Political conflicts and trade tensions affect entrepreneurial activities. This paper qualitatively evaluates the success factors of a B2B company’s marketing management strategies within the context of trade policy changes. Results indicate that a strong brand, personal ties to customers, retailers and competitors, and international manufacturing sites reduce the risk. Companies not only face the challenge of disruptive innovation caused by global digitalization activities. In addition, disruptions in the macro-environment are actually increasing. One example that impedes the growth of industrial activities is the current, still escalating, US-China trade war. Unusual forms of marketing coalitions and networks in trans-organizational systems are considered key constellations to ensure future company success (Achrol, 1991). What are the success factors for a B2B company’s marketing management strategies within the context of disruptive economic market and industry conditions, e.g., international trade policy changes?

Introduction and Rationale Research interest in the global and strategic marketing field has been stimulated significantly over the past two decades by the increasing globalization of economic systems and accelerating pace of competition worldwide. The establishment and development of global business operations involves international marketing strategy decisions that can bring substantial economic benefits for both national economies and individual companies. A large number of conceptual propositions and empirical works have examined how firms can derive sustainable competitive advantage from their global and strategic marketing activities and cross-border collaborations. The Special Session aims to uncover and debate on some important empirical, methodological, and theoretical research challenges within the broad domain of global marketing and strategy. Further, it sets to highlight emerging trends and concepts in the field to critically evaluate their potential impact on existing theory development and management practice. Emphasis will be placed on comparing contributions from leading international scholars to stimulate research synergy and collaboration. Specifically, the Special Session will provide a strong base for establishing, maintaining, and developing a dialogue among marketing academics who have interests in the global marketing and strategy phenomena. All panel members specialize in the topic and have published extensively in well-recognized academic journals. All contributors hold a highly international profile and are affiliated to different research institutions. The proposed topic cover important and timely issues in global and strategic marketing which are outlined below.

In the research of global marketing so far, research on the "arterial industry" that manufactures products and supplies them to the market is mainstream, and empirical studies of downstream automobile distribution service companies and automobile recycling companies are inadequate. Research on global marketing by automobile recycling companies is increasingly required due to the growing global environmental problems and the demand for providing inexpensive high quality mobility. In this research, we will clarify the trajectory of internationalization of small and medium-sized enterprises in automobile recycling by using case of KaihoSangyo Co. exporting used parts to 85 countries including Africa. This company is a global advanced company of automobile recycling with headquarters in Kanazawa. He received a variety of outside awards including SDGs business awards. KaohoSangyo's automobile recycling overseas development project is an effort to combine commercial success and sustainable development. The company has established a system to export second-hand used parts of used cars in Japan to developing countries, to visualize quality, to buy and sell. In addition, we are building a system that is beneficial and necessary for emerging countries, such as nurturing overseas buyers' talent, constructing second-hand parts procurement systems in Japan, building overseas second-hand car auction systems. As a result, shortage of mobility in developing countries has been resolved through realization of low price, realizing the reuse of used parts in Japan in emerging and developing countries.

Introduction The goal of the current research is to conduct a comparative analysis of marketing models of Russian and global companies localized in Russia. Our research experience confirms an existence of a significant difference in the implementation of market orientation and in marketing activities of global companies compared to the local ones. The focus of the present research lies in the development and support mechanisms of customer oriented organizational culture as well as the role of marketing in decision making processes on all managerial levels. Literature review The attitude of top management to marketing changes consistently both in the developed and emerging markets (Webster, 1992; Webster, Malter, & Ganesan, 2005; Yuldasheva & Pisareva, 2015). Modern marketing is increasingly a part of the managerial and decision making system. It is being integrated into the system of company management through a diffusion of marketing competencies (Webster et al, 2005) becoming a locus of integration and coordination of inter-functional processes in a service dominating business model (Vargo & Lush, 2004). Literature review makes it possible to highlight several most important directions of research that formed the basis for our comparative analysis of marketing models. Customer oriented culture (COC) The literature review allows differentiating between three approaches to the definition of customer orientation (CO): ⦁ CO as an element of market orientation (Narver & Slater, 1990; Kohli & Jaworski, 1990) and in some cases its synonym; ⦁ CO as behavioral aspect of sales or frontline personal (Saxe & Weitz, 1982). In this case an operational level of CO implementation is considered; ⦁ CO as an advanced level of organizational culture development that has been shaped under enhancing of marketing influence on the decision making processes in the companies on all managerial levels (Deshpande & Webster, 1989). Thus, CO can be considered as an organizational culture creating new values for the personnel and transforming all business processes in terms of customer centricity to achieve higher customer satisfaction, retention and loyalty. The research of COC should be conducted from the perspective of CO settings (values) and from the perspective of CO implementation. Marketing competencies and capabilities Dissemination of COC influences on the development of marketing capabilities and competencies in the organizational learning process which involves all departments and all managerial levels. In this context marketing capabilities can be understood as integrative processes whereby the collective knowledge, skills, and resources of a firm are applied to the market-related needs of the business (Day, 1994; Vorhies, 1998). As a result of repetitive actions, more or less sustainable patterns of behavior arise (Grant, 1991). These patterns determine the type of the customer oriented business models in which the marketing models is one of the sub elements reflecting the role and the status of marketing in decision making process. The previous research results (Webster, 1992; Webster et al, 2005; Wiersema, 2013) showed the evolutionary changes of marketing in corporations on three levels of management – corporate, business and operational (functional) (Hofer & Schendel, 1978). Taking into account these three strategy levels, Webster (1992) suggests to consider marketing as culture (on the corporate level), as strategy (on the strategic business unit level) and as tactics (on the functional level). In this research, we compare the changes in marketing models on the different managerial levels in Russian and global companies under the pressure of emerging COC. Theoretical model and research design We understand the marketing models as consisting of COC and a set of marketing competencies and capabilities on the different managerial levels. COC creates the values and the behavioral norms in the company which are transformed in the customer oriented business processes setting. COC has to bring not just CO values but CO business processes supported by the control and motivation system. In this context, COC establishment and implementation should be considered. COC establishment is based on the understanding of CO importance by top management. COC implementation leads to the dissemination of CO values and transforming them into CO behavior of personnel. That is why the measuring scales of market orientation (MARCOR: Kohli & Jaworski, 1993) and CO (MORTN: Deshpande & Farley, 1998; SOCO: Saxe & Weitz, 1982) include the statements about the regular using or the effective performance of CO business processes. To investigate the corporate marketing competence dispersion, we also use the concept of intangible marketing assets (Webster et al, 2005) (fig.1). Research goal and proposition The goal of this research is description and comparative analysis of marketing models of companies localized in Russia, which are shaped differntly under the influence of COC development. We suppose that dissemination of COC in the company changes the role and status of marketing in the managerial system as well as the level of its influence on decision making processes. Two groups of companies are compared: ⦁ large Russian companies possessing brands well-known in Russia; ⦁ global companies (their units) localized in Russia and possessing globally known brands. As this research is an exploratory one, a preliminary proposition was formulated: the process of marketing model changing in Russian and global companies proceeds in a different way. The typical level of COC development and marketing influence on decision making processes on all managerial levels in large Russian companies is lower than in the global companies localized in Russia. Sample This research is making use of the database of 40 semi-structured interviews with company managers (Trefilova, 2017; Yuldasheva & Pisareva, 2015). Out of these, 5 interviews with large Russian companies and 8 interviews with daughter companies of global corporations were selected. To increase the size of the sample of Russian companies, 5 interviews with managers were organized additionally. Thus, the total sample consisted of 18 interviews (10 Russian and 8 global companies) The interview guide consisted of six open questions. Data analysis and research results The primary analysis of interviews was conducted applying the techniques of content analysis and meanings compaction (Ilyin, 2006). The primary content analysis showed a significant differentiation between the respondents’ answers to all questions, especially inside the sub-set of Russian companies. The further analysis of the qualitative research data was carried out according to the grounded theory methodology applying the procedures of data conceptualization, concept categorization, identifying the category attributes and ways to measure them (Strauss & Corbin, 1990). The results of the comparative analysis of the marketing models of Russian and global companies allowed formulating several conclusions. The managers of Russian and global companies show different understanding of COC. The global companies promote service proposition and sustainable consumption models while Russian companies continue to sell products and try to keep quality and price on the competitive level. We labeled this phenomenon as “the fight between product and service dominant logic”. The gap between the declared CO values and their implementation in business processes in Russian companies is higher than in global ones. We connect it with lower quality of management in Russian companies as well as low level of market competition encountered by large companies. Global companies are aimed at supporting long-term brand value to a much higher extent than Russian companies. All business processes on the business and functional levels are subordinated to providing long-term brand value. Global companies are characterized by a stronger COC, which is supported not only by the service standards but also by the customer-centric motivation of the whole staff. Moreover, internal and HR branding carried out by the HR department are well developed in the global companies. It reveals a much more developed personnel management function than in the Russian companies. Up to now, it is believed in the Russian companies that customer centricity can be ensured just by the work of marketing and sales personnel. The research confirmed also the results received by Webster et al (2005) and Wiersema (2013) on the dispersion of marketing competencies on the business and corporate levels, on the growing importance of marketing performance measurement and on the growth of the marketing’s strategic role, especially for companies involved in innovations. As for the dominating marketing strategy, most informants use both attraction and retention strategies simultaneously. An interesting finding turned out to be that many informants differentiate between the models of product marketing and relationship marketing. The latter is understood as the interaction and value co-creation using a digital platform. Our research showed that on the functional level (marketing department level) the dominating share of companies develop competencies and capabilities in the sphere of marketing communication and customer involvement. Such marketing competencies as product management (including price management), customer relationship management or key account management have been transferred to the inter-functional (business) level. Channel management is carried out by the sales departments. The major finding is the confirmation of marketing knowledge equity formation in the most advanced companies (Yuldasheva, Pisareva & Khalikov, 2016). Marketing knowledge equity mostly consists of market and customer needs knowledge, ability to forecast market changes and customer reactions. Conclusion Thus, the proposition about the different ways of marketing model changing and a lower level of COC and lower influence of marketing in the decision making processes on all levels of the large Russian companies compared to the global companies is confirmed. However, a trend is apparent to enhance the strategic influence of marketing on the decision making processes in the large Russian companies. It requires the continuation of a longitudinal research. In whole, the comparative analysis of the Russian and global companies marketing models showed that in spite of the existence of some peculiarities mainly connected with the backwardness of Russian companies compared to foreign ones (particularly, there is a lower customer centricity and lower management quality), the Russian marketing replicates the development of the Western marketing, copying its models and practices.

The research is conducted to study how myth tourism story marketing can affect global tourist visiting intention. The exploratory result shows that people intention to visit a myth tourism destination is driven by the curiosity after hearing or reading the story. In several travellers’ forum, people tend to discuss about a place’s story such as in Bali. Meanwhile, interview with a local myth tourism community shows that there are several types of people who want to visit the places such as an adventure seeker, travellers who find it exciting to explore, and also the one who is curious with things related to myth. Therefore, this research aim to focus on West Java myth tourism story marketing as West Java is well- known as its mythical tourism sites spread across the province. As myth is inseparable from cultural symbol, this study also put cultural and psychographic factors into account and expect to see to what extent those factors influence the tourist visiting intention to West Java myth tourism sites. Lifestyle is one of the most common psychographic attributes. Gonzales and Bello (2002) also emphasized that lifestyle is a push-factor for tourists in choosing a destination as tourists seek the experience which can be related to their lifestyle. Loureiro (2014) pointed out that a myth story might not correspond to the actual facts but the originality is provided by the story-teller. In order for the tourist to choose a destination, hence good story-telling that would deliver the value is required. This statement conformed to Park and Njite (2010) who considered story as a form of marketing communication strategy. Furthermore, the story marketing which resonance with the customer values could lead to a purchasing behaviour. (Thomas, 2012). In relation to story marketing, the respondents are asked to select the destination they intent to visit before and after provided with the myth behind those destinations. This research is then analysed using multivariate analysis method, conjoint analysis and multiple linear regression to see which factors influence the tourist visiting intention the most. By understanding important factors influencing tourist visiting intention, it is expected that West Java myth tourism information sites may improve their ability to attract both foreign and domestic tourists through its myth story marketing.

Reviewing survey research published in the Journal of Fashion Marketing and Management during the years 2010 – 2014, we highlight two areas where theory testing in global and cross-cultural fashion marketing would benefit from improvement. In particular, cross-sectional, single-source research designs and alternative explanations threaten the internal validity of the literature. Our aim is to discuss how a series of well-established survey preparation techniques and post hoc tests can overcome these threats and strengthen the findings stemming from global and cross-cultural fashion marketing research. At the core of our recommendations are recent advances in common method variance testing and covariate analysis. We discuss how these prescriptions can be used to advance theories related to large-scale global and cross-cultural fashion marketing research efforts.

The purpose of this study was to analyze methods and contents of global Korean food marketing. In-depth interviews were conducted from July to October in 2010 using a qualitative research approach. Government agencies and restaurant companies emphasized well-being and healthy aspects as a Korean food identity. Regarding the marketing contents, government agencies commonly included standard loanword orthography and recipes. On the other hand, restaurant companies contained their own contents differentiated from other brands. Government agencies used CF, video, book and newspaper as communication channels but restaurant companies did not have systematic communication channels. Government agencies attempted to use holding, supporting and participating expositions as communication methods, whereas restaurant companies mainly used sales promotion and point-of-purchase as communication methods.

Global strategic marketing planning has become increasingly important with the advent of worldwide competition and the growing rapidity of change in the international marketplace. In this article, research and commentaries from the strategic management and international marketing planning literatures are synthesized into a model examining what factors influence global strategic marketing planning formality, and what direct and indirect benfits accrue from the process. Responses from 90 multinational corporations were subjected to a LISREL analysis and correlation analyses. Organizational climate, supply chain element, foreign regulations and competition were identified as key determinants of global strategic marketing planning formality. Considerable direct: and indirect benefits also accrue as planning formality increases.

The size of the global seed market and the volume of seed trading have rapidly increased in the 21st century where the total market size by 2012 was approximately 45 billion USD, of which 79% were field crops, 17% were vegetables and 4% were forage and turf. While the volume of the trade and the market as a whole expanded, the share of the market also changed as the top 9 largest seed companies controlled 62% of the market in 2012 as opposed to just 17% in 1996. As for the regional status of the market size, North America and Asia-Pacific regions had 69% of the total market worth in 2014. The changes in the seed market led to various adjustments in the seed trading regulations where the protective behaviors of major players affected the entire market. Asia Seed Co., Ltd. is a vegetable seed company founded in 1992 and is thriving each year in exporting new hybrid vegetable seeds to clients around the world. As a second mover to the saturated market that is dominated by a few companies with large shares, the company has set up four major strategies to compete in the global market. First and the most important strategy is to increase investment in R&D portion and strengthen it. In most types of businesses, investing in R&D is the key to success. Especially in the vegetable seed industry, the competitiveness of a company is decided by the variety of its seeds that result from the R&D department. The second strategy is the localization and incorporation of the company. Globally, vegetable crops vary while the domestic Korean varieties are not even known in other countries. To overcome this problem, it is important to open branches and subsidiaries to enter the market with local types of varieties that will appeal to customers and farmers. In relationship to R&D investment, Asia Seed Co., Ltd. has already set up a breeding system in India and keep expanding to other nations as well. The third strategy is to develop new materials for both the niche market and new possibilities. The last strategy is to have manpower training system that is required in all other industries. In order to assess the performance of our hybrid seeds, trained managers will need to travel and visit plots to acquire the results of trial and offer instructions when they are not satisfactory. Moreover, it is essential for collecting genetic materials from around the globe in order to develop better hybrids for the future of the company. Seed exporting, while difficult, can be a charming and lucrative business. With enthusiasm in dealing with challenges and opportunities, I will contribute more ideas and know-hows on how the company deals with those choices and possibilities.