Analysis of Transnational Marketing Competencies and Mobility Impact

This report delves into the crucial competencies associated with transnational marketing, emphasizing the multi-componential skills necessary for success, including technological, cultural, and linguistic abilities. It highlights the importance of analytical skills, critical thinking, project management, and technical savvy for marketing managers. The report also explores how mobility contributes to transnational marketing, particularly in the context of increasing global connectivity and the need to adapt to local markets. It discusses the role of knowledge mobility in overcoming barriers and adapting to the evolving landscape of international markets, emphasizing the importance of globalization, improved transportation, communication, and information technology in shaping market strategies. The report references key variables such as the fluidity of practice and mobility in creating business spaces across borders, and how managers can solve training problems to overcome barriers.

report

1.What competencies may be related to transnational marketing?
The translational marketing is related to the multi-componential competency which includes the
sets of technological, cultural and the linguistic skills. The marketing is a broader promotion of
the company image and the brand line. It puts the company and the products into the minds of
the potential customers. The marketing standards include:
a. The marketing managers need analytical skills to focus on the measurement of all the
marketing campaigns and then analyzing the traffic.
b. the marketing managers need to be the critical thinkers who are able to analyze the
situations and the statements mainly to determine the validity.
c. The marketing managers are project managers who are working in the creative industry
like marketing, ad campaigns, and the design work.
d. There is a need to think big with the terms of integrated and interconnected systems
which helps the people to interact with and affect each other (Kanibir, Saydan, & Nart,
2014).
e. The marketing managers need to be necessarily the technical savvy who are working on
influencing the marketing and accomplishing in their jobs. For this, the client engagement
tends to occur more with delivering the services and information one wants.
f. The marketing managers need to handle the details with oriented structure and focusing
on the ability to capture the vision in detail. The skills also come handy with analyzing
the data and approving the activities before they are life (Kneipp et al., 2015).

2.How does mobility contribute to transnational marketing as a factor?
The translational marketing can depend on the knowledge mobility by exemplifying the
profound tensions that come from the class between the international markets with the need to
adapt to the global ideas set for local contexts. With the growing number of people, there has
been an increase in the connectivity beyond the national borders. The transitional marketing is
working on globalizing and moving fast in the world where the focus is on the proper
organization and firms work on underlining the importance of the same for success. It introduces
the concepts related to the increasing human mobility and its implications on the market (Mazzi,
Passeri & Bellandi, 2015). The business brief is the attempt for enhancement of globalization
with improved transportation, communication and information technology to devise the
strategies that involve the geographical and the temporal change. Thus, in return, it facilitates
and forces the independence from within and among the organizations, nation and other actors in
the economic, political and the cultural spheres. The key variables are set with the fluidity of
practice, mobility and then creating the living through business spaces across the different
borders (Revell & Revell, 2016). There has been stateless avoidance of the national borders
where the managers work on solving the training problems in order to overcome the barriers set
up by the factories in the country.

References
Kanibir, H., Saydan, R., & Nart, S. (2014). Determining the antecedents of marketing
competencies of SMEs for international market performance. Procedia-Social and
Behavioral Sciences, 150, 12-23.
Kneipp, S. M., Leeman, J., McCall, P., Hassmiller-Lich, K., Bobashev, G., Schwartz, T. A., ... &
Riggan, S. (2015). Synthesizing marketing, community engagement, and systems science
approaches for advancing translational research. ANS. Advances in nursing
science, 38(3), 227.
Mazzi, C., Passeri, R., & Bellandi, M. (2015). Exploring the role of complementary
competencies in technology transfer: A new model for spin-off creation
programs. International Journal of Management Cases, 17(4).
Revell-Love, C., & Revell-Love, T. (2016). Competencies of women entrepreneurs utilizing
information marketing businesses. Journal of Small Business and Enterprise
Development, 23(3), 831-853.