No Paper Title Author Name Page No

MERICAN Journal of Public Diplomacy and International Studies
www.
 grnjournal.us 
 
achievement strategies, offensive, competitive, differentiation and narrow customer focus, 
defensive, resource saving, innovative, market segmentation and communicative. 
In the conditions of the current turbulent development of the international market, the choice of 
marketing management strategy is related to the characteristics of regional markets, the level of 
activity of small, medium and large businesses, and the payment capacity of the population in the 
regions. The marketing strategy in new markets used by Japanese firms is of great interest, which 
allows them to gain a foothold in the markets of countries that do not have national production of 
this product, and then gain experience and penetrate the markets of other countries ("laser beam 
strategy"). Therefore, in order to enter the markets of Western European countries with their 
cars, Japanese automobile companies initially operated only in Finland, Norway, Denmark and 
Ireland for several years. And after gaining a strong positive reputation there, they began to 
master the more sophisticated markets of the Netherlands, Switzerland, Sweden, Austria, 
Belgium. The third step was to enter the markets of Great Britain, Italy, Germany and France - 
countries with a powerful automobile industry. It is also worth noting the very long-term 
sequence characteristic of the activities of Japanese industrialists: starting with the export of the 
largest, cheapest cars (and, accordingly, very quickly meeting the demands of customers), 
creating the image of "Japan is excellent quality", this car companies gradually began to work in 
the markets of more expensive cars (but not the most prestigious), trucks and special cars, as 
well as in the countries where they sent previously assembled cars, later they move on to 
building car assembly plants. Germany and France are countries with strong automotive 
industries. 
An interesting strategy is "blue oceans", which allows companies to independently choose the 
field of activity, new products and new customers, away from the struggle for trade markets. In 
the conditions of the current turbulent development of the international market, the choice of 
marketing management strategy is related to the characteristics of regional markets, the level of 
activity of small, medium and large businesses, and the payment capacity of the population in the 
regions. 
In the process of operational planning, marketing programs and budgets that take into account 
the company's current goals for the next period, guidelines for all components of the company 
are developed. A marketing program or a program of marketing activities makes it possible to 
conduct a strategic policy, avoid important economic and social shocks, achieve development 
stability and have a long-term positive impact. Along with the marketing program, one of the 
main components of marketing planning is the marketing budget. The marketing budget is a 
balanced system of income and expenses for marketing, its development is the leading element 
of financial planning of the company's activities. The budget is developed for a period of one 
year or more, 
Marketing expenses are formed in two main ways. The first is related to percentage of revenue or 
profit. The second approach means that the main factors for calculating the marketing budget 
should be the goals and objectives of the company at this stage of development. A variation of 
the goal-oriented approach is sometimes called competitive marketing budgeting. A marketing 
budget is a budget related to advertising and other activities aimed at attracting consumers. This 
also includes marketing research, branding and more. However, marketing costs also include 
marketing product development costs, affiliate bonuses and discounts. The exact list of 
marketing cost items is determined by the business processes and the location of the control 
centers of these items. For example, if the marketing department and the sales department in a 
company are different departments with different budgets, then the same bonuses to partners 
may not be included in the marketing budget, but may be included in the sales department 
budget. Conversely, if sales and marketing are structurally owned by the same unit, the budget 
may be the same. Distribution of marketing expenses by main items is presented in Table 2. but 
may be included in the sales department budget. Conversely, if sales and marketing are 
structurally owned by the same unit, the budget may be the same. Distribution of marketing 

---

6
A