Evaluating International IMC Strategy – Perspective of Industrial Customer from Developing Countries

• Main Authors: Chiu-Chu Su, 蘇秋菊
• Other Authors: Ming-Chih Tsai
• Format: Others
• Language: zh-TW
• Published: 2014
• Online Access: http://ndltd.ncl.edu.tw/handle/80578429314633163922

碩士 === 國立中興大學 === 高階經理人碩士在職專班 === 102 === The production cost in developed countries has been rising up dramatically; many manufacturers in Europe, America and Japan have moved their production plants to developing countries where the labor source is sufficient on lower cost. Thus enhances the economical growth of developing countries. Therefore, enlarging exportation share to developing countries has become an important plan in the export strategy of Taiwan. However, there are still few studies focusing on B2B customers’ behaviors in developing countries, especially from the point of view of customer to understand the demands of customers. Meanwhile, Integrated Marketing Communication has covered a board range of strategies. But the effects of these strategies are not symmetrically validated. Also the effective IMCs may vary with customers from different global regions, but all of these are not yet examined, and empirical evidence is absent. The purpose of this study is to carry out empirical case study to identify the preferred IMC strategies of industrial customers from different developing nation regions. In this study, IMC strategies have been simplified into four principal strategies as Event-related, Platform-related, Sales-related, and WOM-related based on the similarity of these IMC strategies judged by the susceptibility of customers. The four principal strategies are cross-analyzed with clustered customers. The assumption that different clustered customers may have different preference on IMC strategies is verified. The first clustered customers are driven by WOM-related strategy supported with the Sales-related. The second clustered customers are driven by Sales-related strategy supported with the WOM-related. The third clustered customers are driven by Event-related strategy supported with the Sales-related. Meanwhile the profile of each clustered customers is described in order to study further the possible reasons of why the preference of IMCs strategies on different clustered customers is different. Suggestions on management implications are proposed as reference to enterprises which intend to execute IMC strategies for B2B customers in developing countries.