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This is not to imply that one would automatically revert to an earlier strategy when seeking new markets. But simple elementary adjustments may not be sufficient to ensure success in the transplant. The comparative use of the product life cycle concept allows the firm to analyze the validity of its “proven” strategy when transferred to a new environment in which market conditions may differ substantially and in critical ways.

Advertising and promotion was heavily emphasized, although the lack of commercial television required a shift in the relative allocation of the promotion budget. Dealers were encouraged to demonstrate the cameras and in-store sales demonstrations were arranged, although trade margins were kept to a minimum on the assumption of large volumes. In essence, the strategy consisted of a well planned, internally consistent pull effort similar to that which had propelled United Stats sales of Polaroid to record heights.

Yet there were substantial differences between the French and United States camera markets. In general te4rms, the French market was much smaller and more heavily skewed toward the lowest price ranges ( less than $10) and toward the older, wealthier segments or the population. Specially stores, where personal contact was critical, accoun5ted for over 75 percent of all camera sales.

Most significantly, studies conducted by the company’s research staff had shown that in early 1966 fewer than 5 percent of French consumers demonstrated “proved awareness” of the Polaroid concept of photography. This compared with a level of awareness of 85 percent in the United States – to render the company’s successful United States strategy ineffective in France. Conditions in the French market required a different approach, one based on developing both consumer awareness of the product concept and the distribution capability required of a mass-market merchandising effort.

In late 1965 Polaroid introduced the Model 20 “Swinger” Land Camera in the United States at a suggested retail price of $19.95. This model placed Polaroid for the first time in the mass market for inexpensive cameras (less than $50 retail), which accounted for over three fourths of all still cameras purchased yearly in the United States. The results were phenomenal. Polaroid sales jumped by over 50 percent in 1965 and by nearly 60 percent in 1966. The company reported more than five million Swinger cameras sold by ” sometime in 1969.”

Polaroid had designed a product aimed at this mass market.  It was simple and inexpensive. Extensive national advertising ( nearly 60 percent of sales in 1965 and 1966) displayed these features prominently, capitalizing on the previously established reputation of Polaroid and its concept of instant photography. Television accounted for nearly one-half of the total advertising budget, and the emphasis on Swinger advertising shifted from the earlier educational message to a low price and “swinging” appeal. Distribution was made directly to over 15,000 retailers, including many, such as drugstores, that had never carried Polaroid cameras before. Discounters often offered the Swinger at prices well below the suggested retail price (as low as $14), featuring it as promotional item r or loss leader.

The requirements of this first stage of adjustment are comparatively simple. A check is made for legal considerations affecting the use of copy materials, advertising claims, and so fourth; an experienced linguist is contracted for the necessary translations, always observant to the danger of making a cultural faux pax; media selection is adjusted to its availability, quality, and impact, as is channel selection; and prices, budgets, and other administrative details are brought in line with competitive factors and profitability considerations.

Although apparently simple, many serious errors have been committed at this first level. A national producer of soft drinks had the company’s brand name impressed in Chinese characters which were phonetically accurate. It was discovered later, however, that the translation’s literal meaning was “female horse fattened with wax,” hardly the image the company sought to portray. General Motors’ copywriters in Europe found out to their chagrin the “Body by Fisher” had been translated in their Flemish ads to the equivalent of “Corpse by Fisher.”

The nature of the product, that is, how it is or might be used, the needs it satisfies, whether these, are basic or culture-bound, its substitutes, and so on.

A recent study that looked into more than 200 cases of international “blunders” by United States companies bear witness to the dangers of a homogeneous strategy. Over 53 percent of all the blunders identified and documented by the researchers were in the marketing area. If consumer product industries were isolated from the rest of the sample, the incidence of marketing errors rose to over 75 percent. Most significantly, nearly all of these blunders occurred when the firm introduced one of its domestically successful products into a new foreign market. The lesson seems to be: beware of success lest it could your vision.

Whether or not adaptation is required, and ( more critically) to what extent, is a complex but vital decision falling squarely on the shoulders of the executive with responsibility for foreign market entry. A number of analytical frameworks have been suggested to assist him in his task. In all of these it appears that the transferability of a standard marketing package is dependent on the interrelationship between two factors:

PRODUCTS FROM THE WEST have had a strong impact on product quality in socialist countries. They are freely available in some of the socialist countries and certain can be seen in all socialist countries. While they are beyond the purchasing ability of most of the population, they do influence their expectations and aspirations. Thus, western goods create strong pressure for improvement of socialist goods.

They are, however, important factors in socialist countries that prevent the emergence of new products. First, it is not clear that an enterprise could charge a higher price for a superior good. If superiority means higher costs bus not higher prices, it is evident that an enterprise would not wish to move in this direction. Second, a new product might require changes in the production line. Since managers have learned how to live with their existing production lines make a “reasonable profit with them, they are reluctant to make changes which leave them open to a reassessment is less favorable, they will have a more difficult time earning profits.

When demand manifested itself there is no guarantee that demand will be satisfied. A product may emerge to satisfy the demand or certain acts may be taken to temper the demand. For example, there may be a promotional campaign to show that that particular good is not “socially acceptable.”

Since products tend to be generic as opposed to branded, lack of competition keeps the level of product quality quite low. There are, however, recognizable differences among products depending on what factory produced them, there seem to be a form of brand competition among products based not on brands, but on the factor of origin.