Developing Trading Schemes For Transnational Service Operations

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Developing trading schemes for transnational service operationS

Developing marketing strategies for transnational service operations

Table of content

Chapter I: Introduction2

Background of the study2

Problem Statement2

Purpose of the study3

Rationale of the study4

Significance of the study5

Chapter II: Literature review7

Transnational marketing7






The transnationalization of the firm and appearing trends12

National stereotypes23

More wireless population24

Moving to an even bigger stage26

Nature of service processes sways opportunities for globalisation28

Transmission of facts and figures to conceive value30

Forces for internationalization of service businesses31

A mighty force32

Unrestricted imports of services an financial threat35

Chapter III Methodology37

Chapter IV: outcomes & Discussion40

Transnational scheme for supplementary services40

Elements of international transnational strategy43

Chapter V: Conclusion46

Chapter V: Conclusion46





The aim of the study is to discover the notion of evolving marketing strategies for transnational service operations. It is useful to identify that some of the challenges facing managers engaged in transnational marketing are an extension of those already discovered in large, domestic economies, but they take place on a much larger stage that presents sharper financial, cultural and political distinctions. Aimportant dimension of international services trading concerns questions of scale and diversity. There are already, of course, important differences between marketing inside a relatively compact domestic finances - such as (say) Ireland, Singapore, Venezuela or New Zealand - and marketing in the mega-economy of the UK.

Chapter I: Introduction

Background of the study

Transnational strategy involves the integration of strategy formulation and implementation across all the countries in which the company elects to manage business, in contrast to a multidomestic (or “multilocal”) approach that provides for unaligned development and implementation of strategy by management units inside each country. In its broadest pattern, transnational strategy becomes global in pattern and we speak of globalization. However, just because we can see a increasing number of well-known service brand names popping up all over the world does not necessarily mean that the companies behind the brands have a really transnational strategy. Many supposedly international strategies today are fundamentally multidomestic in nature. For instance, even though many retail banks now have offices and even networks outside their countries of source, in most instances, there is still little integration of strategy across countries. (Leontiades, 2001, 74-88)


Problem Statement

Not all service industries loan themselves equally well to a transnational strategy on a regional or global basis. One key research topic is that globalization potential depends on industry characteristics (Porter, 1986) - and particularly on specific industry drivers - such as market forces, cost factors, expertise, government policies and comparable factors (Yip, 1992). A second topic is that the use of global strategy should disagree by dimension of strategy and for distinct elements of the value-adding chain, but this has yet to be addressed by empirical research in a services context.

How should distinct types of service firms proceed from multidomestic strategies to creation of a really transnational strategy? To address this question, this article considers three perspectives: first, the nature of services marketing in a large homeland like the UK; second, the drivers that stimulate the internationalization of an industry and the distinct ways in which they apply to three broad types of services; and third, how ...
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