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In our increasingly digital, mobile, and global world, the existing
theories of business and economics have lost much of their appeal
with the phenomenal rise of Chindia, the reality of Brexit, the
turmoil caused by the Covid-19 pandemic, and the seismic shifting
of the global center of gravity from west to east. In the area of
innovation, the traditional thinking that a developed country,
often the US, will come up with the next major innovation, launch
at home first, and then take it to other markets does not ring true
anymore. Similarly, the world where conglomerates go
bargain-hunting for acquisitions in emerging markets has been
turned upside-down. This book reveals and illustrates the Global
Rule of Three phenomenon, which stipulates that in competitive
markets only three companies (which the authors call "generalists")
can dominate the market. All other players in the market are
specialists. Further, whereas the financial performance of
generalists improves as market share increases, specialist
companies see a decrease in financial performance as their market
share increases, as the latter are margin-driven companies. This
theory powerfully captures the evolution of global markets and what
executives must do to succeed. It is based on empirical analyses of
hundreds of markets and industries in the US and globally.
Competitive markets evolve in a predictable fashion across
industries and geographies, where every industry goes through a
similar lifecycle from beginning to end (or revitalization). From
local to regional to national markets, the last stop in the
evolution of markets is going global. The pattern is so consistent
that it represents a distinct and natural market structure at every
level. The authors offer strategies that generalists and specialist
should follow to stay competitive as well as twelve expansion
strategies for global companies from emerging markets. This book
chronicles this global evolution and provides impactful managerial
implications for executives and students of marketing and corporate
strategy alike.
In our increasingly digital, mobile, and global world, the existing
theories of business and economics have lost much of their appeal
with the phenomenal rise of Chindia, the reality of Brexit, the
turmoil caused by the Covid-19 pandemic, and the seismic shifting
of the global center of gravity from west to east. In the area of
innovation, the traditional thinking that a developed country,
often the US, will come up with the next major innovation, launch
at home first, and then take it to other markets does not ring true
anymore. Similarly, the world where conglomerates go
bargain-hunting for acquisitions in emerging markets has been
turned upside-down. This book reveals and illustrates the Global
Rule of Three phenomenon, which stipulates that in competitive
markets only three companies (which the authors call "generalists")
can dominate the market. All other players in the market are
specialists. Further, whereas the financial performance of
generalists improves as market share increases, specialist
companies see a decrease in financial performance as their market
share increases, as the latter are margin-driven companies. This
theory powerfully captures the evolution of global markets and what
executives must do to succeed. It is based on empirical analyses of
hundreds of markets and industries in the US and globally.
Competitive markets evolve in a predictable fashion across
industries and geographies, where every industry goes through a
similar lifecycle from beginning to end (or revitalization). From
local to regional to national markets, the last stop in the
evolution of markets is going global. The pattern is so consistent
that it represents a distinct and natural market structure at every
level. The authors offer strategies that generalists and specialist
should follow to stay competitive as well as twelve expansion
strategies for global companies from emerging markets. This book
chronicles this global evolution and provides impactful managerial
implications for executives and students of marketing and corporate
strategy alike.
Place branding has made it possible for international destinations
to be able to compete within the global economy. Through the
promotion of different cities, natural beauty, and local culture or
heritage, many regions have been able to increase their revenue and
international appeal by attracting tourists and investments. Global
Place Branding Campaigns across Cities, Regions, and Nations
provides international insights into marketing strategies and
techniques being employed to promote global tourism,
competitiveness, and exploration. Featuring case studies and
emergent research on place branding, as well as issues and
challenges faced by destinations around the world, this book is
ideally suited for professionals, researchers, policy makers,
practitioners, and students.
Drawing the attention of tourists to different destinations around
the world assists in the overall economic health of the targeted
region by increasing revenue and attracting investment
opportunities, as well as increasing cultural awareness of the
area's population. Strategic Branding Methodologies and Theory for
Tourist Attraction investigates international perspectives and
promotional strategies in the topic area of place branding.
Highlighting theoretical concepts and marketing techniques being
utilized in the endorsement of various destinations, regions, and
cities around the world, this publication is a pivotal reference
source for researchers, practitioners, policy makers, students, and
professionals.
Marketing is arguably amidst a paradigm shift. With the emerging
value co-creation perspective, a single transaction can blossom to
a process in which the customer and the marketer collaborate
(rather than negotiate) for best total value through products,
features, delivery terms, maintenance, and financing options for
both B2B as well as B2C markets. Marketers increasingly need to
develop and maintain long-term, win-win relationships that extend
beyond customers, such as those with distributors, dealers,
suppliers, competitors and other external influencers. Business
executives, marketing students, and those who are interested in
learning about the transformative power of relationship marketing
and CRM analytics in the business enterprise would highly benefit
from reading this book.
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