Export marketing differs from domestic marketing on the following three different points:
A country exporting goods has to cope with many national environments. Its success largely depends on how it responds to the different cultures, economic and political systems and conditions, and patterns of consumption within which it pursues its goals. In some cases, national governments are hostile to it.
(2) Crossing of Borders:
Secondly, in developing export markets a company has to cross national borders. National restrictions like tariffs, quotas, exchange controls, exchange rates, etc., adversely affect the growth of sales abroad. All these imply some loss of control over the total marketing effort. Laws and regulations relating to health and safety vary from country to country.
Moreover, pricing, product development and promotional activities are subject to different laws in various countries. All these different regulations, attitudes, and controls act as constraints in shaping marketing plans and strategies.
(3) Multiple Markets:
Finally, the marketing strategy is affected by the fact that the company sells its products simultaneously in many markets.
In the words of Rom Markin, “A motivational firm must have both keener and wider management vision than the domestic firm. Instead of just one or two, a number of market opportunities must be continually monitored and evaluated. Each ‘market’ must be organised, managed, and controlled and the whole multiple, polyglot operation co-ordinated.”
The charts below show how the assessment of each national market environment and opportunity becomes the basis for the development and implementation of all the firm’s strategic planning, its structure and its operational planning. Finally, they show how the firm should control its marketing programme.