Essays on Key Factors in the International Market That Can Help or Hinder Sharp Airlines Potential Success Case Study

Download full paperFile format: .doc, available for editing

The paper "Key Factors in the International Market That Can Help or Hinder Sharp Airlines Potential Success " is a great example of a marketing case study.   In the contemporary financial system, the Internet has a resilient impact and significance on the companies’ effort to develop effective marketing strategies and improve their means of communication. Different means of gaining customers’ purchase power as well as attention should be innovated as well as implemented constantly in the current competitive market. As will be evidenced in the report, Sharp Airlines success relies heavily on the creativeness of the marketing communication.

Besides that, risk-taking is these days more crucial when developing new international marketing strategies. Increased levels of globalization have resulted in numerous measures, like higher international integration as well as lower trade barriers, which in consequence, have generated the economic and institutional conditions for a growth strategy of companies from emerging and developed economies. Foreign markets presence is a crucial growth tool for Sharp Airlines, particularly when the domestic demand is exceedingly competitive. There are numerous digital tools that Sharp Airlines can use to penetrate international markets such as mobile technologies and social networking sites such as Facebook and Twitter.

This report, explains the key factors in an international market that would help or hinder Sharp Airlines potential success when marketing through virtual channels. 1.0 Introduction When a company markets through the virtual channels, they succeed in delivering all the necessary messages both externally and internally. According to Ciaramitaro (2010), the new virtual opportunities for businesses have been created by electronic commerce. Currently, the international economy is progressively more anchored on the intangible and information value, and this evolution resulted in virtual types of market-space (Le & Rothlauf, 2008).

Virtual market-place as stated by Stanford-Smith and Kidd (2000), is the platform for combining demand and supply as well as economic and technical requirements so as to improve resources’ employment and the selling process. Essentially, international Marketing has turned out to be more and more popular as well as imperative study field on a global scale. As Australia together with the dynamic Asian nations become closer through trade partnerships, it is imperative for Sharp Airlines to understand the legal, political, cultural, and economic element that impacts the trading activities inside and outside the region before moving internationally.

Such influences characteristically increase the operating risks in an international market than in the local market. Thus, Sharp Airlines desiring to pursue international market must exhibit a strong need for coordinating international marketing with other organisational functional strategies. Given that contemporary consumers rarely pay attention to the traditional advertisements, some of Sharp Airlines competitors such as Qantas have begun using virtual channels to reach to their customers. 2.0 Literature review The key difference between international marketing as well as domestic marketing is the complexity as well as multidimensionality of the majority of the foreign country markets, where a company can operate in.

For Sharp Airlines, it must understand the complexities attributed to international marketing, especially when using the Internet. Currently, Sharp Airlines is facing more challenging conditions, given that fluctuations in both the local economy as well as international markets have generated obstinate issues that need to be addressed. Furthermore, the political environment is still challenging, with most state governments and the commonwealth unwilling to spend because of their fiscal consolidation ambitions.

In view of this, there are a number of barriers in international marketing that Sharp Airlines should take into account for it to succeed in using virtual channels for marketing. Legal Barriers: As indicated by Doole and Lowe (2012), legal systems in various countries vary both in interpretation as well as the content. In the international markets, Sharp Airlines will not only be bound by the home country laws, but also by the laws of the host country in addition to various international laws.

For instance, companies operating in the European Union (EU) face increasingly more directives that have an effect on their marketing operations across EU member states. Advertising both mainstream media and the internet are subject to restrictions. Besides that, product acceptability a country may be affected by inconsequential regulations such as packaging or through major legislative changes. Before marketing, Sharp Airlines must make sure its products are in line with the safety legislation of the host country. Moreover, bureaucratic delays, political squabbles, and infrastructure difficulties are also key obstacles that face marketers in international markets.

References

Auboin, M., & Ruta, M. (2013). The relationship between exchange rates and international trade: a literature review. World Trade Review, 12(3), 577-605.

Ciaramitaro, B. (2010). Virtual Worlds and E-Commerce: Technologies and Applications for Building Customer Relationships: Technologies and Applications for Building Customer Relationships. Hershey, PA: IGI Global.

de Run, E. C., Yee, T. C., & Khalique, M. (2012). It’s not just a brand name: The impact of language on consumer attitude and behavior. International Journal of Research Studies in Management, 1(2), 47-56.

Doole, I., & Lowe, R. (2012). CIM Coursebook Strategic Marketing Decisions. New York: Routledge.

Eid, R., & Trueman, M. (2002). The Internet: new international marketing issues. Management Research News, 25(12), 54 - 67.

Kiang, M. Y., Raghu, T., & Shang, K. H.-M. (2000). Marketing on the Internet — who can benefit from an online marketing approach? Decision Support Systems, 27, 383–393.

Le, K. D., & Rothlauf, F. (2008). Foreign market entry of e-business companies and implications for theories of internationalization. Mainz: Johannes Gutenberg-University Mainz.

Mathews, S. W. (2009). Internetalisation : the Internet's influence on international market growth in the firm's outward internationalisation process. Brisbane, QLD: Queensland University of Technology.

Restrepo, D., Correia, R., & Población, J. (2012). Political Risk and Corporate Investment Decisions. Working Paper, Universidad Carlos III de Madrid, Madrid.

Stanford-Smith, B., & Kidd, P. T. (2000). E-business: Key Issues, Applications and Technologies. Fairfax, VA: IOS Press.

WSJ. (2004, June 17). In Bow to Retailers' New Clout, Levi Strauss Makes Alterations. Retrieved from The Wall Street Journal: www.wsj.com/articles/SB108742485606139344

Ya-Ping, H. (2012). E-Marketing Development in Virtual Market-Space: A Strategic Perspective. Asian Journal of Management, 4(4), 359-366.

Download full paperFile format: .doc, available for editing
Contact Us