This amalgamates and transforms domain selection, capabilities and resources into an innovative profit model. The consequence of globalisation can be both homogenising (converging) as well as promoting (diverging) on the strategic business models (Dolvik “The Globalisation Challenge: Convergence or Divergence of National Labour Market Institutions”). According to the scholars who believe in convergence, the countries relaxing their markets, adopting the cutting edge technology, developing institutions and moving towards industrialisation should be expecting similar strategic business behaviour because the people would be accepting same values with respect to behaviour related to work and economic activity. On the other hand, the scholars believing in divergence asserted that the national culture assist in shaping the beliefs, values and attitudes of the management in a country and not the technological growth or any sort of economic ideologies. Many scholars also believe that globalisation is not related to convergence to paramount practice; rather it is regarding leveraging the difference in an augmenting borderless world in order to achieve advantages and positions (Gupta and Wang 69-71). In order to bridge this disparity between two schools of thoughts, a middle path has been proposed which was also known as crossvergence. This defined the set of values which supported the values of east and west and it suggested that the Asian organisations should be developing a hybrid model that would include a blend of the best elements from both the perspectives. The scholars strongly believe that globalisation have made the managerial decisions regarding the strategic business models have become challenging due to volatility, competition and augmenting uncertainty. However, different countries have different viewpoint to dead with the rising challenges. From the above discussion one point is evident that globalisation has a significant role in the emergence of the divergence or convergence debate among the international marketers because with the occurrence of globalisation, scholars have been able to identify the elements that shaped the values and attitudes of the managers in organisation (Gupta and Wang 69-71) Complexities associated with the management of marketing The marketing managers function in a conditioning environment. Of all the conditioning forces nothing affects the manager more than certain characteristics related to the modern society. One of the most important characteristics is the profit system. The organisational competencies such as flexibility, innovation and responsiveness generally result from sense-making and cognition. Management in marketing signifies the role of the firm in case of its sense-making efforts which is done by dissimilating, gathering, interpreting and storing activities that assist in understanding and acting accordingly (Botcheva and Martin 1-4). The complexity lies in understanding
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Convergence/Divergence of the global market – What do we see when we look through the same marketing lens? Table of Contents Role of globalisation in the emergence of the convergence/divergence debate 3 Complexities associated with the management of marketing 4 Complexities associated with the international management of the 7Ps of marketing 6 Role has technology 8 Difference of International Marketing Manager’s skills requirements 9 Use of the convergence/divergence debate for internal decision making 9 Work Cited 11 Name of the Student: Name of the Professor: Course Number: Convergence/Divergence of the global market – What do we see when we look through the same marketing lens?…
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