Fernando Robles

Leveraging Internal Competency and Managing Environmental Uncertainty: Propensity to Collaborate in International Markets

Purpose – The choice of an international market entry mode involves two critical considerations, leveraging internal competencies and managing environmental uncertainties in host countries. The purpose of the paper is to explicate how these two considerations affect the propensity to collaborate in international markets.Design/methodology/approach – The paper builds on existing theories and develops hypotheses showing relations between competencies and uncertainty and collaboration in international markets.Findings – Conceptual relations show that the goals of leveraging competencies and managing environmental uncertainty in host countries have varying effects on the level of international collaboration.Originality/value – The effects are shown through the integration of different theories and empirical findings. Furthermore, the significance of collaboration in international market entry decisions is established. Directions for future research are also provided.

Towards the Latin American Regiocentric Corporation

Abstract Globalization and regionalism are emerging with force in Latin America and a new breed of Latin American corporations is making its mark in response to this new reality. These corporations are exploiting technology, low costs, and their in-depth understanding of the regions intricate cultural fabric to compete with global firms and become regional players in niches neglected by these powerful rivals. Using the integration-responsiveness framework, this paper describes the evolution and characteristics of regional strategies in selected Latin American companies and speculates on the potential reversal of these strategies as Latin American economies attempt to insulate themselves from the recent international financial crisis.

Reaching Global Market Segments with Direct Marketing

This paper offers a framework to identify key benefits, dimensions and trends associated with the internationalization of the direct marketing industry. It underscores the importance and need to carefully select products, segments and countries where direct marketing programs could be most effective. Further, the paper discusses recent development in global market segmentation and draws implications for future expansion of direct marketing in world markets.

Unilever's Latin American Strategy in Yellow Fats, Ice Cream and Teas

Abstract The article investigates the interplay between the changes in the large corporate strategy of a multinational and changes in the business environment in Latin America. In its international expansion, Unilever has traditionally used a decentralized national responsive strategy where local subsidiaries develop their markets with a great degree of autonomy. In response to globalization, Unilever moved towards greater business coordination and a more focused approach in the nineties. The article examines the impact of this reorganization on the firms regional strategy in Latin America. We examine the firms strategy in three food categories: fat oils, ice cream and tea-based products. We conclude that Unilever continues to use a strategy of national responsiveness with no attempt to coordinate its experiences across the region.

International Direct Marketing

While the U.S. currently leads the world in direct marketing, European treands in demographics and lifestyles ensure the imminent growth of direct mail and telemarketing sales there. International marketers need to be knownledgeable about country-specific regulations affecting direct marketing strategies. In addition, cultural responses to mail and telephone inquiries, and sources of consumer irritation must be taken into account. This paper provides an overview of important similarities and differences in key European countries. A conceptural framework that integrates strategic and programmatic decisions is presented. Strategic decisions critical to the success of international direct marketing includes the countries to consider for penetration, the particular mode of entry to use; and the location of fulfillment operations.