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By standardizing the marketing effort over similar worldwide segments and differentiating it across dissimilar worldwide segments, the international marketing manager is able to reap the advantages of both standardization and customization. The choice of the variables by which to segment the global market is crucial. Traditionally, purely environmental bases (geographic, political, economic, and cultural) were used as bases for international market segmentation. Proposes that international marketers group relevant markets based on both environmental as well as marketing management bases. The marketing management bases are classified as: (1) product‐related; (2) promotion‐related; (3) price‐related; and (4) distribution‐related. Derives number of propositions with direct implications for international marketing strategy and segmentation with respect to these bases. Highlights the managerial implications of the variables encompassed by these bases. Proposes the empirical investigation of the derived propositions as a research agenda for the future.

Explores advantages and disadvantages arising from standardised approaches to international marketing. Questions what the essential nature of international marketing is, stating that its most obvious characteristic is that it allows for the exchange of goods and services between producer and user across international boundaries. Proposes that data should be collated across the marketing mix to ensure that an objective analysis is made. Hints that there may be some justification for applying the type of ‘localised’ strategy described to a few highly specialised markets.

Discusses concerns regarding the effect of the growth of private car use on the usage of urban public transport. Compares passenger transport marketing activities and the London Transport Executive (LTE) and the four UK Passenger Transport Executives (PTEs). Declares that motorists will only be prepared to acknowledge that real improvements have been achieved after large‐scale infrastructure investment have been made, allowing more modern travel modes to be adopted. Debates evidence of marketing practice in the PTEs and LTE. Posits that, at present, marketing exists as a nascent, largely misunderstood function in urban public transport management.

Reports on a study based on research using a micro‐level or company‐based approach to exporting, this involved a standardized, pre‐tested questionnaire used for collecting data, along with a personal interview sample. Identifies factors associated with export success and classifies them into two types: empirical studies of exporting companies taken together as an industry; and on cross‐industry samples of exporting companies. Concludes that in this study, determining causality on the basis of cross‐sectional data, as been problematical which leads to the data's differing interpretations.

Concerns a study by Manchester City Transport (MCT) which attempts to break away from conventional methodology involving merely traffic engineering and cost of reduction schemes. Indicates that even for an area predominantly populated by business executives, a significant demand can exist for public transport innovations, specifically designed to meet consumer needs. Represents part of a wider marketing study sponsored by MCT. Concludes that this study has thrown some light on to those and other questions, but as it has already been recognised, time and financial constraints have limited its scope.

Investigates the understanding of marketing strategy and the differentiation and clarification of concepts used in conjunction with it. Carries out a search of the literature revealing a wide variation in the understanding of marketing strategy. Develops a process for defining marketing strategy using three key levels: the overall strategic planning of the company; a framework developed from this from which marketing strategy should be developed; and the actual marketing strategy. Concludes that a firm needs to establish the strategic planning framework in defining its marketing strategy and its component parts. Suggests that failure to do so leads to ineffective definition, implementation and effectiveness of strategies.

This register was completed by circularising universities and other organisations thought to be conducting research in this field, and by referring to ‘Scientific Research in British Universities and Colleges’, 1966–67, Volume III Social Sciences. The information was collected in the second half of 1967, and it is planned to bring this up to date periodically. It is hoped that the publication of this register will help to encourage new projects in this important and developing field by showing where the gaps are, and making it possible to avoid duplication of effort. All projects in the export field have been included except for market research. Recently completed as well as current projects have been included. In future issues of the Journal this Register will be combined with the General Register of Research.

Represents some of the preliminary results of a research project being undertaken at the University of Salford (UK), into the management of export marketing in the textile machinery, agricultural machinery, and mechanical handling equipment industries. Bases analysis on information obtained in interviews with top executives in the 40 firms so far visited, of varying size and covering all the major sections of the three industries. States the standard of export marketing is not solely a function of the size and resources of individual firms – it also depends on the extent to which the policy makers in a firm are prepare to gear its operations to overseas markets. Concludes in the last resort it is the firms that must do the exporting, and it is directors” and managers” quality that determines their response to improvements in services and incentives.

This chapter highlights the importance of eco-quality and eco-standards as a determinant of socially responsible trading management and marketing. Starting from the premise that ecology internationalizes and becomes determinant of socially responsible marketing and management, we analyse trade competitiveness based on quality, marketing strategy for quality in trade, and correlation of trade and ecology.

Based on literature about quality and quality management, this chapter starts with an analysis of the importance of quality for trade and marketing strategy for quality in trade. Analysis shows that the issue of quality has always been present in trade, but mostly as a commercial requirement in the forming and functioning of buying and selling relations. However, the quality of products and services that are subject of buying and selling relations between producers, trade, and consumers cannot be viewed outside of space and time. It has its own evolution, which is closely related to the needs and demands of consumers. Historically observing, it can be concluded that the quality of the trade in market-developed countries has evolved from elementary characteristics of assortment quality (durability, utility), over the quality of service, to the eco-quality. Direction of quality evolution was determined by development of ecological awareness regarding vulnerability of the nature and environment. This is why the economies of certain countries are at different levels in terms of ecological economics and eco-quality.

It’s discovered that the consumer creates direction of evolution of eco-marketing and eco-management. He is becoming an active participant in the creation of “eco-package offer” of trading enterprises. Obliviousness of the eco-quality aspect, from trade toward the customer, represents an antimarketing act. Ecologically irresponsible management has double “punishment.” On the one hand, “punishment” comes from the consumer who does not buy the product, and on the other hand, socioeconomic environment is punishing it by using “polluter pays” principle. In order to act as an incentive for the creation of an eco-responsible marketing management, European Union (EU), World Bank, and European Bank for Reconstruction and Development have established a Fund for protection of the environment. Countries with recent label “in transition” (Poland, Czech Republic, and Slovakia) are allocating 2% of GDP for protection of the environment, while our country allocates less than 1% of GDP.

The chapter provides a starting point for further research in the field of ecological aspects of trade and correlation of trade and ecology.

This paper studies the strategies of “E” award winning exporters engaged in manufacturing and demonstrates that there are multiple strategies for achieving success. Cluster analysis is applied to fifty‐seven items that comprise the population of business activities for award‐winning U.S. exporters to Latin America. Four strategies emerge from the cluster analysis and are validated with multiple methods. In addition, the clusters are shown to be consistent with an emerging business strategy typology that until now has ignored exporting. The results offer both a geographical and a conceptual extension of prior work in international business.