Abstract
Gobal marketing is a worthy element in a firm's search for competitive advantage. But it must be done carefully. Using the results of research into nine firms and their seventeen global marketing programs, Kamran Kashani focuses on the decision-making process as the clue to the success or failure of global marketing programs. He discovers that the use of “facilitators” to soften subsidiaries' resistance to head office initiatives is essential. The most important of these are: having managers to “champion” the programs, using test results, encouraging the participation of subsidiaries in the consultation process, and creating efficient formal organisational structures to co-ordinate international marketing. But even with “facilitators” to improve decision-making, global marketing must still have all the qualities of good marketing in any other context to succeed.
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