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151 Aleksandar Grubor: GLOBAL MARKETING OF THE COMMON EUROPEAN MARKET

GLOBAL MARKEING OF HE COMMON EUROPEANMARKE

Aleksandar Grubor, Te Faculty O Economics Subotica

Abstract: Global marketing is an marketing answer to challengings o globalization process. Globalization in undoubtedly a phenomenon incorporated in the unction-ing o the modern world, highly reected on the regional (continental) integrationssuch as the European Union. Globa-lization has its economic, but also wider, politi-cal signicance. In terms o economy, the maniestation aspects o globalization arenumerous, and this paper points to the marketing aspects o the globalization proc-ess o the highly integrated market o the European Union.

Over the last decade o the twentieth century, Europe was intensely ocused on re-moving economic, political and cultural barriers to connecting nations and states,where economic boundaries increasingly lose their signicance. Global interconnect-edness o the domestic, regional and international markets is becoming the indicator o economic development, where such interconnecting in the most developed coun-tries o the world exceeds 50% o total economic activities. In the times we are living in, the issue o establishing a global and thereby European economic equilibrium isincreasingly maniest.Inclusion in the globalization process implies a high level o openness o national economies, as well as encouraging enterprises to actively apply the principles o in-ternational competitiveness and marketing qualications, and the expected result

would be gaining appropriate market share. A successul integration into Europeaneconomic mainstream implies connecting technological and marketing strategies,thereby acilitating structural changes and adaptation o the national economies.Te implementation o overarching corporate strategy is the starting point or con-necting and coordinating business activities o globally oriented enterprises. Temarketing aspect o such an approach to doing business implies a transer rom

exible marketing strategies to strategic exibility o these enterprises in the newEuropean environment. Te causes o such approach are in the changed logic o the

unctioning o the integrated market, homogenization o consumer behaviour and achieving cost efectivenes.Key words: global marketing, common European market, globalization process.

Rezime: Globalni marketing jeste marketing odgovor na izazove procesa globaliza-cije. Globalizacija je nesumnjivo enomen inkorporisan u unkcionisanje savreme-nog sveta, koji se u velikoj meri odražava i na regionalne (kontinentalne) integracijekao što je Evropska Unija. Globalizacija ima svoje ekonomsko, ali i šire, političkoznačenje. U ekonomskom smislu aspekti ispoljavanja uticaja globalizacije su bro-

jni, a ovim radom se ukazuje na marketing aspekte procesa globalizacije visokointegrisanog tržišta Evropske Unije.U poslednjoj deceniji XX veka Evropa se intenzivno usmerila na otklanjanjeekonomskih, političkih i kulturnih barijera u povezivanju naroda i država, pri čemuekonomske granice sve više gube na značaju. Globalna povezanost domaćeg, region-alnog i međunarodnog tržišta postaje pokazatelj ekonomskog razvoja, pri čemu u

najrazvijenijim zemljama EU ovakvo međupove-zivanje prevazilazi 50% ukupnih



152 MONTENEGRIN JOURNAL OF ECONOMICS No.3

ekonomskih aktivnosti. U vremenu u kojem živimo, pitanje uspostavljanja globalne, asamim tim i evropske ekonomske ravnoteže sve više dolazi do izražaja.Uključivanje u proces globalizacije podrazumeva visoku otvorenost nacionalnih ekonom-ija i stimulisanje preduzeća da aktivno primenjuju principe međunarodne konkurent-nosti i marketing kvalikovanosti, na osnovu čega se očekuje i ostvarivanje odgovarajućeg

tržišnog učešća. Uspešno integrisanje sa evropskim ekonomskim tokovima podrazumeva povezivanje tehnoloških i marketing strategija, čime se olakšavaju strukturne promene iadaptacija nacionalnih ekonomija.Implementacija svodne strategije predstavlja polazni osnov povezivanja i konsolidacije

poslovnih aktivnosti globalno orijentisanih preduzeća. Marketing aspekt ovakvog pris-tupa poslovanju podrazumeva prelaz sa eksibilnih marketing strategija na stratešku

ekibilnost preduzeća u novom evropskom okruženju. Uzroci ovakvog pristupa nalazese u promenjenoj logici unkcioni-sanja integrisanog tržišta, homogenizaciji ponašanja

potrošača i ostvarivanju troškovne ekasnosti.Ključne reči: globalni marketing, zajedničko evropsko tržište, proces globalizacije.

JEL clasication: M 31;Preliminary communications; Recived: June 12, 2006

1. Itcti

European Union member countries andcountries aiming at ull membership have a spe-cic business conditions that reveal a high extento susceptibility to globalisation process. Eco-nomic growth and development in the Europeanenvironment are more and more initiated by in-creasing internationalisation and globalization,which are becoming the cause and consequenceo growing economic interdependence and in-terconnectedness in contemporary Europe.

Economic and business decision makers incertain European regions are not equally awareo the challenges o the present time. Te eectso the highly integrated EU market and grow-ing global interconnectedness are increasingly reected on the economies o Eastern Europeancountries, so that economic and business deci-sion makers are gradually becoming aware o theabsurdity o isolation o national markets in re-lation to the growing European economic envi-ronment. In such circumstances, Eastern Euro-pean countries are starting to revise the nationalstandards o economic and business policies, astheir ecacy and eciency is diminished by theaction o global economic rules. It is absolutely certain that the time o global markets, globalcompetition and global products is setting in,with the armation o international standardso economic and business success and increased

international orientation in accomplishing eco-nomic and business goals.

2. T cmm Ep mt

Te common European market requires thebusiness participants to accept the basic rules andprinciples it is based on, but in addition to this itdemands an appropriate marketing approach todesigning and implementing business strategies.Te marketing potential and absorbing power o such an economic environment raise many is-sues. First o all, it is about companies adaptingtheir own production structure to the real needsand demands o the unied European market,i.e. starting the active application o marketingconcepts in business activities. Furthermore, de-

velopment should be based on using the benetso trade liberalisation and achieved technologi-cal progress, as the ormer development strat-egies, stemming rom state intervention andtrade protectionisms are becoming strategies o stagnation and regression.

Te highly integrated EU market is a primeexample o the globalization o productionprocess. Apart rom the production processglobalization, what we have in progress is thestratication o the value chain on the uniedEuropean market. Te globalization o produc-tion process is very ofen accompanied by its




disintegration, but on the other hand, there isalso the integration process within the distribu-tion channels. Parallel with the EU market glo-balization process, there is also an ongoing pro-cess o its ragmentisation, primarily based on

accelerated technological development, leavingdeep implications on the international labourdivision (deep shallow).

Internationally oriented enterprises in theEU are increasingly becoming a part o theglobal production and distribution networks.When entering new (oreign) markets, such en-terprises do not have to enter ownership rela-tionships with domicile companies, as multina-tional companies increasingly ofen built regu-lar contractual relationships or a large number

o products and services, which is a practicalexample o achieved compatibility.

Te positioning o global companies onthe EU market enables the exchange o man-agement and technological know-how, rais-ing the general quality o business activitiesin the European economic environment. Tebenets o advanced business methods are de-rived by smaller enterprises as well, especially when they nd themselves in the productionand distribution network system, i.e. when

they apply the exibility strategy in their busi-ness. Furthermore, smaller enterprises have agreater economic interest in developing part-nerships with large or global companies on theentire European market than doing businessindependently on a smaller domestic market,which is the application o adaptability strategy in international business.

Globalization process on the EU market isstrongly reected on the application o stan-dards related to products, business processes

and business procedures, aster application o business innovation, aster response to changesin the unctioning o the European market, aswell as developing exibility and adaptability ininternational business.

Te highly integrated EU market oerspossibilities or achieving both comparativeand competitive advantage. Te comparativeadvantage is gained in individual sectors inwhich a country has accomplished speciali-sation in international exchange, in terms o

available resources. Competitive advantage, as

a dynamic process, is gained by a larger num-ber o unctioning institutions and economicpolicies, aimed at mid-term accomplishmento high growth rates, since growth and devel-opment need to be created, rather than being

achieved by themselves. Tus, what we have inprogress on the common European market isthe process o shifing market orientation romormerly dominant export approach to an eco-nomic development stemming rom increasedcapabilities o international exchange.

In the EU, competitiveness is identied toa large extent with productivity, where the con-sumer’s wealth is in the unction o raising busi-ness productivity through a more ecient utilisa-tion o human, capital and natural resources. Te

emphasis is increasingly placed on the competi-tiveness o companies in individual industries,instead o previously prominent competition o countries in certain industries. Te value o theoer o products and services is correspondent toeciency achieved in their production.

Te sources o competitive advantage on thecommon European market are the result o the

joint eect o strategic positioning and opera-tive eciency. Strategic positioning is achievedby creating a special and sustainable competi-

tive position, and the operative eciency stemsrom accepting and maintaining positive busi-ness practices.

Te EU market also shows a change in therole o the state in creating prerequisites ormore rapid economic development. Te stateshould provide or the stability and predict-ability o the economic, political and legal en-

vironment. It should build and secure the unc-tionality and compliance with inrastructureand institutions, contributing to more ecient

utilisation o general inputs. Te state shoulddene rules and incentives to arm loyal com-petition, and thereby inuence the growth o productivity. It should manage the process o necessary economic changes, leading to en-hanced competitiveness on a broader basis.

3. Chctitic f g mtig

Global marketing is an marketing answer

to globalization process challengings, which is




undoubtedly an economic and political as wellas social phenomenon o contemporary hu-manity. Its maniestation aspects are numerous,and the aim o this paper is only to point to themarketing aspects o the globalization process.

Te characteristic o globalization process isthat the productivity o individual industries orbusiness branches emerges as a basis or build-ing the competitiveness o export programmes,and thereby o individual countries as well.Furthermore, maintaining a stable currency rate contributes to enhancing the competitive-ness o individual countries and thus maintain-ing the productivity o internationally orientedenterprises. In ensuring a good market positionin their companies, the economic policies o

contemporary states are aimed at creating themost productive business environment. In suchan environment, the public and private sectorshave dierent yet interconnected roles in en-hancing productivity and thereby the competi-tiveness o individual economies, as competi-tiveness is largely conditioned by the enhance-ments o the microeconomic basis.

When discussing the EU and the globaliza-tion process, one must bear in mind changes inthe prole and unctioning o the world mar-

ket. It is about the global industrial centre beingmoved to the region o East or Southeast Asia.Te international economic relations show as-pirations to achieve economic leadership, stem-ming rom achieved international competitive-ness. Competitiveness is built by strengtheningboth interregional and intraregional businessrelations and productivity. Moreover, it is ob-

vious that the growth o both economic andglobal economies is based on internationalexchange growth which is twice as high as the

production growth.Te unctioning o the unied European

market shows an increasingly maniest trendtowards transerring international exchangerom macroeconomic to microeconomic levels,that is, global corporations are assuming the key role in realising international exchange. Whatis also present is the deregulation process onthe unied European market, so as to simpliy and encourage international exchange. Devel-oping technology and applying the marketing

concept in business are becoming prominent

means in achieving competitive superiority o European companies. Exchange between theEU member countries is mostly conducted by trading in specialised products.

In the EU, globalization process was initially

viewed as a quantiable growth in internationalnancial and total economic activities, resultingin greater economic interdependence. How-ever, globalization process should be viewedas a quantitative change in the internationalenvironment, producing economic eects onregional and national economies and their po-sitions in the international economic relation-ships. Te essence o the globalization processin the EU is maniested in changes in the unc-tioning o the common market, but also in the

national markets o the member countries, asthey can no longer distance themselves romthe international competition. Such a situationimposes a need or stronger associations be-tween the markets o the member countries, aswell as opening the EU’s unied market.

Globalization process does not imply by de-nition the uniormity o business practices in theentire EU. Globalization does not simultaneously require uniorm business practices in all parts o the unied European process. Te globalization

process o the unied European market is inte-grally viewed as a phenomenon o global Euro-pean competitiveness. Successul European cor-porations on the global and EU markets reducebusiness costs, while increasing European brandrecognition on common and global markets.

Apart rom globalization, the unied EUmarket is also arming the parallel region-alisation process. Tis process is characterisedby a growth in interregional exchange withinthe EU as well as a growth in the interregional

exchange within the triangle among the ocalpoints o global economic power, known as theUSA-Japan-EU riad.

In studying the EU and globalization pro-cess it is also necessary to point to the currentliberalisation, promoting changes in reducingtechnological, political, administrative andother barriers to the ree movement o prod-ucts, services and production drivers amongthe EU member countries. Apart rom liberali-sation, we are also witnessing the deregulation

o the unied EU market, implying a change in




the role o state in economic activities. Reduc-ing state regulation stimulates international ex-change and economic development, as well asachieving positive eect on international spe-cialisation. Deregulation, in act, entails reduc-

tion in state support to unproductive compa-nies through reducing various incentives.

Globalization has evolved rom interna-tionalisation, in a specic international processo growth, or transormation o internationalbusiness activities at a time when internation-alisation has become too narrow a rameworkor overall strategic development. Globalizationwas preceded by internationalisation throughdirect contacts between oreign producers,suppliers and providers, aimed at mastering the

international market by applying the interna-tional marketing concept. Internationalisationis only comparatively similar to globalization,as globalization is based on orceul integrationprocesses within the global economy. Globalcompanies present an economic orce arisingrom technologies, nance and marketing re-sources, enabling the integration o productionand exchange on the global level.

For global companies, the basis or doingbusiness is the world market. While doing busi-

ness globally, these companies act locally as well.Sale, afer-sale activities, public relations andsome other business activities are local as a rule.Marketing planning, research and developmentare local in character as a rule, and aimed atmeeting the global market standards.

Economic subjects acting as business driv-ers in the globalization process can be dierent.Notional dierentiation between multinationalcompanies, global companies and transnationalcorporations is, essentially, dened by the meth-

od o managing and dining international strat-egies orming the basis o business activities.

In managing their business activities, mul-tinational companies rely on the application o multiple strategies on various markets, whichthey view as segments o the world markets.What is characteristic o global companies isthe application o international strategy in theirbusiness which reects a strong integration o marketing and production unctions. Multina-tional companies are in most cases polycentri-

cally organised, and global companies apply

polycentric control on a strategic managementbasis. Tey are two modes o an internationalenterprise which have reached the ultimatestage o their development.

Multinational companies conduct their

business activities through a number o oreignsubsidiaries, which are ree to create their ownbusiness strategies, observing actual marketdierences and specic eatures. Multinationalcompanies are in most cases organised as hold-ing companies, with dened relations betweenthe parent company and the subsidiary net-work. Tese companies adapt the range o theiroer and marketing strategies to the speciceatures o countries in which they conducttheir business. Due to these characteristics,

multinational companies are also called mul-tilocal or multi-domicile companies.

A global company aims to standardise and in-tegrate business activities into a single unctionalarea, although business is conducted in dierentcountries, which still requires certain adapting tospecic eatures o dierent markets. Te owner-ship aspect o such companies does not have to beexclusively international in character.

Te management o global companiesshould stem rom a global business vision, and

basically includes three key unctions:

securing presence on key markets;nding similarities and reducing dier-ences between individual markets;necessary market research is conductedon a global level and includes researchingmarket opportunities, researching compe-tition and researching production inputs,capital and labour orce.

A transnational corporation also conductsits business in multiple countries. It comprises aparent company and a number o oreign subsid-iaries, controlled by the parent company on anequity basis, through aliquot equity participation.Equity exceeding 10% is deemed to be the thresh-old o equity control in international business.

A transnational corporation mostly com-bines the characteristics o global and multi-national companies, as international businesspractices rarely provide examples o companies

with exclusive characteristics o these two orms

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o economic subjects in international business.Te basic characteristics o a transnational cor-poration as a universal orm o economic sub-

ject in international business are reected in:

accomplishing economies o scale throughglobal integration o unctional business areas;willingness to appreciate dierences ap-pearing in local environments

Such economic subjects are, essentially,global companies which in a certain sense adapttheir business to the specic demands o localenvironments. Practical examples include thecreation o transnational companies throughmergers or acquisitions o two companies o

similar sizes rom dierent countries.In conducting international business activi-

ties, transnational corporations are oriented to:

market expansion, which becomes thedominant eature o conducting businessand developing new “market rst resourc-es next“ logic, because a company that hasa market is considered to meet the precon-ditions or production expansion;providing resources; investments made or

this purpose are based on the principles o availability and costs o the required physi-cal and intangible resources in individual(national) environments;increasing eciency, which implies thatall investments must be channelled in thatdirection, which is conrmed in the relo-cation o industries rom low-eciency tohigh-eciency environments;providing strategic assets, aimed at in-creasing the control o transnational cor-

porations over equity-dependent oreignsubsidiaries, while in practice these activi-ties are also aimed at reducing the eect o national legislation on the business meth-ods o transnational companies.

In analysing the EU and the globalizationprocess one should point out that the dominantrole in the EU is played by transnational com-panies originating rom the USA, and there isalso a noticeable increase in the role o Japaneseand transnational corporations rom Asian i-

ger countries, notably South Korea.

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In the 1970s and 80s, EU lost a comparatively positive competitive position in relation to theUSA, Japan and certain recently industrialisedSouth Asian countries, which lead to intensi-ed eorts aimed at strengthening the com-

petitiveness o transnational corporations o EUorigin. Public research programmes resulted inthe stabilisation and development o Europeantransnational corporations, which improved thecompetitive position o European economy inthe global exchange o products and services.

A signicant characteristic o the EU inglobalization process is a high growth rate o direct investments between the member coun-tries. Regulation o the economic sector is atan enviable level, and urther eorts are aimed

at increasing the productivity and eciency o domicile economic subjects. Globalizationstemming rom the international process wasinitially measured by results (based on solidtrade relationships), then reerred to businessprocesses (coordination o activities in indi-

vidual countries), and then grew into the glo-balization o enterprise capacities (pooling re-sources with other business partners aimed ataccomplishing a common goal).

4. G mtig gizti pc

When discussing the global marketing andglobalization process, it is necessary to point tothe basic drivers dening this process. Globaliza-tion drivers reer to market drivers, governmentdrivers, competitive drivers and cost drivers.

Market drivers signicantly inuence glo-balization process, and are maniested throughthe eects o per capita income convergence,convergence o liestyles and tastes, increasingtravel – global customers, organisations – glob-al customers, growth o global and regionalchannels, establishment o world brands andpush to develop global advertising.

Cost drivers aect the productivity and e-ciency o companies in international busi-ness, and include push or scale economies, ac-celerating technological innovation, advancesin transportation, emergence o new indus-trialised countries with capacity and increas-




ing cost o new product innovation relative toproducts lie circle.

Competitive drivers are directly related tothe inuences o international environment, i.e.they are the result o the increasing level o world

trade. Te above drivers are maniested throughmore countries becoming key competitive bat-tlegrounds, increased level o oreign ownership,more rms adopting global strategies, growth o global networks, rms becoming globally cen-tred and increased use o global alliances.

Government drivers show that the inuenceo governments on conducting contemporary international business is smaller than earlier.Tese drivers are related to reduction o tradebarriers, creation o trading blocks, decline o

the role o government as producers and con-sumers, privatization o state industries, andshif to open market economies.

O course, there other drivers which also a-ect the maniestation o the marketing aspectso globalization process, such as revolution ininormation technology, globalization o nan-cial markets, and improvements in businesstravel, but their comparative role and impor-tance are weaker in comparison to the abovementioned our basic drivers.

When researching the marketing aspects o the globalization process one should also point tothe eects o the key elements o global businessstrategy, related to global market participation,global product and services, global location o activities, global marketing and global competi-tive moves. When developing an internationalmarketing strategy it is necessary to develop andmaintain a strategic t between internationalcompany objectives, competencies and resourc-es, and one should also bear in mind challenges

presented by its international markets.Te marketing aspects o globalization pro-

cess imply considering major decisions in glob-al marketing, which include deciding whetherto go abroad, deciding which markets to enter,deciding how to enter the market, deciding onthe marketing program and deciding on themarketing organization. Furthermore, the mar-keting aspects o globalization process also cor-respond to the basic issues o global marketingstrategies. Core strategy o global companies is

maniested in sustainable advantage, while key

issues include business environment, ways o entering the market, business objectives, seg-mentation (worldwide segments), position-ing (global brands), global marketing mix andmanagement o global operations and control.

Factors inuencing market attractiveness in glo-balization process include market actors, com-petitive actors, economic and technologicalactors and environmental actor. Furthermore,in the process o deciding how to enter oreignmarkets it is possible to apply some o the vebasic models o entry, namely indirect export-ing, direct exporting, licensing, joint venturesand direct investment. Such decision-making isimplemented by reviewing the amount o com-mitment, risk, control and prot potential. As

or the criteria or entry, their number variesdepending on the complexity o actual circum-stances in the international environment and inmost cases reer to market attractiveness, risk,competitive advantage, government regula-tions, local inrastructure, company objectives,need or control, internal resources and capa-bilities, exibility and so on.

In the globalization process, it is necessary to make a selection o issues o global market-ing strategies. Tese issues, which greatly de-

termine global marketing strategies, includeproduct issues, pricing issues, distribution is-sues, global communication issues and marketopportunity assessment.

Product issues are related to the product asa very important instrument o the marketingmix, and in dening global marketing strate-gies they include product extension vs. adapta-tion, product standardization vs. custom, mul-tinational diusion, new product developmentin global markets, global branding, managing

multinational product lines, product piracy,country or origin stereotypes and marketingservices.

Pricing issues are directly reected on pric-ing policy in global marketing, and thereby onrelative success in competition, as the price isa signicant instrument o competitiveness o global marketing strategies. Pricing issues in-clude managing price escalation, pricing andcurrency movements, transer pricing, coun-tertrade, price regulation and coordination,

and understanding drivers o pricing.




Distribution issues are the least researchedand known issues in global marketing, and o-er the opportunity to achieve signicant sav-ings in global business. Tese issues primarily reer to distribution logistics, global retailing,

import/export issues and grey markets.Global communication issues are also a part

o the process o selecting issues o global mar-keting strategies, especially bearing in mindthat communication activities are the most

visible segment o global marketing activities.Global communication issues are maniestedthrough the inuence o global advertising andculture, global communication budgeting, creat-ing creative communication strategy, global me-dia, global communication regulations, agency

selection and coordination, global integratedmarketing communication and other promo-tion, marketing and the Internet, and so on.

When selectioning issues o global market-ing strategies, it is necessary to review the eecto market opportunity assessment, which reersto global marketing research, global segmenta-tion and positioning, and market entry and tar-geting. Global marketing research marketingresearch implies deciding on design data collec-tion methods, market size assessment, applica-

tion o new technologies in marketing researchand management o marketing research. Glob-al segmentation and positioning are related todecisions on country screening, segmentationmethods, positioning – standardization vs. cus-tom, and local vs. global positioning.

With the changes in global environment,with the changes in consumer demands and ex-pectations, as well as the intensication o globalcompetition, the marketing aspects o global-ization process are also prolierating, in such a

manner that strategic thinking and strategic de-cision-making are shifing rom building strate-gic plans to managing change processes.

5. Cci

When studying global marketing o the com-mon Europen market one must start rom theact that the EU market is a large market with

signicant market potential, a large number o customers, i.e. consumers with high purchasingpower, a market with growing needs, demandsand expectations which are dicult to satisy.

A large number o national, regional, mul-tinational, global and transnational companiesconduct business activities on the EU market.Common characteristics o these companiesare reected in the act that they started apply-ing marketing principles in business long ago,that the marketing has become their dominant

business philosophy, and in organizationalsense, marketing represents one o the businessunctions.

Global companies and transnational cor-porations in the EU are becoming consumerdriven or marketing driven companies. Tey ully understand their market, have extensiveinormation on consumers, and use them onall planning and management levels. Individualorganizational segments and business unctionso global companies coordinate their decisions

which are based on marketing principles asbusiness philosophy. Te basic business goal o global markets is earning prot, but based onlong-term ullment o consumer demands onthe global market. For global companies, con-sumers are becoming the key resource, i.e. thekey source o assets available to the company.Global marketing is dierent rom domesticmarketing, export marketing and internationalmarketing. Global marketing implies extensiveinternational commitment, ocus on segments,

rather than countries or regions, and is, basi-cally, the geocentric approach to overall busi-ness activities.




GLOBALNI MARKETING ZAJEDNI ČKOG EVROPSKOG TRŽIŠTA

ZaključakU izučavanju globalnog marketinga na zajedničkom evropskom tržištu treba

poći od toga da je tržište EU veliko tržište sa značajnim tržišnim potencijalom,velikim brojem kupaca, odnosno potrošača sa visokom platežnom sposobnošću,tržište sa naraslim potrebama, zahtevima i očekivanjima potrošača koje nijelako zadovoljiti.Na tržištu EU posluje veliki broj kompanija nacionalnog, regionalnog, multi-nacionalnog, globalnog i transnacionalnog karaktera. Zajedničke osobine ovihkompanija ogledaju se u tome da su one davno počele sa aktivnom primenommarketing koncepta u poslovanju, da im je marketing postao dominantna po-slovna lozoja, a u organizacionom smislu marketing predstavlja jednu od

poslovnih unkcija.Globalne kompanije i transnacionalne korporacije u EU postaju potrošački vo-đene ili marketing vođene kompanije. One u potpunosti razumeju svoje tržište,

poseduju brojne inormacije o potrošačima i koriste ih na svakom nivou plani-ranja i upravljanja. Pojedini organizacioni delovi i poslovne unkcije globalnihkompanija koordiniraju svoje odluke koje su bazirane na principima marke-tinga kao poslovne lozoje. Osnovni cilj poslovanja globalnih kompanija jesteostvarivanje prota, ali na bazi dugoročnog ispunjenja zahteva potrošača na

globalnom tržištu. Globalnim kompanijama potrošači postaju ključni resurs,odnosno ključni izvor sredstava kojima kompanija raspolaže.Globalni marketing razlikuje se od domaćeg marketinga, izvoznog marketinga imeđunarodnog marketinga. Globalni marketing podrazumeva ekstenzivno me-đunarodnuo izvršenje poslovnih obaveza, prevashodno okusiranje na tržišnesegmente, a ne na pojedine zemlje ili regione, i on u osnovi predstavlja geocen-tričan pristup ukupnom poslovanju.

Sc

Mile Jović, Međunarodni marketing [Inter-national Marketing], special edition, IEN Press,Belgrade, 2002,

Warren J. Keegan, Global Marketing Man-agement , seventh edition, Prentice-Hall Inter-national, Inc. Upper Saddle River New Jersey,2002.

Masaaki Kotabe and Kristiaan Helsen, Glob-al Marketing Management , John Wiley & Sons,Inc. 2000.

Philip Kotler: Marketing Management , elev-enth edition, Prentice Hall Inc., Upper SaddleRiver, New Jersey, 2003.

__________, Principles o Marketing , thirdEuropean edition, Prentice Hall Inc., Upper

Saddle River, New Jersey, 2002.Vern erpstra and Ravi Sarathy, Internation-

al Marketing , eighth edition, Te Dryden Press,Harcourt College Publishers, 2000.

Frank Bradley, International Marketing Strategy, fh edition, Pearson Education Lim-ited, 2005.

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