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Marketing Across Borders:
It’s a Big, Big World

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Marketer’s Toolkit:
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The 10 Strategies You Need to Succeed
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Harvard Business School Press

Boston, Massachusetts

ISBN-10: 1-4221-0265-3
ISBN-13: 978-1-4221-0265-7
2653BC
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Copyright 2006 Harvard Business School Publishing Corporation
All rights reserved
Printed in the United States of America

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This chapter was originally published as chapter 12 of Marketer’s Toolkit,
copyright 2006 Harvard Business School Publishing Corporation.

No part of this publication may be reproduced, stored in or introduced into a retrieval system,
or transmitted, in any form, or by any means (electronic, mechanical, photocopying,
recording, or otherwise), without the prior permission of the publisher. Requests for
permission should be directed to permissions@hbsp.harvard.edu, or mailed to Permissions,
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Harvard Business School Publishing, 60 Harvard Way, Boston, Massachusetts 02163.
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12

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Marketing Across Borders

It’s a Big, Big World

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Key Topics Covered in This Chapter

Standardized versus customized products

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and promotions

• Successes and failure among “world”

products
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• Approaches to distribution

• Control of global marketing decisions

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G yo
l o b a l t ra d e i s large and growing. In 2004 the
United States alone exported more than $1.1 trillion in
goods and services and imported almost $1.8 trillion.
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Global trade can also be profitable. U.S. companies, for example, raked
in $315 billion in overseas profits during 2004, according to the U.S.
Bureau of Economic Analysis. That amount was up 26 percent from
2003 and far outpaced profit growth from domestic operations.
Growth in global trade has been facilitated by better and cheaper
communications, improved shipping, rising incomes in formerly
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poor regions, the removal of many trade restrictions, and the rise of
manufacturing in places such as South Korea and China. Indeed,
China’s booming steel industry has created such demand for raw ma-
terials that iron ore mines in northern Minnesota—half a world
away from the blast furnaces—have sprung back to life after decades
of decline.
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If they are not doing so already, companies look over their ram-
parts and wonder, Should we be marketing abroad? Could we? As
with all marketing questions, the answers should be based on solid re-
search and analysis—the same type of opportunity-seeking analysis
described earlier in this book. You should ask yourself these questions:

• Which foreign markets are most attractive?

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• Which segments of those markets are most feasible, given our

current strengths? Are these segments stable or growing?

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Marketing Across Borders 3

• What are the risks?

• How would we distribute our products?

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• Must we alter our products to satisfy local preferences?
• How can we communicate effectively with people of different
cultures?
Global marketing is a big subject—too big to be covered in this
overview book. Consequently, our goal here is to examine a limited

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number of the issues that face any company considering marketing
abroad, using the marketing mix as a reliable guide.
Earlier, we described the four P’s of the marketing mix—prod-
uct, place, price, and promotion—as the tools companies use to pur-
sue their objectives in target markets. Fortunately, these tools are as
useful in global commerce as they are in domestic commerce. This
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chapter revisits elements of the marketing mix and discusses their
relevance to marketing across borders.

Product Decisions
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Twenty years ago, market watchers were predicting a homogeniza-

tion of products around the globe, and there was plenty of evidence
to support that view. North Americans were listening to music on
the same Sony Walkman audio players as their counterparts in Japan.
Businesses in Europe, Latin America, and Asia were building IT de-
partments on IBM mainframe computers, and people everywhere
were drinking Coca-Cola, shaving with Gillette razors, and wearing
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American blue jeans.

It seemed as though the tastes and desires of people in different
countries and cultures were bound to converge. Marketing sage
Theodore Levitt articulated this view in a classic 1983 Harvard Busi-
ness Review article, “The Globalization of Markets.”1 Of course, not
every product could cross borders. Gas-guzzling behemoths popular
in North America were not attractive in Europe, where city streets
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are narrow and petrol prices are sky-high. Nor could Britain’s left-
hand automobiles come to America without alterations.

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4 Marketer’s Toolkit

Still, there were many signs that product universality was on the
way. One needed only observe the large and once fragmented U.S.
market to appreciate that geographic diversity was giving way to ho-

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mogeneity with each passing year. Krispy Kreme donut shops, once
icons of Southern living, appeared in Boston, Las Vegas, and Hon-
olulu. Seattle’s Starbucks quickly spread to three thousand locations
across the country. The Home Depot and Wal-Mart stores were
cropping up everywhere. Many regional and local brands had al-
ready succumbed to national brands. It seemed logical that this trend

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would extend to the global stage.
Thus far (and to the relief of many consumers), this homoge-
nization has made much less progress than Levitt anticipated. Re-
flecting on Levitt’s thesis twenty years later, Harvard marketing
professor John Quelch postulated that a global economic slump and
anti-American sentiment had put a damper (temporarily) on the
move toward global brands.2 This lack of progress, if that’s the right
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phrase, should caution marketing managers as they make product
decisions. Will buyers in foreign markets respond favorably to the
same products, packaging, and promotion as do domestic cus-
tomers? If not, to what extent must offerings be customized for for-
eign tastes and requirements?
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The answers to these questions are found through market re-

search—the same research that any manager would apply to domes-
tic markets. Simply assuming that foreign customers will respond
positively to an existing product could lead to costly failure. Author
and scholar Philip Kotler provides some examples of these failures in
his classic textbook.3 Consider these examples:
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Coca-Cola had to withdraw its two-liter bottle in Spain after discover-

ing that few Spaniards owned refrigerators with large enough compart-
ments to accommodate it.
General Foods squandered millions trying to introduce packaged
cake mixes to Japanese consumers.The company failed to note that only
3 percent of Japanese homes were equipped with ovens.
General Foods’Tang initially failed in France because it was posi-
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tioned as a substitute for orange juice at breakfast.The French drink lit-

tle orange juice and almost none at breakfast.

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Marketing Across Borders 5

The features, performance, and physical characteristics of a

product that is successful in one market may or may not have to be
altered to ensure its success in another. For example, European and

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Asian homes and rooms are generally smaller than those in America,
and energy prices are much higher. This means that kitchen and
laundry appliances must be more compact and energy efficient.
Products in many categories, however, can be distributed world-
wide without problems. These include many industrial products and
consumer products that target young buyers. The youth market,

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more than other consumer segments, is very accepting of global
products if they are “the latest thing” and “cool.” Swatch watches,
cell phones, and Sony’s PlayStation fit this description. Products
used outside the home tend to be less culture-bound.4

Efficiency Versus Market Suitability

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You face a difficult trade-off with respect to products. On the one
hand, pushing a standard product in all markets results in cost effi-
ciencies because of economies of scale. On the other hand, a standard
product may not sell well because of geographic differences in needs,
tastes, and safety regulations. Thus, you must find a balance be-
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tween the efficiencies of standardization and the greater market ac-

ceptance that comes from adapting products to local tastes, as shown in
figure 12-1. Fundamentally, this trade-off is no different from the one
you face in trying to satisfy different segments in domestic markets.
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FIGURE 12-1

The product trade-off

Where’s the right balance?

Production Market
efficiency suitability
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Costs Revenues

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6 Marketer’s Toolkit

It’s the old trade-off of mass production and customization, this time
played in a different arena.

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The Global Product Platform

One way around the trade-off between efficiency and market suit-
ability is to design a global product platform that can be altered in-
expensively to accommodate the requirements of different national
markets.

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The global steam iron designed by Sunbeam and its then inter-
national affiliate, Rowenta, provides an early example. In this case,
engineers, marketers, and executives of the two companies were
brought together to review market research and to study the prod-
ucts of key competitors. Two committees were created: a marketing
committee and a technical committee. The former was charged
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with determining the feature set required by customers in different
markets; the latter’s job was to create a design capable of providing
those features and satisfying regulatory standards in all national mar-
kets. That design would have to establish the product as the low-cost
leader. The technical committee had to develop a set of specifica-
tions capable of satisfying electrical safety codes in all major markets.
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The final platform design, when compared with Sunbeam’s ex-

isting steam iron, made major reductions in parts (46 percent) and
fasteners (84 percent). Its elements were so modular that the com-
pany could manufacture a wide variety of derivative irons from the
same platform while still retaining a cost advantage. The design en-
abled good, better, and best versions capable of meeting the unique
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needs of different segments within regional markets.

The Sunbeam Global Iron was introduced in 1986 and immedi-
ately boosted the company’s annual iron sales by 3.7 times.5

Take a moment to think about your company’s products and ser-

vices. How well do they conform to customer preferences and re-
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quirements in foreign markets? Have you used market research to

answer that question? Some product issues can be solved with pack-

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Marketing Across Borders 7

aging and positioning, but others must be addressed through prod-

uct design. Which applies to your situation?

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Promotion

Promotion covers all communications with current and potential

customers: advertising, branding efforts, introductory coupons, and
positioning. In most cases, promotion needs more customizing than

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do the other elements of the marketing mix. It touches the percep-
tions and psyches of customers, which are closely linked with cul-
ture, traditions, and social expectations.
Thus, a Western cosmetics maker cannot produce a TV com-
mercial showing a scantily clad woman applying makeup and run it
in parts of the Islamic world, where it would be viewed as scan-
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dalous. So, here again, you are faced with a trade-off between the
cost efficiencies of standardized promotional materials and more
costly, but more effective, customized versions.
Some companies have gotten around this trade-off by producing
ads having universal appeal. A prime example is Coca-Cola’s “I’d
like to teach the world to sing” commercial, first launched in 1971.
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This ad, shot on an Italian hilltop, featured five hundred young

people of all races and many nationalities, dressed in their traditional
garb, standing hand in hand and raising their voices in a song of
worldwide fraternity. It conjured an appealing picture of global
peace, harmony, and youthful optimism during a time of war and
social unrest—and, of course, it associated these universally appeal-
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ing themes with Coca-Cola. The ad was a huge success. The song
itself was so popular that a non-Coca-Cola version was produced,
featuring a popular singing group of the time, and released in many
languages. Both the recording and its sheet music were huge hits.6
Qantas, an Australian airline company, did something similar in
the years that followed. It developed a lavishly filmed television com-
mercial showing a chorus of children set against a background of
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iconic landmarks associated with the many destinations served by

Qantas. It was attractive, uplifting, and in conformance with universal

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8 Marketer’s Toolkit

cultural values. After it was in the can, the original English voice-over
could be altered to suit other markets.

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Which approach to promotion is most suited to your products,
goals, and overseas markets? The cheapest approach is to spin off
your existing media ads, simply substituting the local language. Al-
ternatively, you can adapt the same ads to suit specific markets. Or
you could go for universality from the very start. Each approach is
bound to produce a different impact.

yo Place (or Distribution)

Distribution can be the most vexing aspect of global marketing. A

product must make its way from the producer to the final buyer by
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means of one or more channels. The simplest approach is to sell your
goods to a trading company, which assumes the responsibility for
pushing them onward to customers abroad. But that arrangement
takes control out of your hands.
The least simple approach, but the one with the greatest control,
is to set up your own distribution network in the target country, using
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an in-country subsidiary staffed by locals who know the language and

understand the market and business culture (see figure 12-2). Creat-
ing and managing such an arrangement require substantial invest-
ments of capital and management energy.
Somewhere between these extremes are these options:
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• A joint venture formed with a successful independent company

• Company sales agents located in the target market
• Independent sales agents located in the target market
The right choice among these options is usually the conse-
quence of your goals and expectations as well as the company’s size.
In many instances you will move through these options as you build
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foreign sales and gain confidence in your ability to manage and mar-
ket abroad.

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Marketing Across Borders 9

FIGURE 12-2

Typical distribution options

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Simple Complex

Trading Sales Joint Subsidiary

company agents venture

For example, a German manufacturer of electric components

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might begin by hiring a South Korean national to represent its prod-
ucts to original equipment makers (OEMs) in that country. As the
volume of sales increases, the German company might see the wis-
dom of creating a South Korean subsidiary to sell its German-made
goods and to design, manufacture, and sell components that meet
the exact specifications of Korean OEMs.
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Price

What should you charge for your product in newly targeted foreign
markets? Pricing in global markets is complex because of many fac-
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tors. Aside from regulations that forbid dumping—the pricing of

goods at less than their cost of production or less than the price at
which they are normally offered in their countries of origin—pro-
ducers are generally free to charge whatever they want. An Italian
maker of bicycle components might, for example, sell its top-end
sprockets to a New Zealand bike maker for 80 euros, and to a
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Finnish firm for 70 euros. Customers, of course, are equally free not
to buy them at those prices.
On the one hand, exporters are justified in charging more to re-
coup the costs of tariffs and transportation. But in the end, what the
market will bear is the ultimate determinant of what the price
should be. There is no inherent right to any particular profit margin.
As long as antidump rules are observed, you are free to follow
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whatever pricing strategy will further your goals—as in the domes-

tic market. Thus, you can price low, accepting a reduced margin in

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10 Marketer’s Toolkit

the hope of capturing market share. Or you can price high if cus-
tomers perceive the product to be unique, exotic, or superior.
One of the pitfalls of differential pricing is that it can create arbi-

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trage situations that can undermine your distribution arrangements.
These are generally called gray markets. Consider this hypothetical
example:
Gizmo Ceramics, a British firm, has distributors in the United States
and Mexico and sells its product in each country for $100 per case.To
meet its high labor and operating costs, the U.S. distributor must resell

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the product to local retailers at $175 per case, whereas the Mexican dis-
tributor has been prospering by selling the same items to Mexican re-
tailers for $125 per case—a difference of $50. (Note: U.S. dollars are
used in this example to avoid confusion.) A number of U.S. retailers of
Gizmo products figure this out and begin placing all their orders with
the Mexican distributor, saving $50 on each case, minus the incremen-
op
tal shipping cost. Soon, the U.S. distributor goes out of business, upset-
ting Gizmo’s distribution scheme.
Theoretically, there is nothing wrong with a gray market when
the losers add no value to justify their higher prices. Economists
would even say that the gray market creates more efficiency. How-
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ever, producers need order and discipline in their distribution net-

works and usually take action to enforce it. There are different
enforcement methods: policing of distribution agreements; cutting
back supply to gray market distributors in the low-priced countries;
and altering the design of products shipped to different countries.
Policing of gray markets will only get more difficult as the Internet
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makes it possible for buyers to see and take advantage of low prices
wherever they may be found.

Controlling Global Marketing Decisions

Every marketing plan reflects dozens of decisions you’ve made about

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product, pricing, place, and promotion. When the plan involves

marketing across borders, you must consider an added twist. Where

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Marketing Across Borders 11

should those decisions be made—at the home office, or within the

markets being served?
This question becomes more pertinent as you put boots on the

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ground in the foreign market—a sales office, a joint venture com-
pany, or a subsidiary. Who, for example, should determine design,
packaging, and naming of the product—the people back in Cleve-
land, or the subsidiary operating out of Madrid? Who should com-
mission and approve media advertising? The price of your product?
There are, of course, no absolutely right or wrong answers to

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these questions. In the end, they depend on the situation, your ap-
proach to centralization versus decentralization, and your experi-
ence in overseas markets. Some companies have headquarters-based
product-line managers who make all decisions, foreign and domes-
tic, for their lines. This approach enhances the ability to leverage
corporatewide assets, but perhaps at the cost of losing the tacit
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knowledge that only people closer to their markets can have.
Philip Kotler describes three strategies for organizing the cross-
border effort and its many decisions:7
• Global. This approach treats the entire world as a single mar-
ket. Of necessity it emphasizes a standard approach to product
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and marketing, with centralized decision making. As Kotler

puts it, “This strategy is warranted when the forces for global
integration are strong and the forces for national responsiveness
are weak.”
• Multinational. Here, the world is seen as a portfolio of national
opportunities. Companies that follow this strategy move more
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decision-making authority to their nation-based organizations.

• “Glocal.” This strategy is based on standardized platforms that
are adapted to local requirements. Companies that adopt this
strategy are more likely to organize around business units than
around headquarters or national units.
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Is your company currently selling abroad? If it is, take a look at fig-

ure 12-3. Note where decisions for the listed issues are made: at the

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12 Marketer’s Toolkit

FIGURE 12-3

The locus of control

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Home Control Local Control

Product

R&D

Manufacturing

Material sourcing

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Packaging decisions

Product-line management

Pricing

Promotion

Brand development

Advertising
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Sales

Distribution

Source: John A. Quelch and Edward J. Hoff, “Customizing Global Marketing,” Harvard Business Review,
May–June 1986. Adapted with permission.
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home office or within the market affected by those decisions. Now

ask yourself, Are these the best places to control decisions?

Summing Up
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• On the product front, companies that cross borders face a

choice between trying to push existing products or adapting
them to the unique requirements of foreign markets: efficiency
versus suitability.
• Global product platforms represent a potential solution to the
efficiency versus suitability problem.
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• In most cases, promotion needs more customizing than do

other elements of the marketing mix.

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Marketing Across Borders 13

• Distribution arrangements are often the most vexing aspect of

global marketing. The simplest approach is to deal through a
trading company; the most complex is to set up a distribution

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subsidiary in a country or region.
• Transportation costs and tariffs often result in products being
priced differently in different national markets. This can create
gray markets.
• Companies that market across borders must determine where

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decisions on pricing, product design, distribution, and promo-
tion will be made.
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14 Notes

Chapter 12

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1. Theodore Levitt, “The Globalization of Markets,” Harvard
Business Review, May–June 1983, 92–102.
2. John A. Quelch, “The Return of the Global Brand,” Harvard
Business Review, August 2003, 22–23.
3. Philip Kotler, Marketing Management, millennium edition
(Upper Saddle River, NJ: Prentice Hall, 2000), 367.

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4. John A. Quelch and Edward J. Hoff, “Customizing Global
Marketing,” Harvard Business Review, May–June 1986, 59–68.
5. The Sunbeam story was told to Richard Luecke by Alvin
Lehnerd, a former Sunbeam executive, and later recounted in Marc
H. Meyer and Alvin P. Lehnerd, The Power of Product Platforms (New
York: Free Press, 1997), 105–117.
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6. The full story of this ad—one of the most successful in his-
tory—is nicely told at www2.coca-cola.com/heritage/cokelore_
hilltop_include.html.
7. Kotler, Marketing Management, 387–388.
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No
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Harvard Business Essentials

The New Manager’s Guide and Mentor

The Harvard Business Essentials series is designed to provide com-

prehensive advice, personal coaching, background information, and

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guidance on the most relevant topics in business. Drawing on rich
content from Harvard Business School Publishing and other sources,
these concise guides are carefully crafted to provide a highly practi-
cal resource for readers with all levels of experience, and will prove
especially valuable for the new manager. To assure quality and accu-
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op
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seeking to expand your skills or a seasoned professional looking to
broaden your knowledge base, these solution-oriented books put re-
liable answers at your fingertips.
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Do

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