Goodman Masson: International Marketing Plan for New York Expansion

This report assesses international marketing strategies for Goodman Masson as it considers expanding into New York. It analyzes the scope and key concepts of international marketing, emphasizing the importance of understanding local market dynamics, cultural differences, and foreign business law...Read More

E174 RUMYANA BALEVSKA BUSINESS
INTERNATIONAL MARKETING

Table of Contents
Introduction......................................................................................................................................3
LO1 Demonstrating an understanding of how marketing contributes to business strategies in
an international context....................................................................................................................3
Analysing the scope and key concepts of international marketing [P1]..........................................3
Explaining the rationale for it to want to market internationally and describe the various
routes to market the organisation can adopt [P2]............................................................................5
LO2: Evaluating entry to a selection of international markets and define the key success
factors..............................................................................................................................................7
Evaluating the key criteria and selection process to use when considering which international
market to enter [P3].........................................................................................................................7
Explain, using examples, the different market entry strategies, including the advantages and
disadvantages of each [P4]..............................................................................................................9
LO3 Investigating how elements of the marketing plan can be adapted or standardised across
international markets.....................................................................................................................12
Presenting an overview of the key arguments in the global versus local debate [P5]...................12
The management team of your client organization would like you to investigate how the
product, price, pricing and promotional distribution approach differs in a variety of
international contexts [P6].............................................................................................................14
LO4 Demonstrate an understanding of how to organise and evaluate international marketing
efforts (multinational, global, transnational, meta-national, etc.)..................................................15

Explain and analyse the various international marketing approaches your client organisation
can adopt [P7]................................................................................................................................15
Comparing home and international orientation and ways to assess competitors, outlining the
implications of each approach [P8]...............................................................................................16
Conclusion and Recommendations................................................................................................17
Reference List................................................................................................................................19

Introduction:
This specific assignment is going to consider the application of different marketing strategies
for Goodman Masson so that it can enter the international business in New York.Goodman
Masson was founded in 1993 by Paul Goodman and its first business venture started at 2 Bath
Street, London. Now the company has branches in London and Dusseldorf. Goodman
Masson is a company that looks after technology and finance recruitment and the annual
revenue of the company is over 42 million Pounds. The company has grown enormously and
has more than 160 employees working in various teams. The teams work in different
financial sectors such as qualified and transactional finance, financial crime, investment
management, front office management, banking operations, audit, business intelligence, tax,
IT, cyber security and even treasury. The organization is well-known for treating the
employee in a better way and the company looks forward to become the biggest financial
recruitment organization in London. The approach that the company has towards the
employees has helped it win awards on the basis of promoting a healthy change in the
workplace, engaging the employees for more productivity and creating a unique workplace
environment.
Goodman Masson has won some mentionable awards for its contribution towards the
community of the finance experts. The company is popular among its clients for keeping up
with its promises, its approach towards the traditional employee engagement programmes and
its leadership programmes. Since 2013, Goodman Masson has won myriad awards including
The Best Employee Benefit Programme Award, The Best Workplace Environment Award,
The Most Engaging Benefits Proposition Award so on and so forth. The notable clients of the
company are Goldman Sachs, Barclays, London Stock exchange, HSBC, Microsoft,

Heineken, Burberry, Royal mail, Crossrail, Lego, Eurostar, BBC, British Airways and a lot
other renowned company.
LO1 Demonstrating an understanding of how marketing contributes to business
strategies in an international context
Analysing the scope and key concepts of international marketing [P1].
As soon as a company starts expanding its business in overseas countries, it starts to apply the
marketing strategies to those countries. In spite of the fact that many American and European
author has explained international marketing as a part of export business, it’s more than that.
International marketing involves following the differences in the certain country,
understanding the needs of the customers and meeting their expectations. As per some of the
authors, international marketing is the ability of implementation of various marketing theories
to the international market (Pike and Page, 2014). As Goodman Masson is going to start its
business in New York, it has to focus on some points like the type of the jobs available in
New York, the effects of politics on the recruitment sector, the cultural difference between
the UK and New York, the effect of the ideological difference in the aimed market etc.
It’s palpable that there are certain differences between local marketing and international
marketing. Applying marketing strategies in the local market is pretty easy as the company
knows the economic set up of the country, the requirements of the local people, the opponent
companies etc. Besides, the company doesn’t have to think about the cultural differences
while applying the strategies. Therefore, doing business in a local market poses less risk and
the company doesn’t have to expend much on the resources to establish its business.
However, while a company aims at starting business in an international market, it has to
promote the business at first. Though the promotional approach is not much complicated, it

requires a lot of money to carry on the process. As Goodman Masson is trying to enter the
recruitment market in New York, it has to know and understand the country’s foreign
business law (Mainela, Puhakka and Servais, 2014). Apart from that, the marketing strategy
of the company will differ on the basis of the tastes and the needs of the customers. Goodman
Masson will encounter huge riskbecause of the uncertainty of the international market. If a
company wants to be successful in international marketing, it needs to invest a lot of money
and time, it needs to be patient and persistent towards establishing the company in the in the
international market.
The employee benefit programmes followed by Goodman Masson help the company not only
in employee retention, but also in enhancing the productivity of the employees. The
competitors such as Morgan Hunt, Hays, City Wharfs etc. fail to achieve the place that
Goodman Masson has accomplished within a very short period. Goodman Masson has been
able to achieve the goals in a limited timeframe because the company looks after the
employee satisfaction. As the employees are treated well, they tend to give more effort at
work and build a strong team, which in turn result in organizational benefits for Goodman
Masson.
The company wishes to expand its business in New York because it wants to target big
technological and financial companies that are present in the USA as its potential clients.
Besides, the financial market is more stable in the USA than it’s in any other country.
Several authors have voiced their opinions about the similarity of international marketing and
global marketing. However, the meaning of both the terms is different. The scopes of
international marketing have been discussed below:

 Import: If a company deals on products or services that are imported from another
country, it is known as import. However, while starting its recruitment business in
New York, Goodman Masson doesn’t need to focus on importing.
 Export: When a company ships its products or services from its native country to
another country, it’s known as export (Dai et al. 2014). Goodman Masson may
recruit employees who want to work on another country. Thus, it can export the
service.
 Contractual agreement: As a company wants to start its business in a new country,
it has to get license from the authority. Therefore, the company will have to sign
some contractual agreements that will allow it to access the properties that are
intangible such as brand names, trade secrets, trademarks, patents etc. (Oskouei and
Yazdankhah, 2015).
 Re-export: Sometimes the companies import semi-finished products and complete it
and export it to another country. The whole process is known as re-exporting.
Goodman Masson doesn’t deal in producing something, so, it doesn’t have to focus
on re-exporting.
The nature of international marketing is described underneath:
 Broader market accessibility: As the companies are exposed to international market
they can start offering their services or products to a broader market. As Goodman
Masson has targeted to open its recruitment firm in New York, it is planning to access
the broader market (Yuan, 2015).
 Requirement of broader competition: While Goodman Masson has planned to
invest in the international market, it has to be prepared for the competition that the
company is going to face in New York as there are pre-existing recruitment firms.
Therefore, the company has to improve its management skill as well.

 Involvement of challenges: The companies have to encounter a lot more challenging
situations in international marketing in comparison to local marketing. It is because of
the differences of cultural background, the political risks and effects of politics on
business, the foreign business law of the country, the requirement of the country the
companies are targeting for international marketing and so on (Rothwell, 2017).
 At least two sets of intractable variables: When a company does business in the
local market, it has to deal with only one set of intractable variables. However, as
soon as the company is expanding its business to the international market, it has to
tackle minimum two sets of intractable variables. The number changes as the
company starts doing business in more than one foreign countries.
 Strong competition: Goodman Masson has to face stiff competition because it has to
compete against local companies in New York as well as the recruitment firms that
are pursuing international business in New York (Cant, 2016).
Explaining the rationale for it to want to market internationally and describe the
various routes to market the organisation can adopt [P2]
New York is the business hub for local as well as foreign companies and the USA has been
growing industrially over the last few decades on the basis of updated infrastructure and
workforce. The country offers huge possibilities for the companies that want to enter the
international marketing (Eteokleous, Leonidou and Katsikeas, 2016). Goodman Masson can
increase its sales volume as there are many options when it comes to choosing clients. The
population of the country plays a significant role in the success of a foreign recruitment
company that is aiming to start its international marketing in New York. Therefore, Goodman
Masson will be able to increase its profitability at once if it starts business in New York. As
there are innumerable companies in the USA including the small start-ups to the huge

business chains, Goodman Masson has a good chance to start its business as a recruitment
firm (Katsikeas et al. 2016). The existence of the companies and the growing millennials in
the country offers long-term security to the company that is aiming for international
marketing. The foreign business law in the USA provides support to the foreign companies
that want to begin their business in America. However, Goodman Masson may encounter a
problem in gaining popularity among the US clients as this is its first venture towards
international marketing. It may require some time for the company to establish itself as one of
the major recruitment companies in New York.
The routes that a company can adopt to enter the international market are actually how the
company plans to sell its service or product. Clients tend to purchase the service as per their
requirements (Samaha, Beck and Palmatier, 2014). The different routes of entering an
international market for a company have been described beneath:
 Direct selling: The term direct selling refers to the procedure of selling services or
products to the particular clients. However, the process does not involve taking
assistance from a middle man. Direct selling can be done through the company
website, advertising and promotion, direct marketing ventures etc. If Goodman
Masson forms a joint venture with any US recruitment firm based in New York, it can
offer its service directly to the clients of the country with the help of the native
company (Msweli and Sargeant, 2015).
 Wholesale selling: Wholesale is a process where the products are sold to a retailer
who sells it to the consumers. The wholesale selling method works for companies
dealing in goods and not service. Given the type of service Goodman Masson offers,
wholesale selling method isn’t suitable for it.
 Distance selling: Distance selling can be a good option for Goodman Masson as the
potential client companies are contacted over the phone and the description of the

service is narrated to the HR manager of the company. Thus, the company knows
what service Goodman Masson is offering and both the companies can take the
business to the next step.
 Online selling: Online selling may seem to be associated with selling of products, but
companies offering service can also sell their services through their own website.
Goodman Masson has its own official website that it uses for informing about its
service as well as sale the same. Therefore, the company can utilize its website for
international marketing in New York as well.
 Combination of channels: When a company finds it difficult to penetrate a market
by using only one marketing strategy, it can merge two or more marketing routes to
get hold of the market. Combination of channels can be the best option for Goodman
Masson as the company already has a website that it can use for the recruitment
process as well as attracting clients and it can also apply distance selling method or
direct selling method along with it.
LO2: Evaluating entry to a selection of international markets and define the key success
factors
Evaluating the key criteria and selection process to use when considering which
international market to enter [P3]
Goodman Masson must follow and maintain specific selection processes and criteria before it
enters the international market. Thus, the company can ensure that it increases the
productivity of the company and also influences the behaviour of the clients in a positive
way.

Market demand: There are several technology and finance companies in the US and
applicants are always looking for the perfect job at the perfect company. Therefore, the
recruitment firm Goodman Masson has a good chance of growing its business in the foreign
country (Li et al. 2015).
Competition level: Goodman Masson may face a stiff competition from the existing
recruitment agencies in New York. However, given the client base it has in the UK, the
company can succeed in its venture.
Country performance: It has already been mentioned that due to the growing millennials
and the numerous companies that are looking for employees in the US, it won’t be hard for
Goodman Masson to get hold of the market in New York.
Political factors: Though America is changing its political view towards international
business, it doesn’t pose a threat for the UK based recruitment company Goodman Masson.
Infrastructure: The recruitment agencies in New York have flourished in the last few
decades given the fact that the country is flooded with job opportunities with more and more
new companies coming out. Therefore, it’ll be easy for Goodman Masson to find clients and
provide applicants for the companies (Mishra, 2015).
Cultural knowledge: America is a place where people from several nationalities, different
language, and various cultures gather together. Thus, if the recruitment firm Goodman
Masson wants to survive in this mixed cultural environment, it has to cater to the needs of the
individuals.
Legal environment: Every state in America has its own legal schemes and governmental
structure. Performing a business in a particular state will come beneath the regulatory
environment of the specific state. The foreign companies are treated equally as per the

American law and the country follows strict legal system so that it can protect the Intellectual
Property Rights.
Environmental challenges: The climate and geography of the USA is very diverse. There
are places which remain hot all round the year and there are some places that are cold during
the whole year. Some of the world’s roughest weather conditions are noticed in the country.
This can be a challenging factor for Goodman Masson as the company will have to adopt to
the environment of America (Caruana et al. 2015).
Distribution accessibility: More and more job applicants are now opting for recruitment
agencies instead of approaching directly to the companies. Similarly, the companies depend
on the recruitment firms to acquire their employees. Therefore, Goodman Masson can look
forward to increasing its profitability.
Explain, using examples, the different market entry strategies, including the advantages
and disadvantages of each [P4].
The companies can choose from several marketing strategies while entering an international
market. If necessary, the companies can merge more than one way as per the requirement.
The different marketing strategies and their advantages and disadvantages are discussed
below for better understanding:
Direct export: Recruitment firms like Goodman Masson directly approach various
companies about the service they offer and sell their service directly to the company without
the interference of any middle man.
Advantages Disadvantages
 Easy to identify the requirements of
the clients and deliver them the same
 More responsibilities are needed to
be managed

 Direct feedback from the client can
help on improving the quality of
service
 The clients become satisfied because
they know in detail about the service
offered to them
 The clients hold the company
responsible for any mishap related to
the service offered
Licensing: Some companies choose to assign the rights of selling their services to another
company. They sign a contractual agreement that is called licensing.
Advantages Disadvantages
 Small companies can utilize the
license agreement for using the
resources
 A market can be reached faster given
the foreign company can utilize the
infrastructure of the local company
 The licensee may commit the clients
something that the licensor company
can’t produce
 The licensee may not renew the
license agreement, which threatens
the licensor company
Partnership: Partnering offers the greatest result while a foreign company tries to enter an
international market. The native company that the foreign company partners with, targets the
right clients as per the requirements of the business. The local company has better knowledge
about the local market.
Advantages Disadvantages
 The companies have more capital to
start the business with
 Both the partners are equally as well
as individually liable for the debts

 As the income is split, both the
companies can save on tax
taken by the company
 One partner can take action against
another partner
To buy a company: Sometimes the big companies buy a local company. They do so to enter
the international market with the existing customer base of the local company. It’s again not
an option for Goodman Masson.
Advantages Disadvantages
 No start-up expenses for the
company
 Targeting an already established
market
 The future growth can be impaired
with the declining industry or the
growing competition
 The foreign company may need to
invest a lot of money if the local
company was underperforming
Joint Venture: In this type of strategy, two partner companies form a third company. Both
the companies are equally responsible for the profits and loss that the third company faces.
Advantages Disadvantages
 Accessibility to new
resources
 Both the companies share the
profit and loss equally
 Impossible to share the same
involvement
 Needs a lot of researches
before entering and even
after being the part of the
joint venture

Franchising: Franchising is good option for supermarket or food chain companies as the
company has to be strongly establishes in the international market to start franchisee of its
own.
Advantages Disadvantages
 The brand name is already
established, which increases the
profitability
 The business can be started without
prior experiences
 The expenses of buying franchisee
can be more than what’s expected
 The franchisor may leave the
business without prior information
Piggybacking: A number of companies are there that sell their products to another company
which has an established local as well as international market.
Advantages Disadvantages
 Companies can piggyback without
international marketing experience
 Requires negligible economic
commitment
 Wrong distributor or incorrect
market can prove to be disastrous
 Low control on the pricing limits the
profitability
Turnkey project: Architectural, engineering or construction companies build a project in an
international market and then turn over the project to the client. In most of the cases the client
is the government of the country.
Advantages Disadvantages
 Companies can earn huge profits as  The political environment of the

the completed project is purchased
by the government of the country
country can affect the earning of the
company
Greenfield investment: It’s the most expensive and the riskiest strategy for a company to
enter an international market as the company has tobuy a piece of land in the country its
targeting and build the facilities to start business.
Advantages Disadvantages
 The changing technologies can be
implemented
 The productivity can get hampered
due to the expense of establishing
the project
Goodman Masson will implement the direct selling method as it is the most promising
method for the company. There are already many established recruitment agencies in New
York, but it’s undeniable that Goodman Masson has an experience of more than 25 years.
The company’s employee benefit policy has helped it to achieve quite a number of awards in
the UK. Thus, it is good in employee retention. The client base of Goodman Masson includes
brands like Microsoft, BBC, British Airways etc. which can ensure a good start for Goodman
Masson even in the US. The company can directly approach the potential clients and acquire
their trust by sharing its present client list. Besides, the experience that Goodman Masson has
gives it an extra edge even in the international market like New York.

LO3 Investigating how elements of the marketing plan can be adapted or standardised
across international markets.
Presenting an overview of the key arguments in the global versus local debate [P5]
Goodman Masson has to understand the difference between local market and global market
before it could start selling its service in New York. As Goodman Masson started long back
in London, it targeted the local companies and the recruited the British people. The reason
that Goodman Masson targeted the local market at first was because the company was aware
of the local market the need of the people. Besides, it could use the demographic and
geographic benefits, the social and cultural attributes, the political environment etc. in favour
of the company (Zhou, Poon and Wang, 2015). On the contrary, when the same company is
targeting a foreign market to sell its service, it’s targeting the global market. While venturing
in global marketing, Goodman Masson must be aware of the political concerns, the
environmental factors, the distribution models, the payment methods etc. of the country.
Most of the companies that succeeded globally had global idea that they converted into
localised form. Thus, the companies became globally established when they targeted the
international market (Xie, Batra and Peng, 2015). Nevertheless, if Goodman Masson wants to
survive in New York, it has to communicate with the local recruitment agencies. Their views
can be utilized to understand the local market and plan the business strategy accordingly.
Revising the business strategy is very important because the market is always changing. If the
planning is not systematic, the company may fail to get a hold in the international market
(Strizhakova and Coulter, 2015).
The advantages and disadvantages of both global and local marketing are discussed below for
a comparative understanding:
Types of marketing Advantages Disadvantages

Global marketing  The company can
offer something new
that the local
companies don’t
offer
 A huge customer
base compared to the
local market
 Greater chance of
profitability and
increment of the
financial benefits
 Companies may need
to change the service
type to meet the
expectations of the
global market
 Adapting to the
foreign customs may
need time and effort
 The process of
establishing the
company in a foreign
land can be
complicated
Local marketing  Analysing the market
is easy
 Cyclical changes can
be predicted easily
 Communication and
access to resources
lead to better
opportunity
 Market analysis
requires a lot of time
 Encounter loss
during the cyclical
changes
 Market size may
remain same for
years reducing the
chance of increasing
the revenue

The management team of your client organization would like you to investigate how the
product, price, pricing and promotional distribution approach differs in a variety of
international contexts [P6].
While a company is about to approach an international market, it can either adopt some new
marketing mix that will suit the targeted market or it can use its own marketing mix.
Marketing Mix – Product:
A company can sell its product or service more if it’s able to meet the requirements of the
clients. However, Goodman Masson may not need to change the service it offers or the
method it applies as a recruitment firm to recruit applicants on behalf of its clients (Helm and
Gritsch, 2014).
Marketing Mix – Pricing:
The price range that Goodman Masson has for its clients in the UK is competitive. However,
given the expenses it will encounter in setting up the business in New York and the turnover
of the client companies in the USA will determine the price that it will offer for providing its
service.
Marketing Mix – Promotion:
As Goodman Masson has been performing business in London for over 25 years, it knows
how to promote its business in the country. As soon as the company is targeting the USA, it
has to incorporate some changes in the promotional strategies. The company can make the
most of the social media platforms to promote its service. It can also use various mobile
applications for the purpose of promotion.
Marketing Mix – Distribution:

The employees that Goodman Masson recruits on behalf of the client companies are from
different parts of Britain if not from only London. However, the company will have to recruit
American citizens for the American companies when it’ll start its business in New York.
Therefore, it can use cloud computing, telecommunication etc. to distribute the exact service
it wants to deliver.
LO4 Demonstrate an understanding of how to organise and evaluate international
marketing efforts (multinational, global, transnational, meta-national, etc.).
Explain and analyse the various international marketing approaches your client
organisation can adopt [P7].
Before targeting the international market, the companies should make sure that the marketing
approach is expandable and sustainable. These will help the companies to grow its
profitability and these will keep the companies running in the changing market conditions as
well (Gossling, Scott and Hall, 2015). Centralized and decentralized are the two categories of
marketing:
If all the marketing decisions of a company are made directly from the headquarters by the
marketing team there, this will be called centralized marketing. Companies that follow
centralized marketing approach are dependent on the central marketing team because of the
efficiency and experience the team has. Apart from that, the companies follow direct
exporting method for selling its products or services. Apple follows the approach of
centralized marketing because of its Country of Origin Effects. Though the companies may
encounter a slower growth rate initially, the growth remains steady throughout (Moon and
Oh, 2017).

On the contrary to centralized marketing, the local marketing team is given the power of
making decisions, creating strategies for marketing etc. in decentralized marketing approach.
Some well-known companies that follow decentralized marketing are Unilever, Amazon,
eBay etc. The companies have adopted this approach to target the local market by
understanding the requirement of local consumers. In addition to that, various countries have
different types of foreign laws that the local team members are aware of (Chernikova et al.
2015). Therefore, it’s the easiest way to tackle a local market. However, the approach is risky
because the local marketing team can cause negative reputation for the brand name.
Comparing home and international orientation and ways to assess competitors,
outlining the implications of each approach [P8]
Marketing orientation, through which the companies discover the requirements of the
customers and apply marketing mix to meet the needs, can decide the success of a company.
Comparing international and domestic orientation:
As Goodman Masson has been working in the UK for 25 years, it knows the requirements of
its clients. However, now the company has to analyse the statistics for international
marketing orientation before it could start direct selling its service in New York. Analyzing
the additional statistics will make the company knowledgeable so that it can target the client
companies in the US (Aldy and Pizer, 2015). The company should not offer something that
will have adverse effect on it. It can choose various promotional approaches to target the right
companies to make them its client.
Assessing American competitors:
Along with the growing market and various companies being set up every now and then, the
recruitment agencies in America has started witnessing a surge in their business. More and

more applicants now opt for the various recruitment agencies rather than approaching directly
to the companies (Hoppner and Griffith, 2015). Some of the recruitment agencies in New
York are working for quite a long time and have experience more than Goodman Masson.
ABS Staffing Solutions, Core Staffing Services, C-Suite Assistants, Betts Recruiting etc. are
name of a few established companies in New York. If Goodman Masson wants to identify
itself as a renowned recruitment firm in New York, it has to exceed these agencies in terms of
client base as well as quality recruitment.
Assessing American market performance:
As there are many new companies that are coming u in America, the job opportunities for the
applicants have also increased significantly. Besides, the applicants choose to go the
recruitment agencies so that the firm looks for the correct job for them as per their
requirements. Additionally, the companies rely on the recruitment firms for the recruitment
process on their behalf, which saves time of the HR manager of the companies (Skarmeas,
Zeriti and Baltas, 2016). Therefore, Goodman Masson has a good possibility of establishing
its name in the recruitment market in New York.
Implications of each approach:
Goodman Masson has to apply several approaches on the basis of the advantages and
disadvantages of them.
Polycentric management: Goodman Masson should recruit local people as managers
because they can understand the market, the requirement of the clients as well as the
applicants better.
Ethnocentric approach: The geography, demography and climatic differences between the
UK and the US should be remembered while targeting the market in New York.

Geocentric approach: The process of recruitment may not require any changes in spite of
the act that Goodman Masson is targeting clients of a whole new country (Kimiagari et al.
2015).
Conclusion and Recommendations
Before a company enters an international market, it should assess the scope in the foreign
market, the reason that the company is aiming at the foreign market and it should create a
marketing plan that suits the requirements of the international market. The company that is
targeting an international market should spend some time knowing the culture of the country,
the way of interactions, the political situation etc. The company must know the foreign
business law as that is very important to run a business in the foreign land. Knowledge on
foreign law can save a company from being sued in the foreign country. Besides, the
company shall also know the value of the currency and its fluctuation rate (Ragland, Widmier
and Brouthers, 2015). Studying the local competitors will help the company in applying
strategies that have made them successful. After gathering the knowledge about how to enter
an international market, the company now should focus on the reason that it wants to target
the foreign market. USA has a huge population and large number of business enterprises that
serve as a great market for Goodman Masson as a recruitment firm. However, it’s equally
important that the company comes u with a marketing strategy that s fruitful for it.
It is evident that entering an international market is intimidating. Many companies often fail
to survive in the international market. As it’s not easy to enter and sustain in an international
market, the company like Goodman Masson should study all the aspects before taking the big
leap. Apart from that, the company should also give some time and effort to make the
business a successful one in the foreign land.

Reference List:
Aldy, J.E. and Pizer, W.A., 2015. Alternative metrics for comparing domestic climate change
mitigation efforts and the emerging international climate policy architecture. Review of
Environmental Economics and Policy, 10(1), pp.3-24.
Cant, M.C., 2016. ENTRANTS AND WINNERS OF A BUSINESS PLAN COMPETITION:
DOES MARKETING MEDIA PLAY A ROLE IN SUCCESS?. Journal of Entrepreneurship
Education, 19(2), p.98.
Caruana, A., Ewing, M. and Ramaseshan, B., 2015. The Effects of Environmental Challenges
and Centralisation on the Entrepreneurial Orientation and Performance of Public Sector
Entities. In Proceedings of the 2000 Academy of Marketing Science (AMS) Annual
Conference (pp. 441-441). Springer, Cham.
Chernikova, L.I., Faizova, G.R., Egorova, E.N. and Silaeva, A.A., 2015. Increase of
competitiveness of tourist industry companies on the basis of marketing approaches.
Mediterranean Journal of Social Sciences, 6(6 S4), p.99.
Dai, L., Maksimov, V., Gilbert, B.A. and Fernhaber, S.A., 2014. Entrepreneurial orientation
and international scope: The differential roles of innovativeness, proactiveness, and risk-
taking. Journal of Business Venturing, 29(4), pp.511-524.
Eteokleous, P.P., Leonidou, L.C. and Katsikeas, C.S., 2016. Corporate social responsibility in
international marketing: review, assessment, and future research. International Marketing
Review, 33(4), pp.580-624.
Gössling, S., Scott, D. and Hall, C.M., 2015. Inter-market variability in CO2 emission-
intensities in tourism: Implications for destination marketing and carbon management.
Tourism Management, 46, pp.203-212.

Helm, R. and Gritsch, S., 2014. Examining the influence of uncertainty on marketing mix
strategy elements in emerging business to business export-markets. International Business
Review, 23(2), pp.418-428.
Hoppner, J.J. and Griffith, D.A., 2015. Looking back to move forward: a review of the
evolution of research in international marketing channels. Journal of retailing, 91(4), pp.610-
626.
Katsikeas, C.S., Morgan, N.A., Leonidou, L.C. and Hult, G.T.M., 2016. Assessing
performance outcomes in marketing. Journal of Marketing, 80(2), pp.1-20.
Kimiagari, S., Gabrielsson, P., Gabrielsson, M. and Montreuil, B., 2015. Market Strategy of
International New Ventures Originating from a Small and Open Economy. Handbook of
Research on International Entrepreneurship Strategy: Improving SME Performance Globally,
pp.85-103.
Li, Y., Chang, Q., Brundage, M.P., Biller, S., Arinez, J. and Xiao, G., 2015. Market demand
oriented data-driven modeling for dynamic manufacturing system control. IEEE Transactions
on Systems, Man, and Cybernetics: Systems, 45(1), pp.109-121.
Mainela, T., Puhakka, V. and Servais, P., 2014. The concept of international opportunity in
international entrepreneurship: a review and a research agenda. International Journal of
Management Reviews, 16(1), pp.105-129.
Mishra, C.S., 2015. Market Demand. In Getting Funded (pp. 55-77). Palgrave Macmillan,
New York.
Moon, B.J. and Oh, H.M., 2017. Country of origin effects in international marketing
channels: how overseas distributors account for the origins of products and brands.
International Marketing Review, 34(2), pp.224-238.

Msweli, P. and Sargeant, A., 2015. Direct Selling in the Rainbow Nation-Retaining the
Distributor!. In Proceedings of the 1998 Multicultural Marketing Conference (pp. 270-275).
Springer, Cham.
Oskouei, M.Z. and Yazdankhah, A.S., 2015. Scenario-based stochastic optimal operation of
wind, photovoltaic, pump-storage hybrid system in frequency-based pricing. Energy
Conversion and Management, 105, pp.1105-1114.
Pike, S. and Page, S.J., 2014. Destination Marketing Organizations and destination
marketing: A narrative analysis of the literature. Tourism management, 41, pp.202-227.
Ragland, C.B., Widmier, S.M. and Brouthers, L.E., 2015. A factor endowment approach to
international market selection. Journal of Strategic Marketing, 23(6), pp.497-511.
Rothwell, W.J., 2017. Unique Challenges in Marketing Change Management, Performance
Consulting, and Organization Development. In Marketing Organization Development (pp.
29-40). Productivity Press.
Samaha, S.A., Beck, J.T. and Palmatier, R.W., 2014. The role of culture in international
relationship marketing. Journal of Marketing, 78(5), pp.78-98.
Skarmeas, D., Zeriti, A. and Baltas, G., 2016. Relationship value: Drivers and outcomes in
international marketing channels. Journal of international marketing, 24(1), pp.22-40.
Strizhakova, Y. and Coulter, R.A., 2015. Drivers of local relative to global brand purchases:
A contingency approach. Journal of International Marketing, 23(1), pp.1-22.
Xie, Y., Batra, R. and Peng, S., 2015. An extended model of preference formation between
global and local brands: The roles of identity expressiveness, trust, and affect. Journal of
International Marketing, 23(1), pp.50-71.

Yuan, Y., 2015. Market-wide attention, trading, and stock returns. Journal of Financial
Economics, 116(3), pp.548-564.
Zhou, L., Poon, P. and Wang, H., 2015. Consumers' reactions to global versus local
advertising appeals: A test of culturally incongruent images in China. Journal of Business
Research, 68(3), pp.561-568.