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?

Over the last decades, the global luxury business has become dominated by large conglomerates. Backed by the financial power of their parent companies, formerly small and often family-owned brands have expanded their presence around the globe. They have established themselves in some of the most expensive shopping districts, acquired illustrious testimonials, and sponsored prestigious events. Almost overwhelmed by the omnipresence of luxury, consumers are said to have begun looking for the “genuine” and “unique,” favoring smaller, less homogenized and more intimate luxury brands not necessarily known to the larger public. This study thus looks beyond the well-known players in the luxury market and explores the differentiating strategies used by independent niche luxury companies. It aims to identify factors contributing to their success in a global market otherwise dominated by ever-growing luxury giants.

Biopesticides are pesticdide derived from natural materials such as animals, plants, bacteria, and certain minerals. Microorganism such as a bacterium, virus, fungus, or microscopic nematode worms can be used in agricultural practices to control of elimate pests that can inflict damage to a plant. Agents used as biopesticides include parasites, predators, fungi, bacteria and viruses. They are being recommended and used as components of IPM programs in the production of high-value specialty crops such as fruit, nut, vegetable, vine, ornamental, and turf crops. The global pesticide market is growing at a 15.8% for the period of 2012 to 2017. Synthetic insecticide use is projected to continue to decline, particularly with the increased use of GM seeds. GM crops are competiong with biopesticides due to disease and pest resistance and complementing for production of chemical residue free crops. Biopesticedes represent a strong growth area in the global pesticide market. Low registration cost and time for development of new active ingredient are major growth drives for the biopesticides market. Bacterial biopesticides control over 70% of microbial biopesticdes market share. Bacillus thuringiensis (Bt) is the most popular bioinsecticide worldwide. The global market for botanical biopesticide is estimated to grow at a CAGR of 14% and semio-chemicals is expected to grow at a CAGR of 16.1% from 2012 to 2017. The global microbial biopesticides market was valued at $862 million in 2011 and is expected to reach $2,606 million by 2017. Global biopesticides market is dominated by bioinsecticides with around 46% share in 2011.

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.