Product policy and adaptation in international marketsCh

Product policy and adaptation in international markets
Chapter 9
1
Learning objectives
Explain the different approaches to creating product offerings.
Discuss various market-related differences in international
markets.
Describe the characteristics of a product.
Engage with the company considerations in offering a product
in the international marketplace.
Evaluate strategies to combat against counterfeiting.
2
Product variables
Tangible and intangible
The core product: the main benefit?
Augmented features:
Differentiation
Positioning
Augmented product i.e. installation, delivery and warranty

Core (or generic) product –solves the problem
core benefit consumers are seeking (car – transport, food to feel
full / satiated)
Actual product – the buyer’s most basic expectations
differences between sellers start to appear at this level
i- quality level, features, styling, brand name, packaging
Augmented product – a bundle of benefits that the buyer may
not expect – adds value
differentiates the market offering from its competitors
may not always be wanted by price-sensitive consumers.
Augmented product; for example, installation, delivery and
warranty
3
4
Standardisation versus adaptation
Four basic alternative approaches to product modifications:
no change
modify for different countries or regions
design new products for foreign markets
incorporate all the differences into one product and introduce it
globally

5
Factors affecting adaptation
The market(s) that have been targeted
The products and its characteristics
Company characteristics (resources and policy)
The majority of the products have to be modified for the
international marketplace
Mandatory versus discretionary adaption
6
Factors affecting
product-adaptation decisions
7
Other factors affecting adaptation
Assessment as a function of time and market involvement
Export learning leads to greater standardisation
8
Ikea – standardises most of its products

International marketing, Czinkota et al. Asia Pacific Edition
IKEA is an example of a firm that standardizes most of its
products but leaving some decisions to local managers. Almost
90% of the product line is identical across many different
countries. However, IKEA modifies some furniture offerings to
suit tastes in individual countries. An overall, standardized
marketing plan is centrally developed at the firm’s
headquarters in Sweden,
but is implemented with local adjustments. Management
decentralizes some decision-making to local store managers
(i.e., product displays, advertising in local language).
Source: Cavusgil. International Business. Pearson
9
Whirlpool standardizes most of its products
12-10
10
Factors affecting adaptation
Standardisation results in production and marketing cost
savings.
Other approaches include building adaptation around a
standardised core.

11
Platform – example
12
time

Platform B
Platform
Product
Development
Derivatives

Research and
Technology
Development
Platform A –
i.e., Car model
12
Considerations in the
international market
Government regulations:
political and social agendas
the single most important factor contributing to product
adaptation
Non-tariff barriers:
product standards
testing or approval procedures
subsidies for local products
bureaucratic red tape
ISO standards
13
Customer characteristics, expectations and preferences

Local behaviours
Tastes
Attitudes
Traditions
Consumption patterns
Psychosocial characteristics
General cultural criteria
Positioning:
consumer perception of a brand relative to competitors’ brands
reflect the differing lifestyles across markets
.
14
Customer expectations and preferences vary enormously in
relation to food
Campbell’s soup – Malaysia versus Australia
Mars bar – too sweet for some tastes
.
Cultural and psychological factors affecting product adaption

16
17
The market environment
Economic development:
buyers buy and demand more sophisticated products and product
versions
backward innovation
Competitive offerings:
monitor competitors’ product features
determine what has to be done to meet and beat them
Climate and geography:
can make products vulnerable to damage (e.g. chocolate)
trade-off between shelf life and preservatives
18
Product characteristics:
product & brand constituents
Product: food ingredients must be sensitive to local market:

ingredients in violation of legal requirements, religious norms
or social customs; for example, McDonald’s in India
Brand: one of the most easily standardised items in the product
offering
Trade mark and counterfeiting
Establishment of worldwide brands is difficult
Government might require brand name changes
Brand - name, term, symbol, sign or design used by a firm to
differentiate its offerings from those of its competitors
Trademark’ refers to the legally protected part of the brand,
indicated by the symbol
19
Global brand: a brand that is marketed, and recognized, in most
parts of the world.
However, problems may arise with some brand names in foreign
markets and can be resolved through:
translation
transliteration
transparency
transculture
Product characteristics: branding

20
Product characteristics: packaging
Protection
Promotion – labelling, aesthetics
User convenience
21
Product characteristics: packaging
Government requirements for labelling: language requirements;
information and description
Name must match contents
Packaging technology development
Environmentally-friendly packaging
Package aesthetics, such as colours and shapes
Package size
Consumer perception:
brand identification
feature reinforcement
Sachets – meet customers needs but are thrown away, no waste
collection/infrastructure, plastic problem
Huge waste in developing world – due to use of small sachets
(affordable – very low incomes BoP pyramid markets)
22

SMALL RETAIL PACKS ARE ESSENTIAL
Chinese Consumers – desire packaging of fresh produce
23
Company considerations
What are our capabilities?
What is the level of adaptation needed to accommodate various
market-related differences between domestic and international
markets?
Is it worth it?
Can we afford not to do it?
Can a specific ROI be attained?
What are the quality, price and user perceptions?
What should the warranty cover?
Do we have the managerial talent?
24
Company considerations: method of operation or usage
Voltage, power plugs and sockets vary

Metric standard
Local language
25
Company considerations: quality
Cannot compete on price alone
Technical advantage
R&D investment
Compliance with ISO 9000 may be required
Huawei
Samsung is a South Korean multinational conglomerate
headquartered in Seoul.
26
Product characteristics: service
Repair arrangements
Servicing
Warranties
27

Product characteristics:
country-of-origin effects
‘Made in (country)’
Built-in positive or negative stereotype of product quality
Influences perceptions of a product
Promotional tool:
product must match country’s image
If CoO is negative, firms can change the name!
28
Country-of-origin effects
Italy’s finest coffee – promoting the country’s positive
attributes.
29
Product Counterfeiting
30/27

30
Intellectual property violations:
trademark
patented invention
copyrighted work
Billions lost every year
Hardest hit are innovative, fast-growing industries (software,
pharmaceuticals and entertainment)
Intellectual Property
What is vulnerable?
Brand names, logos, design, packaging
Consequences:
Lost sales. Loss of brand equity. Price drops
Strategic options for fighting IPP violations:
Secure IPP rights and mask works
Enforce rights through: legislative action; bilateral and
multilateral negotiations; joint private-sector action
individual company measures: product policy – make it difficult
to copy the product, engage in NPD; communicate with
customers; remain vigilant and be proactive - perform online
searches.
31
Lobby the government
Take legal action
Customs officers – can search travellers and seize fake goods.
Measures to combat counterfeiting

In advanced economies, intellectual property is usually
protected within established legal systems and methods of
recourse. A firm can initiate legal action against someone who
infringes on its intellectual assets and will usually achieve a
satisfactory remedy. Advanced economies have taken the lead in
signing treaties that support international protection of
intellectual property. TRIPS: a comprehensive international
treaty that lays out remedies, dispute-resolution procedures, and
enforcements to protect intellectual property.
The European Patent Convention (EPC) is a treaty that
established a single, unified patent examination system for the
European countries. An applicant now files his application at
the European Patent Office (EPO) in Munich or The Hague.
This means a single European patent valid in all EU member
states.
TRIPS requires member states to provide strong protection for
intellectual property rights. For example, under TRIPS:
Copyright terms must extend at least 50 years, unless based on
the life of the author. (Art. 12 and 14)[3][not in citation given]
Copyright must be granted automatically, and not based upon
any "formality," such as registrations, as specified in the Berne
Convention. (Art. 9)
Computer programs must be regarded as "literary works" under
copyright law and receive the same terms of protection.
Patents must be granted for "inventions" in all "fields of
technology" provided they meet all other patentability
requirements (although exceptions for certain public interests
are allowed (Art. 27.2 and 27.3)[4] and must be enforceable for
at least 20 years (Art 33).
Exceptions to exclusive rights must be limited, provided that a
normal exploitation of the work (Art. 13) and normal
exploitation of the patent (Art 30) is not in conflict.

Many of the TRIPS provisions on copyright were copied from
the Berne Convention for the Protection of Literary and Artistic
Works and many of its trademark and patent provisions were
modeled on the Paris Convention for the Protection of Industrial
Property. The WTO created the Agreement on Trade Related
Aspects of Intellectual Property Rights (TRIPS).
http://www.wipo.int/patentscope/en/patents_faq.html#protection
32
Summary
By now, you should be able to:
Explain the different approaches to creating product offerings.
Discuss various market-related differences in international
markets.
Describe the characteristics of a product.
Engage with the company considerations in offering a product
in the international marketplace.
Evaluate strategies to combat against counterfeiting.
33
Subject Outline
Subject Name
International Marketing in the Global Village
Subject Code
BX3082
Credit Points
3

Study Period
SP 52, 53 2021
Study Mode
Internal
Campus
Singapore
Discipline Convenor/Subject Lecturer /Division/College
Dr Malobi Mukherjee
Division of Tropical Environments & Societies
College of Business, Law & Governance
We acknowledge the Traditional Owners of the lands and waters
where our University is located and actively seek to contribute
and support the JCU Reconciliation Statement, which
exemplifies respect for Australian Aboriginal and Torres Strait
cultures, heritage, knowledge and the valuing of justice and
equity for all Australians.
© Copyright2021
This publication is covered by copyright regulations. Apart
from any fair dealing for the purpose of private study, research,
criticism, or review as permitted under the Copyright Act, no
part may be reproduced by any process or placed in computer
memory without written permission.
Pre-requisites
{BU1108 OR BU2108 OR BU1008 OR BU2208 OR BU1908
OR BU1808 AND 18 cp of subjects]
Subject Outline preparation
This Subject Outline has been prepared by [Dr Malobi

Mukherjee] for the College of Business, Law & Governance,
Division of Tropical Environments & Society, James Cook
University. Updated [19th June, 2021].
Q1. This subject is offered across more than one campus and/or
mode and/or study period within the one calendar year.
Yes ☒
No ☐
Q2. If yes (Q1), the design of all offerings of this subject
ensure the same learning outcomes and assessment types and
weightings.
Yes ☒
No ☐
Q3. If no (Q2), [Type here] has authorised any variations, in
terms of equivalence.
Subject Outline peer reviewer
Name
[Dr. K. Thirumaran]
Position
[Academic Head, Business, Singapore Campus]
Date reviewed
[8th November 2021]
Teaching Staff contact details
Teaching team
Staff member
Room
Phone
Email
Consultation times*
Discipline Convenor
Dr Malobi Mukherjee
C3-06
+65 6709 3763
[email protected]

By appointment
Lecturer
Dr Malobi Mukherjee
-do-
-do-
-do-
-do-
Tutor 1
Valentino Ortega
Tutor 2
Rayan Daniyal
[email protected]
By appointment
Learning Advisors
The Learning Centre
JCU Library
Online contact form
Visit Learning Advice Desk – JCU Library
Business Online
Harry Klass
JCU Campus
67093756
[email protected]
By Appointment
Associate Dean, Learning & Teaching
Caroline Wang
C3-06
+65 6709 3722
[email protected]

By appointment onlu
*Other consultation times by appointment only.
Student Support
The Student Support Officers (SSO) provides private and
confidential, personalised support to first year students. SSOs
provide advice, advocacy and referrals to University services.
They work with students to help them achieve their educational
goals, and to succeed at university by offering timely
information and support when it's needed.
Make an appointment with your SSO by contacting Rachel or
Natasha.
Business Online responds to requests for assistance with all
learning technology and associated issues. Support is provided
for LearnJCU, Pebble Pad, Blackboard Collaborate, recording
presentations, Respondus LockDown Browser and Monitor,
online exams, and other learning technologies. Help and
Support is available please contact: [email protected]
For more student support services and related information look
in the Support Folder menu item on all LearnJCU subject sites.
Contents
1 Subject at a glance 5
1.1 Student participation requirements 5
1.2 Key dates 6
2 Subject details 6
2.1 Subject description 6
2.2 Subject learning outcomes and course learning outcomes 6
2.3 Learning and teaching in this subject 7
2.4 Student feedback on subject and teaching 7
2.5 resources and special requirements 8
3 Assessment details 8
3.1 Requirements for successful completion of subject 8
3.2 Feedback on student learning 9
3.3 Assessment items 9
4 Submission and return of assessment 14

4.1 Submission of assessment 14
4.2 Late submissions 14
4.3 Special Consideration (including deferrals and extensions)
14
4.4 Declaration of Assessment 14
4.5 Return of assessment and feedback 14
4.6 Review of assessment 15
5 Subject calendar 16
6 Rubrics 18
Subject at a glanceStudent participation requirements
The JCU Learning, Teaching and Assessment Procedure (2.1.2d)
indicates a typical student workload for a three (3) credit point
subject requires a 130 hour work load of study related
activities, including attendance, assessment and self-directed
study over the duration of the subject with equivalency across
all modes of delivery.
Note that attendance at specified classes will be a mandatory
requirement for satisfactory completion of some subjects
(Learning, Teaching and Assessment Procedures, 3.1.8e); and
that additional hours may be required per week for those
students in need of English language, numeracy or other
learning support.
Key subject activities
Time
Day and date
Room/Location
Online Lectures via BB Collaborate (2 hours per week)
View pre-recorded-lecture content on LearnJCU prior to
attending online lectures
Online/Fac e to face Tutorials (2 hours per week)

Refer to JCU Timetable 2021
For information regarding class registration, visit the Class
Registration Schedule.
Key dates
Insert assessment methods in the table below. Consider early
low-stakes / low-weight assessment to provide students with
feedback.
Key dates
Date
Census date
See 2021 Study Period and Census Dates
Last date to withdraw without academic penalty
See 2021 Study Period and Census Dates
Assessment item 1: [Oral Presentation] [15%]
Due [During tutorials ] Week 4
Assessment item 2: [Research Report] [40 %]
Due [Friday 31st December at 6pm] Week 7
Assessment item 3: [Project Plan] [ 45%]
Due [Friday 21st January at 6pm] Week 10
Subject detailsSubject description
This subject focuses on the role of international marketing in
creating and delivering value for customers around the world. It
examines the political, legal, cultural and economic risks and
opportunities posed by a rapidly evolving international
marketing landscape. It encompasses cross-country marketing
research; global brand management; segmentation scenarios;
market entry strategies such as contract manufacturing,
franchising and joint ventures; marketing communications,
personal selling, ethics, and negotiation across cultures; and,
international pricing issues such as counter-trade and transfer

pricing, logistics, and the mechanics of export marketing. This
subject links leading-edge research, marketing models and
frameworks to both global and local organisations by using case
studies, examples, and readings. This subject provides students
with the opportunity to demonstrate 'work-ready' skills
appropriate to a career path in international marketing
management.Subject learning outcomes and course learning
outcomes
Students who successfully complete this subject will be able to:
examine and describe the key drivers, risks and opportunities
influencing global and international marketing practices;
apply marketing skills and knowledge to recommend innovative
marketing strategies and programs for an international
organisation
These outcomes will contribute to your overall achievement of
course learning outcomes. Your course learning outcomes can
be located in the entry for your course in the electronic JCU
Course and Subject Handbook 2021 (click on ‘Course
Information’ bar/ select ‘Undergraduate Courses’ or
‘Postgraduate Courses’/ select relevant course/ scroll down to
‘Academic Requirements for Course Completion’, ‘Course
learning outcomes’).
Learning and teaching in this subject
This subject is based an active and immersive learning
approach.
Learning Activity
Internal students
External students
Lecture content recordings
3 x 15 minute desktop recordings of lecture content per week
will be uploaded to the LearnJCU site
●
●

Interactive online lectures
Weekly workshops will be facilitated. The workshop is a
merging of lectures and tutorials and will include learning
activities, group discussions etc.
●
·
Online/face to face tutorial sessions
Online collaborate sessions are an opportunity for lecturers to
present content to external students and expand on any gaps in
student knowledge.
·
●
Student learning materials
Materials available on LearnJCU including textbook, readings,
learning activities, case studies etc.
●
●
Student Consultation
1 hour consultation session. Lecturer available to meet via
appointment
●
●
Some learning and teaching activities may be recorded for this
subject. Personal Information in the form of images and audio
may be collected by JCU during the recording. This Personal
Information may appear as part of the recording which is
accessible to students and staff in this subject on Learn JCU

Student feedback on subject and teaching
As part of our commitment at JCU to improving the quality of
our courses and teaching, we regularly seek feedback on your
learning experiences. Student feedback informs evaluation of
subject and teaching strengths and areas that may need
refinement or change. YourJCU Subject and Teaching Surveys
provide a formal and confidential method for you to provide
feedback about your subjects and the staff members teaching
within them. These surveys are available to all students through
LearnJCU. You will receive an email invitation when the survey
opens. We value your feedback and ask that you provide
constructive feedback about your learning experiences for each
of your subjects, in accordance with responsibilities outlined in
the Student Code of Conduct. Refrain from providing personal
feedback on topics that do not affect your learning experiences.
Malicious comments about staff are deemed unacceptable by the
University.
In response to previous student feedback and other data, the
following enhancements to this subject have been made:
· Word count for assignments rather than page numbers.
Subject resources and special requirements
All subject readings and resources, including journal articles,
book chapters, websites, videos, print and eTextbooks, are
available to view online from your Readings list via your
LearnJCU subject site. Textbooks are listed in your Readings
list, including links to library holdings. The JCU Library has
limited print copies of prescribed textbooks for two-day loan,
and options for viewing available eTextbooks online.
Additionally, you can find the most appropriate library subject
resources, including dedicated discipline-specific Library
Guides, relevant databases and access to library services and
staff through the Your Library tool, in your LearnJCU subject
site.
The main textbook is as follows:
International Marketing (2018) by Michael Czinkota, Ilkka

Ronkainen, Catherine Sutton-Brady, and Nicole Stegemann.
This book is published by Cengage Learning, Australia and the
latest edition is the Asia-Pacific Edition (4th) edition.
This textbook is only availablein eBook format.
You can purchase the ebook, along with Mindtap (which refers
to the publisher’s online learning platform and additional
resources such as quizzes) directly from Cengage, the
publisher’s site:
https://cengage.com.au/product/division/university/title/mindtap
-for-czinkotas-international-marketing/isbn/9780170414036
If you wish to use an earlier textbook / print edition, see the
2014 textbook International Marketing, 3rd Asia-Pacific Edition
by the same authors: Michael Czinkotata, Ilkka Ronkainen,
Catherine Sutton-Brady, Tim Beal and Nicole Stegemann.
Recommended reading includes titles such as:
Global Marketing by Svend Hollensen, Pearson Publishers.This
is the 8th edition, published in 2019.
Masaaki Kotabe, Al Marshall, Sween Hoon Ang, Kathleen
Griffiths, Ranjit Voola, Robin Roberts, Kristiaan Helsen (2014).
International Marketing. This is the 4th Asia Pacific Edition,
published by John Wiley & Sons Australia.
Global Marketing and Advertising: Understanding Cultural
Paradoxes by Marieke de Mooij, published in 2018.
Global marketing strategy: an executive digest by B.
Schlegelmilch and published in 2016.
The library has several textbooks on brand management that
offer authoritative guidance on building global brands in a
rapidly evolving modern marketplace, such as:
Kellogg on Branding in a Hyper-Connected World by Alice M
Tybout and Tim Calkings (eds). Published by Wiley in 2019.
Beyond Advertising: Creating Value Through All Customer
Touchpoints by Catharine Findiesen Hays and Yoram Wind.
Published by John Wiley & Sons in 2016.
Digital book chapters, contemporary journal articles and
textbooks are listed in the JCU (Talis) readings list.

Assessment detailsRequirements for successful completion of
subject
In order to pass this subject, you must:
Achieve an overall percentage of 50% or more
Demonstrate a reasonable attempt on all assessment items.
Students who have completed less than 100% of the assessment
will be subject to review by the College Assessment Committee
which could result in an ‘X’ grade (Fail).
Students who have completed less than 80% of assessment
requirements will receive an ‘X’ grade (Fail)
Demonstrate regular attendance and engagement with the
content of this subject in accordance with student participation
requirements as outlined above, including but not limited to any
mandatory face to face attendance or online session
participatory attendance.
Note that the bullet points above represent the JCU minimum
passing requirement.
Assessment items and final grades will be reviewed through
moderation processes (Learning, Teaching and Assessment
Procedure, 3.6). It is important to be aware that assessment
results “must always undergo final ratification for each study
period. No single grade or mark represents a final result in a
subject” (Learning, Teaching and Assessment Procedure,
3.7.4.).
Final results for this subject will be ungraded as described in
the Student Results Policy.
Assessment in this subject may involve the use of Respondus
with camera surveillance or webcams. Respondus can record an
assessment attempt, and that recording will be used for the
investigation of cheating or any other conduct which may
contravene JCU Policies and Procedures. Footage will
only be accessed by persons authorised by the University
to do so and may be shared with internal or external

investigators. The footage constitutes personal information and
will be stored and accessed in accordance with JCU’s
Information Privacy Policy.
Feedback on student learning
Students will receive feedback in various forms throughout the
term which will include:
Informal: worked examples, such as verbal feedback in class
discussions
Formal: in writing, such as checklists (e.g. criteria sheets /
rubrics) and written commentary (embedded comments in
assignments via Grade Centre)
Direct: to individual students or the whole class, either in
verbal form or through email, announcements and discussion
forums on the subject site.Assessment items
ASSESSMENT ITEM 1: [Oral Presentation]
Aligned subject learning outcomes
SLO1: examine and describe the key drivers, risks and
opportunities influencing global and international marketing
practices;.
Course learning outcomes
CLO1: Demonstrate essential knowledge and innovative
thinking necessary for a careers in ever changing business and
not-for-profit environments
CLO 7: Convey information and ideas through effective
communication skills appropriate to diverse audiences
Group or individual
Individual
Length
Five minute (5) oral presentation
Weighting
15%
Due date
During Online/Face to Face Tutorials in Week 4/.
A schedule of presentations will be developed by the lecturer

and posted up to the assessment section of the learnjcu subject
site; one presentation per student and each student will have
time to absorb the learning and present after the topic has been
covered. Presentation slide (s) MUST be uploaded to the
assessment drop box before, the presentation takes place.
Speaker notes are not required.
ASSESSMENT ITEM 1: DESCRIPTION
Scenario for oral presentation:
“You are working as a marketing intern for an export-oriented,
food service business. It has a website and a store. You are
approached by a consumer from a culture that is different to
your own. What personal experience, if any, do you have of
cross-cultural encounters – either from living, working,
studying or holidaying overseas? How is your culture different
from that of the customer’s culture? What cultural clashes could
arise? What cultural factors should you be aware of as an
international marketer and how might culture influence the
service encounter?”
In your presentation, you are expected to draw on personal
reflection and cultural frameworks and theories, such as the
cultural universals framework covered in the textbook;
Hofstede’s cultural values framework, or Edward Hall’s high
context/low context cultural framework. Consider the verbal and
non-verbal communication factors that might influence the
service encounter.
Instructions:
1. Prepare a presentation. The content and structure of the
presentation will vary depending the cultural framework or
theoretical approach you have selected, but in general, every
presentation has an introduction, middle and conclusion.
2. The presentation will be stopped if you go over time. Be
prepared to answer a question from the lecturer or your peers.
3. Upload the presentation slides to the assessment section of

the subject site on Blackboard Ultra on the day of, but before,
your presentation.
4. You are encouraged to dress in ‘business casual’ clothing (or
perhaps in costume if the nature of your presentation requires
it).
5. The order of the presentations will be decided by the lecturer
and a schedule will be uploaded to the assessment section of
learnjcu before the presentations are run.
6. You have creative control in deciding the style / look of your
presentation (eg. Powerpoint slide, Prezi, Glogster, handout,
video link, etc.).
7. Reading directly from notes or laptops during the
presentation and failing to make eye contact with the audience,
will lead to a reduction of marks (F2F presentations onl y).
8. Use the APA (American Psychological Association) style for
in-text citations and referencing. The reference list can be
placed in the last slide.
Instructions for doing an online presentation through
Blackboard Collaborate
Every externally enrolled student is expected to present in
synchronous mode, through a live Blackboard
Collaborate/tutorial session. This experience will ensure that
you are prepared for the shift to virtual meetings and
presentations, and can also answer any questions or provide
clarification on any points you raise.
1. Blackboard Collaborate is a simple, convenient, and reliable
web conferencing solution built for education and training. You
need internet access (Broadband internet speed recommended) a
web browser (Chrome recommended). Headphones/headsets are
recommended since they block out background noises and have
an inbuilt microphone. However desktop computers generally
have good microphones too, so headsets are not compulsory.
2. Under the ‘Online Tutorial Sessions’ of this subject site,
there is a video explaining the Blackboard Collaborate Platform.
A guide to accessing online lectures and tutorials is also

available from JCU:
https://www.jcu.edu.au/learn/guides/accessing-lectures-and-
tutorials-online
3. Student LearnJCU Help Guides are available online. See:
https://www.jcu.edu.au/learn/guides
4. Students are advised to email the slides, in pdf form, to the
lecturer, at least one hour before the presentation, if you wish
the lecturer to upload the slides on your behalf. This means that
the slides for all presenters per session can be (a) uploaded by
the lecturer before the Blackboard Collaborate session, and not
during the session, which saves time, and (b) easily shared with
the class. The pdf document should have your name on the file
for ease of retrieval.
5. As the presenter, you attend the session and talk about your
topic. You need to check your audio and video settings after
joining the Blackboard Collaborate session.
6. Externally enrolled students are encourage d to share their
camera briefly during the introduction and then turn it off to
avoid connectivitiy issues that may arise when using Blackboard
Ultra.
7. To avoid technical glitches, do not attempt to play video,
since the frame-rate may become distorted. However, you can
share a link in the chat box for people to watch later, or include
the link in the file to be uploaded to the assessment dropbox on
the subject site. Avoid using animations in your slides, restrict
the number of slides (<5), and convert Powerpoints to PDFs.
PDFs will make it easier for the lecturer/presenter to upload the
slides as they are smaller than Powerpoint presentations.
Furthermore, multiple presentations in a session can be
uploaded as long as the total file size is less than 125 MB.
8. If technical issues arise on the day, i.e., bad connection, the
presentation will either be (a) rescheduled or (b) you will be
asked to do a pre-recording, Powerpoint with audio, and upload
the file (slides with audio) to the assessment dropbox.
9. Please email any technical questions you may have (i.e.,
uploading files, using the Apple platform, using Blackboard

Collaborate etc.) to Business Online ([email protected]) or the
IT helpdesk and not your lecturer.
10. You will be given moderator status. Instructions for
lecturers/moderators are available from JCU and the link here
covers the full features of Blackboard Collaborate. See:
https://www.jcu.edu.au/learn/staff-news/webinar-communicate-
with-collaborate
Useful Information:
Practice and rehearse timing.
Ensure a good balance between written and visual content.
Do not read verbatim from your notes or the slides.
Pay attention to design. Check spelling, grammar, punctuation.
Thinks of creative ways to involve the audience.
ASSESSMENT ITEM 2: [RESEARCH REPORT – Market
Analysis for an SME]
SLO1: examine and describe the key drivers, risks and
opportunities influencing global and international marketing
practices;
Course learning outcimes
CLO6: Apply critical thinking and problem-solving strategies in
disruptive domestic and global business contexts
CLO9: Evaluate and apply ethical, sustainable and social
responsibility in professional practice and decision making
Group or individual
Individual
Weighting
40%
Word count: 2,500 words, excluding appendices and references.

Due date
[Friday 31st December at 6pm] Week 7
Aim: The aim of this assessment is to critically evaluate the
environmental factors (political-legal, economic and cultural)
influencing international marketing planning. You are assuming
the role of a consultant who is asked to prepare a briefing
document for the owner-manger of an enterprise.
Instructions:
1. Select a small to medium sized enterprise (SME) based in
Australia or Singapore and one (1) foreign market. A list of
SMEs and markets will be made available on learnjcu and you
must select an option from this list (see the assessment section
of the subject site).
2. Definitions of SMEs vary. For taxation purposes, the
Australian Taxation Office defines a small business as one that
has annual revenue turnover (excluding GST) of less than $10
million. The Australian Bureau of Statistics (ABS) definitions
are different, with a micro-business employing between 0-4
persons; a small business, between 5-19 persons; a medium
business, between 20 and 199 persons; and a large business
employing 200 or more persons.There are three main criteria to
be considered an SME in Singapore. 1) Be registered and
operate in Singapore. (2) Have a minimum of 30 per cent local
shareholding (3) Company’s Group annual sales turnover should
be not more than S$100 million OR Company’s Group
employment size should be no more than 200 workers.
3. In your selection consider the competitive advantages
enjoyed by the foreign economies the company wishes to enter.
The overseas market does not have to be completely new to the
organisation, i.e., the organisation you pick may have a
presence the country you wish to explore in your academic
assignment. You are still free to select it, and if it is a large
market, then you may be able to target a different region,

province or even city.
4. You should use the same SME and foreign market for the two
assessments since the second one builds on the analysis
conducted for the first assessment.
5. Prepare a report. Use credible, peer-reviewed sources of
information (textbooks, academic journal articles, newspapers,
marketing reports, data from Government bodies), with a
minimum of five (5) references. Ensure the report is structured
and includes headings and sub-headings.
Report outline
The report format should adhere to professional, report writing
conventions, with:
· Executive summary
· Table of contents
· Introduction
· Company profile: a company profile should capture the scope
of its operations - what it does; why it exists (i.e., its vision or
mission statement if available), give some indication of its
performance to date in the marketplace and reason for
international marketing expansion.
· Cross-country analysis: political-legal; economic and cultural.
· Market potential analysis (growth rate, key trends, strength of
competition)
· Market entry strategy (i.e. entry mode recommended, such as
exporting, franchising, strategic alliance, etc.).
· Recommendation: go/no go decision; entry or delayed entry.
Include a weighted score model.
· References
· Appendices.
A weighted scoring model
Include a table proposing a simple, weighted score for each of
key variables, political-legal, economic and cultural. A
weighted scoring model (or a weighted scorecard) is a technique

used for weighing certain decisions. Create a table listing
variables in one column. Make a value judgement as to which
variable will carry the most weight. Assign a weight (out of
100%) to each variable. Then score the selected country on each
of these variables to calculate the total score. This will help you
recommend a go/no go decision. See assessment section of
subject site for an example and refer to this link for template
ideas
https://www.google.com/search?rlz=1C1CHBD_en&q=Weighted
+scoring+model+template&sa=X&ved=2ahUKEwi488zDw6PxA
hVVKysKHfiMAewQ1QIwGHoECBYQAQ&biw=1745&bih=88
1
References
Use the APA (American Psychological Association) style of
referencing. A minimum of five (5) academic references are
required. Only work cited in the text should be included in the
reference list. Personal communication should be cited, but
should not be included in the list of references. Do not use a
string of citations. Each reference should be characterised
individually in the report and it should be clear to the reader
that the citation/reference used is relevant and used correctly.
Referencing guides for APA, 7th edition. See:
https://libguides.jcu.edu.au/apa/socialmedia
https://libguides.jcu.edu.au/apa
Useful Information:
Allow time to rewrite and proof-read the work and do a spell-
check and a grammar-check.
Always keep back-up copies of your work.
Use 1.5 line spacing, justified text, margins: 2.5 cm; typeface:
any type, 10-12 size, and number pages in the report.
An executive summary and table of contents isrequired.
The executive summary is not an introduction and should be a
concise but complete summary of the entire report.
Ensure a student name/number is on the assignment.
Please refrain from using the “cut and paste” shortcut, where

figures and tables are directly copied from textbooks, the
lecture slides, blogs, etc, since the material is subject to
copyright protection, and copied items are generally difficult to
read and are not suitable for a professionally written report.
Adapt/recreate useful items from scratch, citing the source of
the data.
Use headings and subheadings in the report.
When using tables or figures, refer to the item by number: ‘…
as shown in Figure 1.’ Each visual must be numbered and titled,
and placed close to the paragraph where it is first referenced.
ASSESSMENT ITEM 3: [Project Plan – ENTRY PLAN FOR
AN SME]
SLO2: apply marketing skills and knowledge to recommend
innovative marketing strategies and programs for an
international organisation.
Course learning outcimes
CLO6: Apply critical thinking and problem-solving strategies in
disruptive domestic and global business contexts
CLO9: Evaluate and apply ethical, sustainable and social
responsibility in professional practice and decision making
Group or individual
Individual
Weighting
45%
Word count: 2,500 words, excluding appendices and references.
Due date
[Friday 21st January at 6pm] Week 10

Aim: the aim of this assessment is to propose and justify an
international marketing mix strategy to meet the needs of non-
domestic consumers in an export/foreign market.
Instructions:
Develop an international marketing mix strategy for the SME
and foreign market customers, previously selected for
assessment 2.
Prepare a report. Use credible, peer-reviewed sources of
information (textbooks, academic journal articles, newspapers,
marketing reports, data from Government bodies), with a
minimum of five (5) references.
Ensure the report is structured using headings and sub-
headings. The report format should adhere to professional,
report writing conventions, with:
· Executive summary
· Table of contents
· Introduction
· International product strategy (i.e., quality level, features,
product line or mix, brand logo, third party certifications,
language of the product package, ingredients, design, use of
colour, adaptation of product)
· International pricing strategy (i.e., considering the impact of
local sales taxes, tariff barriers, inflation, currency fluctuations
on pricing)
· International distribution strategy (i.e., channels of
distributon, logistics)
· International marketing communications (i.e., convincing
people to buy the product; advertising, social media marketing,
sales promotion, adaptation according to local rules and
regulations or cultural norms, country of-origin effect)
· The services marketing mix (i.e., cross cultural training of
personnel, adaptation of processes or physical cues if
applicable, level of customer service or after sales service)
· References
· Appendices.

Appendices: provide visual evidence of anything related to the
international marketing of the product/service/brand you have
selected (eg., screen capture from a website, product shot,
advertising collateral, social media post, newspaper article, post
by an influencer, breaking news item, etc.).
Keep a portfolio of advertising collateral during the term and
place key materials in the appendices.
Tips
See tips given for the first assessment.
Do a Google search and visit Export Awards - Australian Export
Awards (https://www.exportawards.gov.au/) for information on
why certain companies succeeded, or examine Australian
advertising agencies (i.e., Ogilvy, the Monkeys, etc.) to get
ideas on marketing communications and success stories in
foreign markets.
Submission and return of assessmentSubmission of assessment
All assessments (i.e., reports, presentation slides) must be
uploaded to the relevant assessment item section of the
LearnJCU subject site. Ensure your name is on the assessment.
Assessments must be submitted on the due date specified in this
subject outline.
Safe Assign is used to check for plagiarism and you can check
your work before submitting the final assessments to the digital
dropboxes for marking. Multiple copies can be uploaded.
If you have trouble submitting large files, then read the “how -
to-guides” on learnjcu or contact Business Online
([email protected]) for technical assistance. Late submissions
Note that the Learning, Teaching and Assessment Procedure
(3.1.8d) outlines a uniform formula of penalties imposed for
submission of an assessment item after the due date. This
formula is 5% of the total possible marks for the assessment
item per day including part-days, weekends, and public
holidays. If submitted after 20 days, the assessment item thus
would be awarded 0 marks (i.e. 5% x 20 = 100% of total
possible marks in penalties). For assessment items weighted 0%,
and submitted after 10 days a DNS grade is awarded.

If due to extenutating circumstances you are unable to submit
an assessment by the due date, email your lecturer prior to the
due date and request an extension, include your justification for
seeking an extension.Special Consideration (including deferrals
and extensions)
JCU’s Special Consideration Procedure encourages students to
access equity measures if they are affected by extenuating
circumstances while undertaking the subject. All students must
make themselves available for assessments and examinations at
the scheduled times and will not be granted an extension or a
deferral for an assessment item due to previously scheduled
commitments such as weddings or holidays. Declaration of
Assessment
Students are required to lodge all non-examination items of
assessment with the Assessment Declaration available through
LearnJCU. The Assessment Declaration contains statements
relating to academic integrity under the Coursework Academic
Integrity Policy and Procedures. All instances of academic
misconduct are treated very seriously by the University and
students may be severely penalised for committing any form of
academic misconduct. Return of assessment and feedback
Outline procedures for the return of student work and provision
of feedback.
The requirements for an assessment’s return date, time and
manner will be determined by the Subject Coordinator in line
with the JCU Learning, Teaching and Assessment Procedure.
Feedback will be given, and students can discuss their
assessment with the marker as per clause 3.5 of the Learning,
Teaching and Assessment Procedures. Students will be informed
of their grade for every component of assessment in the subject
under clause 3.5.1 and 3.5.2 of the Learning Teaching and
Assessment Procedures.
Review of assessment
Students can seek a review of individual assessment pieces
through the process contained in clause 3.8 of the Learning,

Teaching and Assessment Procedures.
Students can seek a review of the final subject result through
the process contained in the Review and Appeal of a Final
Subject Result Procedure.
Please see the Current Students webpage for links to all student
resources and support services to optimise your academic and
personal success.
Please see the Learn Student Guide webpage for general advice
on plagiarism, referencing and examinations. Here, you can also
access individual and group assessment task cover sheets.
Page 3 of 24Subject calendar
Week beginning
Lectures: Tuesdays from 1.00-2.50pm
Topics
Preparation/Readings
Tutorial Activity
Relationship to assessment
8-11-2021
1
Topic 1: Introduction to International Marketing
Topic 1b: Building the Knoweldge Bas
Reading of textbook, chapter 1
Review subject outline and assessment deadlines.
NO TUTORIAL
15-11-2021
2
Topic 5: The Cultural Environment
Reading of textbook chapter 5
Topic: The cultural environment. Case Study assigned in Learn

JCU tutorial folder.
Breifing on Assessment 1
Supports Assessment 1, 2, 3
22-11-2021
3
Topic 2: The Economic Environment.
Topic 3: Trade Institutions and Trade Policy.
Reading of textbook, chapter 2 and chapter 3.
Assessment 1: Oral presentations
Supports Assessment 2, 3,
29-12-2021
4
Topic 4: The Political and Legal Environment
Assessment 1 : Oral presentations
Supports Assessment 2, 3
6-12-2021
5
Topic 6: Building the Knowledge Base: International Marketing
Research
Topic 7: Foreign Market Entry
Reading of textbook chapter 6 and chapter 7
Assessment 1: Oral presentations
Briefing on Assessment 2
Supports Assessment 1, 2, 3

20-12-2021
6
Topic 8: Global Distribution and Logistics
Reading of textbook chapter 8 and chapter 9
Topic: The Economic Environment, Trade Institutions and
Trade Policy. Case study assigned in Learn JCU tutorial folder
27-1-2022
7
Topic 9: Product Policy and Adaptation in International
Markets.
Topic 10: Product and Brand Management in International
Markets
Reading of textbook chapter 10 and chapter 11.
Topic: The political and legal environment. Case study assigned
in Learn JCU tutorial folder
3-1-2022
8
Topic 11: Services Marketing and the Digital Age.
Reading of textbook, chapter 11
Topic: Product and Brand Management & Global Distribution
and Logistics – Case Study assigned in Learn JCu tutorial folder
Services Marketing and eCommerce
Briefing on Assessment 3
Supports Assessment 3
10-1-2022

9
Topic 12: International Marketing Communications
Topic 13: Global eCommerce and Social Networks
Reading of textbook chapter 13 and 14.
Topic: Services Marketing and the Digital Age /International
Marketing Communications and Social Networks – Case Study
assigned in Learn JCU tutorial folder
Supports Assessment 3
17-1-2022
10
Topic 14: Pricing in International Markets.
Summary
Topic: Pricing in International Markets - Case sudy assigned in
Learn JCU tutorial folder
Supports
Assessment 3
REVISION/EXAM
24TH JANUARY 2022 – 31ST JANURARY 2022 –
REVISION/RECESS
1ST FEBRURY 2022 – 4TH FEBRUARY 2022 – PUBLIC
HOLIDAY
7TH FEBRUARY 2022 – 18TH FEBRUARY 2022 – EXAM
PERIOD
RUBRICS
Assessment Task 1: Rubric for Oral Presentation
Criteria
High distinction
85-100%

Distinction
75-84
Credit
65-74%
Pass
50 to 64%
Fail
0 to 49%
Theory Integration & Application
Explain, integrate and applyrelevant international marketing
theory / concepts to address questions in a particular cultural
context using international marketing terminology.
Marks: 20
SLO1,
CLO 1, 7
The correct theories and concepts are explained, integrated and
applied to the questions in an insightful manner. Answers are
comprehensive. Demonstrates understanding and critical
application of international marketing related terminology.
The correct theories and concepts are explained, integrated and
applied to the questions. Answers are comprehensive.
Demonstrates understanding and critical application of
international marketing related terminology.
The main theories and concepts are adequately explained,
integrated and applied as required to address questions.
Answers are concise with good elaboration. Use of subject
terms in an appropriate manner.
As a minimum, the main theories and concepts are introduced
but limited integration and application to address questions is
evident. Answers are sufficient, with limited elaboration in
context. Some use of subject terms.
The main theories and concepts were not adequately identified
and applied to address questions. Answers are insufficient, with
no elaboration in context. Limited use of subject terminology.
Organisation of Content

Clear, concise & logical flow; captivating sequence to engage
audience; synergy to the overall presentation.
Marks: 5
SLO1,
CLO 1, 7
Demonstrates the ability to develop and organise content in a
logical and captivating sequence to engage the audience.
Efficient and effective delivery in the allotted time.
Demonstrates the ability to develop and organise content in a
logical sequence. Efficient and effective delivery in the allotted
time.
Demonstrates an ability to develop and organise content in a
manner which the audience can follow. Delivery in the allotted
time.
Demonstrates a basic ability to develop and organise content in
a mostly logical sequence which the audience can mostly
follow. Delivery is adequate, but went overtime and/or some
sections were rushed to deliver information in allotted time.
Demonstrates limited ability to develop and organise content
resulting in audience having difficulty following the sequence
of information. Poor delivery, went overtime and/or rushed to
deliver some information in allotted time.
Visual Aids/ Support Materials
Visual aids relevant, clear, uses good design principles;
supports presentation; free from grammatical errors & content
referenced.
Marks: 20
SLO1,
CLO 1, 7
Demonstrates creative use of visual aids, based on sound
design principles (successful balance between written /visual),
that supports the presentation.
Demonstrates effective use of visual aids, based on sound
design principles (successful balance between written /visual),
that supports the presentation.
Demonstrates some use of visual aids based on basic design

principles (easy to read; appropriate amount of text), that assists
the presentation. Several language errors.
Demonstrates limited use of visual aids that assists the
presentation. Some spelling or grammatical errors.
Demonstrates little or no use of visual aids, using very basic
design principles (not easy to read; too much text), that rarely
supports the presentation and has several spelling and
grammatical errors.
APA referencing
Weight: 5
SLO 1, CLO 1, 7
Accurate & complete APA referencing.
Accurate & complete APA referencing. Minimal errors.
Some APA referencing errors.
Several APA referencing errors.
No APA referencing or numerous errors.
Presentation Delivery – Verbal & Non-Verbal
Professional business delivery; including – audience interaction
(for F2F presentations), voice projection, speaking pace,
pronunciation. High level of eye contact (for F2F presentations)
and presented in a confident, engaging & enthusiastic manner;
appropriate attire & demeanour (for F2F presentations).
Marks: 50% SLO1, CLO 1, 7
Demonstrates an ability to deliver a professional presentation
that generates and maintains a high level of engagement with
the audience using persuasive verbal and/or non-verbal cues.
Professional attire and demeanour.
that generates a high level of engagement with the audience
using persuasive verbal and/or non-verbal cues. Professional
attire and demeanour.
that mostly generates engagement with the audience using
verbal and/or non-verbal cues. Professional attire and
demeanour.

Demonstrates a basic ability to deliver a presentation that
generates some engagement with the audience using basic
verbal and/or non-verbal cues. Attire and demeanour is
satisfactory.
Demonstrates a limited ability to deliver a presentation, reads
verbatim from notes, and the presentation is lacking in audience
engagement and the use of verbal and/or non-verbal cues are
below an acceptable standard. Attire and demeanour is not of a
professional standard.
TOTAL
Assessment Task 2: Rubric for Research Report (Market
Analysis for an SME)
Criteria
High Distinction 85-100%
Distinction 75-84%
Credit 65-74%
Pass 50 to 64%
Fail 0 to 49%
Executive summary
Weight: 5%
SLO 1
CLO 1, 6, 9
The executive summary contains innovative ideas; is expressed
with clarity; is comprehensive but also concise, and leaves a
strong impact on reader.
The executive summary has some innovative ideas, is expressed
with clarity; is comprehensive but also concise, and leaves an
impact on reader.

Executive summary is clear, concise and is a sound synopsis of
report.
Executive summary is generally clear and concise, with some
attempt to provide a synopsis of report.
Weak or no executive summary, lacks clarity, little or no
synthesis of information, or summary of the research conducted.
Understanding and analysis of market entry mode
Weight: 20%
SLO 1
CLO 1, 6, 9
The main theories and concepts are explained very well;
integrated and critically analysed, and applied to the chosen
organisation.
The main theories and concepts are explained well; integrated
and critically analysed, and applied to the chosen organisation.
The main theories and concepts are explained, integrated and
applied to the chosen organisation.
The main theories and concepts are introduced but with limited
integration and application to the chosen organisation.
The main theories and concepts were not adequately introduced,
explained and applied to the chosen organisation.
Organisational profile and market potential analysis
Weight: 20%
SLO 1
CLO 1, 6, 9
In-depth analysis. Synthesis of information from relevant and
quality sources. Insightful and effective evaluation of the
organisation and market potential
Synthesis of information from relevant, high quality sources.
Effective evaluation of the organisation and market potential.
Synthesis of information from relevant sources. Sound
evaluation of the organisation and market potential analysis.
Basic synthesis of information from relevant sources. Basic
evaluation of the organisation and market potential analysis.
Limited or no synthesis of information. Limited or inaccurate

analysis of the organisation and market potential analysis.
Environmental analysis: political, legal, economic, cultural and
recommendation
Weight: 30%
SLO 1
CLO, 1, 6, 9
Demonstrates insightful analysis that links logically to the
organisation and to broader international marketing theory.
Go/no go decision is justified exceptionally well,
Analysis links logically to the organisation and to broader
international marketing theory.
Go/no go decision is justified very well.
Produces an analysis that links to the organisation and has links
to broader international marketing theory.
Go/no go decision is justified
Applies rudimentary thinking and analysis has some links to
broader international marketing theory, although inaccuracies
are evident.
Go/no go decision is somewhat justified
Analysis is weak and provides limited applicability to the
organisation and it not linked to broader international marketing
theory.
Go/no go decision is poorly/ not justified
Report Writing Style and Presentation
Weight: 10%
SLO 1.
CLO 1, 6, 9
Demonstrates creative application of style and conventions
particular to a professional report (including presentation,
structure, style of writing, use of tables).
Uses language that conveys meaning to readers with eloquence,
clarity and minimal errors.
Demonstrates very good application of style & conventions

Uses language that conveys meaning to readers with clarity and
minimal errors.
Demonstrates sound application of style & conventions
particular to a professional report (including appropriate
presentation, structure, style, use of tables).
Uses language that conveys meaning to readers with clarity, but
with some errors.
Demonstrates basic application of style & conventions
Uses language that generally conveys meaning to readers,
although writing may include several errors (such as spelling
mistakes or grammatical errors).
Demonstrates little or no evidence of suitable style &
conventions particular to a professional report (including
Language used is not clear/ does not convey meaning to readers.
It contains frequent grammatical errors.
Research Evidence
Weight: 10%
SLO 1
CLO 1, 6,9
Draws upon relevant, reliable and current evidence from a wide
range of sources.
Resources are fully exploited and highly integrated into the
analysis in an original manner.
Draws upon relevant, reliable and current evidence from a range
of sources.
Resources are exploited very well and integrated very well into
the analysis
Draws upon relevant, current and reliable evidence.
Resources are exploited and integrated into the analysis
Basic use of relevant research evidence to support ideas; limited
sources used.

Resources are somewhat exploited and integrated into the
analysis in a basic manner
Key ideas are not supported with relevant research evidence,
limited or no sources used.
Resources are poorly exploited and poorly integrated into the
analysis
APA style of referencing.
Weight: 5%
SLO1
CLO 1,6,9
Accurate and complete APA referencing.
Accurate and complete APA referencing, minimal errors.
Generally accurate APA referencing, some errors
Not in APA referencing format or numerous errors.
Assessment Task 3: Rubric for Project Plan (Entry Plan for an
SME)
Criteria
High Distinction 85-100%
Distinction 75-84%
Credit 65-74%
Pass 50 to 64%
Fail 0 to 49%
Executive summary
Weight: 10%
SLO2
CLOS 1, 6, 9
The executive summary contains innovative ideas; is expressed
with clarity; is comprehensive but also concise, and leaves a

strong impact on reader.
The executive summary has some innovative ideas, is expressed
with clarity; is comprehensive but also concise, and leaves an
impact on reader.
Executive summary is clear, concise and is a sound synopsis of
report.
Executive summary is generally clear and concise, with some
attempt to provide a synopsis of report.
Weak or no executive summary, lacks clarity, little or no
synthesis of information, or summary of the research conducted.
International Marketing Plan
Weight: 65%
SLO 2
CLO, 1, 6, 9
Demonstrates insightful, creative, well-justified and logical
marketing plan options that link logically to the organisation
and to broader international marketing theory.
International marketing plan options are creative and justified,
link logically to the organisation and to broader international
marketing theory.
Produces marketing plan options, that link logically to the
organisation and have some links to broader international
marketing theory.
Applies rudimentary thinking to recommend options for the
organisation; some links to broader international marketing
theory, although inaccuracies are evident.
Failed to identify relevant options, or options provide limited
applicability to the organisation and are not accurately linked to
broader international marketing theory.
Report Writing Style and Presentation
Weight: 10%
SLO2
CLO 1, 6, 9
Demonstrates creative application of style and conventions

Uses language that conveys meaning to readers with eloquence,
clarity and minimal errors.
Demonstrates very good application of style & conventions
Uses language that conveys meaning to readers with clarity and
minimal errors.
Demonstrates sound application of style & conventions
Uses language that conveys meaning to readers with clarity, but
with some errors.
Demonstrates basic application of style & conventions
Uses language that generally conveys meaning to readers,
although writing may include several errors (such as spelling
mistakes or grammatical errors).
Demonstrates little or no evidence of suitable style &
conventions particular to a professional report (including
Language used is not clear/ does not convey meaning to readers.
It contains frequent grammatical errors.
Research Evidence
Weight: 10%
SLO 2
CLO 1 ,6,9
Draws upon relevant, reliable and current evidence from a wide
range of sources.
Resources are fully exploited and highly integrated into the
analysis in an original manner.
Draws upon relevant, reliable and current evidence from a range
of sources.
Resources are exploited very well and integrated very well into
the analysis

Draws upon relevant, current and reliable evidence.
Resources are exploited and integrated into the analysis
Basic use of relevant research evidence to support ideas; limited
sources used.
Resources are somethat exploited and integrated into the
analysis in a basic manner
Key ideas are not supported with relevant research evidence,
limited or no sources used.
Resources are poorly exploited and poorly integrated into the
analysis
APA style of referencing.
Weight: 5%
SLO 2
CLO 1,6,9
Accurate and complete APA referencing.
Accurate and complete APA referencing, minimal errors.
Generally accurate APA referencing, some errors
Not in APA referencing format or numerous errors.
BX3082 – International Marketing
ASSESSMENT TASK 2 JAMES COOK UNIVERSITY

INDIVIDUAL TASK COVER SHEET
Students
Please sign, date and attach cover sheet to front of assessment
task for all hard copy submissions
SUBJECT CODE
BX3082
STUDENT FAMILY NAME
Student Given Name
JCU Student Number
Nannuru Jayram
Deekshith
1
3
8
5
2
2
0
6
ASSESSMENT TITLE
REPORT (MARKET ENTRY AND INTERNATIONAL
MARKETING)
DUE DATE
28/09/2020
LECTURER NAME
Dr Malobi Mukherjee
TUTOR NAME
Dr Malobi Mukherjee
Student Declaration
1. This assignment is our original work and no part has been
copied/ reproduced from any other person’s work or from any
other source, except where acknowledgement has been made
(see Learning, Teaching and Assessment Policy 5.1).

2. This work has not been submitted for any other
course/subject (see Learning, Teaching and Assessment Policy
5.9).
3. This assignment has not been written for us.
4. We hold a copy of this assignment and can produce a copy if
requested.
5. This work may be used for the purposes of moderation and
identifying plagiarism.
6. We give permission for a copy of this marked assignment to
be retained by the College for benchmarking and course review
and accreditation purposes.
Learning, Teaching and Assessment Policy5.1. A student who
submits work containing plagiarised material for assessment
will be subject to the provisions of the Student Academic
Misconduct Requirements.
Note definition of plagiarism and self plagiarism in Learning,
Teaching and Assessment Policy:
Plagiarism: reproduction without acknowledgement of another
person’s words, work or expressed thoughts from any source.
The definition of words, works and thoughts includes such
representations as diagrams, drawings, sketches, pictures,
objects, text, lecture hand-outs, artistic works and other such
expressions of ideas, but hereafter the term ‘work’ is used to
embrace all of these. Plagiarism comprises not only direct
copying of aspects of another person’s work but also the
reproduction, even if slightly rewritten or adapted, of someone
else’s ideas. In both cases, someone else’s work is presented as
the student’s own. Under the Australian Copyright Act 1968 a
copyright owner can take legal action in the courts against a
party who has infringed their copyright.
Self Plagiarism: the use of one’s own previously assessed
material being resubmitted without acknowledgement or citing
of the original.
Student signature(s)
………NJ Deekshith……………… Submission date:

28/09/2020
Executive summary
This marketing report Identifies the areas to investigate
when Expanding Café Coffee Day to Turkish Market. Analysis
on the impacts of cultural factor while planning to expand to
Islamic countries is very necessary, along with the knowledge
of the local market, consumer behavior on new entrants,
marketing plans and roles of the major competitors in the
market. The key findings are that Turkish people. Mode of entry
is a valuable strategy by licensing Franchise with one of the
most popular companies in the Arabic nations. With a great
heritage, Turkey has a long-established coffee culture that has
been rooted in many areas of Turkish society. Using the hybrid
strategy of standardize and localize accordingly, can introduce a
new concept of Indian tastes bites, western beverages presenting
in Turkish tradition.
IntroductionCafé Coffee Day
Café Coffee Day (CCD) is one of India’s most popular youth
enterprises. This company primarily owns café chain outlets and
in the recent period it involved in producing retail sales of
coffee beans and powers for household consumption and other
eateries. CCD has generated a whopping revenue of S$744
Million in the period of March 2019.
CCD was urged to deliver a world-class coffee experience to the
outside world, As CCD is planning to enter the Turkish market.

Below report provides in-depth analysis on Introducing CCD in
turkey. This marketing study offers a summary of the company's
information, analyses of cultural environment in the Turkish
market, describes the target consumer and a key business
competitor. In addition, it suggests a mode of market entry,
defines the intended international marketing goals and explains
the components of the relevant marketing mix for Cafe Coffee
Day.
CCD First Outlet in Bangalore, India.
Audit and critical analysis
It is important to consider the whole laws of trade etiquette
and unique practices of each cultural community while creating
commercial ties, seeking partners for commercial and growing
private industries on the terries of another country. It should be
recalled that the presence of Islam, although not expressed
recently, is embodied in many aspects of the Turkish company’s
culture, and has a profound cultural significance. Turkey has
long been a democratic country with a European way of doing
business.
It is a very commonly discussed issue that culture has a

profound influence on the business world, especially in Turkey.
Wealth and schooling are the two important determinants in the
social class. You need at least a university degree to be
admitted into an urban educated class. Wealthy business owners
are accepted as very high-ranking, key administrators in the
government and other high-level authorities. The middle class
in urban areas is a mix of civil servants, small to medium-sized
business owners, professional employees, for the most part, are
university students. This community of people is more geared
towards Turkish culture. The more westernized you are, the
more modern and high-class you are in Turkey. They cannot
find a long-term career; some workers just depend on the
season. That because a small proportion of the population of
urban areas of the lower class has a graduation from high
school. Turkish workers are indeed traditional. The difference
in opinions in these subjects leads to the extreme disagreement
between religions and sexual issues. These are very sensitive
subjects and one must be familiar with and understand the
details. Humour is well appreciated in turkey. But one should
know that they may end up with a different impression if they
do not know about local humour.
Coffee has played an important role in Turkish culture
and environment since the days of the Ottoman Empire when the
denizens of the empire were the world's biggest coffee
consumers, and now very known for their Turkish coffee. In
Turkey, women are supposed to know how to make coffee and
often their skills are tested. This would help to measure how
good the women are. The coffee culture in Turkey was so rich
that even households had special rooms to socialize with coffee.
It is evident that at least in the 21st century that coffee culture
has been brought forward, this will contributor to succeed in
Turkey. The consumer characteristics that contributed to the
growth of CCD in India vary greatly. Indian history and culture
have been significantly different from Turkey. CCD was thus
the first coffee chain with India in a friendly sit-down
environment similar to the cafes in Italy. This is one feature of

the CCD which has drawn customers and contributed to
becoming a large MNC. Another popular factor of growth is the
geographic segmentation. About three-quarters of Turkey's
population live in metropolitan regions. A substantial part of
the population lives in or around the city of Istanbul.
Organisational Profile
About The organisation
Cafe Coffee day operated by Amalgamated Bean Coffee
Trading Company Limited (ABCTCL) are familiar to everyone
and today are very popular in all parts of India. The first outlet
ever opened by CCD was in the brigade road, which is in the
heart of Bangalore, India. In 1996, BG Siddhartha’s (founder)
strategy was to link technology and coffee, to grab the market’s
attention and placing the first few outlet in a socially frequented
area. influenced by the founder of the Tchibo, Germany’s most
significant coffee brand. Mr. Siddhartha had been inspired and
introduced a new vision to the world of coffee. With a similar
concept he carried out a project that he was able make it to the
billion-dollar field, cup by cup. It is because of his dream to
offer diverse coffee products at reasonable prices to people all
around the world. The firm has over 20,000 acres of its own
agricultural land and is one of the largest Arabica bean
producers in Asia, and exports to the Middle East, Europe, and
Japan. CCD is the largest coffee chain with over 1700 outlets,
48,000+ coffee vending machines and 500+ Express Kiosks in
India. Currently, this organisation holds various coffee
divisions: Café Coffee Day Outlets, CoffeeDay Beverages,
CoffeeDay Exports, Internationally Cafés, The square, Caffe
Coffee Day Value Express and Coffee Day fresh & ground. The
organisation is also aiming to reach the international market by
the establishment of more numbers of retail coffee shops
worldwide. The first step was 15 years ago, the launch of the
first outlet in Vienna Austria in the international café market.
RANGE OF PRODUCTS
A broad variety of products, mostly appealing to Indian

lovers of coffee and snack, are sold by the café day. the
products, whether it is food or coffee, have a determined Indian
flavour. most eatables are adopted for Indian taste buds. List of
some of the recommended products currently served at CCD
Outlets:
Variety of Products
Hot Coffees
Espresso – Cappuccino - Café Mocha - Irish Coffee
Granitas
Pineapple Crush - Blood Orange - Cool Blood
Melting Moments
Banana n’ Walnut Cake - Cookies - Chocolate Cake
International Coffee
Colombian Juan Valdez - Ethiopian Qahwah - Kenyan Safari
Smoothies
Mango Colada - Strawberry Colada
Ice-Creams
Vanilla - Chocolate - Season Best
Cold Coffee
Cold Sparkle - Brandied Banana - Iced Eskimo
Quick Bites
Samosa - Pizza - Wrap - Sandwiches - Burgers
Cool Refreshers
Fruit Juice - Mineral Water
Teas
Assam Tea - Masala Chai - Kashmiri Qahwah
The scale of serving each product is measured for the
value of money but not just for quantity, the average serving
size is detailed in the table below:
Product Size
Quantity
Hot Coffee
210 ML
Cold Coffee

350 ML
Smoothies
350 ML
Granitas
350 ML
The Edibles at CCD are catered from various vendors, for
example, Samosa’s by Patsiers Gallery, Ice Creams are by
Cream Bell & Amul, Milk form Amul as well. As CCD aims to
maintain a good quality of beverages served, edibles are mostly
outsourced. Quality control has been at the top priority, even
though the food is not solely made by CCD, it is the duty of the
food control team to maintain a good procedure from the point
of outsourcing till storing it well before consumption.
Target Market
Cafés offer a variety of items to its customers. Customers
usually select and connect to certain cafés for many reasons,
like their interests, social life, circumstances, and motivation.
The main requirements of an ideal café are firstly, hygienic
environment, comfortable seating, bright lighting, good scent,
and mainly good locality. The concept of the café is also
important for customers who need it to be convenient. Ideally
seated by or close to a wall, with great exterior views. Extra
space outdoors for a smoking area, and customers accompanied
by dogs.
Usually, cafés are a hangout spot for customers in the
age group of 15 to 30-year-olds. Customers who visit CCD in
India are served with the best coffee by polite and
knowledgeable workers who are uplifting and energizing the
atmosphere. 52% of them are students, 25% fall under the
teenage category, 37% fall in the age group between 20 to 24
and another 24% between the age group of 25 to 29, 14% fall
under the age group 31 to 45. It is reported that 18% of the
customers visit the cafés daily and 44% visit each week.
At the time of launch in Turkey, the targeted demographic
market will be the higher and middle-class income society,

since these two groups are more driven and/or go for discounted
goods. CCD will always reflect on customer preferences and
shares its coffee specialty with customers. Out of the population
of eighty-two million as of 2019, 25 per cent of people were
under the age of 15 and only 9 per cent were over the age of 65.
The primary target demographic will be between 18 and 30
years of young professionals. The CCD policy will also involves
positioning its stores in picky neighborhoods, underground main
entrances, and commercial centers. CCD will also seek to
market coffee and tea items through other networks, including
restaurants, hotels, colleges and universities and other offices,
in addition to sales through its company-operated retail stores
and authorized retail operations. The stated aim of CCD is to
become the leading retailer and coffee brand in each of its
target markets and to accomplish this objective through the
continued rapid growth of retail locations owned by the
company.
Competitor analysis
Gloria Jean's Coffee, which entered the Turkish market in
1999 and has 60 cafes in 8 cities, is known to be one of the
main CCD competitors in Turkey. Gloria Jeans's started as a
small coffee and gift shop in Chicago and they are considered
the co-leaders of the Turkish market. They have about 1000
stores around the world serving 8.5 million visitors per day,
located in 40 + countries. The organization re-launched
its growth strategy after the economic recession in 2001, which
was to aim for a strong position and high brand recognition by
opening retail branches in successful places in a controlled
manner. The ambitions were to extend to other big cities to keep
up with the market for the long term. In addition, to improve
revenue and lower costs, the organization aimed to acquire
strategic alliances for store specific operations. To promote the
take-away concept, which reduces overall costs, they had to
continue to differentiate between competitors by opening
smaller stores and kiosks.
Gloria Jeans' service process, is by serving their customers

at the table instead of a self-service method that applies to the
Turkish market, would be the key difference between Gloria
Jeans and CCD.
STRENGTH
· Brand recognition
· Brand Positioning
· Product Differentiation
WEAKNESS
· Not up to date brewing machine
· Lesser varieties than competitors
· Strict Franchisee Criteria
OPPORTUNITY
· High spending power
· Culture
· Product Uniqueness
THREAT
· Obesity levels increase
· High threats of new entrants
· Coffee prices may keep rising
SWOT analysis for Gloria Jean Coffee:
Market Entry
CCD's market entry strategy into Turkey will be planned
through licensing franchising. CCD can successfully capture a
significant market share due to the strategic partnership with
conglomerate Alshaya Group. A Leading trading partner and
licensee, they operate with more than 3,500 stores in seven
various industries (Fashion & footwear, Health & beauty, food,
organic, Pharmacy, Home furnishing and leisure &
entertainment), and managing over 500,000 employees under the
group. It is recognized as the leading and most influential
retailing franchises in the region. Through this partnership can
access to vast regional expertise and local market knowledge.
CCD in Turkey will be a new entrant to the market, as such, to
face competitors it needs to hit the ground running. It should

carefully analysis competitor to be sustainable in the market.
This was facilitated by the partnership with an expert in the
local market and their choice of savvy young, western-educated
employees.
The business will rely on the local partner's experience
for its licensing activities. The partners selected are often the
most influential players on the industry, with in-depth market
experience, including access to appropriate retail locations. This
strategy can be quick and easy to enter a foreign market, with
less restriction over border and tariff barriers. There are
potential chances for a large Return on investment, there is also
the risk to be considered while looking into this strategy, the
franchiser will have a low level of control over the activities in
the market, might lose on intellectual properties, also poor
quality management can cause poor brand reputation. Therefore,
a franchise partnership with a well-reputed organization has
high chances of gaining success in the new market like turkey.
International Matketing objectivesMarketing Mix ProductThe
organization has an ongoing phase of product innovation aimed
at delivering new products to attract new consumers and
maintain its current consumers, mainly because the company
needs to create a diverse population of consumers to the market.
The product marketing blend also includes modified products,
food and other merchandise that are specifically chosen and
crafted to suit the needs and desires of its Turkish target
customers. CCD will continue to innovate its product range to
increase its market share in the food and beverage industry. In
the purpose of growing its product range and its market share,
the company can incorporate or change its product lines. For,
example CCD also draws attention of non-coffee consumers
with innovative products like Frappuccino. The organisation has
creative specialists working to ensure that more ground-
breaking products are developed to capture a large market share
around the globe. Price
CCD also practices value-based pricing by selling products
in various sizes, such as small, medium, and large. Usually a

cup of coffee is priced at around 45 - 75 Rupees, i.e. 6-10
Turkish Lira. CCD also offers premium range of drinks that
include add-ons such as chocolate syrup or double cream. So,
the pricing methods are not fixed, and it caters to consumers in
various industries such as students and corporate workers by its
versatile and varied rates. For other sales opportunities, CCD
leases vending machines to other company consumers and
advertisement space at its stores.
PLACE
Café Coffee Day opens its stores in strategic areas such as
shopping centres and main streets where there are heavy
pedestrians. It has three styles of outlets, such as coffee shops,
CCD lounge, and CCD Square. For several groups, CCD stores
are where they can enjoy coffee, snacks, and spend time with
their community. Lounges are for sections in a niche. There are
luxury stores targeted at sophisticates who want to pay a
premium price for a very good space and a great cup of coffee.
Square outlets sell a selection of single-origin coffee from the
host country. It also has a wide variety of foods from various
cuisines.
CCD in Turkey can gain advantage by opening their first ever
store in the major city where a much broader demand is driven
by the urbanization of Turkey and the 'in' place for the
fashionable and wealthy will congregate. Promotion
CCD promotes under both above the line and below the
line promotions in a wide range. But the percentage of mass
marketing campaigns is slightly lesser. In spaces where its
target market is accessible, Café Coffee Day conducts
promotional events. In print media, CCD utilizes advertising
commercials, co-branding of film and TV shows. Sales such as
happy hours, combo offers, and discounts are also offered. Café
Coffee Day joins hands with brands and offers them permission
to advertise on the walls of its outlets. For successful
advertising, it holds tournaments and uses membership cards at

its cafes.
Degree of Adaptation
In Turkey, the hybrid marketing approach is being used by
CCD. In this hybrid marketing approach, the general picture of
the Starbucks brand and customer interface is standardized for
the Turkish market, whereas both standardize d products and
localized products are to be sold. Turkish coffee will be the
only major distinction on the menu in Turkey compared to any
other CCDs around the world. In order to produce a product that
has a significant presence in the consumer culture in Turkey,
Localization approach to customise the product to the demand
for greater recognition. This is a hybrid form of forward
innovation that can adjust to the conditions of host countries
when providing a new product that the organisation has not been
familiar to supplying.
Conclusion
Café Coffee Day is a successful Indian pioneer of Coffee,
as it is aiming to expand globally in various countries where
countries have excessive demand for coffee. It is necessary step
for any brand looking into for global entrance to form an
International marketing plan. This would help in analysing the
potential growth and sustainability in the host country.
Conducting a Competitor analysis and the target market will
narrow down the goals to focus when entering globally. An
assessment of the international market has been accomplished to
determine the windows of opportunities to ensure that the
marketing campaign can be successful in achieving its targets.
Reference List
BrandLine. (2020). Cafe Coffee Day- Brand Restoration.
BrandLanes Blog. https://www.brandlanes.com/blog/swot-
analysis-of-cafe-coffee-day.
Ferreira, J. (2019). Turkish Coffee Culture: An Intangible
Cultural Heritage. CoffeeBI | Coffee Business Intelligence.
https://coffeebi.com/2018/09/10/coffee-culture-in-turkey/

Joshi, M., & Bansal, S. (2011). Café Coffee Day (CCD): A Case
Analysis. SSRN Electronic Journal, 6. Doi.10.2139
Plecher, H. (2020). Turkey - age structure 2009-2019. Statista.
https://www.statista.com/statistics/255474/age-structure-
in-
turkey/#:%7E:text=In%202019%2C%20approximately%20
24.29%20percent,were%2 0aged%2065%20and%20older
Sachdeva, S. (2018). Shubham Sachdeva. Marketing Mind.
https://www.marketingmind.in/what-strategies-made-ccd-a-
brand-in-22-years.
UKEssays. (2018). Company overview of Indian coffee
business. Retrieved from
https://www.ukessays.com/essays/marketing/company-
overview-of-indian-coffee-business-marketing-
essay.php?vref=1
UKEssays. (2018). Global Business Cultural Analysis in Turkey
Commerce Essay. Retrieved from
https://www.ukessays.com/essays/commerce/global-business-
cultural-analysis-in-turkey-commerce-essay.php?vref=1
2
1
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SUBJECT CODE
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SUBJECT TITLE International Marketing in the
global vilage
STUDENT FAMILY NAME Student Given Name JCU Student
Number
Nazeer Ahamed Siti Nazrana 1 3 6 7 9 6 9 8
ASSESSMENT TITLE Research report
DUE DATE 03.01.2022
LECTURER NAME Dr. Malobi Mukherjee
TUTOR NAME Miss. Pamela Pilapil
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2
Table of Contents

Executive
summary………………………………………………………………
……..3
Introduction…………………………………………………………
……………………3
SME Country
Profile…………………………………………………………………
…..4
Cross-country
Analysis…..…………………………………………………………
…….5
Market Potential
Analysis……………………………………………………………….
8
Market Entry
Strategy………………………………………………………………
…...9
Recommendations……………………………………………………
……………………9
Appendices……………………………………………………………
..……………….10
References……………………………………………………………
……..…………. 11

3
International Marketing- Research Report
Executive Summary
Finders Keepers, the label is the SME company's name to which
I am carrying out this
research. Finders Keepers is a fashion retail chain in Australia
that deals with Australian
women’s fashion labels. Finders Keepers has developed to
become a key player in selling female
clothes and accessories on the country's high streets. Finding
Keepers, the Label has been on a
journey since 2007 and invites customers worldwide to join
them. If the brand is only offered in
Australia, it may expand into other European markets like
France. On one side, France is a
desirable business location because of its treaties and union
trades. Fashion has been a statement

in France for years. It also has a stable government and well-
structured legislation.
Covid-19 influenced the economy in the prior two years.
However, Australian market
may be worth continue investigating. However, the present
government's inconsistency and
recent scandals and corruption charges will generate a climate
favorable to new company
growth. So, France seems more appropriate for the Finders
Keepers series. To reach the French
market, the company will need to adjust several things;
nevertheless, Finders Keepers should
adapt its products and establish the appropriate logistical
infrastructure for the greatest results.
But the brand should wait until France has completely recovered
from recent setbacks.
4
Introduction

International marketing refers to the use of marketing principles
in more than one
country, by enterprises operating outside of their own country,
or across national borders.
International marketing is based on a company's local marketing
strategy, with a focus on
marketing identification, targeting, and decisions on a global
scale (Cateora et al.,2020). We
have witnessed the rise of internet and social media use in
recent years, which has enabled
national enterprises to break down barriers and expand their
operations globally. Companies are
interacting, connecting, collaborating, reaching out, and
engaging with both potential and
committed customers using online means. Consumer preferences
and the company's market
share and profitability are balanced in a marketing strategy that
recognizes, forecasts, and meets
client needs. This change has been aided by new technology and
novel modes of communication,
and it has never been easier for firms to function on a global
scale. Advances in information and
digitalization transformed the way small and medium-sized
businesses (SMEs) conducted their

operations. The Internet and social media have grown in
popularity in recent years, allowing
national enterprises to expand their operations globally (Sharma
et al., 2020). The Internet
reaches and engages prospective and committed consumers.
Businesses communicate, connect,
and collaborate with them. New technologies and innovative
communication channels have
assisted this transition, making global trading simpler than ever.
The advancement of information technology and digitalization
has significantly impacted
how SMEs operate and do business (Sharma et al., 2020). As a
result of the cost savings, they
may now explore new solutions and handle global operations
challenges. Due to the Covid-19
virus, firms that were completely externalizing their operations
to international markets had to
cease operations, resulting in a loss of total income in 2020 and
the following years drastically.
5
The virus forced businesses to change their global business
practices. Their new goal is to

maintain a decent balance between home and international
activity, avoiding international
disturbances.
Finders Keepers Company Profile
Finders Keepers is the firm's name for whom I am doing this
investigation. In Australia,
Finders Keepers is a fashion retail business specializing in
selling women's fashion brands.
Finders Keepers has grown to become a major participant in
selling women's clothing and
accessories on the nation's high streets due to its expansion.
Finding Keepers, the Label has been
on an adventure since 2007, and they are encouraging
consumers across the globe to join them
on their voyage. From the beach to the bar and everything in
between, they feel that elegant party
dresses, enticing hemlines, and one-of-a-kind patterns inspired
by exotic destinations will
transport clients. The goal of everything we do is to create
clothing and accessories that help you
look and feel good about yourself. When you shop with Finder s
Keepers, you have the flexibility
to travel everywhere and everywhere while still getting dressed

(Finders Keepers, Australian
Women's Fashion Label, 2021). In Australia, the company has
achieved considerable success,
and it is now attempting to expand globally by entering new
markets. Specifically, the United
Kingdom is bridging the gap between itself and the rest of the
world.
6
Cross-country Analysis: Australia and France
France has 63.3 million people with a life expectancy of 78
years for men and 85 years
for women. The country is famed for its gastronomy, clothes,
and luxury items that reflect
French savoir-faire and its cultural heritage. France is also
noted for its magnificent capital city,
Paris, and its unique French accent. In 2018, it was the world's
most popular tourist destination.

Like other nations today, France, the world's most visited
country, has environmental difficulties.
Every year, more tourists contribute to more pollution. Italy has
61 million residents, with males
living 81 years and females living 86 years.
Australia has a life expectancy rate of 82 years. It is well known
for its natural resources and
wildlife habitats. Approximately 9.3 million tourists visited
Australia in the year 2019, whereas
there was a significant drop of 6.3 million due to the current
covid pandemic.
Political and Legal Environment
Political environment is led by French President Emmanuel
Macron and has a stable
government in France. The country has had a lengthy era of
political stability, which has made
doing business easier. It has a government that is very stable
and supportive to commercial
operations (Girling,2002). Because the government has
liberalised the economy, other companies from around the
world have been able to enter the market. The government has
created a number of incentives to stimulate
entrepreneurship in the country, such as reduced taxation or tax
grace periods for entrepreneurs.

Australia is proud of its stable political environment, uniform
intellectual property laws, and
strategic plans, all of which contribute to the country's
continuing economic growth. The stable
political environment in Australia has helped it to become a
globally competitive location for
7
business and investment development. Because of global
financial concerns, a stable political
environment is becoming more crucial to local and international
enterprises and industries.
b) Economic Environment
In September 2020, the French government announced the Plan
de Relance, a two-year
€100 billion ($ billion) recovery plan in reaction to the
pandemic's economic damage.
Emergency measures implemented in March 2020 protected
household earnings and fueled the
current increase in consumption. However, long-term economic
effects on productive capital and
a decline in personnel skill sets could jeopardies France's

growth prospects. France has one of
the top ten economies in the world. LVMH, L'Oréal, Carrefour,
and Air France are a few
international corporations headquartered in France. Other
business from across the world have
been permitted to enter the market because of the government's
economic liberalization. The
government has provided several incentives to encourage
entrepreneurship in the country, such
as lower taxes or tax-free periods for entrepreneurs. This
country's businesses were hit by an
economic downturn that afflicted many other countries. This
had a significant negative impact on
revenue because many buyers would regard some of the
products to be non-basic. When a
country's economy is in decline, its purchasing power decreases,
reducing the viability of many
enterprises.
To succeed in the Australian market, it's often necessary to
develop a local sales
presence. This implies designating an agent or distributor for
many American exporters. The
appointment's boundaries are negotiated, and they may
encompass only select Australian states,

the entire country, or even New Zealand. Due to the ongoing
pandemic over the first half of
8
2021, the Australian economy was predicted to drop by roughly
10%, with total hours worked
falling by around 20% and the unemployment rate rising to
around 10% in the June quarter.
c) Cultural Environment
France and Australia have a culture free of context.
Communicate with precision and
directness. France is a pluralistic country on paper, but it is an
assimilationist society in practice.
In terms of social standards, fashions, and etiquettes, France's
culture is quite aggressive. The
French are content with diversity if it demonstrates a
willingness to adapt to the French way of
life.
Although being adamant about social conventions allowed
France to establish a polished
culture, it did so at the expense of religious conflict. Both
French Christians and Muslims have

been outspoken about their respective cultures while being wary
of the manifestation of other
religious traditions. As a result, they are at odds with one
another. With 276 votes in favor and
20 votes against, the French government officially outlawed
Muslim headscarves in French
schools in 2004. For some non-Muslims, the headscarf was a
symbol of women's subjugation or
a worldview that rejected secularism. The sight of children
covering their hair was simply too
much for them to bear.
Australia is an officially pluralistic society, and it is a
pluralistic society in substance.
There are few etiquettes that are taken seriously in Australia,
aside than purchasing rounds at the
pub. This may explain why, by world standards, Australia has
almost no religious conflict. In
Australia's public schools, Muslims are free to wear
headscarves, and there are no plans to
outlaw them. Headscarves may be prohibited in private schools
if they violate the school's
uniform requirements, which must be followed by all pupils.

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