The relative efficacy of a global marketing strategy vis-à-vis a tailored marketing strategy remains one of the hotly debated issues of international marketing. As is the case in any debate, polarizing arguments for (or against) each abound. Proponents of a global strategy point to the increasing homogenization of customer tastes and preferences and suggest that significant economies of scale can be attained by standardized products marketing world wide (Levitt 1983). Critics, on the other hand, dismiss the potential of a global strategy and underscore economic, environmental and other cultural differences among nations as impediments to its implementation. They argue that reflect adaptation strategy to market-country differences will generate improved response (Kotler 1986).

Often overlooked in this fierce debate is a middle ground approach that takes into account not only differences or similarities among both markets but. As Quelch and Hoff (1986) point out, the real issue is not whether to standardize but rather how to tailor the global marketing strategy. Indeed, reliance on a global strategy can result in missing out on important target markets and positioning inappropriate. Likewise customizing marketing strategy to individual countries implies loss of potential economies of scale as well as exploitation opportunities for product ideas on a scale against (White Lock and Chung 1989).

The writings of recent genre suggest that comprehensive and tailored strategies are not necessarily mutually exclusive and that they can be used in tandem to reap the maximum benefits. In this vein, Jain (1989) and Kale and Sudharshan (1987) offers interactivity Market segmentation approach to world markets and point to the feasibility of identifying homogeneous segments which transcend national boundaries. Once identified these so-called strategic segments equivalent (Kale and Sudharshan 1987) can be reached via global marketing strategies aimed at different cross-national segments (Verhagen, Dahringer and Cundiff 1989). The idea of reconciling the different viewpoints of global marketing strategies and tailored intuitively appealing and is certainly represents a significant forward link in the design of multinational marketing strategies. However, the empirical support to middle ground viability of this approach is evidence to scanty and its Effect comes mainly in the form of anecdotes (Ohmae 1985, White Lock, 1987).

The study reported here is intended to partially fill in this void. Specifically, consumers in six countries including the United States, Mexico, The Netherlands, Turkey, Thai and Saudi Arabia were studied for InterBase Market segmentation on the basis of two criteria, perceived risk and brand loyalty (Kreutzer 1988). Consumers were questioned about their degree of perceived risk and loyalty for two brand products, bath soap and toothpaste. These products were chosen since they are widely available in different brands and are purchased on a frequent basis by the consumers in these countries. It was maintained that the consumers in these countries are not sufficiently similar regarding the effects of risk perception on brand loyalty, the underlying rationale for a single global marketing strategy at least within the context of products here would disappear under consideration. On the contrary, such a circumstance would render the middle ground approach feasible.

Mumbai, April 7: WHILE members of the Public Concern for Governance Trust (PCGT) gear up for their first workshop at the Tata Institute of Social Sciences on Monday, Mumbai Newsline spoke to Dr R K Anand, one of the founding members of the trust, who is also well known for his crusade to promote breast-feeding. Their mission statement for PCGT seems straight-forward enough: to fight corruption and stress the importance of transparence and accountability in governance. Sounds quite a lot like ACtion for Good Governance and Networking in India (AGNI)?

‘‘Not really,’’ says Dr Anand, laughing. ‘‘While AGNI is a brilliant organisation that is doing great work during the elections and promoting various notable causes, they have a little too much on their plate. What we want to do is to focus entirely on corruption in all its forms and take proper action against it. For example, you need a modified set of rules for dealing with corruption in the medical field or with regard to spurious transfers in the police force. How many times has AGNI successfully launched a PIL against the government and got results? We would be concentrating in these areas,’’ says Dr Anand confidently.

The organisation seems also to be taking very seriously the criticism against AGNI of it being a rather elitist organisation. ‘‘Though there is nothing wrong with the elite getting involved in the public domain, any initiative taken by AGNI seems to be viewed as an elitist effort. What we want to do is involve grassroot organisations, NGOs working directly with the people who are suffering the impediments of corruption. So we thought that TISS would be a great institution to work with, since they already coordinate with most social initiatives and NGO efforts in the city,’’ says Dr Anand.

The organisation has already attracted AGNI heavyweights like former city police commissioners Julio Rebeiro and Satish Sawhney, former chief Secretary B G Deshmukh and activist Gerson daCunha into its fold. ‘‘Though I will still be working more intensively with AGNI, I am more than willing to extend my support and services to the trust. Any and all organisations dealing with fighting corruption have to be supported and taken seriously,’’ says da Cunha.