Case / International Marketing – Marimekko International Marketing Strategy

Case/International Marketing – Marimekko International Marketing Strategy: Choose a Finnish (or from your home country) consumer or business-to-business product / service (also company) marketed to a foreign country of your choice…

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Case / International Marketing – Marimekko International Marketing Strategy : Solution

Paper details

Case / International Marketing

Continue from the pre-assignment

Choose a Finnish (or from your home country) consumer or business-to-business product / service (also company) marketed to a foreign country of your choice (discussed in your pre-assignment)

–        Keep in mind the cultural challenges you‘ll face when marketing this product to the target country (e.g. Hofstede)

–        Cultural differences & other environmental uncontrollable elements in foreign markets => consequences (4 Ps)

–        Think about the challenges connected to the usage / purchasing process of the product in this specific culture

Define the target group / groups for your product / service and your goals. Describe the means of competition (4 Ps) to market the product / service for your target group. If needed you may also use other means of competition as your activities to reach your target group (in services etc.). You may refer to Country Notebook on Cateora’s and Graham’s ‘International Marketing’ book.

Describe also the internationalization strategy of the company during a timeframe which you decide. This means the development of operation modes they use in their operation abroad. Extent of the report is about 12-15 pages. 

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Solution

Marimekko International Marketing Strategy

Introduction

Founded in the year 1951, Marimekko is well identified as a finish lifestyle design firm well known for authenticity in prints and colors. Its product portfolio contains top-quality clothing, bags, and accessories together with home décor commodities that range from tableware to textiles.

The company as at 2018 had already managed to reach at least forty foreign markets. To attain this, Marimekko Corporation uses internationalization tactics inspired by pull factors such as the economies of scale as well as global alternatives like business specific forces. Its internationalization process is also favored by the extremely large market of the United States.

The stages of internationalization exercised by Marimekko Company include export assistance, licensing, as well as contract build-up. The key figure of the company shows its excellence in leadership, production, and information and marketing. It has enjoys lateral rigidity from its key competitors. In 2011, according Heinonen and Kaverina (2015), the presiding CEO of Marimekko managed to establish a subsidiary for the company in the United States of America, opened a new store in New York and licensed an agreement with Converse and Finnair (2012).

By the year 2012, Marimekko Corporation extended its premises to foreign markets and managed to open a couple show rooms in Beverley Hills, Palo Alto, and Boston. Within the same year, the company successfully extended its stores to South Korea, Japan, Berlin & Malmo, Hong Kong and Australia (Heinonen & Kaverina, 2015). The stores in Shanghai and Beijing, China were opened in the following year. By the end of 2016, the corporation had already added fifteen new concept stores in the Chinese market.

By 2014, the company’s phase had already changed completed having been impacted on by its internationalization strategies. It network in product distribution had grown tremendously,, most especially, in its main markets. As previously mentioned, the firm had also extended its operations further to the eastern markets. Before this period in time, Marimekko Corporation’s primary strategy was to reorganize its operations, which would eliminate at least 65 jobs in the US (Oyj, 2014).

Having been implemented, the plan boosted the company’s revenues to approximately two and a half million euros by the year 2014 (Oyj, 2014). In accordance the company’s statement on internationalization, released in 2014, the firm’s need for joining the foreign markets is to strengthen the competitiveness of their industry in the long run with an objective of attaining a highly efficient organizational structure (Oyj, 2014).

Recently, in 2018, Marimekko Company opened a new store in Tokyo, Japan. Also, the company has of late made use of partnerships in Asia to help grow its premises in the Asia-Pacific region (Oyj, 2018). By the end of September the same year, the company had already grounded 14 stores in Japan. Other stores were also distributed to Melbourne, Shanghai, Bangkok, and Oslo in 2018, which summed-up to 160 stores globally (Oyj, 2018).

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Marimekko Company’s global expansion of business is still underway. It still has objectives of remaining relevant in the industry and extending its services to many foreign markets in the world. As such, the organization has laid down plans and objectives to achieve by the year 2022 (Marimekko, 2018).

To grow and flourish in foreign markets, Marimekko Company intends to continue advancing their product portfolio to a bigger audience. It also plans to keep approaching primary markets through key cities as well as maximizing their scale as acceleration for the efficiency of supply chain (Marimekko, 2018). Most importantly, has updated its financial goals and aims at maintaining a profit margin of fifteen percent contrary to what was ten percent previously.

Marimekko’s Brand Positioning

Brand positioning is a fundamental aspect that Marimekko should exploit to ensure that it has secured a significant market share of the international apparel market segment. Hence, Marimekko should integrate efficient marketing strategies to have a distinctive effect on its target consumers who are mainly between the age group of 15 to 50 years. Managers should acknowledge that brand positioning relies on brand attitude and awareness.

Marimekko’s brand awareness aims at creating a link between their customers’ needs and their products to increase their clients’ preference despite the stiff competition in the international market. It intends to improve its brand attitude by increasing Marimekko’s loyalty and awareness in key cities in the Asian region through its value-driven storytelling approach.

The brand attitude and awareness will be enhanced further by the firm’s broad global target audience that allows it to build Omni-channel ecosystems that have maximized its annual sales. Advertisements and marketing communication are the main strategies used to create brand awareness. Nowadays, online target marketing has enabled companies to promote their brands and connect with their customers across the globe (Bilgili & Ozkul, 2015).

Online marketing plays a fundamental role in improving brand awareness. Effective social media activism should enable Marimekko to succeed in marketing its products and services. As a result, companies should adopt the marketing mix strategy as an efficient approach that Marimekko will exploit to be a renowned lifestyle design brand for its bold prints.

Marketing Mix Strategy

The marketing mix strategy comprises four elements (4Ps): promotion, place, price, and product. The four factors should be utilized to retain consumers and to attract potential clients. The four Ps approach has been the primary strategy that Marimekko has exploited to cater to its international marketing needs, especially in China. It has used the 4Ps to obtain positive feedback from its target market by focusing on convenience, cost of their merchandise, communication, and consumers’ needs (Abdullah Saif, 2015).

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The 4Ps should ensure that Marimekko is endorsed a customer-oriented marketing paradigm that allows them to have direct interaction with their clients. The 4Ps approach ensures that Marimekko has a comprehensive insight of their sellers and buyers that helps establish global customer and awareness through brand collaborations, public relations, and social media.

Product Strategy

Diversification is one of the critical features of Marimekko’s merchandise. Accessories, bags, interior decoration, and clothes depict its leading products in the Asian region, especially China. Marimekko has categorized its products into specific themes to ensure their clients have an easy time ordering their products. Some of the common themes include Tyke’s Turf, Easter, Classic Marimekko Fabrics, In Good Company, At Twilight, Marimekko Gems, For Him, Spring Fabrics, and Moments of Life in Helsinki (Arslan & Wang, 2014).

The themes endorsed by the firm depict the degree of happiness a consumer is likely to obtain from the Marimekko products that are full of life and an enthusiastic spirit. The themes have increased brand awareness and customer loyalty due to Marimekko’s customized product search that uses color, keywords, and catalogs to optimize their searches. The color-search approach enables customers to isolate colors that suit them quickly.

Daily-use products, fashion goods, and household goods are some of the merchandises that have recorded high sales due to the customized search approach. However, in the Chinese market, most of the clients are interested in purchasing gifts and fashion goods than daily-use items. Hence, most of the chain stores have registered low sales for daily-use products that are relatively expensive. Marimekko has adopted marketing strategies that promote household and fashion goods in China to attract Chinese women.

Marimekko’s products should be visual with a sense of touch characterized by its colorful paints and appealing design. Moreover, its sense of touch is universal in its fabric materials’ products that have excellent design and remarkable quality. (Bilgili & Ozkul, 2015) The bright paint is the best means that Marimekko uses to express its wonderful Finnish stories, people, or sceneries. The efficient product strategy has enabled the company to develop a product portfolio that is appealing to the broad Chinese customer base.

Place Strategy

The place strategy has compelled Marimekko to endorse digital commerce retail in China to boost its sales. Hence, it has integrated a supply chain system that relies on its distribution process that entails factory, store, and retail in its supply chain system. However, Marimekko has opened stores in Shanghai and Hong Kong in several regions where Chinese women prefer shopping. Retail shops are the ideal shipping strategy that Marimekko has opted to adopt to attract most Chinese female shoppers.

Besides, online shops have become a feasible approach due to Increased Internet usage in the 21st century (Abdullah Saif, 2015). They are convenient and offer an easy comparison of the commodities. Marimekko has placed its retail outlets in strategic positions in significant market stalls and shopping malls to attract frequent shoppers and revelers how are regular visitors to the vast shopping malls.

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Price Strategy

Marimekko categorizes its commodities based on their price ranges determined by the grand design, and the good quality of their products is presumed to be very expensive. The pricing system plays a vital role in branding since valuable commodities attract a customer base that comprises clients with high income and unique taste. Marimekko has adopted a general pricing structure that ensures its business survives crises while it generates impressive profits. In the Chinese market, Marimekko products are famous for their high prices.

The highly-priced products are famous due to the perspective that they are of good quality and design. Marimekko is focusing on retaining its high pricing strategy to compete with a famous brand, such as Converse, Gucci, Hermes, Fendi, and Louis Vuitton, to secure a considerable percentage of the Chinese market share (Abdullah Saif, 2015). Most famous brands have relied on their fashionable and stylish designs that have led to a fashion revolution in the global market. Therefore, Marimekko’s marketing managers are determined to stimulate a lifestyle revolution in China.

Promotion Strategy

Public relations, propagation posters, televised advertisements, and sales promotions are some of the vital promotion strategies Marimekko has utilized to establish influence in the Chinese market. The promotion techniques by Marimekko have to be practical and useful to market their commodities to new consumers while retaining their customers.

Traditional promotion methods might not offer effective marketing strategies that will help Marimekko create a reputation that will aid it to secure its high brand status in China (Bilgili & Ozkul, 2015). Hence, it should incorporate their customized marketing techniques to ensure that Marimekko products attain their projected sales in the Chinese market.

Firstly, Marimekko should collaborate with affiliate brands to increase their market penetration in China. Its cooperation with famous brands has given positive feedback. For instance, Marimekko’s collaboration with Nike and Converse to outsource their paintings on their products will enhance the endorsement of their painting design in the Chinese market (Arslan & Wang, 2014). The partnership will augment the Chinese consumption of Nike and Converse sales in China. The beautiful designer, Nike, or Converse shoes will attract Chinese female shoppers.

Secondly, Chinese consumers love fashion shows. Therefore, Marimekko should integrate fashion shows as a viable platform to market their commodities to their target customers. It should increase its fashion show to present its new clothes to increase its sales (Bilgili & Ozkul, 2015). The fashion shows increase the brand’s perception of the target audience in the consumers’ mindset. The apparel shows will have a significant effect on determining the new fashion styles being admired and pursued by consumers.

Thirdly, Marimekko should utilize the spaces adjacent to large shopping malls. Chinese consumers cherish art, especially street art, to depict the interest and leisure lifestyle associated with Marimekko’s products. Likewise, models wearing Marimekko clothing and displaying their commodities or posing them next to the crowded shopping mall will lure potential buyers (Bilgili & Ozkul, 2015). Therefore, regular exhibitions on Marimekko’s art will attract consumers who will be jovial to wear their attire.

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Lastly, Marimekko’s image representation should be sufficient since it is a foreign brand striving to penetrate the Chinese market, which most of the Chinese buyers are not conversant with compared to their rivals. The marketing managers need to acknowledge the importance of developing trust to attract their customers and penetrate their entrance to the Chinese market.

In China, shoppers are easily persuaded to buy products that have been endorsed by public personalities, such as famous athletes, politicians, or actors (Bilgili & Ozkul, 2015). Therefore, Marimekko should endorse ambassadors to market their products to increase its brand recognition and impression among Chinese customers.

Challenges Associated with the Chinese Market

China’s Huge Consumer Market

Most multinationals are establishing retail outlets in China due to its fast-growing economy. Huang and Xu (2018) alleged that in the past three decades, the Chinese economy has grown by 10.6%. Moreover, China-based factories produce almost 33% of the world’s clothing and 50% of the shoes worn globally (Huang & Xu, 2018).

Marimekko intends to venture into the Chinese market when its economy is characterized by low inflation and high growth due to its huge investments and increasing exports that stipulate the establishment of requisite infrastructure. China’s foreign direct investment is soaring and boosting its trade sector. As a result, China is among the leading trading nations due to its fast-growing market for services and goods.

The Chinese consumer market is thriving based on the impressive sales records that most enterprises have recorded from their durable products. According to Dziawgo (2019), household products sales grew by nearly 13%, while apparel sales increased by 20% in 2018. Besides, the China Branding Strategy Association purported that a high percentage of Chinese consumers can afford to purchase luxury products.

Recent research conducted by China Market Research Group revealed that most of the luxury consumers were persons aged between 20 to 30 years (Dziawgo, 2019). Hence, most of the foreign consumer products have strategic marketing plans to attract more luxury buyers. 

Marketing Challenges in China

Despite the flourishing Chinese economy, some firms have failed to blossom since they did not realize the probable challenges linked to almost 2 billion potential Chinese consumers (Huang & Xu, 2018). Most of the corporations that have failed in China have opted to target potential buyers residing outside major cities, such as Guangzhou, Shanghai, and Beijing.

The organizations have experienced numerous challenges despite having agents in those regions. The fragmented media distribution and retail channels have created marketing barriers that have limited the targeted consumers’ purchasing power. Hence, Marimekko is prone to several challenges associated with the purchasing or usage of household commodities, attire, and accessories. 

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Cultural Challenge

The Chinese market is presumed to be among the leading markets characterized by intelligent shoppers, strong leadership, and self-reliant consumers. China has a unique and dynamic business, traditional, and political cultures. For instance, its distinctive dynasties, Confucianism, communism, and Buddhism have a significant influence on the practices and behaviours that Chinese businesses and people uphold.

Chinese consumers have diverse attitudes, values, beliefs, and tastes that portray the high cultural expectations that people observe. For example, in the recent past Chinese consumers are not worried about purchasing luxuries products, such as cigarettes, television, or certain interior decoration commodities as they did in the 1980s and 1990s (Pitta, 2012).

Globalization has led to the integration of lenient cultural values; however, ancient cultural norms represent more than one billion consumers who buy clothing and food at a subsistence level. Marimekko’s marketing opportunities exist in old and new cultures. The marketing personnel should identify profitable niches to have an in-depth understanding of the cultural differences before marketing their commodities to more than 1billion potential customers.

Regulatory Challenge

Based on China’s agreement to the World Trade Organization in 2001, Beijing has been determined to abide by its commitment to welcome foreign investment to its market. However, local authorities have incorporated formidable barriers that strain international corporations that want to exploit their ready market (Dziawgo, 2019).

Hence, Marimekko’s marketers are likely to experience numerous obstacles that deny them fair market access due to the stringent standards and testing required to most of its imported products. The lack of transparency and integrity in the regulatory process that Marimekko’s products will encounter makes it very challenging for managers to plan for changes in the Chinese market structure.

Intellectual Property Right Challenge

China is presumed to be the leading market with most counterfeit commodities in the international market. For instance, the United States Trade Representative’s findings to Congress revealed that piracy levels in China are high even though 93% of businesses have copyrights on their products (Huang & Xu, 2018). Regardless of the continuous anti-piracy campaigns, Marimekko should ensure all its products have their copyrights to avoid the proliferation of similar counterfeit commodities.

China’s affiliation to the World Trade Organization has compelled its legislators to amend their guidelines and laws to strengthen its legal framework on intellectual property right. Nonetheless, its weak enforcement impedes the eradication of counterfeit goods prevalence in the Chinese market, especially on consumer goods.

Pricing and Product Challenge 

For Marimekko’s products to retain a significant market share in the Chinese market, they have to be improved regularly to ensure its making marketing strategies are viable. The marketing directors will have to incorporate rapid product adoption and innovation to support Marimekko’s extensive pilot initiatives and product testing (Pitta, 2012). Besides, given Marimekko will be selling accessories, interior decorations, and attire; it should amortize its fixed costs on its products to ensure the firm establishes cooperation in its supply chain and accrue profits.

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Marimekko’s determination to launch its luxury or premium brands will be challenging, especially on its daily-consumer products. The introduction of high-quality products requires strategic techniques to build a compelling brand image (Dziawgo, 2019). Customers are likely to buy premium commodities they cherish to be seen in public as evidence of their financial prosperity.

New pricing strategies to the Chinese customer base should incorporate broadening premium brands to penetrate the vast market. Therefore, altering product formulations should help Marimekko to modify its manufacturing processes and set an inclusive pricing policy that caters to its potential demographic segments. 

Branding Challenge 

The booming Chinese economy has led to the proliferation of international and home-grown products that utilize its brand for retaining and increasing their market share. For the Marimekko brands to succeed in dominating the Chinese market, it needs to enhance its global and local operations (Pitta, 2012). Due to cultural and linguistic differences, global branding hardly works in the Chinese market. The Marimekko should endorse distinct, memorable, and catchy luxury brands that will market their commodities.

Internationalization Strategy

Internationalization characterizes Marimekko’s business expansion strategies meant to assist it in dominating the international apparel sector. It is one of the integral decisions that Marimekko’s managers should make to all their external and internal business operations. It will enable Marimekko to diversity its business ventures and risks. Internationalization should allow the corporation to establish its product line that integrates luxury and premium accessories, attire, and interior decorations in the Chinese market (Azuayi, 2016).

The domestic market has been characterized by stiff competition that has compelled Marimekko to opt to venture into the vast Chinese market. The internationalization strategy has helped Marimekko to diversify its risk and mitigate its economic downturns in the Finnish jurisdiction. 

Market Entry Strategy

Several reasons might inspire Marimekko’s managers to explore the Chinese market. For instance, a single market entry might not be sufficient to counter its losses since there are different approaches to the internationalization of different markets. Some of the critical factors that have motivated Marimekko’s management to exploit the new market include marketing expenses, tariff rates, and transportation costs (Vargas-Hernandez & Alejandro, 2016). Some of the fundamental strategies that the administration should prioritize to attract its target customers in China comprises direct exporting, franchising, and licensing. 

Direct Exporting 

Marimekko should make a precise decision to exploit either its indirect or direct exporting strategies. Nonetheless, the direct exporting approach will offer the company an entry strategy that enables the organization to sell its commodities directly to their target market segment. It will oblige Marimekko to make a direct commitment to the Chinese market. Unswerving commitment empowers a firm to control its brand and operations rather than the indirect exporting approach.

For instance, the piggyback policy is one of the most efficient direct exporting strategy Marimekko can utilize to penetrate the Chinese market by collaborating with existing businesses to use their logistics and distribution system (Azuayi, 2016). Likewise, Marimekko can use the consortia approach that compels it to cooperate with small and medium enterprises to assist it in marketing its merchandises across China.

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Licensing 

Marimekko might opt to exploit the licensing approach by issuing an overseas corporation the right to sell their products for a specific duration. Hence, Marimekko will have to license their products’ brand names, trademarks, patents, copyrights, and designs.

The application of licensing strategy is an efficient means of financing international growth in the Chinese market since it eliminates the chances and risks of an organization’s product being sold on the black market (Vargas-Hernandez & Alejandro, 2016). However, marketing managers should scrutinize this technique properly to address any potential obstacles that might restrict the firm’s development or reveal vital information to their future rivals in the apparel industry. 

Franchising 

Franchising is a critical market entry strategy that Marimekko can utilize to offer its bold print services to supplies with intangible property. The corporation can partner with leading Chinese restaurant outlets to advertise their popular commodities to the Chinese fashion enthusiasts (Vargas-Hernandez & Alejandro, 2016). As a result, the franchise model should have a unique and strong brand recognition can be utilized internationally to market the firm’s products.

Marimekko’s directors should be cautious of the franchising entry approach if they have an agreement with a famous brand selling comparable items since the strategy can create unnecessary competition in the future. However, the franchising strategy will allow famous brands to promote the Marimekko’s products sales in their premises while complying with the agreed objectives and policies.

References

• Abdullah Saif, N. (2015). How does marketing strategy influence firm performance? Implementation of marketing strategy for firm success. International Journal of Innovation and Economic Development, 1(3), 7-15. doi: 10.18775/ijied.1849-7551-7020.2015.13.2001
• Arslan, A., & Wang, Y. (2014). Acquisition entry strategy of Nordic multinational enterprises in china: An analysis of key determinants. Journal of Global Marketing, 28(1), 32-51. doi: 10.1080/08911762.2014.965865
• Azuayi, R. (2016). Internationalization strategies for global companies: A case study of Arla Foods, Denmark. Journal of Accounting & Marketing, 05(04). doi: 10.4172/2168-9601.1000191
• Bilgili, b., & ozkul, e. (2015). Brand awareness, brand personality, brand loyalty and consumer satisfaction relations in brand positioning strategies (a Torku brand sample). Journal of Global Strategic Management, 2(9), 89-89. doi: 10.20460/jgsm.2015915576
• Dziawgo, T. (2019). Wealth management market in china opportunities and challenges. Copernican Journal of Finance & Accounting, 7(4), 47. doi: 10.12775/cjfa.2018.019
• Heinonen, J., & Kaverina, K. (2015). Marimekko’s Internalization Process. Retrieved from https://prezi.com/0cwbydnjfrp3/marimekkos-internalization-process/
• Huang, R., & Xu, T. (2018). Opportunities and challenges brought by the China outbound travel market. Worldwide Hospitality and Tourism Themes, 10(6), 642-651. doi: 10.1108/whatt-07-2018-0049
• Marimekko. (2018). Strategy & financial goals. Retrieved from https://company.marimekko.com/en/about-marimekko/objectives-strategy/
• Oyj, m. (2014, February 5). Marimekko is to reorganize its operations in Finland and the United States. Retrieved from https://www.globenewswire.com/news-release/2014/02/05/607395/0/en/marimekko-is-to-reorganise-its-operations-in-finland-and-the-united-states.html
• Oyj, m. (2018, August 31). Revamped Marimekko flagship store opens in Tokyo? Partner-led retail in Asia is one of the key drivers of Marimekko’s growth. Retrieved from https://www.globenewswire.com/news-release/2018/08/31/1563806/0/en/revamped-marimekko-flagship-store-opens-in-tokyo-partner-led-retail-in-asia-is-one-of-the-key-drivers-of-marimekko-s-growth.html
• Pitta, D. (2012). The challenges and opportunities of marketing to Millennials. Journal of Consumer Marketing, 29(2). doi: 10.1108/jcm.2012.07729baa.002
• Vargas-Hernandez, J., & Alejandro, O. (2016). Methodology and strategies for companies in the process of internationalization. Journal of Global Economics, 04(04), 224-233. doi: 10.4172/2375-4389.1000224

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