This 10-hour course provides an overview of intercultural marketing management in the English-speaking world. The objectives are to build on existing knowledge of marketing and management in an intercultural setting, and to deepen understanding of how marketing functions across English-speaking countries. The course will cover marketing as a communication process, rationales for internationalization, strategic approaches, and how culture impacts international marketing. It will also define and compare markets in the UK, Ireland, USA, Canada, Australia and New Zealand. Students will apply concepts through a case study analyzing international marketing strategy and operations in one of these markets.

1. M1 : Intercultural Marketing Management (For the English-speaking world)
Duration : 10 Hours
Objectives:
•To harness and build upon pre-existing knowledge of Marketing and Management in an inter-
cultural setting (from UE4 Intercultural Management unit) and from other related units across the
curriculum.
•To extend and deepen the understanding of Intercultural Marketing Management through the
application of knowledge within a range of contexts and aspects germane to the Marketing
Function as practised specifically in the English-speaking world (as distinguished from other
national, cultural and linguistic settings). Inter alia:
•Marketing considered as a communication process
•The Rationale for Market Extension / Internationalisation / Globalisation
•Strategic Direction, Vehicles and Roadblocks for Achieving Internationalisation
•Cultural impact and influence in International Marketing
•Defining and differentiating the UK, Ireland, USA, Canada, Australia & New Zealand
markets / marketing strategy and operations
•Practical Application of Theory and Concepts to International Marketing Strategy and
Operation in defined Anglophone markets.
Indicative Programme/Plan:
1. Marketing considered as a communication process
• The communication process introduced
• The message and encoding
• The medium and transmission
• Reception and decoding
• Adoption
• Relationship.
• The complication of culture as ‘noise’ in the marketing communication process
2. The Rationale for Market Extension / Internationalisation / Globalisation
• Demand for growth (Push factor)
• Stakeholders / Shareholders and commercial pressures
• Conditions in the (Domestic and international) marketplace
• Market fragmentation pressures  consolidation response
• Competition in the domestic marketplace (Push Factor)
• Porter’s 5 Forces
• International / Global Opportunities (Pull factor)
• Emergence of new markets
• Liberalisation of trade between and within trading blocks (WTO)
• Accessibility of new markets via new technologies
• Cyberspace / Marketspace

2. 3. Strategic Direction, Vehicles and Roadblocks for Achieving Internationalisation
• Conceptulising Strategic Direction, Vehicles and ‘Roadblocks’ (Pull & Push)
• BCG Matrix
• Ansoff’s Growth Vector Matrix
• Porter’s Generic Strategies
• Bowman’s Strategy ‘Clock’
• Roadblocks
• Lack of market knowledge and expertise
• Lack of familiarity with cultural context
• Fixed market and product mindset
• Vehicles
• Direct exporting
• Licensing / franchising
• Alliance
• Joint venture
4. Culture in International Marketing
• Macro-Level Cultural Determinants
• Variability
• Complexity (hi / lo context)
• Hostility
• Heterogeneity
• Interdependence
• Cultural Determinants and Influences upon Diffusion & Adoption
• Synthesis of culture on buyer behaviour
5. Defining and differentiating the UK, Ireland, USA, Canada, Australia & New Zealand
markets
• Common characteristics (& Hofstede classifications)
• Differentiation (& Hofstede classifications)
• Between the French / Francophone and the Anglophone marketplace
• Within the Anglophone marketplace
6. Practical Application of Theory and Concepts to International Marketing Strategy and
Operation in defined Anglophone markets.
Unfreezing (Lewin)
• Analysing and evaluating the present (domestic) market position
• ……………………………...external business environment push and pull factors
• The rationale and direction for change / market extension / internationalisation

3. Moving (Lewin)
• Profiling the Anglophone Market Potential and Prerequisites
• External sources and resources review
• Internal capability audit
• Gap Analysis: Prerequisites > Resources = Risk
• Strategy
• Vision – where are we going?
• Value – what are we delivering? (Sustainable competitive advantage)
• Vehicle – how are we going to deliver it? (Exports / franchise / alliances / acquisition)
Realisation issues
• Intangibles: Brand translation / transition
• Physical : Packaging, Presentation and Projection
• Use of consultants / external / local perspectives
• Services v manufacturing orientation …. Are there differences?
• Technology and its influences
• Monitoring and evaluating International Marketing Performance
Evaluation. (Indicative only)
In-course case-study, project and/or end of unit ‘test’ paper.
Sources & Resources (Indicative)
Tutor Website: http://www.tonyversity.com/students/mulhouse-fsesj/intercultural-marketing/
Bradley, F (2002) International Marketing Strategy. FT Prentice Hall. London.
Albaum, G. et al (2002) International Marketing & Export Mgt. Pearson UK.
Usunier, J-C. (2000) Marketing Across Cultures FT Prentice Hall. London
Hollensen, S. (2004) Global Marketing FT Prentice Hall. London
Kotler,P. et al. (1999) Princples of Marketing Prentice Hall Europe
Johnson,G et al. (2006) Exploring Corporate Strategy FT Prentice Hall. London.
Lindstrom, M. (2001) Clicks, Bricks & Brands Kogan Page, London
Lecturer:
Mr Tony Jolley. Proprietor 'Tonyversity' (www.tonyversity.com), Management and
Professional Development Consultancy. Learning and Teaching Fellow, Senior Lecturer in
Tourism Management at Bournemouth University, England (1988-2007). Managing/managed a
range of European/International Tourism Management programmes at Masters and
Undergraduate Levels. Specialist subjects: Planning and Development ; Information Technology
and Communications applications in Business. Formerly Research and Development Manager
and Project Appraisals Officer for the Regional Tourism Board covering Southern England
[Responsible for the analysis and evaluation of major development projects and their suitability
for public sector grant and loan-aid funding]..