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Article Title: The Complexity Of A European Unions Marketing
Plan
Author: Kadence Buchanan
Word Count: 568
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Many marketing experts argue that marketing is a logical
process with a natural structure that can be viewed primarily
as a method of understanding the marketing environment; using
the marketing mix; developing a marketing plan -based upon the
use of the marketing mix; implementing a plan based on the
selected strategy; and finally, using a control method to
ensure that the strategy is adhered to. This marketing process
is reviewed and evaluated regularly and modifications are made
to the use of the marketing mix tactics in order to take into
account any possible market change that might impact upon an
organization'
This view of marketing seems to suggest that many of the
marketing theories employed by multinational enterprises are
international in scope and have global consequences. The EU
market constitutes a different marketplace if examined in terms
of the various cultures that co-exist, the multiple levels of
competition, and the organization strategies used in order to
penetrate its markets. Although these differences and their
implications interfere with business planning, the E.U. is
considered as an opportunity by numerous companies that decide
to expand to other markets by using the appropriate
internationalizatio
players in terms of sales, profits, market shares and
organizational momentum.
A core issue in marketing theory is the growth and importance
of networking and interaction. According to experts, the way in
which administrative units, companies, and non-profit
organizations (NGOs) develop, is directly related with their
type of interaction and consequently the networks formed to
gain commercial advantage in domestic or foreign markets. These
networks can use similar subcontractors or components, share
research and development costs, or operate within the same
governmental framework. Clearly the EU, a trading block with no
internal barriers, creates its own elite sub-networks.
Collaborations in aerospace, vehicle manufacturing or
engineering have all sponsored the development of a European
outlook, which is based upon each participant'
expertise. This recently adopted approach of networking and
marketing interoperability between companies demonstrates how
important it is today for any type of manager or project
coordinator to know who takes the decisions in the E.U. level
and who can be approached from the E.U. administrative units,
in order for a specific network to adequately present its
interests and work towards their accomplishment.
The E.U. is a rich, diverse market, with a vibrant and varied
cultural heritage. This means that although there has been a
harmonization process within the 25 member states as a result
of the E.U.'s formation, great differences still exist and help
shape everyday practices and processes. Rather than businesses
being simpler as a result of this economic and trade union, it
is recognized that due to heavy regulation and bureaucracy, the
E.U. needs to communicate itself effectively to all, as a unique
supranational player of our global village. The new E.U. profile
has not yet been introduced successfully and due to the
audiences' diverse backgrounds, any attempt can prove to be
highly complex. Especially if someone considers that Europeans
tend, in general, to have their cultural differences recognized
and most of their political and social networks are based on
extremely important historical instances, the firms that
recognize this challenge and adequately "package" their offer
have a good chance of developing a successful marketing plan to
meet the diverse E.U. citizens' needs.
About The Author: Kadence Buchanan writes articles for
http://worldof-
articles for http://yourworkexpe
http://inutritionce
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