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The Globalization of Magazines in India: A case study
Unformatted Document Text:  5 distribute the competition as well as identify a superior but overlooked product position (Shankar, Carpenter & Krishnamurthi, 1998). In addition, late movers can also overtake the early entrant with innovation in product or strategy. Another dimension of internationalization is product and marketing standardization. Levitt‘s contention that global corporations, in order to take advantage of economies of scale, should sell the same product and use the same marketing strategy in any market (1983) was challenged by numerous scholars at both the theoretical and the empirical level (eg. Douglas & Wind, 1987; Jain, 1989). Over time the view that products need to be customized to local taste gained ground. Robertson (1995) recommended a middle ground – a ‗glocal‘ strategy, that combined marketing products for a global market but customizing the product to suit local tastes. This was found to be especially relevant for cultural and creative products such as advertising campaigns (Wei & Jiang, 1995) and cable channels (Shrikhande, 2001). At the same time the literature on brand extension is particularly relevant to this industry. As Doyle (2006) points out, a magazine‘s main asset is its title and the brand associated with this title. Names, symbol, packaging and logos are used to identify a brand (Chan-Olmsted, 2006). International expansion is a way for magazines to maximize their returns on the brand. In order to successfully expand into new markets firms often enter into alliances that improve the chances of the firm‘s success. Chan-Olmsted (2006) finds that ―media industries are among the top sectors for seeking out strategic alliances or network relationships with other firms,‖ in part due to the symbiotic connection between media content and distribution (p. 46). The motivation for forming such

Authors: Shrikhande, Seema.
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distribute the competition as well as identify a superior but overlooked product 
position (Shankar, Carpenter & Krishnamurthi, 1998).   In addition, late movers can 
also overtake the early entrant with innovation in product or strategy. 
Another dimension of internationalization is product and marketing 
standardization.  Levitt‘s contention that global corporations, in order to take 
advantage of economies of scale, should sell the same product and use the same 
marketing strategy in any market (1983) was challenged by numerous scholars at both 
the theoretical and the empirical level (eg. Douglas & Wind, 1987; Jain, 1989).  Over 
time the view that products need to be customized to local taste gained ground.  
Robertson (1995) recommended a middle ground – a ‗glocal‘ strategy, that combined 
marketing products for a global market but customizing the product to suit local 
tastes.  This was found to be especially relevant for cultural and creative products such 
as advertising campaigns (Wei & Jiang, 1995) and cable channels (Shrikhande, 2001).   
At the same time the literature on brand extension is particularly relevant to 
this industry.  As Doyle (2006) points out, a magazine‘s main asset is its title and the 
brand associated with this title.  Names, symbol, packaging and logos are used to 
identify a brand (Chan-Olmsted, 2006).  International expansion is a way for 
magazines to maximize their returns on the brand. 
In order to successfully expand into new markets firms often enter into 
alliances that improve the chances of the firm‘s success.  Chan-Olmsted (2006) finds 
that ―media industries  are among the top sectors for seeking out strategic alliances or 
network relationships with other firms,‖ in part due to the symbiotic connection 
between media content and distribution (p. 46).   The motivation for forming such 

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