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 --

International Marketing 6e

Dana-Nicoleta Lascu, Ph.D.

University of Richmond

and

George L. Hiller, J.D.

University of Richmond

International Marketing 6e -- Front Matter

 -viii-

Part 3 International Marketing Strategy Decisions 184

6. International Marketing Research: Practices and Challenges 185
Chapter Objectives 185
6-1 The Need for International Marketing Research 187
6-2 Defining International Marketing Research 188
6-3 The Scope of International Marketing Research 189
6-3a Research of Industry, Market Characteristics, and Market Trends 189
6-3b Buyer Behavior Research 189
6-3c Product Research 191
6-3d Distribution Research 194
6-3e Promotion Research 196
6-3f Pricing Research 198
6-4 The International Marketing Research Process 198
6-4a Defining the Research Problem and Research Objectives 199
6-4b Developing the Research Plan 199
6-4c Deciding on Information Sources 199
6-4d Determining Research Approaches 206
6-4e Designing the Data Collection Instrument 211
6-4f Deciding on the Sampling Plan 213
6-4g Collecting, Analyzing, and Interpreting the Information 214
6-5 Global Marketing Decision Support Systems (MDSS) 214
6-5a Sales Forecasting 215
Summary 217
Key Terms 218
Discussion Questions 218
Chapter Quiz 219
Notes 221
Case 6-1 Hilton Sorrento Palace 223
Case 6-2 Tom Ford: Euro-Luxury with an American Attitude 225
7. International Strategic Planning 227
Chapter Objectives 227
7-1 Developing an International Marketing Strategy 228
7-1a Developing an International Marketing Plan 231
7-2 The Rationale for Target Marketing 231
7-3 International Market Segmentation 233
7-3a Requirements for International Segmentation 233
7-3b Macrosegmentation: Country Attractiveness Analysis 235
7-3c Microsegmentation: Focusing on the Target Consumer 239
7-4 Targeting International Consumers 243
7-4a Target Market Decisions: Country Screening and Selection 243
7-4b Target Market Decisions: The Target Market Strategy 244
7-5 Positioning the Brand 247
7-5a Attribute/Benefit Positioning 247
7-5b Price/Quality Positioning 247
7-5c Use or Applications Positioning 248
7-5d Product User Positioning 248
7-5e Product Class Positioning 248
7-5f Competitor Positioning 248

International Marketing 6e -viii- Front Matter

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Summary 249
Key Terms 250
Discussion Questions 250
Chapter Quiz 251
Notes 252
Case 7-1 Prosperity Painting Equipment 253
Case 7-2 Volkswagen Phideon in China 256
8. Expansion Strategies and Entry Mode Selection 259
Chapter Objectives 259
8-1 Going International: Evaluating Opportunities 260
8-2 Control versus Risk in International Expansion 261
8-3 Deciding on the International Entry Mode 262
8-3a Indirect Exporting 262
8-3b Direct Exporting 264
8-3c Licensing 265
8-3d Franchising 266
8-3e Joint Ventures 269
8-3f Consortia 272
8-3g Wholly Owned Subsidiaries 272
8-3h Branch Offices 273
8-3i Strategic Alliances 274
Summary 276
Key Terms 277
Discussion Questions 277
Chapter Quiz 277
Notes 279
Case 8-1: Danone in a Bind 280
Case 8-2 sweetFrog’s Expansion to Egypt and the Dominican Republic 282
Part 4 Managing and Implementing the International Marketing Mix 284
9. Products and Services: Branding Decisions in International Markets 285
Chapter Objectives 285
9-1 Standardization versus Adaptation 286
9-1a Global Standardization 287
9-1b Regional Standardization 289
9-1c Global Localization 291
9-1d Mandatory Adaptation 292
9-1e Local, Nonmandatory Adaptation 293
9-2 Private-Label (Retailer) Brands 294
9-3 Global Branding and Country-of-Origin Information 294
9-3a Product-Country and Service-Country Stereotypes 296
9-3b Country Branding 296
9-3c Country of Origin and Ethnocentrism 297
9-3d The Brand Name 298
9-4 The Service Side: Tariff and Nontariff Barriers to Entry 299
9-5 Products, Services, and Culture 300
9-6 Protecting Brand Names 301
9-6a Identifying Types of Counterfeiting 301
9-6b Combating Counterfeiting 304

International Marketing 6e -ix- Front Matter

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9-7 International Perspectives of Industrial Products and Services 304

9-7a Product Standards 306
Summary 307
Key Terms 308
Discussion Questions 308
Chapter Quiz 308
Notes 310
Case 9-1 Can the smart Make a Comeback in the U.S.? 312
Case 9-2 The Landwind X7: Counterfeiting Design for the Home Market 314
10. International Product and Service Strategies 317
Chapter Objectives 317
10-1 The International Product Life Cycle (IPLC) 318
10-1a The Product Introduction Stage 319
10-1b The Growth Stage 320
10-1c The Maturity Stage 321
10-1d The Decline Stage 322
10-2 Managing the International Product and Service Mix 322
10-2a Length 323
10-2b Width 324
10-2c Depth 324
10-3 New Product Development 324
10-3a Generating New Product Ideas 326
10-3b Screening New Product Ideas 327
10-3c Developing and Evaluating Concepts 328
10-3d Performing a Product Business Analysis 328
10-3e Designing and Developing the Product 329
10-3f Test Marketing 330
10-3g Launching the Product Internationally 332
10-4 Degree of Product/Service Newness 334
10-5 Product Diffusion 336
10-5a Product Factors 337
10-5b Country (Market) Factors 337
10-5c Consumer Adopters 338
Summary 339
Key Terms 339
Discussion Questions 340
Chapter Quiz 340
Notes 342
Case 10-1 FrieslandCampina 344
Case 10-2 The Gigafactory: A Partnership between Tesla and Panasonic 346
11. Managing International Distribution Operations and Logistics 349
Chapter Objectives 349
11-1 Issues Related to International Distribution 351
11-1a Using Established Channels 351
11-1b Building Own Channels 351
11-2 Intermediaries Involved in International Distribution 351
11-2a Home-Country Intermediaries 352
11-2b Foreign-Country Intermediaries 356

International Marketing 6e -x- Front Matter

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11-2c Alternative International Distribution Structures 357

11-3 International Logistics 357
11-3a International Transportation 357
11-3b Logistics Facilitators 362
11-3c Warehousing and Inventory Control 365
11-4 Challenges to International Distribution and Logistics 366
11-4a Challenges to Distribution in Developing Countries 366
11-4b Parallel Imports 366
11-5 International Retailing 368
11-6 Retail Formats: Variations in Different Markets 370
11-6a General Merchandise Retailing 370
11-6b Food Retailers 376
11-6c Nonstore Retailing 378
11-7 Issues and Trends in International Retailing 383
11-7a Variation in Retail Practices: A Consumer Perspective 384
11-7b Variation in Retail Practice: Salespeople and Management 385
Summary 386
Key Terms 388
Discussion Questions 388
Chapter Quiz 389
Notes 391
Case 11-1 Mondelēz China’s Distribution Challenges 394
Case 11-2 Shipping Doo Kingue 396
Case 11-3 Stefanel Canada 397
12. International Promotional Mix: Advertising, Publicity, Public Relations, and Sales Pro-
motion Strategies 399
Chapter Objectives 399
12-1 The International Promotional Mix 401
12-2 The International Communication Process 402
12-3 Advertising 405
12-3a The Media Infrastructure 405
12-3b The Advertising Infrastructure 413
12-3c The Advertising Strategy 416
12-4 Publicity and Public Relations 420
12-4a Publicity 422
12-4b Public Relations 424
12-5 Consumer Sales Promotion 429
12-5a Adaptation of Sales Promotion 432
12-5b The Online Venue for Sales Promotion 433
12-5c Legal and Ethical Issues in Consumer Sales Promotion 434
12-6 International Trade Promotion (Trade Shows and Exhibitions) 435
Summary 436
Key Terms 437
Discussion Questions 437
Chapter Quiz 438
Notes 440
Case 12-1 Selling the Donnelly Brand in Romania 443
Case 12-2 Promoting Coke in South Africa 445

International Marketing 6e -xi- Front Matter

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13. International Personal Selling and Personnel Management 449

Chapter Objectives 449
13-1 International Presence and Personnel Issues 450
13-1a Expatriates 454
13-1b Host-Country Nationals (Locals) 457
13-1c Another Alternative: Long-Distance International Selling 457
13-2 Managing International Employees 458
13-2a Managing Relationships 458
13-2b Understanding the International Buyer-Seller Relationship 458
13-2c Understanding Cultural Values and the Relationship between
Buyer and Seller 459
13-3 Successfully Managing Expatriates 460
13-3a Recruiting Expatriates 460
13-3b Attenuating Culture Shock 461
13-3c Training for International Assignments 463
13-3d Motivating Expatriates 463
13-3e Obstacles to the International Sales Mission 465
13-3f Repatriation Issues 467
Summary 468
Key Terms 468
Discussion Questions 469
Chapter Quiz 469
Notes 471
Case 13-1 Manufacturing in China: Information Technology Challenges 472
Case 13-2 The Expatriate Spouse: Managing Change 474
14. International Pricing Strategy 477
Chapter Objectives 477
14-1 Pricing Decisions and Procedures 478
14-1a Production Facilities 478
14-1b Ability to Keep Track of Costs 479
14-2 Environment-Related Challenges and Pricing Decisions 479
14-2a The Competitive Environment 479
14-2b The Political and Legal Environment 483
14-2c The Economic and Financial Environment 485
14-3 International Pricing Decisions 489
14-3a Price Setting 489
14-3b Aggressive Export Pricing 494
14-3c Penetration Pricing and Skimming Strategies 495
Summary 495
Key Terms 496
Discussion Questions 496
Chapter Quiz 497
Notes 498
Case 14-1 Travel Turkey: Pricing Decisions in a Changing Environment 500
Part 5 International Marketing Strategy: Implementation 504
15. Organizing and Controlling International Marketing Operations
and Perspectives for the Future 505

International Marketing 6e -xii- Front Matter

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Chapter Objectives 505

15-1 Organizing for International Marketing Operation
15-1a Factors in the Firm’s Environment 507
15-1b Factors within the Firm 508
15-2 Examining International Organizational Designs 508
15-2a The International Division Structure 509
15-2b The Worldwide Regional Division Structure 509
15-2c The Product Division Structure 510
15-2d The Matrix Structure 510
15-2e The Holacracy Structure 512
15-3 Controlling International Marketing Operations 512
15-3a Formal Controls 513
15-3b Informal Controls 514
15-4 International Marketing: Some Future Perspectives 514
Summary 518
Key Terms 518
Discussion Questions 518
Chapter Quiz 519
Notes 521
Case 15-1 Qantas’ New Organizational Design 521
Case 15-2 iPhone: A Gem – But Not without Controversy 523

Appendix A: The International Marketing Plan 527

Appendix B: Glossary 557
Appendix C: Index: Subject and Company/Brand 582

International Marketing 6e -xiii- Front Matter

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Preface
The sixth edition of International Marketing arrives at a time of considerable upheav-
al and uncertainty about international trade and globalization. The era of global trade agree-
ments and lower tariff barriers appears to be over – or, at minimum, this trend has stalled.
Notwithstanding that globalization and international trade were largely responsible for lift-
ing millions of people out of poverty, by 2016, trade and trade agreements had become
thorny political topics in Europe and in the United States. With the loss of so many manufac-
turing jobs in the U.S., trade had come to be considered as the main reason for the disap-
pearance of U.S. manufacturing jobs and the stagnation of middle class wages. In addition,
the global influence of multinational companies on local economies and government poli-
cies has become a major concern.
By late 2018, as the new edition of International Marketing was being finalized, the
U.S. and China were in the midst of a major rift over U.S. complaints about China’s trade
policies: unfair government subsidies, currency manipulation, and the theft of intellectual
property. Starting with U.S. tariff hikes on Chinese steel and aluminum exports, new tariffs
have been imposed by the U.S. on billions of dollars’ worth of Chinese goods. Not surpris-
ingly, this led to retaliatory tariffs by China on key U.S. exports. In addition, the U.S. finds
itself at odds with Canada and the European Union over trade and tariffs. The U.S. govern-
ment is also insisting on major changes to the NAFTA agreement with Canada and Mexico,
to reduce the current U.S. trade imbalances with the two countries. The U.S. has threatened
to pull out of NAFTA altogether if a satisfactory agreement could not be reached. Many
business leaders, academics, and public sector officials are worried about this escalation of
trade disputes. Some have suggested the possibility of an all-out global trade war, not seen
since the 1930s.
Notwithstanding these current controversies, international trade continues to grow.
People around the world seek expanded economic opportunities, improved standards of
living, and communities free from armed conflicts. Against this backdrop, the authors would
like to share a quote from one of the founders of the Thunderbird School of Global Manage-
ment.
“Borders frequented by trade seldom need soldiers.”
Dr. William Schurz, President
Thunderbird School of Global Management 1949-52
The sixth edition of International Marketing has been fully updated to provide anal-
yses about current economic and political challenges, trade disputes, and other develop-
ments in international marketing. In addition to updating the comprehensive materials
about multinational firms, the new edition features important discussions about interna-
tional marketing and small and medium-size exporting firms. The sixth edition also includes
new coverage on services exports and the booming international e-commerce and e-
payments sectors. The authors continue to expand the materials on international marketing
and developing countries, with a number of new illustrations focused on Latin America and
Africa.
All cases have been revised and updated to offer current company examples and
overviews of industry developments. Several new cases were added. Each chapter has at
least one case study that helps students apply the knowledge acquired in the chapter.
International Marketing reflects the authors’ teaching philosophy: presenting vivid,
real-world examples that help students to better understand international marketing theo-
ry. Professor Lascu shares her own perspectives as a product of different cultures who has

International Marketing 6e -xiv- Front Matter

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experienced and observed marketing on five continents, both as an expatriate and as a lo-
cal, in a free-market system and under a repressive, anti- consumerist command economy.
Professor Hiller has substantial experience with international trade promotion, as well as
business and management in Latin America that complements Dr. Lascu’s research back-
ground and extensive work in Europe and Asia.

ANCILLARY MATERIALS
Textbook Media is pleased to offer a competitive suite of supplemental materials for
instructors using its textbooks. These ancillaries include a Test Bank, PowerPoint Slides, and
an Instructor’s Manual. This text comes with a test bank created by the author, and it in-
cludes questions in a wide range of difficulty levels for each chapter. All Textbook Media
test banks offer not only the correct answer for each question but also a rationale or expla-
nation for the correct answer and a reference to the location in the chapter where materials
addressing the question content can be found. The Test Item Files are available in files that
are readily adaptable to the major Learning Management Systems. The software files allows
the instructor to easily create customized or multiple versions of a test and include the op-
tion of editing or adding to the existing question bank.
A full set of PowerPoint® Slides, written by the author, is available for this text. This
is designed to provide instructors with comprehensive visual aids for each chapter in the
book. These slides include outlines of each chapter, highlighting important terms, concepts,
and discussion points.
The Instructor’s Manual for this book has also been written by the author and offers
suggested syllabi for 10- and 14-week terms; lecture outlines and notes; in-class and take-
home assignments; recommendations for multimedia resources such as films and Web sites;
and long and short essay questions and their answers, appropriate for use on tests.
The authors express their deep gratitude for the immense support received in the
process of developing the sixth edition of International Marketing. They would especially
like to thank Tom Doran and Ed Laube for their unrelenting support and creativity and for
their exacting oversight of this project for almost a decade. They would also like to thank
the instructors who have used previous editions. Dana Lascu expresses thanks to her family,
to Bram, Michael, and Daniel Opstelten, and to her parents, Lucia and Damian Lascu, for the
formidable international experiences that this book is based on and for creating and facili-
tating the foundations for this text. George Hiller would like to thank his wife, Laura, for her
support, and also to acknowledge his inspiring students and colleagues at the University of
Richmond.

International Marketing 6e -xv- Front Matter

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About the Authors

Dana-Nicoleta Lascu is Professor of Marketing in the Mar-
keting Department at the University of Richmond. She has a Ph.D.
in marketing from the University of South Carolina, a master’s in
international management from the Thunderbird School of Global
Management, and a B.A. in English and French from the University
of Arizona. She was a Fulbright Distinguished Chair in International
Business at the Johannes Kepler University of Linz, Austria, and a
Fulbright Specialist at Ider University, Mongolia, from where she
holds an honorary doctorate. She is Associate Editor for the Journal of Global Marketing,
Managing Editor for the Journal of Global Business and Technology, and she is on the editorial
review board of several journals. She has published in International Marketing Review, Inter-
national Business Review, European Journal of Marketing, Journal of Business Research, Jour-
nal of Business Ethics, Journal of Euromarketing, Journal of East-West Business, and Multina-
tional Business Review, among others, and is the co-author of Marketing: Essentials 5e. Dr.
Lascu has consulted with companies such as Ford Motor Company, Stihl, IDV North America,
Yellow Book International and others, and was a simultaneous and consecutive translator in
English, French, and Romanian in Romania and Rwanda. She also worked as an international
training coordinator in the United States, teaching managerial skills to bankers, corporate
managers, and government employees.

George L. Hiller is a Lecturer of International Business at

the University of Richmond. He has almost 35 years of experience
in export promotion, trade finance, international trade law, and
economic development. He has served as an instructor at the Uni-
versity of Richmond business and law schools since 1991. He devel-
oped the Doing Business in Latin America course, an experiential-
learning course in which teams of business and law students de-
velop market entry strategies in Latin America for Virginia compa-
nies. He has also taught at universities in Colombia and Germany. Professor Hiller has re-
ceived numerous international business education grants from the U.S. Department of Edu-
cation, U.S. Department of Commerce, and other governmental and nongovernmental or-
ganizations. He also consults with colleges and universities on grant strategies. Originally
from Albuquerque, New Mexico, Prof. Hiller holds an undergraduate degree in history from
the University of New Mexico, master’s degree from the Thunderbird School of Global Man-
agement, and law degree from the University of Richmond School of Law.

International Marketing 6e -xvi- Front Matter

 Part 1

The Introduction to
International Marketing

Scope, Concepts, and Drivers
of International Marketing
Learning Objectives
Chapter Outline
After studying
this chapter,
you should be able to:
• Define international marketing
and identify the different levels
of international involvement.
• Describe the different company
orientations and philosophies
toward international marketing.
• Identify environmental and firm-
specific drivers that direct firms
toward international markets.
• Identify obstacles preventing
firms from engaging in successful
international ventures.
Chapter 1
Learning Objectives
1-1 The Importance of International Marketing
1-2 Levels of International Marketing Involvement
1-3 The Ethnocentric, Polycentric, Regiocentric, and Geocentric Framework
and International Marketing Concepts
1-3a Ethnocentric Orientation
1-3b Polycentric Orientation
1-3c Regiocentric Orientation
1-3d Geocentric Orientation
1-4 Drivers of International Expansion
1-4a Drivers in the Business Environment
1-4b Firm-Specific Drivers
1-5 Obstacles to Internationalization
1-5a Self-Reference Criterion
1-5b Government Barriers
1-5c Ethnocentrism
1-5d International Competition
Summary
Key Terms
Discussion Questions
Chapter Quiz
Notes
Case 1-1 Alpaca Luxe: Marketing Opportunities in the Emerging Market of
Mongolia
Case 1-2 Zhang National Steel Company
 Chapter 1 -3- Scope, Concepts and Drivers of
International Marketing

Shanghai Disneyland, which opened its

doors in 2016, cost over $5 billion to build. It is a
joint venture between Disney and the Shanghai
Shendi Group, a 100 percent state-owned enter-
prise, which owns 57 percent of Shanghai Dis-
neyland. This park has the largest castle in Dis-
ney’s history, a high-speed rail system, and a
large shopping center and it is expected to be
one of the most successful ventures in the Dis-
ney portfolio.
Disney’s experience in international mar-
kets is extensive, and the company’s
hard-learned lessons have paved the way to this
ArtisticPhoto/shutterstock.com
new enterprise. Over the years, Disney has readi-
ly applied its tried and true U.S.-centered formula to its international ventures: the mouse, Cinderel-
la, Main Street U.S.A., Frontierland, Adventureland, Tomorrowland, and, in 2018, Toy Story Land—in
other words, America and its present, past, and future in a cute package of several fun-packed
acres. This formula worked well in the United States and in Japan at Tokyo Disney Resort. However,
exporting the concept to France and Hong Kong was not an easy task. In Europe, consumers were
unhappy with the U.S. themes resonating exclusively throughout the park. Disneyland Resort Paris
had to reinvent Disney and adapt it to local preferences, creating entertainment based on European
fairy tales, serving food that would appeal to European consumers, and creating a more lax ap-
proach to the dress code for the park’s French staff. At the Hong Kong Disneyland, which opened in
2005, attendance fell short of expectations, with visitors complaining of mistreatment; the number
of attractions as well as size of the park were considered insufficient. Shortly after opening, during
the Chinese New Year, the park had to close due to ticketing problems, and ticket holders forced
their way in by storming through gates or climbing over them. Today, however, Hong Kong Disney-
land is thriving, and, along with Disneyland Paris and the Disneyland Resort in California, it leads in
the introduction of new rides and themes, such as Iron Man, and Star Wars Avengers and Marvel
superheroes.
Over the years, Disney’s internationalization strategy has changed from a blanket applica-
tion of its winning formula described above, to a greater localization and more precise targeting to
better serve consumers in its different markets, where environmental forces dictate distinct, region-
specific strategies.
This chapter introduces the different internationalization philosophies of international firms
and explores the motivations for going international, addressing the environmental and firm-
specific drivers of international expansion. It also provides an overview of the challenges and obsta-
cles encountered in international expansion.

1-1 The Importance of International Marketing

The United States constitutes one of the most important target markets in the world, con-
suming a high percentage of worldwide products and services; according to the World Bank, it is
the world’s largest consumer market. International firms are eager to invest in the U.S. – to the tune
of about to $4 trillion, employing more than 6 million Americans. But, as wealth is on the rise world-
wide due to rapid economic development, it is essential for U.S. companies to look beyond the Unit-
ed States for opportunities, and to tap into international markets to take advantage of global mar-

International Marketing 6e -3- Part 1

 Chapter 1 -4- Scope, Concepts and Drivers of
International Marketing

ket opportunities, to keep pace with competition, and to maximize the potential of their product
mix.
Throughout history, companies have become leaders of industry despite the smaller size
and limited markets of their home countries. It should be noted, however, that an international
presence was essential for their success. Take, for example, successful global companies from the
Netherlands, a small country in Western Europe, that are giants of industry worldwide. Among
them are Philips, a leading electronics manufacturer; Royal Ahold, a large retailer; Royal Dutch Shell,
a major Dutch-British oil company; and Unilever, a Dutch-British leading consumer products compa-
ny. Japan, also a comparatively small country, boasts a number of firms that are industry leaders.
Among them are Mitsui and Mitsubishi (electronics, banking, import-export, among others), Dentsu
(advertising), Sony and Panasonic (electronics), and Ito Yokado (retail).
International companies such as Apple, General Motors, Mitsubishi, Microsoft, and Procter
& Gamble earn profits greater than the gross domestic product of many low-income countries.
U.S.-based Fortune 500 companies employ almost thirty million workers around the world. More
than 300,000 US companies export. Nearly 98 percent of these firms are smaller and medium-size
companies (SMEs) with fewer than 500 employees.1 Companies find that products in the late stage
of their life cycle can experience a new life in emerging markets in middle-and low-income coun-
tries.

Avon in China
China may be the most difficult place to be an Avon Lady: The sign-up process takes many
weeks, and candidates must take a written test on China’s sales regulations and attend a related
class. Then they have to abide by many regulations, including a cap on sales commission. But be-
ing an Avon Lady is at least an option now: China lifted its ban on direct sales in 2005, after being
required to liberalize its retail industry.
In spite of these restrictions, however, Avon
has been doing reasonably well in China, reporting
double-digit increases in sales for the company, as it
changed gears to focus primarily on store sales – un-
til recently. In 2012, Avon was accused of breaching
the U.S. Foreign Corrupt Practices Act, promoting
their business interests by bribing Chinese govern-
ment officials. And its reputation suffered subse-
quently, when Coty, the fragrance company, re-
neged on a buyout offer. By 2015, Avon paid nearly
$350 million on legal challenges and compliance fees,
more than double the penalties it incurred. And yet,
despite these challenges, Avon has been able to pen-
etrate markets in large and small cities in even the
most remote areas in China. In Figure 1-1, an Avon
store in Lhasa, Tibet, has a prominent central loca-
tion and a local clientele vying for Western beauty
products.2 1.1 Avon display at 13,000 feet
in Lhasa, Tibet.

International Marketing 6e -4- Part 1

 Chapter 1 -5- Scope, Concepts and Drivers of
International Marketing

To excel in international business, companies must constantly monitor the international en-
vironment for opportunities. For over two decades, privatization in countries previously dominated
by government monopolies has made it possible for multinationals to compete for local energy,
airline, railway, and telecommunications industries. In the future, postal services might constitute
the new competitive territory of international companies. Already, in many markets, post offices are
enterprising competitors to established private sector firms, increasingly and effectively competing
not only for mailing services, but also for banking services.

1-2 Levels of International Marketing Involvement

All companies are affected by elements of the international marketing environment. In
terms of international marketing involvement, however, companies have different degrees of com-
mitment. A company engaging in domestic marketing has the least commitment to international
marketing. This company focuses solely on domestic consumers and on the home-country environ-
ment. The home-country environment, however, is affected by developments in the international
environment; furthermore, the local company is directly affected by local competition, which could
come from global companies. For example, Pep-Up, Inc. provides top-grade petroleum products,
including heating oil and propane, to customers living on the Eastern Shore of Virginia. The compa-
ny focuses entirely on local consumers living in the area. However, the price of its heating oil and
propane is affected by the price of oil and propane, which is determined by international markets.
At the next level, export marketing, a firm could be involved in exporting indirectly— the
company takes orders from international clients—or directly—the company actively seeks interna-
tional clients. For both export marketers and domestic marketers, the international market may
constitute an extension of the domestic market and might not be given special consideration. Such
firms would have an ethnocentric philosophy to internationalization, as will be shown in Section 1-
3a, “Ethnocentric Orientation.”
International marketing activities require a substantial focus on international consumers in
a particular country or countries. (When more countries are involved, international marketing is of-
ten referred to as multinational marketing.) International marketing is thus defined as the process-
es involved in the creation, production, distribution, promotion, and pricing of products, services,
ideas, and experiences for international markets. The international company (see Figure 1-2) is pre-
sent in different countries with sales offices and subsidiaries or is an active partner in strategic alli-
ances with local companies. It is important to note that, in this case, international activities are not
coordinated across the different countries or across different regions. An international company,
according to this definition, has a polycentric, or regiocentric, philosophy to internationalization, as
will be seen in Sections 1-3b, “Polycentric Orientation,” and 1-3c, “Regiocentric Orientation.”

1.2 Coca-Cola in Estonia

International Marketing 6e -5- Part 1

 Chapter 1 -6- Scope, Concepts and Drivers of
International Marketing

1-3 Consumers North America and Europe have a strong preferences for pastries – croissants, danishes,
brioches, you name it. Thus they are similar in preferences. Where they differ is in their tolerance for
high prices: in Berlin upscale stores (1-3a), such pastries are about $2.00, whereas in similar stores
in Helsinki (1-3b), they cost about almost $6.00.

Global marketing involves marketing activities across different countries without focusing
primarily on national or regional segmentation. Global marketing is possible due to the emergence
of global consumer segments with similar preferences (see Figures 1-3a and 1-3b) and due to effi-
cient global allocation of company talent and resources. A company engaging in global marketing
has a geocentric philosophy to internationalization.
It should be noted, however, that the terms defined in the preceding paragraphs are often
used interchangeably by nonbusiness and business alike—even by international managers. Interna-
tional, global, and multinational are used to refer to any company crossing borders, without particu-
lar reference to the global strategy used. The descriptions of the levels of international marketing
involvement should primarily guide one to understand when distinctions are made. Another widely-
used approach to distinguishing between companies’ international orientation and philosophy is
the ethnocentric, polycentric, regiocentric, and geocentric (EPRG) framework.

1-3 The Ethnocentric, Polycentric, Regiocentric, and Geocentric

Framework and International Marketing Concepts
Management’s orientation toward the internationalization of the firm’s operations affects
each of the functional areas of the firm and, as such, has a direct effect on the marketing functions
within the firm. Management’s philosophy on international involvement affects decisions such as
the firm’s response to global threats and opportunities and related resource allocation. Companies’
philosophies on international involvement can be described, on the basis of the EPRG framework,
as ethnocentric, polycentric, regiocentric, and geocentric.3

1-3a Ethnocentric Orientation

Eli Lilly has been described traditionally as an ethnocentric firm; in fact, even recently, in
2017, it cut jobs to divert more funds to product research and development in an effort to bring to
the marketplace high-performance pharmaceutical products. Firms with an ethnocentric orienta-
tion are guided by a domestic market extension concept. In general, top management of firms with
an ethnocentric orientation consider that domestic strategies, techniques, and personnel are supe-

International Marketing 6e -6- Part 1

 Chapter 1 -7- Scope, Concepts and Drivers of
International Marketing

rior to foreign ones and therefore provide the most effective framework for the company’s over-
seas involvement; consequently, international operations and customers are considered secondary
to domestic operations and customers.4
Ethnocentric firms are likely to be highly centralized and consider that the purpose of their
international operations is to identify markets that could absorb surplus domestic production; alter-
natively, international operations could represent a cash cow that generates revenue and necessi-
tates only minimal attention and investment. As a result, plans for international markets are devel-
oped primarily in-house by an international division and are similar to those for the domestic mar-
ket.5
Firms in the tobacco industry,6 as well as firms at the forefront of technology, tend to have
an ethnocentric marketing orientation. It should be mentioned that, often, ethnocentric firms ap-
proach globalization by internationalizing at the level of the function, rather than the firm; for ex-
ample, the marketing department may have a geocentric strategy even if top management has an
ethnocentric orientation.7 Alternatively, in the case of Wal-Mart, while merchandise is fully adapted
to local preferences, staffing clearly indicates an ethnocentric philosophy; top management come
from the company’s headquarters, in Arkansas.
In many cases, U.S. firms sell American brands along with their related U.S. lifestyles and
traditions—for example, blue jeans and entertainment are often marketed internationally using
marketing themes and strategies used in the U.S.

1-3b Polycentric Orientation

Firms with a polycentric orientation are
guided by a multidomestic market concept. Man-
agers of polycentric firms are very much aware
of the importance of individual international
markets to the success of their business and are
likely to establish individual businesses, typically
wholly owned subsidiaries or marketing subsidi-
aries, in each of the countries where they oper-
ate. The assumption the company makes is that
each market is unique and needs to be ad-
dressed individually. Consequently, the compa-
ny is fully decentralized and engages in minimal
coordination with the headquarters. rawpixel.com/shutterstock.com

Each subsidiary has its own marketing plans and objectives and operates autonomously as
an independent profit center on an individual country basis to achieve its goals; all marketing activi-
ties are performed in each country independently of the company headquarters.8 To address local
consumer needs, marketing research is conducted independently in each overseas market, and
products are fully adapted to meet these needs. Alternatively, separate product lines are developed
to meet the needs of the individual markets.
In the process of developing individual strategies for each market, the company does not
coordinate activities across the different countries and cannot benefit from economies of scale that
such coordination would allow. Furthermore, numerous functions are duplicated, and, ultimately,
final product costs are higher to the end consumer. For decades, Ford used a polycentric strategy in

International Marketing 6e -7- Part 1

 Chapter 1 -8- Scope, Concepts and Drivers of
International Marketing

meeting the needs of budget-conscious consumers by developing a Ford Escort automobile for the
United Kingdom that looked different from the one sold in the United States or Southeast Asia. 9
Currently, the Ford automobile addressing the needs of the budget-conscious consumer, the Ford
Focus, looks identical in each market: Ford has adopted a geocentric approach to product develop-
ment.

1-3c Regiocentric Orientation

Firms with a regiocentric or a geocen-
tric orientation are guided by a global marketing
concept. Companies adopting a regiocentric
orientation view world regions as distinct mar-
kets that share economic, political, and cultural
traits such that they would be viable candidates
for a regionwide marketing approach. A regio-
centric orientation is now possible due to the
success of regional economic and political inte-
gration that allows for implementing a uniform
marketing strategy in the entire region. Mem-
ber countries of the European Union, for exam-
rawpixel.com/shutterstock.com
ple, are candidates for Pan-European marketing
strategies, whereas signatory countries of the
North American Free Trade Agreement (NAFTA) lend themselves to a successful marketing strategy
aimed at the North American market. PepsiCo appears to have a regiocentric orientation; Its divi-
sions are organized on the basis of location, with regional offices coordinating all local marketing
activities. For example, Pepsi’s South-Eastern European operations are coordinated by its Turkey-
based PepsiCo subsidiary, which devises the company’s regional objectives and oversees the imple-
mentation of the company’s marketing strategy in the region.

1-3b Geocentric Orientation

Firms in which top management adopts a
geocentric orientation perceive the entire
world—without national and regional distinc-
tions—as a potential market with identifiable, ho-
mogeneous segments that need to be addressed
with similar marketing strategies, regardless of
geographic location or nationality. Coordinated
management policies are designed to reflect the
full integration among worldwide operations.
The objective of a geocentric company is
most often to achieve a position as a low-cost
manufacturer and marketer of its product line;
such a firm achieves a strategic competitive 1-4 McDonald’s restaurants pepper the landscape in
China, even in the more remote districts of large cities.
advantage by developing manufacturing process-
es that add more value per unit cost to the final product than its rivals.10 An example of a geocentric
company is McDonald’s (see Figure 1-4).
McDonald’s has been successful as a result of its geocentric philosophy. The company uses
local products to ultimately offer a similar service to consumers from Mexico City to Mumbai. In Eu-

International Marketing 6e -8- Part 1

 Chapter 1 -9- Scope, Concepts and Drivers of
International Marketing

rope, McDonald’s uses Polish potatoes, which do not lend themselves to a thin, McDonald’s-style
cut French fry but are touted to be the best in the region. It also uses local beef from the European
regions not affected or threatened by livestock disease. The company is also sensitive to the ban on
genetically-modified foods in the European Union. In India or Pakistan, for example, McDonald’s
serves lamb or vegetarian burgers. Throughout the world, it provides a uniform service that offers,
in addition to the fast food it is known for, clean restrooms, air conditioning, and service with a
smile—even in markets where a smile is a rare occurrence in a service encounter.

IBM
IBM has been going through massive reorganizations to keep abreast of the ever-
changing international market; IBM is a dynamic geocentric company. Under IBM’s old system,
a corporate customer with operations in several countries had to contract with small IBM offic-
es in each country, and each IBM office had its own regulations. The IBM organization was, at
the time, polycentric. The reorganization placed IBM’s
employees into 14 customer-focused groups, such as
financial services, entertainment, and oil and gas, to be
able to work with a central sales office to have IBM
computers installed in the entire client organization.
Organizing on the basis of function, rather than on
country of operations, demonstrates a geocentric mar-
ket orientation. Currently, the company’s main focus is
on what it considers its strategic imperatives, which
include analytics, cloud, mobile, social, and security
products. 11
humphrey/shutterstock.com

1-4 The Drivers of International Expansion

Few companies operate in an isolated, country-specific environment, and even fewer can
effectively avoid international involvement. Local firms manufacturing for local consumers are de-
pendent on equipment, parts, and raw materials originating abroad. They sell to clients and final
consumers who have had exposure to international trade practices and to international products. A
complete isolation from international influence is possible only in a closed environment such as
North Korea, where consumers are shielded from international influence.
Increasingly, companies cannot afford to avoid involvement in international marketing.
Avoiding international expansion could mean losing market share to competitors and missing nu-
merous opportunities created by changes in the international environment. Among reactive motiva-
tions for going international is the desire to remain competitive and maintain global market share
relative to competitors. In addition, evading trade barriers and other government regulations in the
home country can motivate a company to go international.
Firms should be proactive in their approach to internationalization. A proactive rationale for
internationalization can be, among others, the search for new markets, new customers, increased
market share and profits, tax advantages, or lower costs, as described in the next sections.
Drivers in the business environment and firm-specific drivers, addressed in Sections 1-4a,
“Drivers in the Business Environment,” and 1-4b, “Firm-Specific Drivers,” as well as Table 1-1, help
international companies benefit from such opportunities.

International Marketing 6e -9- Part 1

Another random document with
no related content on Scribd:
 Russian Tea Cakes 42
Butter Fingers 41
Walnut Squares 27
Little Sugar Hats 38
Filled Cookies in Fancy
32
Shapes
Almond Wreaths 43
Orange-Chocolate Chip
20
Cookies
Rich Sugar Cookies 30

CLIP AND FILE at end of this chapter new cooky

recipes from Gold Medal ads and from recipe folders in
every sack of Gold Medal Flour.
“Cooky Shines”
Won’t you come into our Kitchen and join us in our “Cooky Shines?”
That used to mean tea parties—but it’s what we call our Staff
sessions of cooky baking. We have lots of fun trying out all the
delicious cookies that come to us from many lands. I’d like to show
you some of the cookies most popular with Staff members and
friends who have shared their favorite recipes with us. You’ll see
many varieties in the color picture on the next page. Please take a
look—then turn back.
New, Easy, Double-Quick Way
Don’t all those cookies look tempting? And
they’re ever so easy to make! For we’ve worked
out a new simplified method—a double-quick
method! Takes less than half the usual mixing
time! Would you like to know the secret? Then
turn to the step-by-step pictures following.
Imagine you are standing right beside one of our
Staff while she makes cookies. Could anything
be easier? There’s no laborious creaming, no
separate beating of eggs, only one bowl! Just a
few simple basic steps.
More and Better Help
Now turn to the recipe pages, and have the fun of making the many
different types of cookies. You’ll find all the little pointers you would
notice if you were right in our kitchen. For instance, there’s a brand-
new feature which I think will be a big help to you. We tell how to
judge when the cookies are done. And don’t miss the recipes
marked with a ★! They are special favorites with our Staff!
The “Key” Recipe Makes You Master of Many
You’ll love the new plan of key recipes with
variations. When you master the key ( ) recipe
you’ll automatically know how to make several
different kinds of cookies. And notice that each
recipe calls for our all-purpose Gold Medal
“Kitchen-tested” Enriched Flour. This is to
safeguard your results.
Because you see, every recipe has been
developed with and for this particular flour—and
tested in representative homes—with Gold
Medal. It gives that moist, full-flavored quality everyone wants in
cookies.
Recipes Fit the Needs
The recipes are given in practical amounts for average families.
Those for everyday cookies, and holiday cookies that keep well,
make enough so you won’t have to bake too often. Recipes for the
richer, dainty cookies make enough for special occasions.
Happy Memories
We’ve tried to include all the hints, shortcuts and tricks that save you
time and work so you can delight your family with new treats each
week. Cookies bring such a big reward in cheer and satisfaction!
They make hospitality so easy! Invite your friends to join you for
“Cooky Shines” in your kitchen and you’ll be giving them happy
memories they’ll all cherish as long as they live!
★ 1 Place-Card Cookies
★ 2 Gingerbread Boys, Boy and Girl and Animal Cookies
★ 3 Date-Nut Squares (wrapped), Toffee-Nut Bars
★ 4 Peanut Butter Cookies
★ 5 Above star: Chocolate Cream Drop, Date-Nut Square, Matrimonial Cooky
Below star: Toffee-Nut Bar, Hermit
★ 6 Left: Sugar Cookies
Right: Chocolate Chip Cookies
★ 7 Hermits
★ 8 Cookies for Parties: Hatchets, Flowers, Hearts
★ 9 Outer ring: Flower-shaped Butter Cookies
Second ring: Scotch Shortbread
Third ring: Frosted Chocolate Cream Drops with Thumbprint Cookies
Centered: Coconut Macaroons with leaf-shaped Butter Cookies
★ 10 Chocolate Chip Cookies
★ 11 Chocolate Cream Drops
★ 12 Left to right: Date-Nut Squares, Butterscotch Cookies with Burnt Butter
Icing, Brownies, Filled Cookies, Chocolate Refrigerator Cookies
COOKIES LEARN THE “A-B-C’s” HERE ...

B E F O R E Y O U S TA RT
DO
THIS....
1 Select baking sheets (cooky sheets
2 If pan with sides is used for cooky
or pans) as indicated in each recipe.
sheet, turn it upside-down and bake
Heavy or double sheets (two sheets of
cookies on the bottom ... (insures
the same size placed one on top of
even browning). Grease cool pans as
the other) prevent cookies from
indicated in recipes ... with unsalted
browning on the bottom too much and
shortening.
too quickly.

3 Mix thoroughly the softened 4 Stir in the liquid and flavoring. (A

shortening, sugar, and eggs—also any few recipes indicate that liquid and
molasses, syrup, or melted chocolate flour mixture should be added
in the recipe. alternately.)

... AND THE REST IS EASY!

5 Sift together and stir in the flour, 6 Chill dough, if indicated in recipe, to
salt, and leavening (baking powder or make it easy to handle. Then shape
cream of tartar and soda)—also any dough for different types of cookies as
spices in the recipe. Then, mix in any directed in the recipe. Place on
fruit or nuts. prepared pans.

7 Bake. Place pan on rack in center of 8 Look at cookies when minimum

oven. If cooky tops do not brown
properly, move to a higher rack for last
few minutes. Pans should be
narrower, shorter than oven (to leave
a 1″ space for circulation of heat).
baking time is up. As soon as they are
done (according to recipe), remove
from oven. With a wide spatula, slip off
baking sheet or out of pan onto wire
rack to cool (as recipe directs).

Store cooled cookies properly to keep

top eating quality. Where to Find:

Drop Cookies 16-21

Keep crisp, thin cookies in can with
loose cover. Refrigerator
22-24
Cookies

Miscellaneous
25
Cookies

Bar Cookies 26-29

Rolled
30-39
Cookies

Molded 25,
Cookies 40-42

Keep soft cookies in air-tight Press

43
container (a covered earthen jar or a Cookies
can with tight cover). Slices of apple
or orange in jar help mellow and
moisten cookies. Change fruit
frequently.
DROP COOKIES “Quickies” busy
mothers love to make.

HOW TO MAKE DROP COOKIES (preliminary steps on pp. 14-15)

2 Drop dough by rounded or heaping

1 It will save time in spacing dough, if
teaspoonfuls, depending on size of
you grease in symmetrical rows where
cookies desired. With another
you want to drop the dough. It will also
teaspoon, push dough onto baking
save washing browned grease off a tin
sheet ... being careful to peak up the
pan.
dough.

BROWN SUGAR DROPS ( Reecipe) Soft, chewy. Wonderful

brown sugar flavor.
Mix together thoroughly ...

1 cup soft shortening

2 cups brown sugar
2 eggs

Stir in ...

½ cup sour milk or buttermilk

Sift together and stir in ...

 3½ cups sifted GOLD MEDAL Flour
1 tsp. soda
1 tsp. salt

Chill at least 1 hour. Drop rounded teaspoonfuls about 2″ apart on

lightly greased baking sheet. Bake until set ... just until, when
touched lightly with finger, almost no imprint remains.
temperature: 400° (mod. hot oven).
time: Bake 8 to 10 min.
amount: About 6 doz. 2½″ cookies.

★ HOLIDAY FRUIT COOKIES

Elegant. Richly studded with fruits and
nuts. Butterscotch-flavored. Perfect for
your loveliest hospitality.

Follow recipe above—and

mix into the dough 1½ cups
broken pecans, 2 cups candied To prevent drop cookies spreading ...
cherries, cut in halves, and 2 chill dough, peak it up, be sure oven
cups cut-up dates. Place a temperature is correct.
pecan half on each cooky. Make
these rich cookies smaller ... only 2″.

SALTED PEANUT COOKIES

These tempting peanut crunches are always a favorite both with children and
grown-ups.

Follow recipe above—except in place of the 3½ cups flour, stir in

2 cups sifted flour, 2 cups rolled oats, 1 cup wheaties, 1 cup
coarsely chopped salted peanuts (without husks). Bake until brown,
12 to 14 min.

BUSY-DAY NUT DROPS

Easy budget-savers. One of our home testers calls these her “wash day” cookies.
Follow recipe above—and mix into the dough 1 cup cut-up nuts.

BUSY-DAY COCONUT DROPS

Follow recipe above—and mix into the dough 1 cup moist
shredded coconut.

“Cozies” from the cooky jar.

COFFEE-AND-SPICE DROPS ( Recipe) Intriguing flavors from

the Far East.
Mix together thoroughly ...

1 cup soft shortening

2 cups brown sugar
2 eggs

Stir in ...

½ cup cold coffee

Sift together and stir in ...

3½ cups sifted GOLD MEDAL Flour

1 tsp. soda
1 tsp. salt
1 tsp. nutmeg
1 tsp. cinnamon

Chill at least 1 hour. Drop rounded teaspoonfuls about 2″ apart on

lightly greased baking sheet. Bake until set ... just until, when
touched lightly with finger, almost no imprint remains.
temperature: 400° (mod. hot oven).
time: Bake 8 to 10 min.
amount: About 6 doz. 2½″ cookies.
★ HERMITS
Spicy, fruity, satisfying ... contributed by Mrs. William G. Dorr, who worked with us
in our test kitchen one summer. She says they were always first choice with her
little girls.
Follow recipe above—and mix into the dough 2½ cups halved
seeded raisins and 1¼ cups broken nuts. Be careful not to overbake.

MINCEMEAT COOKIES
Extra quick, no extra fruits needed ... they are
in the mincemeat.
Follow recipe above—and mix into
the dough 2 cups well drained
mincemeat.

SPICED PRUNE DROPS Wash them and spread out in a

Follow recipe above—and add ¼
tsp. cloves with other spices. Mix into
dough 2 cups cut-up cooked prunes
(pitted and well drained), and 1 cup
broken nuts.
flat pan. Cover the pan and heat
slowly in a moderate oven.
To get full flavor from seedless
raisins, cut them in two with
scissors after plumping.

APPLESAUCE COOKIES
Yummy applesauce cake in cooky form.
Follow recipe above—except add 1 tsp. cloves with other spices.
Mix into the dough 2 cups well drained thick applesauce, 1 cup cut-
up raisins, and ½ cup coarsely chopped nuts. Bake 9 to 12 min.

WHEATIES DROP COOKIES

Treats for young champions.
Mix together thoroughly ...

1 cup soft shortening

1 cup sugar
2 eggs
Stir in ...

1 cup sour milk

Sift together and stir in ...

2 cups sifted GOLD MEDAL Flour

½ tsp. soda
½ tsp. salt
1 tsp. cinnamon
½ tsp. nutmeg
½ tsp. cloves

Stir in ...

¾ cup coarsely chopped nuts

1 cup cut-up raisins

Fold in ...

3 cups WHEATIES

Chill dough. Drop by teaspoonfuls about 2″ apart on lightly greased

baking sheet. Bake until, when touched lightly with finger, no imprint
remains.
temperature: 400° (mod. hot oven).
time: Bake 10 to 12 min.
amount: About 5 doz. 2½″ cookies.

Some of grandmother’s prize cooky favorites.

OLD-FASHIONED SOUR CREAM DROPS ( Recipe)

Soft, tender, cream-rich.
Mix together thoroughly ...
 ½ cup soft shortening
1½ cups sugar
2 eggs

Stir in ...

1 cup thick sour cream

1 tsp. vanilla

Sift together and stir in ...

2¾ cups sifted GOLD MEDAL Flour

½ tsp. soda
½ tsp. baking powder
½ tsp. salt

Chill at least 1 hour. Drop rounded teaspoonfuls about 2″ apart on

lightly greased baking sheet. Bake until delicately browned, just until,
when touched lightly with finger, almost no imprint remains.
temperature: 425° (hot oven).
time: Bake 8 to 10 min.
amount: About 5 doz. 2½″ cookies.

★ BUTTERSCOTCH COOKIES WITH BURNT BUTTER ICING

Really delectable, especially with the unusual buttery icing. Mrs. R. C. Karstad of
Nicollet, Minnesota, won a prize on them.

Follow recipe above—except use brown sugar in place of

granulated sugar. Mix into the dough ⅔ cup cut-up nuts. Spread
cooled cookies with

BURNT BUTTER ICING

Melt 4 tbsp. butter until golden brown. Blend in 1 cup sifted
confectioners’ sugar and ½ tsp. vanilla. Stir in 1 to 2 tbsp. hot water
 until icing spreads smoothly.
amount: Icing for about 30
cookies.

COCONUT CREAM DROPS

Follow recipe above—except
mix into the dough 1 cup moist
shredded coconut.

CHOCOLATE CREAM DROPS

Use freshly soured cream for good
flavor. Buy it from the dairy. Or
sour it yourself by adding 1 tbsp.
vinegar or lemon juice to 1 cup
sweet cream.
Follow recipe above—except
stir into shortening mixture 2 sq.
unsweetened chocolate (2 oz.),
melted. Mix into the dough 1

cup cut-up nuts. Frost cooled

cookies if desired with

CHOCOLATE ICING
Melt together over hot water 1
tbsp. butter and 1 sq.
unsweetened chocolate (1 oz.).
Stir in 3 tbsp. top milk and 1½
cups sifted confectioners’ sugar. to give iced cookies a professional
Thin with cream to make glossy air: Place the same amount of
and easy to spread. icing (1 tsp.) on center of each.
Then, with a spatula, spread the
amount: Icing for about 30 icing with circular motion in pretty
cookies. swirls.

FRUIT-AND-NUT DROPS
Follow recipe above—except sift with dry ingredients 1 tsp.
cinnamon, ½ tsp. cloves, ¼ tsp. nutmeg. Mix into the dough 1 cup
cut-up dates (or raisins) and 1 cup cut-up nuts.
note: The spices may be omitted.
 Molasses ‘n’ spice, my how nice!

★ GINGER CREAMS Fluffy ginger cakes ... topped with creamy

white icing.
They bring memories of a real farm home near Owatonna, Minnesota, where
children trooped to the cooky jar after chores were done. Mildred Bennett (now
Mrs. Axel Anderson), who was honored one year as national 4-H girl, brought us
this recipe when she was a member of our staff.
Mix together thoroughly ...

¼ cup soft shortening

½ cup sugar
1 small egg
½ cup molasses

Stir in ...

1 tsp. soda dissolved in ½ cup hot water

Sift together and stir in ...

2 cups sifted GOLD MEDAL Flour

½ tsp. salt
1 tsp. ginger
½ tsp. nutmeg
½ tsp. cloves
½ tsp. cinnamon

Chill dough. Drop rounded teaspoonfuls about 2″ apart on lightly

greased baking sheet. Bake until set ... just until, when touched
lightly with finger, almost no imprint remains. While slightly warm,
frost with Quick Cream Icing (below.)
temperature: 400° (mod. hot oven).
time: Bake 7 to 8 min.
amount: About 4 doz. 2″ cookies.
QUICK CREAM ICING
Delicious, creamy-tasting topping ... ideal for Ginger Creams and other festive
cookies.
Blend together ¾ cup sifted confectioners’ sugar, ¼ tsp. vanilla, and
cream to make easy to spread (about 1 tbsp.).

OATMEAL DROP COOKIES

Chewy ... with a hint of molasses.
We created this recipe in our test kitchen for the little daughter of a famous
actress, and for all little children.
Mix together thoroughly ...

½ cup soft shortening

1¼ cups sugar
2 eggs
6 tbsp. molasses

Sift together and stir in ...

1¾ cups sifted GOLD MEDAL Flour

1 tsp. soda
1 tsp. salt
1 tsp. cinnamon

Stir in ...

2 cups rolled oats

½ cup cut-up nuts
1 cup cut-up raisins

Drop rounded teaspoonfuls about 2″ apart on lightly greased baking

sheet. Bake until lightly browned.
temperature: 400° (mod. hot oven).
time: Bake 8 to 10 min.
amount: About 5 doz. 2½″ cookies.

★ MONKEY-FACED COOKIES
You’ll be amused by the droll faces.
In an antique shop, pasted on the
under side of a drawer in an old table,
a radio friend of Fultonville, New York,
discovered this recipe written in faded
ink in old-fashioned script: “for Elsa.”
Mix together thoroughly ...

½ cup soft shortening

1 cup brown sugar
½ cup molasses

Stir in ...

½ cup sour milk or buttermilk

1 tsp. vinegar

Sift together and stir in ...

2½ cups sifted GOLD MEDAL Flour

1 tsp. soda
½ tsp. salt
½ tsp. ginger
½ tsp. cinnamon

Drop rounded teaspoonfuls about 2½″ apart on lightly greased

baking sheet. Place 3 raisins on each for eyes and mouth. Bake until
set. The faces take on droll expressions in baking.
temperature: 400° (mod. hot oven).
time: Bake 10 to 12 min.
amount: About 4 doz. 2½″ cookies.
 Easy to “jumble up” in a hurry!

SUGAR JUMBLES ( Recipe) Little sugar cakes of old-time

goodness.
Mix together thoroughly ...

½ cup soft shortening (part butter)

½ cup sugar
1 egg
1 tsp. vanilla

Sift together and stir in ...

1⅛ cups sifted GOLD MEDAL Flour

¼ tsp. soda
½ tsp. salt

Drop rounded teaspoonfuls about 2″ apart on lightly greased baking

sheet. Bake until delicately browned ... cookies should still be soft.
Cool slightly ... then remove from baking sheet.
temperature: 375° (quick mod. oven).
time: Bake 8 to 10 min.
amount: About 3 doz. 2″ cookies.

COCONUT JUMBLES
Follow recipe above—and mix into the dough 1 cup moist
shredded coconut.

★ CHOCOLATE CHIP COOKIES

Follow recipe above—except in place of ½ cup sugar use ¾ cup
(half brown, half white). Then mix into the dough ½ cup cut-up nuts
and one 7-oz. package chocolate pieces (about 1¼ cups).