1. INTERNATIONAL MARKETING

2. KEY ISSUES TO BECOME AN INTERNATIONAL BRAND MANAGING THE PRODUCT LIFE CYCLE Every product has a cycle life in a country, when its complete begins the declining cycle. It is time to move other country where it can be developed again. THE ADVENTUROUS SPIRIT OF A YOUNGER GENERATION The younger generation of business families has international exposure, they are willing to take risks and challenges which generates new opportunities. TECHNOLOGY ADVANTAGE Some companies have outstanding technology through which they enjoy core competence. There is a need for such technology in every country. LABOUR ADVANTAGE Many companies have a highly productive labour force. Their unique skills might not be available throughout the world. EARNING VALUABLE FORGEIN EXCHANGE Foreign earning exchange is necessary to balance the payments for imports Read more

3. LISTENING WHAT QUESTIONS SHOULD YOU CONSIDER BEFORE ENTERING AN OVERSEAS MARKET? Is the market place really attractive or not? Do you need a local partner? Is the country politically stable? Is there a real need for your product? How easy is to trade there? Who would the costumers be? Are there any unusual cultural characteristics to consider? Can you beat the present and future competition? Can they pay for it? Do they want the product?

4. VOCABULARY PRODUCT MARKET Retreat from Launch Pull out of Break into Penetrate Introduce Saturate Withdraw Get a foothold in Roll out License Phase out

5. BUILDING RELATIONSHIPS

6. Tackling Problems The chief executive of a non-profit organization asked me to come to a meeting of her management team to talk about the performance of staff. When I arrived, she ushered me into a conference room. The four other members of the management team were already at the table. We want to tell you whats going on, she said. First, the staff doesnt seem very motivated, said one vice president. I wish they would just do their jobs. Everyones feeling overwhelmed, said another v.p. They dont show any initiative, said another.

7. Tackling Problems The conversation continued. As they continued to criticize their staff, I picked up a few more clues. The CEO said she was trying to be more democratic in making decisions. A senior v.p. said he hadnt met recently with staff because of his workload. I jotted some notes in my notepad. Management or staff? I wrote. I decided to trust my instincts. Look, heres what I think is going on, I told the management team. I think the problems with your staff begin with you. I am guessing you are not communicating very well. Your meetings dont have clear action items. Your delegations to staff arent clear.

8. Tackling Problems Change happens in three ways, I said. It can be top down, bottom up, and inside out. In this case, I think the change youre hoping to see in your staff begins with you. I paused. They were looking at me. Can you help us? one said.