Global Market Opportunity Asessment, Market Global In Firm

This Task Was Made To Meet International Business Courses

Lecturer : Fajar Surya Ari Anggara, S.TP, M.M

Mentari Fazrinnia (3820174281255)

Monnica Sulistia (3820174281257)

Mutia Ifatunnisa (3820174281259)

Management Department

Economic and Management Faculty

University of Darussalam Gontor for Girls

 PREFACE

Alhamdulillah, all praise be to Allah Rabb of the universe. We praise Him, ask for
His help and forgiveness, and ask for His protection from the evils of the soul and the
evil of our charity. What a glory and glory of Islam that is immersed in the history of
civilization of nations and will continue to be maintained until the end of time

Secondly, prayer and greetings to our lord the great prophet, the final prophet-z-era
and there will be no prophet after him, the Prophet Muhammad, who brought the
ignorant people to the path of truth, gave instructions to all beings, and gave syafa'at to
his people in the last-z-era.

For the success in preparing this paper, I do not forget to thank you to:

• Trimurti Founder of Pondok Modern Darussalam Gontor:

- Al-Ustadz KH Ahmad Sahal

- Al-Ustadz KH Zainuddin Fannanie

- Al-Ustadz KH Imam Zarkasyi

• Head of the Modern Darussalam Gontor Cottage:

- Al-Ustadz KH Abdullah Syukri Zakasyi

- Al-Ustadz KH Hasan Abdullah Sahal

- Al-Ustadz KH Syuamsul Hadi Abdan

• Chancellor of the University of Darussalam Gontor

- Al-Ustadz Prof. Dr. Amal Fathullah Zarkasyi, M.A

- Al-Ustadz Dr. H. Hamid Fahmy Zarkasyi, M.Ed, M.Phil

- Al-Ustadz H. Setiawan Bin Lahuri, M.A

- Al-Ustadz Dr. H. Dihyatun Masqon, M.A

• Dean of the Faculty of Economics and Management, Al-Ustadz Khoirul Umam, M.Ec

• Head of Department of Business Management, Al-Ustadz Fajar Surya Ari Anggara,

M.M

• Lecturer who is a lecturer in the International Business, Al-Ustadz Fajar Surya Ari
Anggara, M.M
 CHAPTER 1
INTRODUCTION
1.1.Background
Global marketing has become a popular subject, which is refl ected in the
burgeoning number of publications in this area. In the light of increasing globalization
of the world economy, global marketing is a necessity for the survival of all
organizations, big or small, rather than a luxury traditionally reserved for the
multinational corporations (MNCs). As consumers and citizens, we live in an era when
almost everything can be made and sold anywhere. The phrase ‘global village’ is such
an integral part of the international vocabulary that it is diffi cult to conceive of a place
which is not touched by something ‘international’. Climbing Mount Everest, for
instance, once an awe-inspiring achievement for the brave few, is no longer an
expedition but a commoditized package tour.
Refl ecting back to the early 1980s, few would have guessed that the world
economy would change so dramatically. Cars were not very different from what they
had been in the 1960s. Grocery stores (rather than ‘supermarkets’) in 1980 still had no
electronic inventory or point-of-sale systems. No one could even have imagined the
widespread use of home com-puters or the burgeoning use of the internet. Although
there has always been a continuum of improvement, even medical research and
treatment had hardly made any fundamental leaps forward. While the global economic
framework had expanded, changed, and drawn in new and different players, such as
Japan and Taiwan, the basic features remained the same: economic dominance by the
USA, with the irrepressible ascent of Japan and a rehabilitated Germany combining
with other European Economic Community countries to form a single trading bloc. The
massive potential of China, India, Brazil, and Russia, not to mention the so-called
‘Third World’ nations, were relatively untapped (Neef, 1999).

1.2.Formulation of Problem

1. What does it maen by estimating demnad in emerging markets?

2. What does it mean by assesing global market opportunity?
3. What does it mean by marketing in the global firm?

1.3.Purpose

1. You can understand about estimating demand in emerging market.

2. You can understand about assesing global market opportunity.
3. You can understand about marketing in the global firm
 CHAPTER II
DISCUSSION

2.1. Assessing Global Market Opportunities

1. Analyze Organizational Readiness to Internationalize

Before undertaking an international venture, whether launching a product abroad

or sourcing from a foreign suppier, the firm should conduct a formal assesment of its
readiness to internationalize. An evaluation of organizational capabilities is useful for
readiness to internationalize. An evaluation of organizational capabilities is useful for
both firms new to international business and those with considerable experience. Such
a self audit is similar to a SWOT analysis.

A formal analysis of organizational readiness to internationalize requires managers

to address the following questions:

A. What do we hope to gain from international business? Objectives might include

increasing sales or profits, following key customers who locate abroad,
challengingcompetitors in their home markets, or pursuing a global strategy of
establishing production and marketing operations at various locations
worldwide.
B. Is international expansion consistent with other firm goals, now or in the future?
The firm should evaluate and manage internationalization in the context of its
mission and business plan to ensure it represents the best use of company
resources.
C. What demands will internationalization place on firm resources, such as
management,human resources, and finance, as well as production and
marketing capacity? How will the firm meet such demands? Management must
ensure the firm has enough production and marketing capacity to serve foreign
markets. It is frustrating to channel members—and management—when
insufficient capacity prevents the firm from fulfilling customer orders from
 abroad. Because people are critical for carrying out company plans, it is critical
to have the appropriate personnel on board.
D. What is the basis of the firm’s competitive advantage? Companies seek
competitive advantages by doing things better than their competitors.
Competitive advantage can be based on strong R&D, superior input goods,
cost-effective or innovative manufacturing capacity, skillful marketing, highly
effective distribution channels, or other capabilities.

Assessing organizational readiness to internationalize is an ongoing process.

Managers need to continuously verify the firm’s ability to modifyits products to suit
conditions, needs, and tastes in foreign markets.

2. Asses the Suitability of Products and Services for Foreign Markets

Objective : to conduct a systematic assessment of the suitability of the firs product

and service for international customer to evaluate the degree of fit between the product
or service and foregn customer needs.

Procedure :

For each possible target market, identivy those factors that may hinder market
potential. Determine how the product or service may need to be the firm’s product and
service with regard to such factors us:

A. Foregn customer characteristic and preferences

B. Relevant law and regulation
C. Requirement of channel intermediaris
D. Characteristics of competitors offerings

3. Screen Countries to Identify Target Markets

Objective : to reduce the number of countries that warrant in-depth investigation as

potential traget market to manageable few.

Procedure :
 Identify the five or six country markets thal hold the best potential for firm by
assessing each candidate country market with regard to such criteria as :

A. Size and growth rate

B. market intensity’ (customer buying power)
C. Consumption capacity’ (size and growth rate of the middle class)
D. Receptivity to import
E. Infrastructure for doing business
F. Degree of economic freedom
G. Country risk

4. Assess Industry Market Potential

Objctive : to estimate the most likely share of industry sales within share terget
country, to investigate and evaluate any potential bariers to market entry

Prosedure :

Develop three to five yaer forecastof industry sales for each target market.
Specifically, assess indystry market potential in each market by examining such criteria
as :

A. Market size and growth rate

B. Relevant trends in the industry
C. Degree of competitive intensity
D. Tariff and nontariff trade barriers
E. Relevant standards nad regulations
F. Availibility and sophistication of local distribution intermediaris
G. Specific customer requierements and preferences
H. Industry specific market potential indicator
I. Industry specific market entry barriersn

5. Choosing Foreifn Business Partners

 Objective : to decide on the type of foreign business partner, clarify ideal partner
qualification and determine appropriate market entry strategy

Procedure :

A. Determine what value-adding activities must be perfomed by foreign business

partner
B. Based on needed value-adding activities, determine the most desirable
attributes in foreign business partner
C. Assess and select foreign business partner. That is, evaluate each potential
business partner based on crtiteria such us:
 Specific industry expartise
 Commitment to the international venture
 Access to local distribution channels
 Financial strength
 Technical expertise
 Quality of staff
 Appropriate facilities and intrastructur
6. Estimate Company Sales Potential

Objective : to estimate the most likely share of indystry sales the company can
achieve, over a period of time, for each target market.

Procedure :

Develop three to five yearforecast of company sales in each target market. Estimate
the potential to sell the firm’s product or service, based on creteria such us :

 Capabilities of partner
 Access to distribution
 Competitive intensity
 Pricing nad financing
 Market penetration timetable of the firm
 Risk tolerance of senior managers
2.2. Estimating Demand In Emerging Markets

In recent years, people in the world have felt that the transformation of the global
landscape has highlighted emerging markets. According to data from Euromonitor
International, in the seven-year period between 2013 and 2020, a growing market
economy is expected to grow three times faster than developed economies, with an
average percentage of 65% of global economic growth. So estimating the demand for
products or services in emerging markets and developing economies is a challenging
task for managers.

India be a largest emerging market, it have a gross domestic product more than 6,5
% (Movanita, 2019), with this figure, it is possible that India will become the country
with the largest economy in the world, not only in emerging market. This country has
a large population that has become an unwavering force in the global market.
Estimating demand in developing countries requires managers to use innovative
research methods to gain insight or data.

Let's estimate the demand in the case of developing countries acting as the biggest
importer of East Kalimantan coal. The country of India has a population of 1.3 billion
inhabitants. To meet the needs of the country, India uses coal fuel as a power plant so
that the coal used is 4000-5000 kcal / kg.

India's coal consumption in 2018 is estimated at 900 million tons or experiencing

an average growth in 2011-2018 of 4.5 percent year on year. On the other hand, India's
domestic coal production in 2018 is estimated to be around 700 million tons with an
average growth of 3.7 percent year on year. India's coal imports in 2018 are estimated
at 200 million tons or grow an average of 7.8 percent year on year. Based on volume,
Indian black gold imports were mostly from Indonesia with a share of 47 percent,
followed by Australia at 22 percent and South Africa 18 percent

At present India is still unable to meet its cosmetic needs, due to the network of
infrastructure for coal distribution that has not accommodated the needs of power
plants, or other industries. The transportation of coal from Indonesia, especially East
Kalimantan, utilizes river flow as the main medium of transportation to sea ports in
India.

Meanwhile, in India the transportation of coal from sea ports to power plants or
industries uses trains. At present, the condition of coal transportation infrastructure in
India, both trains and railways, is insufficient, making it difficult to increase production
by the company.

The development related to infrastructure is ongoing, but the growth in coal

demand is faster than the development of infrastructure development. Therefore, India
is quite dependent on imported coal. In 2019, the increase in imports was estimated at
10 percent to cover the shortage of coal supply, and an increase in the need for
electricity generation.

The increase in India's coal imports is an opportunity for the mining sector in East
Kalimantan to increase the volume of export sales to the country

2.3. Marketing In The Global Firm

1. Global Marketing Strategy

A global marketing strategy (GMS) is a strategy that encompasses countries from

several different regions in the world and aims at coordinating a company’s marketing
efforts in markets in these countries. Working with the diversity of individual country
markets, managers then will need to formulate a global marketing strategy. The middle
layer in Exhibit 17.1 represents the global marketing strategy—a plan of action that
guides the firm in: (1) how to position itself and its offerings in foreign markets and
which customer segments to target, and (2) the degree to which its marketing program
elements should be standardized and adapted.1 Before we turn to the second aspect of
global marketing strategy (standardization/adaptation), let’s discuss the first function:
targeting customer segments and positioning.
A. Targeting Customer Segments and Positioning
 Market segmentation refers to the process of dividing the firm’s total customer
base into homogeneous clusters in a way that allows management to formulate
unique marketing strategies for each group. Within each market segment,
customers exhibit similar characteristics regarding income level, lifestyle,
demographic profile, or desired product benefits. As an example, Caterpillar
targets its earthmoving equipment by applying distinct marketing approaches
to several major market segments, such as construction firms, farmers and the
military

In international business, firms frequently form market segments by grouping

countries together based on macrolevel variables, such as level of economic
development or cultural dimensions. Positioning is an aspect of marketing
strategy in which the firm develops both the product and its marketing to evoke
a distinct impression in the customer’s mind, emphasizing differences from
competitive offerings Global positioning strategy is beneficial because it
reduces international marketing costs by minimizing the extent to which
management must adapt elements of the marketing program for individual
markets.

B. Standardization and Adaptation of the International Marketing Program

 Standardization
Standardization is more likely to be pursued in global industries such as aircraft
manufacturing, pharmaceuticals, and credit cards. Their offerings are largely
uniform across many markets worldwide. A standardized marketing approach
is most appropriate when:

The viability of standardization varies across industries and product categories.

For example, commodities, industrial equipment, and high-technology products
lend themselves to a high degree of standardization. Popular consumer
electronics (e.g., Sony’s PlayStation, Apple’s iPod, and Canon digital cameras).
When managers build on commonalities in customer preferences and attempt
to standardize their international marketing program, they can expect at least
three types of favorable outcomes.
 Cost Reduction. Standardization reduces costs by enabling economies
of scale in design, sourcing, manufacturing and marketing.
 Improved Planning and Control. Standardization provides for improved
planning and control of value-adding activities
 Ability to Portray a Consistent Image and Build Global Brands. A
global brand is a brand whose positioning, advertising strategy, look,
and personality are standardized worldwide. Standardization allows the
firm to establish and project a globally recognized corporate or product
 brand that helps increase customer interest and reduces the confusion
that arises from the proliferation of numerous adapted products and
marketing programs
 Adaptation
Adaptation of an international marketing program exemplifies local
responsiveness. Local adaptation can provide the marketer with important
advantages. Differences in National Preferences. Adaptation makes the offering
more acceptable to customers in individual markets. Differences in consumer
behavior around the world are a major driver of local adaptation. For example,
when targeting China, the dairy producer New Zealand Milk adds ginger and
papaya flavoring to its milk products to suit the tastes of local customers

C. Global Branding and Product Development

 Global Branding
A key outcome of global positioning strategy is the development of a global
brand. Consumers prefer globally branded products because branding provides
a sense of trust and confidence in the purchase decision. A strong global brand
enhances the efficiency and effectiveness of marketing programs, stimulates
brand loyalty, facilitates the ability to charge premium prices, increases the
firm’s leverage with intermediaries and retailers, and generally enhances the
firm’s competitive advantage in global markets. The firm can reduce its
marketing and advertising costs by concentrating on a single global brand
instead of a number of national brands. The strength of a global brand is best
measured by its brand equity—the market value of a brand.
 Global Product Development
In developing products with multicountry potential, managers emphasize the
commonalities across countries rather than the differences between them. A
basic product will incorporate only core features into which the firm can
inexpensively implement variations for individual markets. For example,
Honda and Toyota design models like the Accord and Corolla, respectively,
 around a standardized platform to which modular components, parts, and
features are added to suit specific needs and taste.

D. International Pricing
Pricing is complex and generally subjective in domestic business. It is even more
difficult in international business, with multiple currencies, trade barriers, additional
cost considerations, and typically longer distribution channels. Prices often invite
competitive reaction, which can drive down a price. Conversely, prices can escalate to
unreasonable levels because of tariffs, taxes, and higher markups by foreign
intermediaries. Price variations among different markets can lead to gray market
activity—legal importation of genuine products into a country by intermediaries other
than authorized distributors (also known as parallel imports).
 Factors Affecting International Pricing
Factors that influence pricing for international customers fall into four
categories. First is the nature of the product or industry. A specialized product,
or one with a technological edge, gives a company greater price flexibility.
When the firm holds a relative monopoly in a given product (such as
Microsoft’s operating system software), it can generally charge premium
prices. The second factor is the location of the production facility. Locating
manufacturing in countries with low-cost labor enables a firm to charge cheaper
prices. The third factor that influences international pricing is the type of
distribution system. Exporting firms rely on independent distributors based
abroad, who occasionally modify export pricing to suit their own goals. The
fourth factor is foreign market considerations. Such foreign market factors as
climate and other natural conditions may require the firm to spend money to
modify a product or its distribution. Food items shipped to hot climates require
refrigeration, which drives up costs.
 A Framework for Setting International Prices
 Managers examine the suitability of prices at several levels in the international
distribution channel—importers, wholesalers, retailers, and end users—and
then set prices accordingly.
 Managing International Price Escalation
International price escalation may mean that the retail price in the export market
may be two or three times the domestic price, creating a competitive
disadvantage for the exporter. Managers can use five key strategies to combat
export price escalation. International price escalation refers to the problem of
end-user prices reaching exorbitant levels in the export market caused by
multilayered distribution channels, intermediary margins, tariffs, and other
international customer costs (identified in Exhibit 17.4). International price
escalation may mean that the retail price in the export market may be two or
three times the domestic price, creating a competitive disadvantage for the
exporter. Managers can use five key strategies to combat export price escalation
abroad.20 First, the exporter can attempt to shorten the distribution channel.
Second, the product can be redesignedto remove costly features.Third, the firm
can ship its products unassembled, as parts and components, qualifying for
lower import tariffs. Fourth, some firms explore whether the product can be re-
classified using a different tariff classification to qualify for lower tariffs.
 Managing Pricing under Varying Currency Conditions
The strength of the home-country currency vis-à-vis its trading partners affects
the firm’s pricing abroad. For example, when the U.S. dollar is strong, it costs
Europeans more to purchase U.S. products. In export markets, a strong
domestic currency can deter competitiveness, while a weakening domestic
currency makes the firm’s pricing more competitive.
 Transfer Pricing
Transfer pricing refers to the practice of pricing intermediate or finished
products exchanged among the subsidiaries and affiliates of the same corporate
family located in different countries.
 E. International Marketing Communications
Companies use marketing communications (also known as promotion) to provide
information to and communicate with existing and potential customers, with the
ultimate aim of stimulating demand.
 International Advertising
Firms conduct advertising via media, which includes direct mail, radio,
television, cinema, billboards, transit, print media, and the Internet. Transit
refers to ads placed in buses, trains, and subways, and is particularly useful in
large cities. Print media refer to newspapers, magazines, and trade journals. We
can assess media availability by examining the amount of advertising spending
by region
 International Promotional Activities
Promotional activities are short-term marketing activities intended to stimulate
an initial purchase of the product, immediate purchase, or increased purchases,
as well as to improve intermediary effectiveness and cooperation. They include
tools such as coupons, point-of-purchase displays, demonstrations, samples,
contests, gifts, and Internet interfacing.
 Global Account Management
With more transparent markets, global customers demand uniform and
consistent prices, quality, and customer service. Global account management
(GAM) refers to servicing a key global customer in a consistent and
standardized manner, regardless of where in the world it operates.

F. International Distribution
Distribution refers to the processes of getting the product or service from its place
of origin to the customer. Distribution is the most inflexible of the marketing program
elements—once a firm establishes a distribution channel, it may be difficult to change
it. The most common approaches to international distribution include engaging
independent intermediaries (for exporting firms), or establishing marketing and sales
subsidiaries directly in target markets (an FDI-based approach).
 G. Ethical Dimensions of International Marketing

Because of market globalization, firms’ marketing activities strongly influence the

buying decisions of consumers worldwide. An important dimension of corporate
citizenship is the way firms develop and align their products and services to create
greater value for society. In marketing, ensuring that suppliers earn a sustainable
income, providing needed products to poor consumers, and disposing of used products
responsibly are examples of issues that are high on the corporate social responsibility
(CSR) agenda.
 CASE STUDY

MTV India: Balancing Global and Local Marketing

MTV Networks (www.mtv.com), a division of Viacom, has a big audience
among young people in Asia, Australia, Canada, Europe, and Latin America. In total,
MTV is broadcast in more than 170 countries in 32 languages. Only 20 percent of all
MTV viewers live in the United States, the company’s home market. There are 136
distinct MTV channels and 230 Web sites, and they are more widely viewed than any
other global network, including CNN. Originally created as a basic cable channel
dedicated to music, MTV now encompasses an array of media services and even
licensed consumer products.
MTV first went international in 1987 when it launched MTV Europe. With the
U.S. market near saturation, management decided to target the huge and growing youth
market abroad. Indeed, about one in four people around the world is between 15 and
34 years old. Despite being a global media giant, MTV maintains its international
strategy of “Think globally and locally, act appropriately.” Management requires that
about 70 percent of its programming be developed or adapted for each of the youth
segments that it targets abroad. But while most MTV channels have flourished,
especially in Brazil and the United Kingdom, others have struggled to find a niche,
especially in Asia, and more specifically, in India.
With 470 million people between the ages of 10 and 34, India seems like a huge
potential market. India’s middle class is rapidly expanding, and the number of
households with TV sets has skyrocketed in recent years to 100 million, half of which
receive cable. Economic liberalization has made it easier for foreign businesses to enter
India. Nevertheless, the Indian market poses various challenges. There are roughly 100
distinctive cable channels vying for advertising dollars. Competition for cable
subscribers is intense, and profit margins are often razor thin. There is also corruption
and theft, including cable cutting, piracy, and theft of subscriber fees. Indian families
typically watch TV as an entire household, which makes it difficult for advertisers to
isolate target audiences.
MTV first entered India through a low-risk licensing agreement with Hong
Kong’s Star TV. Initially MTV was responsible only for programming, while Star TV
focused on negotiating deals with local cable companies and advertisers. Because
individual markets remained small and undeveloped, MTV management developed a
regional marketing strategy by delivering a pan-Asian music channel.
Later, Star TV was sold to the News Corporation, the media giant owned by
Rupert Murdoch. News Corporation had its own music channel, known simply as [V],
so Star TV ended its partnership with MTV and even hired key staffers away from
MTV to develop a new music channel specifically for India. As MTV continued to
follow a regional marketing approach, targeting all of Asia and employing English-
speaking hosts, management at [V] pursued a different approach. It decided to adapt
its music channel to accommodate the preferences of customers in individual Asian
markets. This approach paid off, as [V] managed to capture much of MTV’s market
share. Over time, as [V] flourished, MTV struggled to gain share using its more
standardized programming.
MTV also committed some blunders that hurt its prospects in Asia. MTV’s
Indian staff initially insisted that widely popular Bollywood music (Bollywood is the
Indian equivalent of the Hollywood movie industry) wasn’t “cool” enough for the teen
market. However, the Indian audience disagreed, and MTV’s ratings suffered.
Gradually, several other music channels emerged, hosted in a variety of local dialects
in the population.
Finally, in the late-1990s MTV management opted for a more localized
approach and began adapting its programming. It launched MTV India, based in
Mumbai, and broadcast across Bangladesh, Nepal, Pakistan, Sri Lanka, and the Middle
East as well. MTV India utilized new technologies, such as digital compression, to
achieve its goals of increased local programming. When MTV began including more
Bollywood music in its programming, ratings soared by 700 percent. Hosts began to
speak a mix of both English and Hindi, dubbed “Hinglish.” MTV also targeted Indian
youth with cricket matches and fashion shows. As the sophistication of its strategy
improved, MTV grabbed more market share and eventually surpassed its main rival,
[V]. On a worldwide basis, however, MTV’s Indian profitability was still low
compared to the firm’s other international subsidiaries, mainly due to poor advertising
revenue.
MTV needed to be creative to become profitable. Initially, it established
relationships with advertisers. Instead of merely selling time slots to advertisers, MTV
developed programming that incorporates a particular product or brand. For example,
the firm worked with Honda to develop “Roadies,” a series that documents the
experiences of seven young people traveling across India on Honda motorbikes. MTV
also created the “World’s Longest Dance Party,” sponsored by Axe deodorant, and a
fashion awards show, sponsored by Lycra.
Ultimately, MTV management discovered that it could not simply export U.S.
programming to India. Shows that were extremely popular in the United States, such
as “The Osbournes,” floundered in India. MTV catered increasingly to the Indian
audience, developing costly programming tailored to specific cultural traits and other
characteristics.
Localization of TV programming seems to have worked well for MTV.
Nevertheless, MTV managers are concerned that the firm may not be reaping the
benefits of a global marketing strategy. Programming is broadcast worldwide, but
many channels are highly localized, reducing potential gains from economies of scale.
Thus, the latest strategic initiative is to develop uniform programming that sells in
multiple countries. Therefore, MTV has greatly increased funding of international
programming and has developed a jointly based team out of London and New York to
develop ideas.
In addition, suspecting that it is missing out on opportunities to cater to the
youth market with alternative products and services such as video games, MTV also
wishes to explore the feasibility of becoming a one-stop shop for companies hoping to
reach global youth markets. For instance, in an advertising relationship with Motorola,
MTV aired commercials in Europe, Latin America, and Asia. To supplement revenues,
MTV is also considering launching a line of consumer products—fragrances, CDs, and
clothing—designed for the youth market.
MTV continues to seek international growth from emerging markets such as
China and Mexico, where strong per capita income gains are expected. Management
believes that international operations are capable of earning 40 percent of total revenue
in the near term. Yet, the goal of sustaining a profitable organization by striking an
ideal balance between local adaptation and global standardization has been very
elusive.

Case Questions :
1. What strategies and tactics in marketing program elements are most important
in MTV’s international operations?
2. What is MTV’s main international market segment? What are the
characteristics of this segment? How did management position MTV for this
segment in India?
3. Describe the evolution of MTV’s international marketing strategy in India.
What approach did it apply in the early years compared to the later years? Has
MTV been able to articulate a clear global marketing strategy in India? What
other opportunities can it pursue with the youth market in addition to
broadcasting music?
4. Is it feasible for MTV to reach an ideal balance between standardization of
programming and local adaptation? If so, how? Thinking in terms of the
marketing program elements and marketing strategy, what can management do
now to make MTV succeed around the world?
 CHAPTER III
CLOSING

A global market opportunity is a favorable combination of circumstances, locations

or timming that offer prospects for exporting, investing, sourcing, or partnering in
foreign markets. The firm may perceive opportunities to sell, establish factories, obtain
inputs of lower cost or superior quality, or enter collaborative arrangements with
foreign partners that support the focal firms goal. Global market opportunities help the
firm improve its performance. Manager continuosly seek the most relevant data and
knowledge to make the most of international opportunities.
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