Developing A Marketing Plan for a New Product Essay

Developing A Marketing Plan for a New Product - Essay Example Overseas we also not only have the same competitors we have here, but other local competitors, such as the great candy makers in Switzerland for example. All of these factors have to be taken into consideration. Especially important is the local ideals of a region when running advertisement, as we need to be sure to not run an ad that could be considered offensive in another country. Of course our produce is very tangible, and we hope to be short lived. We are not intending people to buy our product and hold on to them, we want them to eat them so they in turn come back to buy more. We would hope for an as much as possibly purchase, similar to the candy isle you see here. Then people would buy them whenever they caught their eye, and would be instantly attracted to them. We also need to totally market our product as different and more healthy than other alternatives. This is key to success in the important demographics that we need in order to clench success for our company. Once we factor in cost and demand, we will hopefully be able to find a stable price. We do not want price to high or to low, or we may find demand fluctuating to much for our needs. Our objective is to be as successful as possible, but we may need to take initial losses to do that.

Research evidence suggests that the great majority of western Essay

Research evidence suggests that the great majority of western multi-national companies decide against sending female expatriates to non-western countries. Evalu - Essay Example marily local nationals, and therefore must closely adhere to local norms on hiring--or not hiring--female managers, transnational corporations are not similarly limited; because the corporate culture of transnational firms is not coincident with the local culture of any particular country, transnationals have greater flexibility in defining selection and promotion criteria that best fit the firms needs rather than those that most closely mimic the historic patterns of a particular country’ (Adler, 1993, 4). The above differentiation between domestic companies and transnationals regarding the criteria set for the hiring of managerial staff has a significant value for the case of expatriates. Because transnationals, as explained above, are free to decide on their staff (in terms of not being ‘engaged’ by the local cultural demands) their decision on hiring expatriates cannot be examined as of its reasoning. Moreover, in order to understand the position and the role of expatriates we should refer to the following categories of foreign assignments as they have been presented by Bruning et al. (2005). More specifically, in accordance with the above researchers the ‘various types of foreign assignments include: a) Relocating an employee and family to a target country (expatriates); b) Developing management staff from the local country (inpatriates), or c) Utilizing employees in frequent short-terre assignments (flexpatriates) to transfer area-specific knowledge’ (Bruning et al., 2005, 21). According to a definition given by Gentry et al. (2001, 369) ‘business expatriates are sojourners sent to a foreign country by multinationals with the intent to control the company operations and to provide technical and administrative services’. The above descriptions of the role of expatriates are useful in order to understand their responsibilities but also their rights when deciding to be ‘engaged’ on this specific type of employment. At a first level, it has