Marketing & Marketplaces in the East and West:

Global Cross-Cultural Analysis and Comparative Global Marketing Strategies - Case-Studies of Western, Asian and Islamic Particularities : 

1 Global Cross-Cultural Analysis and Comparative Global Marketing Strategies - Case-Studies of Western, Asian and Islamic Particularities Said Cherkaoui, Ph.D. Global Center for Trade - GLOCENTRA

Said Cherkaoui, Ph.D.Email: saidcherkaoui@glocentra.comPhone: +1-510-382-9040URL: http://www.glocentra.com : 

All Rights Reserved Said Cherkaoui, Ph.D. Contact Information - Email: saidcherkaoui@sbcglobal.net URL: http://www.glocentra.com 2 GLOBAL Marketing/Business STRATEGY Said Cherkaoui, Ph.D.Email: saidcherkaoui@glocentra.comPhone: +1-510-382-9040URL: http://www.glocentra.com All Rights Reserved to Said Cherkaoui, Ph.D. FOR A WORLD IN TRANSITION Part II:

This Presentation is About: : 

All Rights Reserved Said Cherkaoui, Ph.D. Contact Information - Email: saidcherkaoui@sbcglobal.net URL: http://www.glocentra.com 3 This Presentation is About: In this Presentation, we will analyze and compare the Western, Asian and Islamic marketing and business strategies. Drawing on our research into the role of global marketing, business and trade in formulating strategy for U.S., European and Asian companies, governmental agencies, academic institutions and professional services firms, we will address the failure and success in the definition, the design and the execution global marketing strategies in regards to the local particularities within the regions we selected as representative of the Western, Asian and Islamic business practices and marketing approaches. We will also design models to compensate the lack of synergistic relationship between marketing and business strategy at the level of the adaptation and adjustment of the Market and Customer segments in relation to the Customer Lifetime Value, Customer Retention and Customer Relationship Management. We will then provide a series of global recommendations focused on the localization and the customization of product issues, communication, organization structure, distribution, brand management and leadership to help marketing “Gurus” to lead and to adopt strategy processes that can take in consideration the various local believes and practices and generates efficient environment scan, productive business intelligence and deep insight into fundamental challenges, opportunities and requirements for global success.

Cultural Differentiation : 

All Rights Reserved Said Cherkaoui, Ph.D. Contact Information - Email: saidcherkaoui@sbcglobal.net URL: http://www.glocentra.com 4 Cultural Differentiation Profitability is constrained by product customization and the “imperative of localization” in accordance to local market conditions, including cultural differentiations; Simon Anholt in his hexagon of six aspects that shape a Nation Brand, he identifies ‘Culture’ as playing the most prominent role in branding a nation for a fuller more durable understanding of the country and its values. Source: Nation Brand Hexagon © Simon Anholt 2002

Global & Regional Competences : 

All Rights Reserved Said Cherkaoui, Ph.D. Contact Information - Email: saidcherkaoui@sbcglobal.net URL: http://www.glocentra.com 5 Global Business Intelligence Business Management Global Market Assessment Product Development & Localization Culture & Language Customer Relationship Management Financial Resources Transportation & Distribution Global & Regional Competences Pricing Models Product Promotion Logistics & Supply Chain Management

Cultural Impact : 

All Rights Reserved Said Cherkaoui, Ph.D. Contact Information - Email: saidcherkaoui@sbcglobal.net URL: http://www.glocentra.com 6 Cultural Impact Most important - the impact of tradition; Impact is greatest in foodstuffs and beverages; Also, scent preferences differ from country to country; Some tastes and preferences becoming cosmopolitan: Coffee (Japan and Great Britain); American-style frozen dinners (Europe); Social Structure; Language; Religion; Education.

Language : 

All Rights Reserved Said Cherkaoui, Ph.D. Contact Information - Email: saidcherkaoui@sbcglobal.net URL: http://www.glocentra.com 7 Language The name Coca-Cola in China was first rendered as: Ke-kou-ke-la. The company didn’t discover until after thousands of signs had been printed that the phrase means: “bite the wax tadpole,” “a thirsty mouthful of candle wax’ or “female horse stuffed with wax” Pronunciation in China – Kooke Koula After researching 40,000 characters, Coke found a close phonetic equivalent: Ko-kou-ko-le, which can be loosely translated as: “happiness in the mouth”

Respect of Local Believes : 

All Rights Reserved Said Cherkaoui, Ph.D. Contact Information - Email: saidcherkaoui@sbcglobal.net URL: http://www.glocentra.com 8 Respect of Local Believes

SOCIAL / CULTURAL INFLUENCES : 

All Rights Reserved Said Cherkaoui, Ph.D. Contact Information - Email: saidcherkaoui@sbcglobal.net URL: http://www.glocentra.com 9 SOCIAL / CULTURAL INFLUENCES Coca-Cola: 2 Litre bottles too big for Spanish fridges Johnson’s Floor Wax: Made Japanese floors slippery The Japanese do not wear shoes indoors McDonald’s: The white face of ‘Ronald McDonald’ A white face is seen as a death mask in Japan

Slide 10: 

All Rights Reserved Said Cherkaoui, Ph.D. Contact Information - Email: saidcherkaoui@sbcglobal.net URL: http://www.glocentra.com 10 When confronted with a market with specific local conditions, multinational companies have several options in their market entry strategies: Not to offer a product or a service in that market; To offer the same product it offers in other markets; To adapt the product to regional or country requirements. The Benefit/Cost approach and the User/Needs approach help determine whether adaptation is necessary. Product Adaptation

Slide 11: 

All Rights Reserved Said Cherkaoui, Ph.D. Contact Information - Email: saidcherkaoui@sbcglobal.net URL: http://www.glocentra.com 11 Global and Local Market Determinations Large companies often export to increase sales by expanding markets. ) Some companies seek new markets due to lack of growth, saturation, and/or highly- competitive domestic markets. Mercedes Benz sought an US merger to localize production and models and to counter Japanese expansion in Europe McDonald’s growth is happening more outside than inside the USA McDonald’s investing 90/10 international vs. domestic Product customization being transferred back to USA

Taste and Cultural Adaptation : 

All Rights Reserved Said Cherkaoui, Ph.D. Contact Information - Email: saidcherkaoui@sbcglobal.net URL: http://www.glocentra.com 12 McDonald’s Global Taste and Cultural Adjustments: Veggie Mac (Switzerland) Chicken Rice (Singapore) No pork (Saudi) McMacos and McFiesta (Paraguay) McKroket (Netherlands) Teriyaki McBurger (Japan) Curry Pie (Hong Kong) McRoyal (Germany) McCafe (Argentina) McCafe (Australia) McPalta (Chile) Taste and Cultural Adaptation

Local Cultural Influences on Product Marketing : 

All Rights Reserved Said Cherkaoui, Ph.D. Contact Information - Email: saidcherkaoui@sbcglobal.net URL: http://www.glocentra.com 13 Local Cultural Influences on Product Marketing Product advertising restrictions National consumer protection regulations Local cultural values dictate rules in certain markets. Advertiser’s responses Adaptation Corporate image advertising Sports sponsorships Innovation Product placement Diversification

Cultural Types of Advertising Regulation : 

All Rights Reserved Said Cherkaoui, Ph.D. Contact Information - Email: saidcherkaoui@sbcglobal.net URL: http://www.glocentra.com 14 Cultural Types of Advertising Regulation Alcohol, tobacco and pharmaceuticals; Increasingly restricted and tightly controlled everywhere Comparative advertising; Commonplace in West but often seen as ‘bad taste’ elsewhere Dramatization with use of accidents and catastrophic events to motivate Western consumers to buy products and services are considered as offensive, tasteless by cultures where God remains the decider of any happening. Message content; Australian Dorf taps ad banned for ‘wanton and irresponsible waste of water’ Australian Toyota car ad banned for ‘driving irresponsibly off a jetty’ Vietnam banned San Miguel’s pan-Asia campaign as ‘beer could not create friendship’ Singapore TV formally bans ‘revealing lingerie and skin’ Targeting children; Quebec prohibits children’s ads on TV Finland bans children in ads from speaking or singing Italy bans commercials in cartoon or other children’s programs Chinese regulations require ‘respect for elders and discipline’

Global Management Subtlety : 

All Rights Reserved Said Cherkaoui, Ph.D. Contact Information - Email: saidcherkaoui@sbcglobal.net URL: http://www.glocentra.com 15 Global Management Subtlety “ Japanese and American management is 95% the same and differs in all important respects ” T. Fujisawa Co-founder of Honda Motor Corporation

Western Marketing Planning : 

All Rights Reserved Said Cherkaoui, Ph.D. Contact Information - Email: saidcherkaoui@sbcglobal.net URL: http://www.glocentra.com 16 Western Marketing Planning The Main Steps: Step 1 Mission statement Step 2 Corporate objective Step 3 Marketing audit Step 4 SWOT analysis Step 5 Assumptions Step 6 Marketing objectives and strategies Step 7 Estimation of expected results Step 8 Identification of alternative plans and mixes Step 9 Budget Step 10 Detail of implementation in first year

European Marketing Communications : 

All Rights Reserved Said Cherkaoui, Ph.D. Contact Information - Email: saidcherkaoui@sbcglobal.net URL: http://www.glocentra.com 17 European Marketing Communications In the United Kingdom, all advertising is allowed if not specifically forbidden. In Germany, everything is forbidden if not specifically allowed. In Italy, everything is allowed, even if forbidden. In Belgium, nobody knows what’s forbidden. Angela Mills

Western Strategic Process : 

Strategy Evaluation Climate and Culture Executive Summary Objectives & Issues MODES of THINKING Causal & functional. Linear & horizontal. DECISION-MAKING To suit control. Individual & free. To suit majority. BEHAVIOUR True to principles. Based on legal principles. Open, direct & self-confident. Controls Budgets Action Programs Current Situation SWOT Analysis Threats & Opportunities Ownership of Inputs and Outputs Testing & Implementation Western Strategic Process

The Asian Business Culture : 

All Rights Reserved Said Cherkaoui, Ph.D. Contact Information - Email: saidcherkaoui@sbcglobal.net URL: http://www.glocentra.com 19 The Asian Business Culture “ You do not negotiate a contract; you do negotiate a relationship ” [ Chinese businessman ] Fred Robins

Organizational Structures in Asia : 

All Rights Reserved Said Cherkaoui, Ph.D. Contact Information - Email: saidcherkaoui@sbcglobal.net URL: http://www.glocentra.com 20 Organizational Structures in Asia DECISION-MAKING Based on trust. Group solidarity. Reaching consensus. MODES of THINKING Network & whole vision. Non-linear & vertical BEHAVIOUR To suit situation To suit community Restrained & indirect For every person a social ranking Collective comes first Nobody shall ‘lose face’

Market Intelligence Uncertainties in Asia : 

Market Intelligence Uncertainties in Asia In Japanese keiretzus or Korean chaebols, decision-makers may be influenced by what other subsidiaries are using. Decision-makers’ close confidants and a company’s other suppliers may also be important influencers. Availability of information: only Japan has very accurate statistics. Ease and cost of local market research: Japan represents 9% of global MR and research industry there is now rapidly going global. Reliability of information: Korea is rated poorly by foreigners because information is often manipulated by government and dominant groups. Sources of information: outside Japan and Singapore government Statistics are not so important - it comes down to contracts. Accessibility of information: in China and Vietnam communist cadres share information with entrepreneurial friends or family for mutual gain.

Slide 22: 

All Rights Reserved Said Cherkaoui, Ph.D. Contact Information - Email: saidcherkaoui@sbcglobal.net URL: http://www.glocentra.com 22 Defining the Business The Philosophy of the Business Product / Market Scope - focus and commitment Selection of Products / Markets / Segments The Technologies to be Mastered Determining Goals / Objectives Targeting Market Objectives Learning, Entry, Takeover, Holding Functional Strategies - The Marketing Mix Japanese Marketing Approach is Functional Picture Source: http://www.thejapanfaq.com/pics.html Western Japan's biggest entertainment district. At night, it becomes a colorful maze of neon lights, with lamps from yatai (food stalls) along the Naka River providing a charming row of lights. Enjoy the adult nightlife, take a walk by the river, or enjoy a trip on a pleasure boat.

China & American Marketing Concepts : 

All Rights Reserved Said Cherkaoui, Ph.D. Contact Information - Email: saidcherkaoui@sbcglobal.net URL: http://www.glocentra.com 23 China & American Marketing Concepts

Slide 24: 

All Rights Reserved Said Cherkaoui, Ph.D. Contact Information - Email: saidcherkaoui@sbcglobal.net URL: http://www.glocentra.com 24 Drs. Garrett and Cherkaoui @ China

Slide 25: 

All Rights Reserved Said Cherkaoui, Ph.D. Contact Information - Email: saidcherkaoui@sbcglobal.net URL: http://www.glocentra.com 25 History, Tradition & Present in China

Parting Comment: How To Catch a Dragon : 

All Rights Reserved Said Cherkaoui, Ph.D. Contact Information - Email: saidcherkaoui@sbcglobal.net URL: http://www.glocentra.com 26 Parting Comment: How To Catch a Dragon It is very clear that those firms that exhibit their acceptance of the host - China - early have been generously rewarded with business opportunities. Among these are Coke, AIA, C.P. Group, Motorola, Nokia, Volkswagon, and IBM. Lou Gersner visited China no less than 12 times prior to becoming IBM's CEO. Bill Gates and Jack Welch are also frequent visitors to China. IBM donated at least 20 million dollars worth of advanced computers to Chinese government and universities. Motorola made very clear and explicit efforts to help China gain PNTR in the U.S. Congress and WTO membership. Obviously, Chinese are no different from Westerners. They appreciate friendship and sincerity, especially in their times of need. Western firms and executives must take off their own shoes before stepping into Chinese shoes if they wish to succeed in business in China. ...from Piset Wattanavitukul's Awakening Dragon - Doing Business in China

Chinese Collectivist Mindset : 

All Rights Reserved Said Cherkaoui, Ph.D. Contact Information - Email: saidcherkaoui@sbcglobal.net URL: http://www.glocentra.com 27 Chinese Collectivist Mindset China market does have its risky side. Chinese consumers have a strong national pride so multinational companies could lose important market segments by seeming too foreign to the locals. The Chinese have a collectivist mindset whereby most of them like to fit into the society and they like to establish good relationships with others. The Chinese are usually concerned of the views of others. In China, the people need to have a good trust foundation to have business dealings with others.

About Guānxì : 

All Rights Reserved Said Cherkaoui, Ph.D. Contact Information - Email: saidcherkaoui@sbcglobal.net URL: http://www.glocentra.com 28 About Guānxì In China, guānxì provides the necessary social glue between parties who interact over an extended period. Guānxì refers in this context to a long-term relationship based on mutual obligation. One begins to build guānxì by doing small favors, taking one out to dinner, or bringing a gift. Trust also grows with the relationship, and one relies on the honor of his guānxì partner rather than legal remedies to vouchsafe an agreement.

“Guanxi” : 

All Rights Reserved Said Cherkaoui, Ph.D. Contact Information - Email: saidcherkaoui@sbcglobal.net URL: http://www.glocentra.com 29 “Guanxi” In China, the word “Guanxi” means having a close relationship with others. It does not matter whether the relationship is on a social or business level but as long they have a network with others, the Chinese believe that they will be able to get things done faster. The Chinese people treat “Guanxi” with high regard. The parties involved will try to keep the relationships as much as they can and enjoy mutual benefits. Usually, the Chinese will seek for a win-win situation by giving-and-taking most of the time. This type of business style usually differs from that of the foreign companies. However, foreign investors need to understand the amount of importance that the Chinese places on “Guanxi”.

Slide 30: 

All Rights Reserved Said Cherkaoui, Ph.D. Contact Information - Email: saidcherkaoui@sbcglobal.net URL: http://www.glocentra.com 30 Ten golden business rules for China Assemble the right team, train locals Know the market and operating environment China is not one but eight distinctly different markets Look for multiple points of entry Observe market developments and changes “Seek truth from fact” (Business records, statistics, statements etc) Know how to benefit from the information network and develop allies Be creative and pragmatic - like driving a car in China. “Grope one’s way, stone by stone, across the river” Have patience and keep options open -final offers are the first stage of negotiations Remember: You are in China to make money! * * Conflict of interest: + China Managers strive for operational success (eg. sales) + Head Office expects Return on Investment

Vacuum of Islamic Approach : 

All Rights Reserved Said Cherkaoui, Ph.D. Contact Information - Email: saidcherkaoui@sbcglobal.net URL: http://www.glocentra.com 31 Vacuum of Islamic Approach The 21st Century has reduced the impact of distance between nations to the level of instant messaging and direct access to real time information and business intelligence. In this new time of innovation, efficiency, total quality management and just in time processes as well as the use of information technology to drive sophisticated strategic planning, finance, marketing, accounting and human resource processes; “there really hasn't been a professional ethics framework defined for Muslims to ethically manage their businesses in the 21st century corporate environment.” In the same fashion, there really hasn’t been a strategic planning or marketing approaches developed and applied by Western companies where they have integrated Islamic values in their intrinsic meaning and expression based on how they are lived by the different Islamic communities around the world. Islamic communities are approached through Western and Westernized methods, means and models of consumption, concepts, believes, images and strategies.

Vacuum of Islamic Approach : 

All Rights Reserved Said Cherkaoui, Ph.D. Contact Information - Email: saidcherkaoui@sbcglobal.net URL: http://www.glocentra.com 32 Vacuum of Islamic Approach The differences in zakat among the four Sunni Imams are not as major as among the Sunni and Shi'ia Imams. For example, in Fiqh Jaffariah , there is no zakat on paper currency. So, for the followers of this Fiqh there is no Zakat on bank accounts. When General Zia-ul-Haq, the Pakistani military ruler instituted compulsory zakat in Pakistan, the Shi'ia 'Ulema revolted against it and refused to abide by the government's zakat ordinance. Ultimately the government excluded Shi'ias from the yearly bank account deductions. This led many Sunnis to declare themselves Shi'ias on their bank forms to avoid paying zakat on their bank accounts

Strategic Options for Islamic Marketplaces : 

Serve small Islamic markets, through customized offering, affordable prices and differentiated products and services that respect the local and regional traditional believes and religious practices Consider developing Islamic economies as springboard for new marketing dimensions and profit centers rather than only reduced space and cost centers Explore, identify, leverage and integrate in organizational and operational structures of the company all commonalities existing across the Islamic marketplaces from Nigeria to the Philippines. Integrate and develop a local or regional brand image and message that convey adaptation and full integration in the local and regionally particular historic values of each Islamic country, including the fundamental principle of Hallal. Strategic Options for Islamic Marketplaces Evaluate, qualify, analyze and assess "country risk management process" with greater concentration on the local cultural conditions of each regional marketplace in the Islamic world. Assess regional differences within a given market. Develop person to person networking. Apply flexibility in communications with customers.

1 - Islamic Ethics : 

All Rights Reserved Said Cherkaoui, Ph.D. Contact Information - Email: saidcherkaoui@sbcglobal.net URL: http://www.glocentra.com 34 1 - Islamic Ethics Ethics is defined as a set of moral principles that distinguish what is right from wrong, and in an Islamic context, the Qur'anic term khuluq is closest to it. Also, some other terms referenced from Qur'an describing the concept of good are khayr (goodness), birr (rightousness), qist (equity), and 'adl (equilibrium and justice). Source: Islamic Business Ethics: Book Review by Dr. Rafik Issa Beekun (Published by The International Institute of Islamic Thought, 84 pages) - Review By Rafi-uddin Shikoh.

2 - Islamic Ethics : 

All Rights Reserved Said Cherkaoui, Ph.D. Contact Information - Email: saidcherkaoui@sbcglobal.net URL: http://www.glocentra.com 35 2 - Islamic Ethics For an organization to practice ethics from an Islamic perspective the author switches to referring to the concept as an organizations 'social responsibility.' This interestingly very much correlates to the existing global emphasis and debate on Corporate Social Responsibility (CSR). Perhaps CSR is a separate topic, but interesting comparisons could be made between the current global CSR models and the Islamic perspective on Corporate Social Responsibility. The three domains of Islamic perspective on corporate social responsibility identified include its stakeholders, the natural environment, and the general social welfare. Source: Islamic Business Ethics: Book Review by Dr. Rafik Issa Beekun (Published by The International Institute of Islamic Thought, 84 pages) - Review By Rafi-uddin Shikoh.

Islamic Approach - 1 : 

All Rights Reserved Said Cherkaoui, Ph.D. Contact Information - Email: saidcherkaoui@sbcglobal.net URL: http://www.glocentra.com 36 Islamic Approach - 1 The have profiled a fast booming Central Anatolian province of Kayseri in Turkey with a population of 1 million characterized by unique harmonization of religious adherence, entrepreneurial spirit, hard work and regional/global success.  Their conclusion was on the ‘evidence that Islam and Capitalism Can Coexist.'  The NYT article had a great quote from Ahmet Herdem, the mayor of Hacilar, a town of 20,000 people in the same region, who underlined that, “in European countries, workers take a 15-minute smoking break; here we take a 15-minute prayer break."  This respect to faith combined with strong work ethics and an entrepreneurial spirit contributed to the emergence of the best-known Turkish companies, 17 of the Top 500 Turkish companies of 2005 are from this region, such as Orta Anadolu (a large denim producer), Boydak Holding (a giant conglomerate with the largest Turkish cable factory), and Istikbal (one of the largest furniture manufacturers in Turkey, all of them have a global presence. New York Times & PBS

Islamic Approach - 2 : 

All Rights Reserved Said Cherkaoui, Ph.D. Contact Information - Email: saidcherkaoui@sbcglobal.net URL: http://www.glocentra.com 37 Islamic Approach - 2 European sociologists have compared this to the 'Protestant Ethics' practices of Christian business communities of the past, and more recently labeled these entrepreneurs: Trading and business endeavors has  always been an integral part of the Muslim cultural environment, with the Prophet Mohammed and many of his companions themselves being successful traders.  Islamic faith encouraged trade and profit, albeit in a just manner.  People from other Muslim communities can certainly learn from this successful manifestation today by the entrepreneurs of Kayseri who are competing globally while applying their faith as a means of strength in this day and age of modernity. MUSIAD (The Turkish Industrialists and Businessmen’s Association) while providing support to the Turkish economy; it also promote Muslim business values and the building of strong trade relations among Muslim countries. Members of the MUSIAD are 8000 small to mid-sized companies are also known as the “Anatolian tigers”, which produce 10% of the Turkish gross national product. “Islamic Calvinists”

Islamic Financial Approach - 1 : 

All Rights Reserved Said Cherkaoui, Ph.D. Contact Information - Email: saidcherkaoui@sbcglobal.net URL: http://www.glocentra.com 38 Islamic Financial Approach - 1 Since 1999. there have been commonly accepted rules about debt levels, interest income and industry activities in which a Muslim may invest. The Dow Jones Islamic Index uses these screening criteria as do most of the Islamic mutual stock market funds. However, not all Shari'ah scholars do agree to compromise, considering time and circumstances in regard to debt levels and interest income. Each single investor needs to decide on his own which position to follow and many still feel uncomfortable discussing whether stock investing is similar to gambling and whether or not Shari'ah scholars accept it.

Islamic Financial Approach - 2 : 

All Rights Reserved Said Cherkaoui, Ph.D. Contact Information - Email: saidcherkaoui@sbcglobal.net URL: http://www.glocentra.com 39 Islamic Financial Approach - 2 If the answer is positive regarding stocks, the question of the short sale arises. The leverage for the short position is much more delicate. A Salam contract requires that the full amount be paid immediately and therefore leveraging does not take place and the short position is not replicated as it would be in a conventional hedge fund. The fund of fund concept of Eric Meyer from Shariah Capital therefore uses the Arbun contract. Arbun could be translated as down payment. The buyer pays 10% of the price for the stocks as a down payment. If the price in the future is below 90% of the price on the transaction date, the buyer will buy the stock cheaper in the market place. His down payment remains with the seller. If the price goes up instead, the seller has to buy the more expensive stock and take a loss. With Arbun there are two concurrent sayings of the prophet, one permitting and one forbidding Arbun and consequently the different schools of thought interpret Arbun differently. The Hanbali School generally accepts it while the Hanafi school seems to declare it Haram. Any Muslim investor seeking to look into such a model should therefore ask for clarification of how the majority of the school he aims to follow interpreted this issue.

Top Companies in the Islamic World 2005 : 

All Rights Reserved Said Cherkaoui, Ph.D. Contact Information - Email: saidcherkaoui@sbcglobal.net URL: http://www.glocentra.com 40 Top Companies in the Islamic World 2005 Emaar – UAE Real Estate Tat - TurkeyFood Beko - TurkeyConsumer Electronics Petronas - Malaysia Energy Indomie –Indonesia Food d Emirates Group - UAETransportation Proton - Malaysia Automotive Arcelik - TurkeyConsumer Electronics Finansbank - TurkeyFinance Afia - Saudi Arabia Food Gulf Air - Bahrain Transportation Ramstore - TurkeyRetail Samand - Iran Automotive Turkish Airlines - TurkeyTransportation Ülker - Turkey Food Arab Bank - Jordan Finance Vestel - Turkey Consumer Electronics For the 2005 DS100Top 100 Companies of the Muslim World @ this web link: http://www.dinarstandard.com/rankings/ds100/index.html Malaysia Airlines - Malaysia Transportation

Profile of the Ideal International Marketer : 

All Rights Reserved Said Cherkaoui, Ph.D. Contact Information - Email: saidcherkaoui@sbcglobal.net URL: http://www.glocentra.com 41 Profile of the Ideal International Marketer Integrate the environmental influences on a firm’s global markets Customer Retention Customer Lifetime Value Customer Relationship Management Respect of Local Values, Regional Traditions and Religious Practices

Slide 42: 

All Rights Reserved Said Cherkaoui, Ph.D. Contact Information - Email: saidcherkaoui@sbcglobal.net URL: http://www.glocentra.com 42 Consumer Needs Localization represent pressures towards adjustment in marketing or distribution to offer a product that is more responsive, attractive that meets the expectations and satisfy the local consumer needs.

References - 1 : 

All Rights Reserved Said Cherkaoui, Ph.D. Contact Information - Email: saidcherkaoui@sbcglobal.net URL: http://www.glocentra.com 43 References - 1 Aaby, N.E. and Slater, S.F. (1989), Management influences on export performance: review of the empirical literature, 1978-1988, International Marketing Review, Vol. 6 No. 4, pp. 7-26. Bateson, J.E.G. (Dec. 1977), Do We Need Service Marketing?, Marketing Consumer Services: New Insights, Marketing Science Institute, Report No. 77-115. Berry, L.L. (1980), Service Marketing is Different, Business, Vol. 30 No. 3, pp. 24-29. Berry, L.L. (1975), Personafizing the Bank: Key Opportunity in Bank Marketing, Bank Marketing, Vol. 8, April, pp. 22-25. Blili, S. and Raymond, L. (1993), Information Technology: Threats and Opportunities for Small and Medium-Sized Enterprises, International Journal of Information Management, Vol. 13, pp. 439-448. Buckley, P.J., Pass, C.L. and Prescott, K. (1992), The Internationalization of Service Firms: A comparison with the Manufacturing Sector, Scandinavian International Business Review, Vol. 1 No. 1, pp. 39-56. Cavusgil, S.T. (1984a), Organizational characteristics associated with the export activity, Journal of Management Studies, Vol. 21 No. 1, pp. 3-22. Cavusgil, S.T. and Nevin, J.R. (1981), Internal Determinants of Export Marketing Behavior: An Empirical Investigation, Journal of Marketing Research, Vol. 18 No. 1, pp. 114-119. Clark, T. and Rajaratnam, D. (1999), International services: perspectives at century’s end, Journal of Services Marketing, Vol. 13, pp. 298-310.

References - 2 : 

All Rights Reserved Said Cherkaoui, Ph.D. Contact Information - Email: saidcherkaoui@sbcglobal.net URL: http://www.glocentra.com 44 References - 2 Dahringer, L.D. (1991), Marketing service internationally: barriers and management strategies, Journal of Services Marketing, Vol. 5 No. 3, Summer, pp. 5-17. Ekeledo, I. and Sivakumar, K. (2004), International market entry mode strategies of manufacturing firms and service firms, International Marketing Review, Vol. 21 No. 1, pp.68-101. Ekeledo, I. and Sivakumar, K. (1998), Foreign market entry mode choice of service firms: a contingency perspective, Journal of the Academy of Marketing Science, Vol. 26 No. 4, pp. 274-292. Engholm, C. (1991), ‘When Business East Meets Business West’, Wiley. Erramilli, M.K. (1990), Entry Mode Choice in Service Industries, International Marketing Review, Vol. 7 No. 5, pp. 50-62. Erramilli, M.K. and Rao, C.P. (1993), Service firms' international entry-mode choice: a modified transaction-cost analysis approach, Journal of Marketing, Vol. 57, July, pp. 19-38. Ghoshal, S. (1987), Global strategy: an organizing framework, Strategic Management Journal, Vol. 8, pp. 425-440. Grönroos, C. (1999), Internationalization strategies for services, Journal of Services Marketing, Vol. 13 No. 4/5, pp. 290-297. Grönroos, C. (1977), A Service-oriented Approach to Marketing of Services, European Journal of Marketing, Vol. 12 No. 8, pp. 588-601. Hambrick, D.C. and Mason, P.A. (1984), Upper echelons: the organization as a reflection of its top managers, Academy of Management Review, Vol. 9 No. 2, pp. 193-206.

References - 3 : 

All Rights Reserved Said Cherkaoui, Ph.D. Contact Information - Email: saidcherkaoui@sbcglobal.net URL: http://www.glocentra.com 45 References - 3 Hoekman, B. and Primo Braga, C. (1997), Protection and Trade in Services: A Survey, Open Economies Review, Vol. 8 No. 3, pp. 285-308. Hoekman, B. and Kostecki, M. (2001), The Political Economy of the World Trading System: WTO and Beyond, Oxford, Oxford University Press, 2001. Howells, J. (1989), Trade in Software, Computer Services and Computerised Information Services, Report to the Directorate for Science Technology and Industry, Paris: OECD. Howells, J. (2000a), Services and Systems of Innovation. In Brigitte Andersen, et al. (eds.), Knowledge and Innovation In the New Service Economy, Northampton, MA: Edward Elgar Publishing Inc. Huber, G.P. (1991), Organizational learning: the processes and the literatures, Organization Science, Vol. 2, pp. 88-115. Javalgi, R.G., Griffith, D.A. and White, D.S. (2003), An empirical examination of factors influencing the internationalization of service firms, Journal of Services Marketing, Vol. 17 No. 2, pp. 185-201. Johnston, W. and Czinkota, M.R. (1985), Export attitudes of industrial manufacturers, Industrial Marketing Management, Vol. 14, pp. 123-132. Kotabe, M. and Helson, K. (1998), Global Marketing Management, Wiley, NY, pp.408-310. Kostecki, M. and Nowakowski, M. (2002), Regulatory Barriers to Exports of Services: A managerial view from Poland-based export firms, Argumenta Oeconomica, No. 1 (12). Kostecki, M. (1994), Strategies for Global Service Markets, Marketing Strategies for Services: Globalization, Client-orientation, Deregulation, Michel Kostecki (ed.), Pergamon Press, Oxford, pp. 3-21. Langeard, E., Bateson, J.E.G., Lovelock, C.H. and Eiglier, E. (1981), Services Marketing: New Insihts from Consumer and Managers, Marketing Science Institute, Cambridge, MA.

References - 4 : 

All Rights Reserved Said Cherkaoui, Ph.D. Contact Information - Email: saidcherkaoui@sbcglobal.net URL: http://www.glocentra.com 46 References - 4 Lovelock, C.H. (1999), Developing marketing strategies for transactional service operations, Journal of Services marketing, Vol. 13 No. 4/5, pp.278-289. Lovelock, C.H. (1981), Why Marketing Management Needs to be Different for Services, in Donnelly, J.H. and George, W.R. (Eds), Markaing of Services, American Marketing, Chicago, IL, pp. 5-9. McGuire, G. (2002), Trade in services – Market access opportunities and the benefits of liberalization for developing economies, UNCTAD Study Series on Policy issues in international trade and commodities. Miozzo, M. and Soete, L. (2001), Internationalization of Services: A Technological Perspective, Technological Forecasting and Social Change, 67, pp. 159-185. Patterson, P. and Cicic M. (1995), A Typology of Service Firms in International Markets: An Empirical Investigation. Journal of International Marketing, Vol. 3 No. 4, pp. 57-83. Robins, F. (2003), ‘Triad’ Strategic Management, ppt, University of Adelaide. Root, F.R. (1994), Entry Strategies for International Markets, D.C. Heath, Lexington, MA. Roux, E. (1987), Manager’s attitude towards risk among determinants of export entry of SME firms, in P.J. Rosson and S.D. Reid (eds.) Managing export entry expansion, New york: Praeger Publishers. Sampson, G.P. and Snape, R.H. (1985), Identifying the issues in trade in services, The World Economy, Vol. 8, June, pp. 171-182. Terpstra, V. and Sarathy, R. (1994), International Marketing, 6th ed., Dryden Press, Fort Worth, Texas. Terpstra, V. and Yu, C-M. (1988), Determinants of foreign investment of US advertising agencies, Journal of International Business Studies, Vol. 19, Spring, pp. 33-46.

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All Rights Reserved Said Cherkaoui, Ph.D. Contact Information - Email: saidcherkaoui@sbcglobal.net URL: http://www.glocentra.com 47 References - 5 Tookey, D.A. (1964), Factors Associated with Success in Exporting, Journal of Management Studies, Vol. 1 No.2, March, pp. 48-66. White, D.S. and al. (1999), Profiling exporting and non-exporting service firms: critical differences to decision-makers, Thunderbird International Business Review, Vol. 41 No. 2, pp. 195-213. White, D.S. and al. (1997), Measuring export performance in service industries, International Marketing Review, Vol. 15 No. 3, pp. 188-204. Wiersema, M.F. and Bantel, K.A. (1992), Top management team demography and corporate strategic change, Academy of Management Journal, Vol. 35 No. 1, pp. 91-121. Zeitharnl, V.A., Parasuraman, A. and Berry, L.L. (1985), Problems and Strategies in Services Marketing, Journal of Marketing, Vol. 49, Spring, pp. 33-46. White, D.S. and al. (1999), Profiling exporting and non-exporting service firms: critical differences to decision-makers, Thunderbird International Business Review, Vol. 41 No. 2, pp. 195-213. White, D.S. and al. (1997), Measuring export performance in service industries, International Marketing Review, Vol. 15 No. 3, pp. 188-204. Wiersema, M.F. and Bantel, K.A. (1992), Top management team demography and corporate strategic change, Academy of Management Journal, Vol. 35 No. 1, pp. 91-121. Yip, Loewe & Yoshino. (Winter 1988), Columbia Journal of World Business, pp.37-48. Zeitharnl, V.A., Parasuraman, A. and Berry, L.L. (1985), Problems and Strategies in Services Marketing, Journal of Marketing, Vol. 49, Spring, pp. 33-46.

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All Rights Reserved Said Cherkaoui, Ph.D. Contact Information - Email: saidcherkaoui@sbcglobal.net URL: http://www.glocentra.com 48 Web References - 6 http://www.answers.com/topic/philip-kotler http://www.nationbrandindex.com/ http://www.dinarstandard.com/finance/finance_instit120604.htm http://dinarstandard.com/marketing/IP_PnG0303506.htm http://www.dinarstandard.com/innovation/Clusters71606.htm http://www.islamic-finance.net/siber/lib3/sarker.html http://dinarstandard.com/rankings/ds100/DS100Brands.htm http://cob.jmu.edu/white/cob487/258,3,Slide3 file:///C:/Documents%20and%20Settings/Said/Local%20Settings/Temporary%20Internet%20Files/Content.IE5/21MDQHQJ/ch16%5B1%5D.ppt#471,10,Product Adaptation http://www.islamic-finance.net/siber/lib3/sarker.html

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