Global Marketing

BY:- DHEERAJ SINGHAL

SUMMER INTERNSHIP REPORT

TITLE – To Study & Understand The Marketing Strategies of Aiesec

EFFORTS BY:-

DHEERAJ SINGHAL

BBA – MARKETING & SALES (A - 09)

A3914709048

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CERTIFICATE

This is to certify that the present study “INTERNATIONAL HUMAN RESOURCE MANAGEMENT” has been carried out by Dheeraj Singhal, Batch 2009-12, under my direct supervision. I am glad to forward this for the partial fulfillment for his summer project of BBA.

PROJECT GUIDE: MRS.PRIYANKA A. SINGH

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ACKNOWLEDGEMENT

I owe a great many thanks to a great many people who helped and

supported me during the completion of my project.

My deepest thanks to Lecturer, MRS. PRIYANKA A. SINGH the Guide

for my internship for guiding and correcting various documents of mine with

attention and care. He has taken pain to go through the project and make

necessary correction as and when needed.

I express my thanks to the Director of, AMITY SCHOOL OF BUSINESS,

NOIDA, for extending his support.

I would also thank my Institution and my faculty members without whom

this project would have been a distant reality. I also extend my heartfelt thanks

to my family and well-wishers.

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TABLE OF CONTENTS

S.No. Topic Pages. No

1. PREFACE 5

2. INTRODUCTION 6

3. ABOUT AIESEC 7-16

4. WHY DOES A COMPANY GO GLOBAL? 17-18

5. GLOBAL MARKETING STRATEGY BY AIESEC 19-25

6. METHODOLOGY 26-27

7.

8.

OBSERVATIONS AND FINDINGS

CONCLUSION

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9.

10.

RECOMMMENDATION

BIBLIOGRAPHY

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PREFACE

Global companies progress in their marketing plans in various phases. It starts out with domestic marketing. A business that promotes and advertises its products within national boundaries only competes with companies of similar marketing scope. The creation of products and services are intended for the home market and does not consider the possibility of making it available and beneficial to larger markets. Domestic marketers do not put emphasis on the market changes in the global setting. Instead, they are more focused on how they can create a competitive advantage against other companies in the home market.

From the domestic marketing approach, a company starts exporting to the foreign market. This phase is called export marketing. Once exporting process is becoming a success, certain factors would push the company to expand and put up offices outside the country in order to facilitate a more convenient business setting. However, marketing mix decisions are made according to the various target markets of each country.

Companies go up the ladder at a multi-national setting and would want to take advantage of the economies of scale. Marketing research, development, production, and marketing strategies are conducted on regional levels but not across regions.

A company that is considered a global marketer sees the world as a one large market. Marketing decisions are made to be uniform across foreign branches or offices.

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INTRODUCTION:-

The Oxford University Press defines global marketing as “marketing on a worldwide scale reconciling or taking commercial advantage of global operational differences, similarities and opportunities in order to meet global objectives.” Oxford University Press’ Glossary of Marketing Terms.

Evolution to global marketingGlobal marketing is not a revolutionary shift, it is an evolutionary process. While the following does not apply to all companies, it does apply to most companies that begin as domestic-only companies.

Domestic marketingA marketing restricted to the political boundaries of a country, is called "Domestic Marketing". A company marketing only within its national boundaries only has to consider domestic competition. Even if that competition includes companies from foreign markets, it still only has to focus on the competition that exists in its home market. Products and services are developed for customers in the home market without thought of how the product or service could be used in other markets. All marketing decisions are made at headquarters.The biggest obstacle these marketers face is being blindsided by emerging global marketers. Because domestic marketers do not generally focus on the changes in the global marketplace, they may not be aware of a potential competitor who is a market leader on three continents until they simultaneously open 20 stores in the Northeastern U.S. These marketers can be considered ethnocentric as they are most concerned with how they are perceived in their home country. exporting goods to other countries. loosener Rhett

International marketingIf the exporting departments are becoming successful but the costs of doing business from headquarters plus time differences, language barriers, and cultural ignorance are hindering the company’s competitiveness in the foreign market, then offices could be built in the foreign countries. Sometimes companies buy firms in the foreign countries to take advantage of relationships, storefronts, factories, and personnel already in place. These offices still report to headquarters in the home market but most of the marketing mix decisions are made in the individual countries since that staff is the most knowledgeable about the target markets. Local product development is based on the needs of local customers. These marketers are considered polycentric because they acknowledge that each market/country has different needs.

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ABOUT AIESEC

AIESEC (pronounced "eye-sek", originally an acronym for Association Internationale des Étudiants en Sciences Économiques et Commerciales) is a global youth organisation that develops leadership capabilities through their internal leadership programmes and engaging students and graduates in international student exchange and internship programmes for profit and non-profit organisations. Its international office is in Rotterdam, Netherlands. As of November 2010, the AIESEC network includes over 50,000 members in 110 countries and territories, making it the largest youth-run organisation in the world. It is present in over 1,600 universities across the globe, provides more than 10,000 leadership experiences to its members and sends students and graduates on 10,000 international exchanges yearly.

The idea behind AIESEC started in the 1930s, when representatives from schools across Europe exchanged information about various programs and schools that specialized in business and economics. Students were carrying out internships in other countries, but mostly on their own initiative, and it all came to a standstill with the onslaught of World War II. In 1944, though, the neutral Scandinavian countries were still exchanging: in Stockholm, Bertil Hedberg (official at the Stockholm School of Economics) and the two students Jaroslav Zich ofCzechoslovakia and Stanislas Callens of Belgium founded AIESE, the predecessor of AIESEC.

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Informal activity "to help develop friendly relations between member countries" began in 1946, and AIESEC was officially founded in 1948. At the time, the mission was “to expand the understanding of a nation by expanding the understanding of the individuals, changing the world one person at a time.” In 1949, 89 students participated in the so-called "Stockholm Congress", the first of many exchange programs.

In the late 1950s, AIESEC/Europe reached out to the United States and established contact with Yale University and Columbia Business School to see if either or both would help establish AIESEC in the United States. The result was that they sent three students (Perry Wurst, Norm Barnett and Stephen Keiley) on an exploratory mission to the annual International Conference in Cologne, Germany, in February 1959. Upon their return home, these three students set up AIESEC chapters at both Yale and Columbia. In the summer of 1959, AIESEC/US exchanged twelve traineeships. The following year, AIESEC/US was expanded to six more colleges and exchanged more than thirty traineeships. Also AIESEC/US put forward the nomination of Morris Wolf to be the first Secretary General. He was elected and established the first permanent headquarters for AIESEC in Geneva, Switzerland in 1960. He also expanded AIESEC to Ghana and Nigeria , And later Cameroon in 1988 in the city of Yaounde thereby establishing a beachhead for further expansion in Africa and opening the way for expansion to other continents.Soon, AIESEC became popular: by the end of 1960, 2467 exchanges were reported, and 4232 by the end of 1970. A landmark in AIESEC history was the “International Theme Programme” that officially established all international, regional, and local seminars on specific topics, which in time grew to be a guideline for future AIESEC generations. In the following decades, debated topics were International Trade, Management Education, Sustainable development, Entrepreneurship and Corporate Responsibility. In the 1990s, intranetscalled Insight were established to facilitate networking.

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AIESEC identifies itself as "the international platform for young people to explore and develop their leadership potential." It annually offers “10,000 leadership positions and delivers over 470 conferences to membership of over 50,000 students". AIESEC also runs an international exchange program that enables over 10,000 students and recent graduates the opportunity to live and intern in another country.” 2008 marked the 60th anniversary of AIESEC's founding. Celebrations occurred in London (January 2008), Tokyo (March 2008), Budapest (May 2008), Brussels (June 2008), Brazil (August 2008), Stockholm (October 2008), and the United States (December 2008).To maintain its relevance in the face of changing international relations, AIESEC expands the organization to new countries periodically, a process which is outlined in the organization's global compendium. Countries listed as "Official Extensions" of AIESEC as of February 2010, include Algeria, Angola, Bahrain, Benin, Botswana, Cambodia, Ethiopia, Gabon, Georgia, Iceland, Ireland [5] , Mongolia, Mozambique,Philippines, Qatar, Kingdom of Saudi Arabia, South Africa, Vietnam and Zimbabwe.

AIESEC has 60 years of experience in developing high-potential youth into globally minded responsible leaders.

Present in over 110 countries and territories and with over 60,000 members, AIESEC is the world's largest youth-run organization. Focused on providing a platform for youth leadership development, AIESEC offers young people the opportunity to participate in international internships, experience leadership and participate in a global learning environment. What makes AIESEC unique is the youth driven impactful experience that it offers to its members. AIESEC is run by young people for young people, enabling a strong experience to all its stakeholders.Our members are part of an exciting, driven global network. They are able to contribute to societal change while exploring their own vision for a positive impact on society.We are supported by thousands of partner organisations around the globe who look to AIESEC to support the development of youth and to access top talent through our global internship program.Our alumni are leaders within their organizations and communities. They use the experience, skills and inspiration AIESEC has provided them to be agents of positive change within today’s society.Then AIESEC is the place for you! Differentiate yourself through the opportunities AIESEC offers for young people: 

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Leadership Opportunities & International Internships

Taking up a cultural internship or professional international exchange is the most intense learning experience that AIESEC offers and links together our global network.

Each year, we provide over 60,000 AIESEC members the challenging opportunity to live and work in a foreign country in areas of management, technology, education, and development. Read more about students and recent graduates who have been on cultural and professional Internships through AIESEC here

To increase youth impact in the world, we see that society needs leaders who are entrepreneurial, culturally sensitive, socially responsible and take an active part in their own learning. To gain a holistic experience AIESEC offers you the opportunity to take on a leadership role before or after your internship. Learn how to lead a team, manage large projects and run a local or national organization along with people all over the world!

One of the best ways to develop what it takes to be a leader is to take up one of 20,000 leadership roles involved in running AIESEC, at local, national, regional and global scale, as well as trainings in soft skills and functional areas in over 470 conferences and thousands of activities each year. Read interesting stories of young people taking on leadership in AIESEC!

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Structure of Aiesec

AIESEC operates at four levels: Local Committees (LCs), Member Committees (MCs), Growth Networks (GN) and AIESEC International (AI).A Local Committee is based out of a university (or group of nearby universities) which is responsible for the functional operation of AIESEC's leadership and international internship programs. Each country (sometimes groups of countries, or territories within a country) with an AIESEC presence has its own national Member Committee (MC), which coordinates activities for that area such as larger scale conferences, large scale partnerships, and government relations (such as for visas). In general, MC members are elected (in whole or in part) by the LCs and are often paid a stipend to work as part-time or full-time employees. AIESEC International provides similar support to Member Committees, and its members are elected (in whole or in part) by the MCs.In addition to its members, AIESEC International, the Member Committees, and the Local Committees generally have a board of directors/board of advisors composed of externals from the region as well as alumni. These boards provide guidance to the organization and in some cases are legally accountable for AIESEC's actions.Basically, AIESEC is composed of the following departments: business development, outgoing exchange, incoming exchange, talent management, finance, projects, communications and hongen secretary.Business Development: The sales arm of AIESEC is responsible for selling AIESEC's Internships to possible corporate partners. Business Developers analyze market needs, develop new selling strategies, research the market, and network and negotiate contracts. As a member of this team you are responsible for getting new companies which take interns as well as re-signing and servicing current partners.Incoming exchange: Members of this team are the face of AIESEC for the companies they are responsible for. The team is in charge of all the activities needed after a company agrees to open an internship position for a foreign student (AIESECer) until the AIESECer gets selected. These are mainly: finding, selecting and presenting candidates to the company. Many Local Committees around the world merge this team with the Business Development team.

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Outgoing exchange: This team is there to coordinate and support AIESEC exchange experiences for their local members. The main activities are promotion of traineeship opportunities, recruitment of candidates, preparation for their time abroad, quality assurance of the exchange experience, and reintegration when the trainee returns from their travels.Talent management: The main task of the TM department is to organize internal and external workshops to develop the skills of our members. Furthermore, it is also the responsibility of the TM team to organize recruitment campaigns as well as to plan any marketing activities. The marketing material is designed in accordance with international and national branding standards, and is often designed by the national teams themselves. If you are interested in Human Resources and enjoy working with people, this is the right team for you to join.Finance: Financial assessment and support is provided by the Finance team, whose tasks are to manage the Local Committee's finances and develop a budgeting plan. All incoming and outgoing payments are processed through this department. If you are interested in accounting, finance, or operational audits in a professional context with a real budget, this might be the department for you to join.

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Approach of Aiesec

As stated on its website, AIESEC strives for "positive social change" by using the "AIESEC Way". The AIESEC Way is described as a way of reaching “Peace and fulfillment of humankind’s potential.” According to AIESEC, there are six main values, namely; Activating Leadership, Demonstrating Integrity, Living Diversity, Enjoying Participation, Striving for Excellence and Acting Sustainably. The "Way we do it" describes how this is to be achieved by each individual member of AIESEC: "AIESEC provides its members with an integrated development experience (The AIESEC Experience) comprised of leadership opportunities, international internships and participation in a global learning environment."On an individual level, AIESEC enables students to live the AIESEC Experience by taking on leadership opportunities, gaining business skills, and connecting to a global network of students by attending international conferences and interning abroad. There are five key principles, namely Taking an Active Role (main goal: proactive behavior), Developing Self-Awareness and Personal Vision (assuming responsibility), Increasing Capacity (learning theory and applying it in practice), Building a Network (networking) and Challenging Worldview (holistic world view).

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The AIESEC WAY

AIESEC provides its members with an integrated development experience (The AIESEC Experience) consisting of leadership opportunities, international internships and participation in a global learning environment. See more about the AIESEC Experience.AIESEC's values provide a way for the collective leadership of AIESEC to encourage common norms of behavior across our global network.

Activating Leadership

AIESEC leads by example and inspire leadership through its activities.AIESEC takes full responsibility for developing the leadership potential of its members.

Demonstrating Integrity

AIESEC is consistent and transparent in its decisions and actions.AIESEC fulfills its commitments and conduct itself in a way that is true to its ideals.

Living Diversity

AIESEC seeks to learn from the different ways of life and opinions represented in its multicultural environment.AIESEC respects and actively encourage the contribution of every individual.

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Enjoying Participation

AIESEC creates a dynamic environment created by active and enthusiastic participation of individuals.AIESECers enjoy being involved in AIESEC.

Striving for Excellence

AIESECers aim to deliver the highest quality performance in everything they do. Through creativity and innovation AIESECS seeks to continuously improve.

Acting Sustainably

AIESEC acts in a way that is sustainable for the organization and society.AIESEC's decisions take into account the needs of future generations.

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Partners

AIESEC holds several high-profile partnerships, among them with companies like Alcatel-Lucent, ING, Vale, DP-DHL, Facebook, Electrolux, IE Business School, PricewaterhouseCoopers, Reckitt Benckiser, Husqvarna, Microsoft, Artemisia, Tata Consultancy Services and UBS. These partnerships are mainly related to presence of these partners at AIESEC's forums, and provision of talent from AIESEC to these partners. AIESEC provides global talent sourcing for PwC, Alcatel Lucent, and DHL.

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WHY DOES A COMPANY GO GLOBAL?

Usually, selling focuses on the needs of the seller, marketing on the needs of the buyer (customer). The purpose of business is to get and keep a customer. Or, to use Peter Drucker`s more refined construction to create and keep a customer. (Through product differentiation and price competition).

International marketing involves the marketing of goods and services outside the organization`s home country. Multinational marketing is a complex form of international marketing that engages an organization in marketing operations in many countries. Global marketing refers to marketing activities coordinated and integrated across multiple markets.

A firm`s overseas involvement may fall into one of several categories:

Domestic: Operate exclusively within a single country.

Regional exporter: Operate within a geographically defined region that crosses national boundaries. Markets served are economically and culturally homogenous. If activity occurs outside the home region, it is opportunistic.

Exporter: Run operations from a central office in the home region, exporting finished goods to a variety of countries; some marketing, sales and distribution outside the home region.

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International: Regional operations are somewhat autonomous, but key decisions are made and coordinated from the central office in the home region. Manufacturing and assembly, marketing and sales are decentralized beyond the home region. Both finished goods and intermediate products are exported outside the home region.

International to global: Run independent and mainly self-sufficient subsidiaries in a range of countries. While some key functions (R&D, sourcing, financing) are decentralized, the home region is still the primary base for many functions.

Global: Highly decentralized organization operating across a broad range of countries. No geographic area (including the home region) is assumed a priori to be the primary base for any functional area. Each function including R&D, sourcing, manufacturing, marketing and sales is performed in the location(s) around the world most suitable for that function.

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Global Marketing Strategies by Aiesec

Although some would stem the foreign invasion through protective legislation, protectionism in the long run only raises living costs and protects inefficient domestic firms (national controls). The right answer is that companies must learn how to enter foreign markets and increase their global competitiveness. Firms that do venture abroad find the international marketplace far different from the domestic one. Market sizes, buyer behavior and marketing practices all vary, meaning that international marketers must carefully evaluate all market segments in which they expect to compete.

Whether to compete globally is a strategic decision (strategic intent) that will fundamentally affect the firm, including its operations and its management. For many companies, the decision to globalize remains an important and difficult one (global strategy and action). Typically, there are many issues behind a company`s decision to begin to compete in foreign markets. For some firms, going abroad is the result of a deliberate policy decision (exploiting market potential and growth); for others, it is a reaction to a specific business opportunity (global financial turmoil, etc.) or a competitive challenge (pressuring competitors). But, a decision of this magnitude is always a strategic proactive decision rather than simply a reaction (learning how to business abroad). Reasons for global expansion are mentioned below:

Opportunistic global market development (diversifying markets)

Following customers abroad (customer satisfaction)

Pursuing geographic diversification (climate, topography, space, etc.)

Exploiting different economic growth rates (gaining scale and scope)

Exploiting product life cycle differences (technology)

Pursuing potential abroad

Globalizing for defensive reasons

Pursuing a global logic or imperative (new markets and profits)

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Moreover, there can be several reasons to be mentioned including comparative advantage, economic trends, demographic conditions, competition at home, the stage in the product life cycle, tax structures and peace. To succeed in global marketing companies need to look carefully at their geographic expansion. To some extent, a firm makes a conscious decision about its extent of globalization by choosing a posture that may range from entirely domestic without any international involvement (domestic focus) to a global reach where the company devotes its entire marketing strategy to global competition. In the development of an international marketing strategy, the firm may decide to be domestic-only, home-country, host-country or regional/global-oriented.

Each level of globalization will profoundly change the way a company competes and will require different strategies with respect to marketing programs, planning, organization and control of the international marketing effort. An industry in which firm competes is also important in applying different strategies.

Tracking the development of the large global corporations today reveals a recurring, sequential pattern of expansion. The first step is to understand the international marketing environment, particularly the international trade system. Second, the company must consider what proportion of foreign to total sales to seek, whether to do business in a few or many countries and what types of countries to enter. The third step is to decide on which particular markets to enter and this calls for evaluating the probable rate of return on investment against the level of risk (market differences). Then, the company has to decide how to enter each attractive market. Many companies start as indirect or direct export exporters and then move to licensing, joint-ventures and finally direct investment; this company evolution has been called the internationalization process. Companies must next decide on the extent to which their products, promotion, price and distribution should be adapted to individual foreign markets. Finally, the company must develop an effective organization for pursuing international marketing. Most firms start with an export department and graduate to an international division. A few become global companies which means that top management plans and organizes on a global basis (organization history).

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Typically, these companies began their business development phase by entrenching themselves first in their domestic markets. Often, international development did not occur until maturity was reached domestically. After that phase, these firms began to turn into companies with some international business, usually on an export basis. But, this process may vary dramatically with the size of the domestic market. For example, when we contrast the Netherlands market for Philips vs the US market for GE, we see that smallness of Netherlands`s market resulted in rapid globalization of Philips` activities when compared with GE`s activities in US. As the international side of their sales grew, the companies increasingly distributed their assets into many markets and achieved what was once termed the status of a multinational corporation (MNC). Pursuing multi-domestic strategies on a market-by-market basis, companies began to enlarge and build considerable local presence. Regions are treated as single markets and products are standardized by region or globally; promotion projects a uniform image. Although this orientation improves coordination and control, it often discounts national differences. The French automobile industry offers a good illustration of the evolution of an international marketing strategy. In the 1980s, according to an industry analyst for Euro finance:

“For years, the French industry depended on the domestic market. Then in the 1970s, it developed a Europe wide market. Now it finds it must crack the world market if it expects to survive. And it is getting a late start.”

Once a company commits to extending its business internationally management is confronted with the task of setting a geographic or regional emphasis. A company may decide to emphasize developed nations such as Japan or those of Europe or North America. Alternatively, some companies may prefer to pursue primarily developing countries in Latin America, Africa or Asia. Management must make a strategic decision to direct business development in such a way that the company`s overall objectives are congruent with the particular geographic mix of its activities. Other factors in this decision of foreign market selection include in addition to macro-environmental issues (economic, socio-cultural and political-legal factors), micro-environmental issues such as market attractiveness and company capability profile (skills, resources, product adaptation and competitive advantage).

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Developed economies account for a disproportionately large share of world gross national product (GNP) and tend to create many new companies. In particular, firms with technology-intensive products have concentrated their activities in the developed world. Although competition from both other international firms and local companies is usually more intense in those markets, doing business in developed countries is generally preferred over doing business in developing nations. Because the business environment is more predictable and the investment climate is more favorable.

Emerging markets differ substantially from developed economies by geographic region and by the level of economic development. Markets in Latin America, Africa, the Middle East and Asia are also characterized by a higher degree of risk than markets in developed countries. Because of the less stable economic climates (income, employment, prices, development, etc.) in those areas, a company`s operation can be expected to be subject to greater uncertainty and fluctuation. The issues are infrastructure such as transportation, technology, telecommunications, stable banking, convertibility of currency, protection of Intellectual Property Rights, enforceability of contracts, and transparency in the legal system (government agencies & systems, laws and ordinances, etc.). Moreover, huge foreign indebtedness, unstable governments, foreign exchange problems, foreign government entry requirements, tariffs and other trade barriers, corruption, bureaucracy, technological pirating and high cost of product and communication adaptation can be issues in those countries. Furthermore, the frequently changing political situations in developing countries (war, nationalism, etc.) often affect operating results negatively. As a result, some markets that may have experienced high growth for some years may suddenly experience drastic reductions in growth. In many situations, however, the higher risks are compensated for by higher returns, largely because competition is often less intense in those markets. Consequently, companies need to balance the opportunity for future growth in the developing nations with the existence of higher risk.

The economic liberalization of the countries in Eastern Europe opened a large new market for many international firms. The market typically represents about 15 percent of the worldwide demand in a given industry, about two-thirds of that accounted for by Russia and other countries of the former Soviet Union. Although many companies consider this market as long-term potential with little profit opportunity in the near term, a number of firms have moved to take advantage of opportunities in areas where they once were prohibited from doing business. Many countries are changing from a centrally planned economy to a market-oriented one. East Germany has made the fastest transformation because its dominant western half was already there. Eastern European nations like Hungary and Poland have also been moving quickly with market reforms. Many

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of the reforms have increased foreign trade and investment. For example, in Poland, foreigners are now allowed to invest in all areas of industry, including agriculture, manufacturing and trade. Poland even gives companies that invest in certain sectors some tax advantages.

At some point, the development of any global marketing strategy will come down to selecting individual countries in which a company intends to compete. There are more than two hundred countries and territories from which companies have to select, but very few firms end up competing in all of these markets. The decision on where to compete, the country selection decision is one of the components of developing a global marketing strategy.

Why is country selection a strategic concern for global marketing management? Adding another country to a company`s portfolio always requires additional investment in management time and effort and in capital. Although opportunities for additional profits are usually the driving force, each additional country also represents both a new business opportunity and risk. It takes time to build up business in a country where the firm has not previously been represented and profits may not show until much later on. Consequently, companies need to go through a careful analysis before they decide to move ahead. They can analyze the investment climate of the country and determine market attractiveness of it.

In the context of selecting markets for special emphasis, the lead market concept can help in identifying those countries. Lead market is the market where a company should place extra emphasis. It is essential for globally competing firms to monitor lead markets in their industries or better yet to build up some relevant market presence in those markets.

As global marketers eye the array of countries available for selection, they soon become aware that not all countries are of equal importance on the path to global leadership. Markets that are defined as crucial to global market leadership, markets that can determine the global winners among all competitors, markets that companies can ill afford to avoid or neglect-such markets are “must win” markets. Contrary to other markets, “must win” markets cannot be avoided if global market leadership is at stake.

Firms need to understand their competitors because corporate success results from providing more value to customers than the competition. Industry structure is the framework within which companies compete. Five forces determine the attractiveness of an industry: the threat of new entrants, the bargaining power of suppliers, the bargaining power of buyers, the presence of substitute products

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and the intensity of the rivalry between firms in the industry. Firms need to manage these factors so that industry structure is favorable.Generic strategies are general classifications of prototype strategies that help us understand different approaches to globalization. The concept has been widely used by writers on business and corporate strategies including Michael E. Porter.

Generic strategies such as differentiation, cost leadership and the like are archetypes that describe fundamentally different ways to compete. Creating and sustaining a competitive advantage can be achieved by offering superior value through a differential advantage or managing for cost leadership. Firms can gain a competitive advantage through differentiation of their product offering or marketing mix which provide superior customer value or by managing for lowest delivered cost. These two means of competitive advantage when combined with the competitive scope of activities (broad vs. narrow) result in four generic strategies: differentiation cost leadership, differentiation focus and cost focus. The differentiation and cost leadership strategies seek competitive advantage in a broad range of market or industry segments whereas differentiation focus and cost focus strategies are confined to a narrow segment. When we consider the idea of sustainability of competitive advantage here, many of these advantages are only temporary and can easily be copied.

The sources of competitive advantage are the skills and resources of the company. Analyzing these factors can lead to the definition of the company`s core competences. These are the skills and resources at which the company excels and can be used to develop new products and markets.

To many readers, the term “global marketing strategy” probably suggests a company represented everywhere and pursuing more or less the same marketing strategy. However, global marketing strategies are not to be equated with global standardization, although they may be the same in some situations. A global marketing strategy represents the application of a common set of strategic marketing principles across most world markets. It may include but does not require similarity in products or in marketing processes. A company that pursues a global marketing strategy looks at the world market as a whole rather than at markets on a country-by-country basis which is more typical for multinational firms. Globalization deals with the integration of the many country strategies and the subordination of these country strategies to one global framework. As a result, it is conceivable that one company may have a globalized approach to its marketing strategy but leave the details for many parts of the marketing plan to local subsidiaries.

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Few companies will want to globalize all of their marketing operations. The difficulty then is to determine which marketing operations elements will gain from globalization. Such a modular approach to globalization is likely to yield greater return than a total globalization of a company`s marketing strategy.To a large extent, international firms operating as multi-domestic firms have organized their businesses around countries or geographic regions. Although some key strategic decisions with respect to products and technology are made at the central or head office, the initiative of implementing marketing strategies is left largely to local-country subsidiaries. As a result, profit and loss responsibility tends to reside in each individual country. At the extreme, this leads to an organization that runs many different businesses in a number countries-therefore the term multi-domestic. Each subsidiary represents a separate business that must be run profitably. Multinational corporations tend to be represented in a large number of countries and the world`s principal trading regions. Many of today`s large internationally active firms may be classified as pursuing multi-domestic strategies. Companies might globalize production or "back office" operations while maintain multiple local brands. Economic conditions, changes in consumer attitudes and behavior and the rise of generic brands have all contributed to a decline in brand loyalty. More consumers have been selecting products from among manufacturers` brands, distributors` brands and generic products. Often a coupon, price special or a desire for variety will influence the purchase decision.

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METHODOLOGY

International marketing researchers will need to incorporate the latest technological developments in data collection and dissemination into the research design. These enable researchers to dramatically reduce the time required to collect data across geographic distances as well as substantially enhancing and enriching the type of stimuli that can be used in collecting data from international markets. It is, however, important to recognize that use of sophisticated technological techniques is subject to certain limitations in international markets, due either to the development of the technological infrastructure or the technological sophistication of respondents.

Advances in computer technology such as scanners, CATI (Computer Assisted Telephone Interviewing), and CAPI (Computer Assisted Personal Interviewing) are well established in the developed countries and are beginning to be used elsewhere. They provide faster, more accurate methods of data collection providing direct input of response and facilitating steering of data collection based on response. Techniques such as CATI and CAPI can also be used to centrally administer and organize data collection from international samples, subject to telephone and computer penetration in different countries as well as use of a common language or availability of software to automatically translate questionnaires. 

As these technologies evolve and advance, they also provide new innovative ways to present stimuli and collect data particularly suited to international research issues. Multimedia CAPI makes possible the presentation of highly complex stimuli and facilitates obtaining consumer reactions to video and audio stimuli (Thomae, 1995). Developments in virtual reality CAPI will heighten the realism in stimulus portrayal and expand the range of topics on which marketing research can meaningfully be conducted (Needel, 1995).

Equally, as the Internet evolves, it offers the potential to dramatically change the way in which much international marketing research is conducted, both in providing ready access to secondary data, and in providing a new means of collecting primary data. Rather than visiting a traditional research library, the marketer can have virtually instant access to data from traditional sources as well as sources that are only available on the Internet. The Internet can also be used to collect primary data, either by tracking visitors to a Web site, or through administering electronic questionnaires over the Internet. To the extent that web sites are increasingly likely to be accessed by users worldwide, information on an international sample can be gathered. Behavior at the site can be tracked

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revealing interest relating to the products and services or information offered, as well as response to promotional material or offers.The data collected in the company

Primary data-

1. The company conducts interviews in which right person is selected according to its capabilities.

2. The company also does observation on the other members and makes an analysis.

Secondary data-

1. Company collects the data from the previous company records.

2. The company also collects data from company websites.

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OBSERVATION AND FINDINGS

The company used to promote themselves by conducting seminars or conferences in which they go to different places or to different universities or colleges to conduct them and present them to the new people and try to make them aware and tell the opportunity they can have by joining Aiesec.

The company tries to make as much as members so that they could increase their network circle and can promote themselves in different regions. The company wants to help the people in getting aware and develop by various activities of the company done like flesh mobs in college or universities, seminars, street rally, etc.

The company basic objective is to promote themselves and have as many members as they can have with them. The company also conducts a meeting every week in which they check they progress and discuss about the deadlines of the projects and also plans the future events they will do or conduct. The promotion in the company is very fast as they check the employee and promote him or her according to the quality of work done.

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CONCLUSION

The internship was a good global experience for me to work and to learn the GLOBAL MARKETING techniques used by the company to promote themselves and work it the current market scenario and achieve its targets.

Aiesec is a big organization which is mainly run by the youths. The company focuses on making conferences and seminars for the people to aware them more about the problem the particular region or country is facing. The company has different projects running in different countries across the globe.

The company uses the way of making members of their committee so that they can get more help and the company can work properly. The company have different projects which they are most concerned for like language programs, globalization, environmental, etc.

The company collects its funds or gets sponsored by their partners companies who help them in getting promoted in the market with their company products.

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RECOMMENDATION

Company should work more on promoting itself by using various promotional techniques as follows –

1. Word of mouth

2. Advertising

3. Promotional gifts or benefits

4. Direct marketing

5. Search engine marketing

6. Social media marketing

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BIBILOGRAPHY

BOOKS –

International Marketing with PowerWeb by Philip R. Cateora, John Graham, Hardcover, Publisher: McGraw-Hill/Irwin

Global Marketing (3rd Edition) by Warren J. Keegan, Mark Green, Paperback: 666 pages, Publisher: Prentice Hall

International Marketing by Michael R. Czinkota, Illka A. Ronkainen, Hardcover: 736 pages, Publisher: South-Western College

WEBSITES –

WWW.GOOGLE.COM

WWW.WIKIPEDIA.COM

WWW.AIESEC.NET

WWW.AIESEC.ORG

WWW.MYAIESEC.NET

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