ABSTRACT
In this third part of the book we shift away from the internal, intracorporate focus of Part II and toward the external interface that a multinational business unit in Southeast Asia requires in order to manage its indigenous customer base. The focus of this section is therefore primarily on marketing, as the conduit through which the global subsidiary corporation interacts with its domestic environment. Marketing has also traditionally been the strategic function over which local managers have had the greatest control – and poses perhaps the most complex success factor for a contemporary multinational operating in the ASEAN trading bloc.
