Der internationale Marketing-Mix ist Bestandteil der internationalen Marketingpolitik und beschäftigt sich mit dem abgestimmten Einsatz der marketingpolitischen Instrumente in internationalen Märkten, d. h. der Produktpolitik, der Sortimentspolitik, der Konditionenpolitik sowie der Distribution policy and Communication policy.
When using marketing policy instruments, the particularities of the foreign target markets must be taken into account. These are mainly due to geographical, socio-demographic, political, legal, technical, economic and cultural differences (international market research). In the following, examples of differences are shown that are particularly relevant for the use of marketing policy instruments:
With regard to product and range design, technical and cultural standards in particular must be taken into account. For electrical devices, market-specific plugs and voltage-specific electrical components are often required. More complex differences can result from different safety standards. Colors, like product names, can have a completely different meaning abroad, which affects the definition of brand names and packaging. The Japanese company name “Tokyo Tsushin Kogyou” was initially translated into “Tokyo Telecommunications Engineering Company”, until the generally well-pronounced international name “Sony” was invented.
In terms of the conditions policy, state regulations such as maximum price stipulations must be observed in foreign target markets. The distribution policy abroad has to recognize peculiarities like established sales channels and to look for access possibilities or to build up sales channels / sales channels.
In international communication policy, advertising bans often apply, e. B. for alcohol, cigarettes or pharmaceutical products. In addition, cultural differences are characteristic of these marketing instruments, which are particularly sensitive to humor as well as social and religious ideas.
Basically, two extreme positions can be identified when coordinating the marketing mix with the particularities of the foreign target markets. In accordance with Porter's strategies, some companies strive for cost leadership through the greatest possible standardization of the marketing policy instruments they use. Others, on the other hand, rely on the opposite strategy of differentiation and meticulously adapt their marketing instruments to the requirements of the target markets.
In practice, a middle course is often chosen between the two extremes: standardization as far as possible, differentiation as far as necessary. This creates a balance between the requirements of the target markets and economic necessities. (International Marketing Policy).