It is also to note that the joint venture such as

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collaboration can be defined as the development of a jointly-owned entity by any two
organisations which stay different leading in rewards and risks for both the companies. In
context to the RBV, the used competences and resources of the two organisations collaborate
in a joint venture. As per the definition of acquisitions and mergers surrounding the merger of
the organisations, the competences and resources of the engaged companies completely
merge. Hence, it is to state that overall, the companies engaged in such collaboration for
gaining a competitive advantage.

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References:
Dooley, L., Kenny, B. and Cronin, M., 2016. Interorganizational innovation across
geographic and cognitive boundaries: does firm size matter?. R&D Management, 46(S1),
pp.227-243.
Ferlie, E. and Parrado, S., 2018. Strategic Management in Public Services Organizations:
Developing a European Perspective. In The Palgrave Handbook of Public Administration
and Management in Europe (pp. 101-119). Palgrave Macmillan, London.
Leonidou, L.C., Aykol, B., Fotiadis, T.A. and Christodoulides, P., 2017. Antecedents and
consequences of infidelity in cross-border business relationships. Journal of International
Marketing, 25(1), pp.46-71.
Moreno-Munoz, A., Bellido-Outeirino, F.J., Siano, P. and Gomez-Nieto, M.A., 2016. Mobile
social media for smart grids customer engagement: Emerging trends and
challenges. Renewable and Sustainable Energy Reviews, 53, pp.1611-1616.
Nilsson-Lindén, H., Baumann, H., Rosén, M. and Diedrich, A., 2018. Organizing life cycle
management in practice: challenges of a multinational manufacturing corporation. The
International Journal of Life Cycle Assessment, 23(7), pp.1368-1382.
Skarmeas, D., Saridakis, C. and Leonidou, C.N., 2018. Examining relationship value in cross-
border business relationships: A comparison between correlational and configurational
approaches. Journal of Business Research, 89, pp.280-286.

7COMPETITIVE MARKETING PLANNING AND STRATEGY
Wu, L. and Brynjolfsson, E., 2015. The future of prediction: How Google searches
foreshadow housing prices and sales. In Economic analysis of the digital economy (pp. 89-
118). University of Chicago Press.