netrashetty
Netra Shetty
AMC Theatres (American Multi-Cinema), officially known as AMC Entertainment, Inc., is the second largest movie theater chain in North America with 5,325 screens[1] and one of the United States's four national cinema chains (Regal Entertainment Group, National Amusements, Inc. and Cinemark Theaters being the others) of the 12 largest on the continent that did not go bankrupt during the 2001-2002 recession,[2] due in part to the fact that its theatres often dominate lists of the top 50 most profitable theatres in North America.[3] Its mascot is the animated filmstrip Clip who has starred in the pre-show policy trailers from 1991 until a brief hiatus for most of 2009 until the autumn of 2009. While it also has locations in Canada, within the United Kingdom, France, and Hong Kong the chain is known as AMC Cinemas.[4][5][6] Within Spain the chain is known as AMC Cines.[7]
The concepts of domestic and international marketing often fall under the need of companies of market research. More specifically, the two concepts tend to emulate the paradox on which London and Hart (2004) have established: internationalisation and localisation. Altogether, this is labelled as the native capability. Essentially, the relationship of international and domestic marketing reflects the need for companies to employ a comprehensive review of the existing market through a marketing mix applicable in the said market. To do so, companies tend to find features of the market to create a strategic fit that will complement the ends of the organisation. (Melawar and Saunders 1999, 583) This thus manifest the importance of the considering the social standards and social institutions of the local market before embarking on a serious internationalisation effort in terms of marketing.
Based on the discussions above, it shows that the two concepts actually work hand-in-hand for the organisation that seeks to operate in an international level. In the same account, it establishes the need for information before embarking on a head-on attempt to break-in to the international scene. For instance, Nachum and Wymbs (2005, 415) indicated that for companies to make the most of their operations overseas, they have to be aware of the competitive elements present like the competitive pricing schemes. Other information like the competitors and the reputation of their brands are also noted factors in the process. Upon cowing these information about the local market, the company seeking internationalisation thus have the capability to alter their strategy that will allow them to maximise their assets and take advantage of the weaknesses of their competitors.
V. International Marketing Strategies
International marketing strategies has been defined numerous times as it is discussed numerous times in studies of international businesses. The study of Lim, Acito, and Rusetski (2006, 499) summarised three definitions of the term based on several other works in the international marketing literature. The first definition is based on the “differentiation of the degree of standardisation (vs adaptation) pursued with respect to one or more marketing mix element.” (p499) Basically, this perspective uses the standardisation and adaptation strategies as general characteristics of marketing strategies. The second definition covers the concentration-dispersion perspective. Essentially, this perspective claims that a “multinational firm should seek an optimal geographic spread of its value-chain activities such that synergies and comparative advantages across different locations can be maximally exploited.” (p502) Looking at this claim, this indicates a closer regard on the economic aspect of the strategy. The third perspective looks on the integration-independence point of view. Plainly speaking, this type of perspective attempts to establish “competitive marketing activities across country markets are orchestrated.” (p503)
VI. Importance of Culture
Business studies have consistently pointed out the importance of culture in the construction of plans and other tools used to measure the performance of the organisation. More specifically, studies have constantly cited the work of Hofstede (1980, in Katz, Zarzeski, and Hall 2000, 119) indicating the dimensions of culture that any multinational organisation must recognise. These include “individualism-collectivism, masculinity-femininity, high-low power distance and high-low uncertainty avoidance.” (p. 120) Basically, culture has a considerable effect on the “development and implementation of strategies used to accomplish the firm’s competition goals.” In using the perspective of Hofstede, it shows that the individual’s decision to purchase goods and services are based on the existing norms and standards in their environment. This means that consumer behaves differently in considering the geographical locations. More specifically, the study of Katz, Zarzeski, and Hall (2000, 119) they mentioned that the national culture have a great impact on the manner in which financial analysts interpret the future performance of any organisation. This is apparently the same in the use of advertising as a marketing tool in international business. Basically, studies have indicated that the consideration of language skills and culture tends to establish the level of success that an advertising campaign could achieve. In some other studies, it has been said that consumers from different countries react differently when subjected to a particular brand or to the country of origin of a particular product or service. (Peterson and Jolibert 1995, 883) This show that the consumers have preconceived regard on the quality of the product based on the country on which it was made or even the mere brand name used to sell the produc
The concepts of domestic and international marketing often fall under the need of companies of market research. More specifically, the two concepts tend to emulate the paradox on which London and Hart (2004) have established: internationalisation and localisation. Altogether, this is labelled as the native capability. Essentially, the relationship of international and domestic marketing reflects the need for companies to employ a comprehensive review of the existing market through a marketing mix applicable in the said market. To do so, companies tend to find features of the market to create a strategic fit that will complement the ends of the organisation. (Melawar and Saunders 1999, 583) This thus manifest the importance of the considering the social standards and social institutions of the local market before embarking on a serious internationalisation effort in terms of marketing.
Based on the discussions above, it shows that the two concepts actually work hand-in-hand for the organisation that seeks to operate in an international level. In the same account, it establishes the need for information before embarking on a head-on attempt to break-in to the international scene. For instance, Nachum and Wymbs (2005, 415) indicated that for companies to make the most of their operations overseas, they have to be aware of the competitive elements present like the competitive pricing schemes. Other information like the competitors and the reputation of their brands are also noted factors in the process. Upon cowing these information about the local market, the company seeking internationalisation thus have the capability to alter their strategy that will allow them to maximise their assets and take advantage of the weaknesses of their competitors.
V. International Marketing Strategies
International marketing strategies has been defined numerous times as it is discussed numerous times in studies of international businesses. The study of Lim, Acito, and Rusetski (2006, 499) summarised three definitions of the term based on several other works in the international marketing literature. The first definition is based on the “differentiation of the degree of standardisation (vs adaptation) pursued with respect to one or more marketing mix element.” (p499) Basically, this perspective uses the standardisation and adaptation strategies as general characteristics of marketing strategies. The second definition covers the concentration-dispersion perspective. Essentially, this perspective claims that a “multinational firm should seek an optimal geographic spread of its value-chain activities such that synergies and comparative advantages across different locations can be maximally exploited.” (p502) Looking at this claim, this indicates a closer regard on the economic aspect of the strategy. The third perspective looks on the integration-independence point of view. Plainly speaking, this type of perspective attempts to establish “competitive marketing activities across country markets are orchestrated.” (p503)
VI. Importance of Culture
Business studies have consistently pointed out the importance of culture in the construction of plans and other tools used to measure the performance of the organisation. More specifically, studies have constantly cited the work of Hofstede (1980, in Katz, Zarzeski, and Hall 2000, 119) indicating the dimensions of culture that any multinational organisation must recognise. These include “individualism-collectivism, masculinity-femininity, high-low power distance and high-low uncertainty avoidance.” (p. 120) Basically, culture has a considerable effect on the “development and implementation of strategies used to accomplish the firm’s competition goals.” In using the perspective of Hofstede, it shows that the individual’s decision to purchase goods and services are based on the existing norms and standards in their environment. This means that consumer behaves differently in considering the geographical locations. More specifically, the study of Katz, Zarzeski, and Hall (2000, 119) they mentioned that the national culture have a great impact on the manner in which financial analysts interpret the future performance of any organisation. This is apparently the same in the use of advertising as a marketing tool in international business. Basically, studies have indicated that the consideration of language skills and culture tends to establish the level of success that an advertising campaign could achieve. In some other studies, it has been said that consumers from different countries react differently when subjected to a particular brand or to the country of origin of a particular product or service. (Peterson and Jolibert 1995, 883) This show that the consumers have preconceived regard on the quality of the product based on the country on which it was made or even the mere brand name used to sell the produc