International marketing refers to searching prospective customers and satisfying their needs better than the competitors in both local and foreign markets. Therefore, coordinating the marketing activities for the products within the constraints of the foreign environment is a critical


International marketing refers to searching prospective customers and satisfying their needs better than the competitors in both local and foreign markets. Therefore, coordinating the marketing activities for the products within the constraints of the foreign environment is a critical job. As an International Marketing Assistant Manager, I have provided an effective international plan which will assist in improving sales in emerging market such as India.


Why Dassault Should Expand Its International Marketing

Improvisation in Brand Reputation- International marketing will possibly boost Dassault’s reputation. International brands are perceived to be better than the local brands by the customers (Fletcher and Crawford, 2013). An aviation company which has its expansions in foreign markets is anytime more preferred by the travellers. Connecting more routes will increase Dassault’s preference for the passengers.

Important to open the door for future opportunities- Connection with new and prospective customers and new business partners will expand the business of Dassault an advantage of new market opportunities. According to West, Ford and Ibrahim, (2015) expanding the business at the global level in order to provide business with an advantage so they can get connected with new customers and business partners.


Benefit of international market to Dassault

The advantage of extension in the markets of China Middle East, China, India and Latin America, is that it will produce more competition from these markets which will, in turn, result in generating services of higher quality at an affordable price for passengers of Dassault Aviation. This will result in improved economies of scale in the operations.

Why Dassault Aviation should not develop international marketing

Cultural Differences- One of the major potential difficulty of expansion will be conquering the cultural barriers. Every nation has its individual culture, which may be unpredictable. Before getting into the newer markets, effective market research will form an important part of formulating a marketing plan.

PEST analysis of Indian market for Dassault

As per Leonidou and (2013), PEST analysis is an outline which is used for examining and scrutinising an organisation’s external macro environment by taking into account factors like political, economic, socio-cultural and technological.

Political Factors- The trading environment in India is largely affected by many factors such as taxes, policies, structures. The taxation system is consists of several taxes such as income tax, services tax and sales tax, octroi and utilities.

Economic factors- Industrial reforms introduced in India led to a reduction of formalities regarding industrial licensing, foreign capital liberalisation.

Most Favourable factor for Dassault Aviation

Technological factors in India are more favourable than Brazil. India is provided with the technology of both 3G and 4G which will facilitate numerous technological projects of Dassault (Cavusgil and 2014). Furthermore, India also possesses one of the strongest IT zones in the world, which will encourage steady IT development, software improvements and other technological advancements in Dassault. Economic factors of India can also be favourable for Dassault as there would be minimum formalities required for expansion of business in India

Evaluation of international marketing research techniques

International Marketing research technique is a methodical design, analysis, interpretation, recording, collecting and reporting of information relating to a specific marketing decision faced by a company which is operating at international level.

Application of these techniques and specification of their advantages

Primary Market Research: This technique is applied by the organisation to ascertain information that can be applied to improving the products, services and functions. Field research is another name of primary market research (Paliwoda and Thomas, 2013). The advantages of this technique are that research is done using information that is not already available through other sources and it is the only technique through which one can procure specific answers (Wilden and Gudergan, 2015).

Qualitative Research: The views and opinions of customers regarding a particular business or its product are collected in this technique (Papadopoulos and Heslop, 2014). The above research is helpful for both primary and secondary market. Face to face interviews; surveys etc. are some of the examples of qualitative research technique. According to Morschett, Schramm-Klein and Zentes (2015), the main advantage is that this research tries to get information behind customer’s mind to figure out the data which they are lacking in assessing relating to customer’s choice about the product.

Evaluation of Brazilian market as a foreign target market

Advantages and disadvantages

Brazil is believed to be a priority market for Aerospace Team for aircraft parts export promotion. The two programs that have been successfully recruited by ITA are meeting out domestic outreach activities in an appropriate way and Brazil’s aviation industry. The main advantage would be that availability of large scope in Brazil is available.

Significant economic and political disruptions are the main disadvantages which affect the customers of the aviation industry. The problem relating to navigating is frequently reported to Brazil’s customs regime, the same is another disadvantage that companies have to meet tight deadlines regarding repairmen or replacement.


A fair scope for Dassault is available in Brazil aviation market, but the same should be done after marketing research in an appropriate manner. This will let the company know regarding the future challenges that are to be faced by it.


International marketing can prove to be a revolutionary change in the marketing strategy of Dassault Aviation. New opportunities can come in their way if the market is managed appropriately by PEST analysis and mitigating the cultural differences. Economic Liberalisation in India can pave the way for Dassault Aviation into Indian Markets.


Books and Journals

Cavusgil, S.T. and Knight, G. 2015. The born global firm: An entrepreneurial and capabilities perspective on early and rapid internationalisation. Journal of International Business Studies. 46 (1). Pp.3-16.

The marketing scholars put emphasis on the social obligation in relation to the marketing functions, without the considerations of other facets of CSR activities. The studies related to CSR in the area of marketing is focused on the dimensions of marketing, such as marketing that are cause related (Barone et al. 2000). This can be done in relation to the communication with consumers that concerns with the issues of CSR (Caruana and Crane 2008), the reputation of the corporation and customer response (Ellen et al. 2006).

Another foundation of the development of the CSR theme is the stakeholder theory. As per Maignan and Ferrell (2004), the organizational activities related to the CSR are of two main motivation types. First type is the instrumental approach. The reliance of the companies on the stakeholders is for the provision of resources or continuous support (Hopkins 2003). This makes the managers having considerations of stakeholders’ needs and claims. The second type is the perspective of morality. The argument extended by Donaldson and Preston (1995) has been that all groups and persons having legitimate interests that participate in obtaining benefits from an organization.

On the basis of the discussion on stakeholder and marketing related management in the area of CSR, the increasing number of the scholars has been valuing the examination in relation to the issues of CSR from the aspect of the integrated strategy (Cronbach 1971). For example, Maignan and Ferrell (2004) argue that the socially responsible action is possible when their behaviors are aligned with demands and the norms that the main stakeholders embraces. The illustration of the framework is analyzing the outcomes and antecedents of the behavior related to the organizational CSR from the main stakeholders’ perspectives.

Maak and Pless (2006) have produced a figure with an explanation that during the change in the social processes, the relations between the company and the stakeholders, and the stakeholders themselves and the roles played by them and the way their mechanisms is used in influencing the organizational strategy. The observation made by Porter and Kramer (2003) shows that CSR that is entrenched in a strategy which are integrated can be celled as “strategic CSR”.

Based on the styles of current leadership (for example, ethical, authentic, charismatic, transformational, shared, servant, participative, and spiritual leadership), some scholars have made attempts in incorporating CSR into the theory of leadership. One of first attempt of study in this area has been made by Maak and Pless (2006). The naming of the leadership approach has been on the basis of CSR ideals, such as “responsible leadership” and defining it as the ability and art that involves sustaining, cultivating, and building trustful relationship with various stakeholders. This can be done in achieving commonly shared and meaningful business vision. For instance, a fierce debate has occurred between Waldman and Siegel (2008), where the argument is related to whether the responsibility of the leaders are morally driven or economic driven, or whether the benefits can be accrued in the organizational financial performance with their responsible behaviors.

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The literature review is meant for: first, in filling a review gap; second, identification of the CSR development milestones in understanding further CSR evolution; and third, in encouraging the CSR studies’ development and the organizational level practices. The sustainable competitive advantage can be achieved by organizations with the adopting of the CSR orientation. It is also vital that it has proper definition and being understood correctly. Additionally, the proceedings of the CSR literature review have been in four sections. The methodology is discussed with respect to the explanation as to the reason for which content analysis is used in analyzing the CSR literature.

Dig deeper into Challenges and Demands for Change in Global Governance Systems with our selection of articles.


  1. Barone, M. J., Miyazaki, A. D. and Taylor, K. A. (2000) “The influence of cause-related marketing on consumer choice: does one good turn deserve another?”, Journal of the Academy of Marketing Science, 28, 248–262.
  2. Bowen, H. R. (1953) Social Responsibilities of the Businessman, New York: Harper and Row.
  3. Carroll, A. B. (1979) “A Three Dimensional Conceptual Model of Corporate Social Performance,” Academy of Management Review, 4, 497-505.
  4. Carroll, A. B. (1999) “Corporate Social Responsibility: Evolution of a Definitional Construct,” Business and Society, 38 (September), 268-295.
  5. Caruana, R. and Crane, A. (2011) “Getting away from it all: exploring freedom in tourism”, Annals of Tourism Research, 38 (4): 1495-1515.
  6. Cronbach, L. (1971) “Sustainability Entrepreneurship: Design Principles, Processes, and Paradigms”, Cheater 4 Research design: strategy, data, and analysis.[Online]Available: [2010-05-01]
  7. Donaldson, T., and Preston, L. (1995) “The Stakeholder Theory of the Corporation: Concepts, evidence and Implications”, Academy of Management Review, 20, (1) p. 65-91.
  8. Ellen, P. S., Webb, D. J., and Mohr, L. A. (2006) “Building Corporate Associations: Consumer Attributions for Corporate Social Responsibility Programs?”, Journal of the Academy of Marketing Science, 34 (2), 147-157.
  9. Hopkins, M. (2003) The Planetary Bargain, London: Earthscan.
  10. Maak, T., Pless N. M. (2006) Responsible Leadership: A Relational Approach. In: Maak Th., Pless N.M. (eds) Responsible Leadership. Routledge, London, New York.
  11. Maignan, I. and Ferrell, O. C. (2004) “Corporate social responsibility and marketing: an integrative framework”, The Journal of the Academy of Marketing Science, 32(1).
  12. Matten, D. and Crane, A. (2005) “Corporate Citizenship: Toward an extended theoretical conceptualization”, Academy of Management Review, Vol. 30(1), 166-179.
  13. Porter, M. E. and Kramer, M. R. (2003) “The Competitive Advantage of Corporate Philanthropy”[Online]Available:[2010-05-01].

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