Global Position Mission

Charter Member RED Team

Opportunity Abroad: Must be targeted
Following the Basics of Principles of Marketing, global or anywhere in the universe, Customers and Markets are made of these things:
Product
Distribution
Promotion
Price
Introduction: Global Position Mission
Somewhere in the infinite body of knowledge that is market research may lay the answer for any business success in the face of adversity. The three I's of success are innovation, ingenuity, and indomitability. The Owner and Stakeholders are pushing the boundaries of technical innovation for exploring holistic systems, devising and executing business strategies and goals. An ideal of successful marketing in global terms is the determination propelling JavaJoy Inc forward in its business. Consider these tips and tools for global strategy decisions, in context of partnering with Multinational Corporations, as means to JavaJoy Inc’s future home.
Questions to Consider
How resistant is the owner and stakeholders of JavaJoy to doing business completely differently, with a new partner?
Is the current domestic business of JavaJoy resistant to change greater in scale than the pressure of urgency to start plans for global expansion? Or, is the executive willing to spread the news to its present workforce?
Is the path to global expansion brave, determined, and impossible to defeat or paved in risk to frighten and dissuade?
Those suffering risk aversion are not the first choice for starting foreign business strategies, or partnering with. Is the firm ready to recruit new people?
The development of business strategy from a position of strength will propel the firm into the international markets they desire. Preparations must be done with least disruption possible. Is the firm willing to play a subordinate role in this mission?
Some Companies that are already in the country of choice, such as Hilton is with its "370,000 rooms worldwide with catering services" make the transition easily. The question is "How does Hilton forecast global demand for its product and services?"(EWeek; June 19, 2006).
Hilton "imports data from six systems into one data warehouse that requires 7 million rows, running on Microsoft SQL Server 2005, and analyzing 1.4 million records a day" (2006). How much buy-in is JavaJoy willing to front in IT and other system upgrades?
Is JavaJoy willing to re-define its business in context of global partnership? Thus, like Eric Lundquist says: ...some claim all the talk about 1.0, 2.0, and 3.0 versions of anything is simply marketing spin ...I argue that a new set of characteristics does require a new definition. (EWeek; June 19, 2006, Pp. 10)
Does JavaJoy Inc require alignment with their own markets before taking on a partner? If so these will be asked of the potential partners: Ask four key questions, that are similar to all previous primary problem areas:
What do we know now about our markets, our market opportunities, and our own strategic and marketing goals?
What are the best marketing and operational opportunities as we understand them now?
How can we frame our marketing and strategic options based on what we know now?
What do we need to know that we do not know now -- about strengths, weaknesses, our products, our markets, and our customers?

How willing is JavaJoy to adopt a broad view of Marketing Intelligence? At (Blog)red we use the "Intelligence Platform with three components: data, ideas, and management drivers." Will JavaJoy compromise its quality standards for partnership privilege?
How willing is JavaJoy to pinpoint decision-making to drive market research objectives and design? How much share of cost in intense, primary research is JavaJoy willing to pay?
Even after shouldering expenses in primary research, is JavaJoy willing to pay for more to answer: Do we have solid marketing information, or is more funds for market research needed?
Does the partner being considered for global diffusion have a strong customer base of US citizens who are looking for the familiar as they travel to foreign lands as tourists and business agents?
Is the executive at JavaJoy willing to talk to enough firms until they find several with which they are comfortable? And, wait long enough to obtain background materials, references or examples of past work?
Decisions of the magnitude that JavaJoy is suggesting do not come without problems. As mentioned before, the elected company leaders, VP's, CFO, President, and the advisors who are on the tangent of global venture must identify the strengths within their business that makes transparency possible. Does JavaJoy believe Transparency is their position of strength?
Global leaders establish structured goals. Why structured? The goal as practiced must withstand both implicit and explicit threats abroad. The goals must be accomplished easily, and become the "open standard." Do the leaders of JavaJoy believe its Technology will be structured, as mentioned before, to support say, the first goal of "Creditworthiness?"
Having sufficient credit backed with austerity and technology is the first and most important tool in the toolbox. Does JavaJoy have in place technology that will cope with inflows/ outflows of cash in differing denominations?
Do JavaJoy's gathered planners make goals that in principle will thwart crisis and global hegemony or subjugation?
Can JavaJoy remain functional in crisis where there is interruption in cash-flows throughout the supply chain, and to creditors?
The analysis will most probably be inconclusive, but it is on record that the process is started. When JavaJoy Inc proceeds will it go with its advisors from say: "JP Morgan, Goldman Sachs or Morgan Stanley to ensure market makers have a common interest from the start (Strong, Norman; 7/12/2006)?"
Conclusion
In context of market research management the corollaries do after all exist between Basic Principles of Marketing and the impulse to find a partner for global incursion. The previous list of questions needs further refinement if a path to partnership is desired by the firm, JavaJoy Inc.
References
Lundquist, Eric, E. D.; eWeek, June 19, 2006; Ziff Davis Media, front cover, MacDonald, John go eWeek com web log
Vass, Will; VP, CIO Sun Microsystems, eWeek, June 19, 2006
Thompson, David; CIO Symantec, eWeek, June 19, 2006
Strong, Norman; 7/12/2006, How to default: a primer, leftbusinessobserver
Griffin, Ricky W, and Pustay, Michael W; International Business, a Managerial Perspective, fourth Edition, 2005, Pearson/ Prentice Hall, Upper Saddle river, NJ


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