egrnenting in Asia Pacific is complex because there are many different marketing environments. At one extreme Japan has a very sophisticated and unique segmentation; at the other, Indonesia or the Philippines have largely rural economies and pyramidal markets. In between, the segmentation of the fast-growing economies of the NIEs is 1creasingly similar to Western markets. In China and Vietnam, it is still in its infancy but it evolves rapidly.
Literature on strategic management usually advocates an 'either/or' competitive strategy: e#ber a company positions itself as the cost leader in its industry by offering lower prices, or it tries to differentiate itself through better technology, quality or services. In Asia Pacific this approach is inadequate: Western firms must offer low prices and good quality, and good service, and a short response time, and appropriate financing. The expectations of Asian customers usually range far wider than Western firms are used to. In Japan, customers are very exigent in terms of product and service quality. Elsewhere in Asia, consumers want the best of both worlds: great price and great performance. In other countries still, the decisive factor is relationships and indirect services. This variety calls for flexibffity and sensitivity from the Western manager.
Choice of business segments and competitive approach : Resource based and Market based article from Resource Management Catagory Choice of business segments and competitive approach
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