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Strategic management in Asia is different. Decision‐making differs from that taught in Western, and even Asian, schools of business. In the last decade, the influence of Japanese management systems on Western management practice has become evident. Though the Japanese economy is the world's second largest, and Japan's population substantial, neither compares with the combined economies and combined populations of non‐Japanese Asia. The influence of the most aggressive elements of the non‐Japanese Asian business communities, the Overseas Chinese and Overseas Indian Networks cannot help to be felt on Western management practice. Explains why this difference in decision‐making styles exists, analyzes the implications of the Asian decision‐making style for managing in Asia, and discusses its implications for the future of strategic marketing management practice.

With a view to continue the current growth momentum, excel in all phases of business, and create future leadership in Asia and across the globe, there is a felt need to develop a deep understanding of the Asian business environment, and how to create effective marketing strategies that will help growing their businesses.

Evolution of marketing as a discipline / Syed Ferhat Anwar -- Marketing environment / Geok Theng Lau -- Strategic planning and marketing models / Khandoker Mahmudur Rahman -- Marketing research / Syed Saad Andaleeb and Khalid Hasan -- Consumer behavior / Syed Saad Andaleeb and Shiraz Latiff -- Market segmentation, targeting, and positioning / Syed Saad Andaleeb -- Product decisions / Murali Manohar Bhupathi -- New product development / Ehsan ul Haque and Khalid Hasan -- Packaging / Khandoker Mahmudur Rahman -- Branding and brand management / Bushan D. Sudhakar -- Consumer behavior and the anatomy of a brand / Uditha Liyanage -- Services marketing / Syed Saad Andaleeb -- Pricing strategy / Rajesh C. Jampala -- Integrated marketing channels / Saroj Kumar Datta and Shamindra Nath Sanyal -- Integrated marketing communications / Murali Manohar Bhupathi -- Sales force management / J. Clement Sudhahar -- Social marketing and social business / Khalid Hasan -- Rural marketing / Anurudra Bhanot

Regrettably, 80% of small to medium-sized businesses fail within 2 years of their inception. Ninety percent of businesses close after 10 years of operation. Although there may be many reasons, the lack of a strategic, actionable, and measurable marketing plan is often the underlying cause. Marketing a business in today's extremely competitive marketplace is difficult at best. Money is tight. Customers are more demanding. Moreover, the vast array of strategic and promotional alternatives available to business owners and marketers can be perplexing, confusing, and frustrating.

Purpose
Emerging markets present strategists with a unique set of challenges that result from a business environment that is quite different from that which characterises developed markets. Yet, little is known about marketing's contribution to successful strategic decision making in emerging markets. Thus, the purpose of this paper is to examine the usage of conventional strategic marketing practice, as it relates to developed markets, within groups of higher- and lower- performing manufacturers in the emerging market of India, comparing it against that of their counterparts in the developed market of the USA.


Design/methodology/approach
The study is based on separate web-hosted questionnaire surveys conducted in India and the USA, yielding samples of 71 and 84 self-reported manufacturing companies, respectively. Data analyses were conducted using independent-sample t-tests and logistic multiple regression, and sought to compare and contrast successful strategic marketing decision making in each country.


Findings
The results confirm that conventional strategic marketing plays a vital role in facilitating the competitive success of manufacturers in India. However, they also suggest that differences in the strategic environments faced by manufacturers in both countries necessitate quite different priorities for success at each stage of the strategic marketing decision-making process.


Research limitations/implications
Due to relatively low response rates, the extent to which the study samples are representative of the population under scrutiny remains unknown. Also, differences in the respondents' interpretation of certain questions and some of the marketing vocabulary and terminology used cannot be ruled out.


Practical implications
The research highlights the important contribution that conventional strategic marketing makes to the achievement of competitive success of manufacturers in India. However, it also identifies several specific practices that differentiate higher firm performance in the two countries, drawing into question the direct applicability of the conventional model of strategic marketing within an emerging market.


Originality/value
As far as is known for the first time, the applicability of the conventional model of successful strategic marketing within an emerging market is assessed. As a result, a new model is forwarded.

This is a teaching companion to the case studies provided in the book 'Strategic Marketing Cases in Emerging Markets' and is intended to help teachers and trainers follow a pedagogic line by using the case studies to develop a critical understanding of the service business scenarios and strategies for marketing in emerging markets. The authors provide extensive teaching notes for each of the cases, covering the pedagogy of the case study, the prerequisites to understanding it, case-specific teaching objectives, a suggested teaching approach, and a case synopsis. Each case is then rounded out with suggested discussion questions and concise answers, as well as additional reading to enhance the teaching and learning experience in the classroom.