STRATEGIC GLOBAL MARKETING: SHELL
Introduction:
The Royal Dutch Shell is one of the biggest multinational petroleum companies, with its basis of origin in Dutch and Britain. It was considered as one of the world's largest corporation by the Fortune in 2009. From its inception in 1907 till date, it has been able to emerge as a successful petroleum country reigning in the British markets. With its operations in 140 countries, the company has been able to successfully manage their business across borders, maintaining their core principles and values across all subsidiaries, in all countries. The company has been proactive in outlining a competitive strategy, increasing the product profile and entering newer markets at the right time[1].
The marketing function is defined as the function is the business that identifies customer wants and satisfies them in the manner that provides them maximum returns. All over the world, marketing is used as a tool to develop new markets, to create the need for the product and these efforts translate into increased sales for the organization (Peter, 2007). Traditionally, a company has to go through five stages to become a global company. Domestic marketing introduces the product to the country's market. Exports start once foreigners start demanding the product. When the company believes that they have sufficient market across the country and beyond for them to start their penetration in those markets, International marketing starts taking place. International marketing terms to be fruitful when export marketing reaps profits and time barriers, cultural differences hinder the development of competitive edge in the foreign markets (Paul, 1997). Multinational strategy is then adopted. In multinational strategy, the company benefits from the economies of scale and is marketing its product across countries (Douglas, 2002). This is the position through which Shell is at.
Shell's Multinational Marketing Strategy and Performance:
When it comes to performance, the
The Royal Dutch Shell is one of the biggest multinational petroleum companies, with its basis of origin in Dutch and Britain. It was considered as one of the world's largest corporation by the Fortune in 2009. From its inception in 1907 till date, it has been able to emerge as a successful petroleum country reigning in the British markets. With its operations in 140 countries, the company has been able to successfully manage their business across borders, maintaining their core principles and values across all subsidiaries, in all countries. The company has been proactive in outlining a competitive strategy, increasing the product profile and entering newer markets at the right time[1].
The marketing function is defined as the function is the business that identifies customer wants and satisfies them in the manner that provides them maximum returns. All over the world, marketing is used as a tool to develop new markets, to create the need for the product and these efforts translate into increased sales for the organization (Peter, 2007). Traditionally, a company has to go through five stages to become a global company. Domestic marketing introduces the product to the country's market. Exports start once foreigners start demanding the product. When the company believes that they have sufficient market across the country and beyond for them to start their penetration in those markets, International marketing starts taking place. International marketing terms to be fruitful when export marketing reaps profits and time barriers, cultural differences hinder the development of competitive edge in the foreign markets (Paul, 1997). Multinational strategy is then adopted. In multinational strategy, the company benefits from the economies of scale and is marketing its product across countries (Douglas, 2002). This is the position through which Shell is at.
Shell's Multinational Marketing Strategy and Performance:
When it comes to performance, the
Bibliography: Lamont, D. Global Marketing. Capstone. 2002 The Economist, volume 373 Fifield, P. Marketing Strategy. Elsevier. 1998 Fombrun, Charles