International marketing planning process

3.1 Preliminary analysis and screening

At this stage one takes a more serious look at those countries remaining after undergoing
preliminary screening. Now you begin to score, weight and rank nations based upon macroeconomic factors such as currency stability, exchange rates, level of domestic consumption
and so on. Now you have the basis to start calculating the nature of market entry costs. Some
countries such as China require that some fraction of the company entering the market is
owned domestically this would need to be taken into account. There are some nations that
are experiencing political instability and any company entering such a market would need to
be rewarded for the risk that they would take. At this point the marketing manager could
decide upon a shorter list of countries that he or she would wish to enter. Now in-depth
screening can begin.
3.1.1 Company character
The next step is to identify the companys character. These criteria are ascertained by an
analysis of company objectives, resources, and other corporate capabilities and limitations. A
companys commitment to international business and its objective for going international are
important is establishing evaluation criteria. Minimum market potential, minimum profit, return
on investment, acceptable competitive levels, standards of political stability.
3.1.2 Home-Country constraints
In this step the marketing plan need to classify the home country restraints. They are like,
political and legal forces, economic climate, completive structure. These include homecountry restraints can have a direct effect on the success of a international business.

3.1.3 Host-country(s) constraints

In this step the marketing plan require to classify the host-country(s) limitations as like the
home countries. Host-country(s) constraints are more that the home countrys. They are:
Political/legal forces, cultural forces, geography and infrastructure, structure of distribution,
level of technology, competitive forces, economic forces.
3.3 Developing the marketing plan
At this stage of the planning process, a marketing plan is developed for the target market
whether it is a single country or a global market set.
3.3.1 Situation analysis
The marketing plan begins with a situation analysis. A situation analysis is the foundation of
the strategic planning process for international marketing plan. It includes an examination of
both the internal factors (to identify strengths and weaknesses) and external factors (to
identify opportunities and threats).
3.3.2 Objective and goals
At this section the marketing plan need to select their objective, like what is to be done, by
whom, how it is to be done, and when. . A companys commitment to international business
and its objective for going international are important is establishing evaluation criteria.
Minimum market potential, minimum profit, return on investment, acceptable competitive
levels, standards of political stability.
Goal-setting ideally involves establishing specific, measurable and time-targeted objectives.
Work on the theory of goal-setting suggests that it can serve as an effective tool for making
progress by ensuring that participants have a clear awareness of what they must do to
achieve or help achieve an objective. On a personal level, the process of setting goals allows
people to specify and then work towards their own objectives most commonly financial or
career-based goals. Goal-setting comprises a major component of Personal development.
3.3.3 Strategy and tactics
The marketer needs to determine possibilities for applying marketing tactics across national
markets. The search for similar segments across countries can often lead to opportunities for
economies of in marketing programs.

3.3.4 Selecting mode of entry

Selecting the mode of entry with rare exceptions, products just dont emerge in foreign
markets overnighta firm has to build up a market over time. Several strategies, which differ
in aggressiveness, risk, and the amount of control that the firm is able to maintain.
3.3.5 Budgets
Budgeting is the main formal control methods. The budget spells out the objectives and
necessary expenditures to achieve these objectives. Included are budgets and sales and
profit expectations. Control consists of measuring actual sales against expenditures. If there
is tolerable variance then no action is usually taken.
3.3.6 Action programs
After the completing the phase 3, a decision not to enter a specific market may be made if it is
determined that company marketing objectives and goals cannot be met. Performance is
evaluated by measuring actual against planned performance. The problem is setting a
performance standard. Finally when marketers are see the plan would be success then they
apply the plan for international business. Otherwise they stop the plan at this phase 3.
4.4 Implementation and control
At this stage when Phase 3 decision will be go then Phase 3 actives implementation of
specific plans and anticipation of successful marketing. However, the planning process does
not end at this point. All marketingplans need coordination and control during the period of
implementation. Many businesses dont control marketing plans as thoroughly as they could
even though continuous monitoring and control could increase their success.