Multi-domestic strategy: Difference between revisions
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A '''multi-domestic strategy''' is a strategy by which [[company|companies]] try to achieve maximum local responsiveness by customizing both their product offering and [[marketing strategy]] to match different national conditions. Production, [[marketing]], and [[R&D]] activities tend to be established in each major national market where business is done. |
A '''multi-domestic strategy''' is a strategy by which [[company|companies]] try to achieve maximum local responsiveness by customizing both their product offering and [[marketing strategy]] to match different national conditions. Production, [[marketing]], and [[R&D]] activities tend to be established in each major national market where business is done. |
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Revision as of 05:26, 31 May 2020
 | This article needs additional citations for verification. (August 2009) |
A multi-domestic strategy is a strategy by which companies try to achieve maximum local responsiveness by customizing both their product offering and marketing strategy to match different national conditions. Production, marketing, and R&D activities tend to be established in each major national market where business is done.
An alternate use of the term describes the organization of multi-national firms. International or multinational companies gain economies of scale through shared overhead, and market similar products in multiple countries. Multi-domestic companies have separate headquarters in different countries, thereby attaining more localized management, but at the higher cost of forgoing the economies of scale from cost sharing and centralization.[1][2]
References
- ^ Kihn, Lili-Anne (15 December 2008). "Strategies, Decentralization, and Controls in Internationalized Finnish Firms". SSRN 1315410.
{{cite journal}}: Cite journal requires|journal=(help) - ^ Roth, Kendall; Morrison, Allen J. (29 April 1992). "Implementing Global Strategy: Characteristics of Global Subsidiary Mandates". Journal of International Business Studies. 23 (4): 715–735. doi:10.1057/palgrave.jibs.8490285. JSTOR 155156.