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Standardisation, centralisation and marketing in multinational companies

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  • Quester, P. G.
  • Conduit, J.

Abstract

The literature on multinational companies (MNCs) seems to assume that when a company is centralised, it also implements identical marketing strategies. In other words, centralisation and marketing standardisation are assumed to be correlated. There is, however, very little empirical evidence to support this view. The study presented here investigates this issue, based on a mail survey of some 200 Australian subsidiaries of MNCs. A response rate of 52% enabled the researchers to conclude that standardisation is usually consistent across products and services within any one firm and, more surprisingly, that standardisation and centralisation are not correlated at the firm level, suggesting a review of a fundamental assumption made in the literature on multinational companies.

Suggested Citation

  • Quester, P. G. & Conduit, J., 1996. "Standardisation, centralisation and marketing in multinational companies," International Business Review, Elsevier, vol. 5(4), pages 395-421, August.
    • Handle: RePEc:eee:iburev:v:5:y:1996:i:4:p:395-421
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    References listed on IDEAS

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    Cited by:

    1. Samiee, Saeed & Jeong, Insik & Pae, Jae Hyeon & Tai, Susan, 2003. "Advertising standardization in multinational corporations: The subsidiary perspective," Journal of Business Research, Elsevier, vol. 56(8), pages 613-626, August.
    2. Theodosiou, Marios & Leonidou, Leonidas C., 2003. "Standardization versus adaptation of international marketing strategy: an integrative assessment of the empirical research," International Business Review, Elsevier, vol. 12(2), pages 141-171, April.
    3. Matanda, Tandadzo & Ewing, Michael T., 2012. "The process of global brand strategy development and regional implementation," International Journal of Research in Marketing, Elsevier, vol. 29(1), pages 5-12.
    4. Boojihawon, Dev Kumar & Richeri, Augusto & Liu, Yipeng & Chicksand, Daniel, 2021. "Agile route-to-market distribution strategies in emerging markets: The case of Paraguay," Journal of International Management, Elsevier, vol. 27(1).

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