Global standardization and local adaptation of marketing ---A critical review of the literature

This paper discusses and critically reviews the causes and consequences of global standardization and local adaptation of marketing strategies. The scope of the literature review is in the fields of international marketing, international trade, and corporate strategic management. It also aims to emphasize finding gaps after reading the literature. Even though the studies scope is extensive, this paper limits the reach: firstly, it introduces the standardization and local adaptation, discusses the advantages and disadvantages of both by researchers. At the same time, untangle the relationship between international marketing strategy and marketing mix. Secondly, it is divided into macro and micro to collate and analyze the leading factors affecting international strategy. So that realise the cross-market fit of global marketing tactic. Finally, focus on the KPI. The indicators of financial return were selected as the review from the factors representing the intuitive development level of the company. The goal was to concentrate on the mutual feedback and adjustment between the standardization/adaptation and performance of multinational companies. Among them, the diversities between developed and emerging markets are interspersed in each link. As this difference is a trend that scholars have begun to notice in recent years. Although many existed bibliographies are revolved around particular multinational companies or regions to assessment, this paper will focus on the impact of practical research article review and evaluation. It would not involve in specific corporate and country.

Regional Dialect Diversity and Corporate Strategic Aggressiveness

As an important role of the regional culture, dialects have a significant influence on the corporate strategy. Diversity of dialects appears to move firms towards strategic radicalization by weakening the "hometown effect", enhancing innovation awareness, and increasing the diversification of business. Using A-share listed companies from 2006 to 2018 as sample, based on information from the annual financial statements, this paper argues that higher dialect diversity in the city where enterprise is located leads the corporate strategy to be more aggressive; and the mismatch between strategy and dialectal environment will have a negative effect on corporate performance. After a series of robustness tests and using instrumental variables to solve endogenous problems, the conclusions remain consistent. Further study indicates that the influence of dialect diversity on strategy is enhanced as managers' awareness of the dialectal environment increases, but is weaken if the enterprise is a state-owned enterprise or has larger scale. This research reveals the connection between dialect culture and corporate behavior form a strategic level, provides empirical evidence and enriches the literature for the traditional view of "culture influences strategy", and has significance on promoting the corporate strategic management practices.

Analysis of Enterprise Strategic Management Issues and Coping Strategies Based on Big Data Analysis

Corporate strategic management is an important management mode that affects the development of an enterprise. It plays a very important role in the development of corporate strategic management. In recent years, information technology has developed rapidly, data is frequently updated, and huge amounts of data are generated every day. Social development has entered the era of big data, which makes enterprises face more opportunities and challenges in formulating strategies and operating management. In order to enable enterprises to adapt to the development of the times and obtain healthy and sound development results. This article analyzes and summarizes the new characteristics of enterprise management in the context of big data, and applies big data analysis technology to the environmental analysis of enterprises, and points out the problems of strategic management of enterprises in the context of big data. This article aims at the current problems and proposes specific strategies after in-depth research, which provides a reference basis for strategic management of enterprises in the era of big data. It has certain practical significance and can help Chinese enterprises quickly adapt to the new environment.

A structure analysis of Chinese iron and steel industry based on Jingyou evaluation of performances of listed companies

With the value ideology of modern strategic management, a new industrial structure analysis method was proposed based on the Jingyou theory rather than the traditional competitive mechanism in this paper, and then it was carried out to apply it to the performance data of the listed companies in the first quarter of 2017 in order to explain the structural feature of Chinese iron and steel industry. Such analysis results as the distributive feature of enterprise groups in industry, the main developing mode of industry, the identification of benchmarks and partners will be helpful to the detailed explanation of structural feature of industry under the objective law of development of things and contribute to solve some important problems in the modern corporate strategic management practice.

Corporate Strategic Management

A sustentação do tema é uma das principais organizações, uma vez que a saúde é sustentável e alinhada com os indicadores sociais e ambientais para melhorar a imagem corporativa e a melhor vantagem competitiva. Por meio de componentes de Planejamento Estratégico de Negócios, contamos com as ferramentas de gerenciamento do Balanced Scorecard, é possível realizar as práticas do ambiente de produção com a implementação de metas e objetivos estratégicos, porém essa integração ainda não é traduzida como real meio ambiente e contraído pela atividade central da empresa dentro da perspectiva da sustentabilidade.Portanto, este estudo é baseado em uma estratégia de gestão baseada no Balanced Scorecard, que também considera os indicadores de desempenho de sustentabilidade, dentro da economia, dimensões sociais e ambientais, a fim de permitir que os gestores se desenvolvam e sigam a organização Planejamento Estratégico de Negócios e Gestão estática está funcionando no nível operacional de sustentabilidade desejável. Como metodologia, o estudo baseou-se em uma pesquisa qualitativa-quantitativa, exploratória e prescritiva. Como este é o seu método de estudo, as estatísticas e critérios hídricos, sob parâmetros qualitativos e quantitativos, são suas estratégias e metas em direção às operações para um desempenho de sustentabilidade satisfatório.o estudo baseou-se em pesquisa qualitativa-quantitativa, exploratória e prescritiva. Como este é o seu método de estudo, as estatísticas e critérios hídricos, sob parâmetros qualitativos e quantitativos, são suas estratégias e metas em direção às operações para um desempenho de sustentabilidade satisfatório. o estudo baseou-se em pesquisa qualitativa-quantitativa, exploratória e prescritiva. Como este é o seu método de estudo, as estatísticas e critérios hídricos, sob parâmetros qualitativos e quantitativos, são suas estratégias e metas em direção às operações para um desempenho de sustentabilidade satisfatório.

Integration of business intelligence with corporate strategic management

The traditional model of competitive intelligence and its operationalization inmost organizations appears to be inadequate to address the intelligence challenges arising fromthe speed of change in the environment, increasing data complexity, and growth of internationalactivities. To address this challenge, this article borrows concepts from open innovation,applying them to all CI activities. We are suggesting going beyond the traditional model of anin-house CI unit with activities largely conducted by the units personnel and moving towards across pollination approach whereby others in the firm contribute to all CI activities including,for example, the selection of key intelligence topics and being involved in analysis andeventually towards a full open intelligence model in which key stakeholders and externalexperts also assist the organization in all aspects of competitive intelligence activity. Inproposing a more open approach for intelligence, the authors recognize the concern that CIprofessionals will have regarding sharing intelligence and intelligence activities outside the CIunit and outside the organization. However, as pointed out in this article, organizations aroundthe world have been moving quickly towards an open innovation model generally concludingthat the benefits associated with opening up all elements of the innovation process, includingR&D, outweigh the risks of intellectual property loss.