new product developments 084 We use the ML as a benchmark 070 We monitor the ML

New product developments 084 we use the ml as a

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new product developments 0.84 We use the ML as a benchmark 0.70 We monitor the ML pricing 0.69 We have integrated our foreign activities by acquiring foreign partners 0.72 We will actively acquire companies abroad 2 0.72 Sales subsidiaries are critical for us to globally implement our marketing strategies 0.68 When feasible (depending on local regulation), we always have 100 per cent ownership of our foreign activities 0.57 ( continued ) Table IV. Rotated matrix structure: international marketing strategies Strategy development in markets 531
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Cavusgil and Zou (1994) and Solberg et al. (2003). One factor defines the performance and represents 64 per cent of the information. This construct has a strong reliability. Now, the model of international marketing strategies and performance (Figure 1) is tested using EQS model (Bentler and Wu, 2002). With the aim of avoiding problems with multivariate normality, we applied ERLS (Bentler and Wu, 2002) that corrected fit index and the corrected coefficients of the model. We also validated the goodness of fit[4]. First, the model without standardisation strategies ( x 2 625.10) is better fitted than the model with standardisation strategies ( x 2 681.05). Regarding H6 , we tested three different models as shown in Figure 2. In Table VI, we present fit index of the three models. We can choose the model that minimizes the x 2 and CAIC. So, the analysis suggests that we choose the Model 3 that take into account direct (generic ! performance) and indirect (generic ! international ! performance) relations. The fit index and structural coefficient of Model 3 are presented in Table VII and Figure 3. We observe that they respect the level of their criteria of validity except for Variable Step-wise Alliance Follower Integration Challenger Standard When competitors challenge our market position in our most important international markets, we respond by increasing our promotional activities 0.75 We have quickly obtained a market position in several continents 0.70 We have actively established market positions where our competitors are strong 0.68 We use very different techniques for sales promotion in different country markets (R) 0.73 Main features of our product are standardized across major markets in the world 0.58 Percentage of variance 13.27 13.08 11.40 9.25 9.06 5.35 Reliability 0.87 0.86 0.86 0.77 0.75 0.61 Table IV. Our IO have increased our market share 0.85 Our IO have improved competitiveness 0.83 Our IO have strengthened our position 0.82 Our IO have generated a high volume of sales 0.80 Our IO have achieved rapid growth 0.79 Our IO have been very profitable 0.75 Our ROI is higher than that of our major competitors 0.74 Percentage of variance 63.79 Reliability 0.93 Table V. Matrix structure: performance IMR 25,5 532
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the GFI, NFI and AGFI because the model is over parameterized. Nevertheless, the model is well adjusted from empirical data and we present structural coefficient in Table VII.
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