How to Address the Gray Market Threat Using Price Coordination

  • Gert Assmus and Carsten Wiese
  • April 15, 1995

A U.S.-based company sells prestigious high-priced liquor under the same established brand name in almost every country around the world. Recently, the director of global marketing at corporate headquarters received strong complaints from the head of the company’s subsidiary in Japan about the substantial quantities of the product that had entered Japan through the gray market. The gray market products are sold at a considerable discount, thus cannibalizing product sales through authorized channels and threatening the high-prestige image of the product in Japan.

The homogenization of customer demand around the world, the lowering of trade barriers, and the emergence of international competitors all contribute to the pressure on companies to market truly global products, that is, products that are almost identical everywhere and backed by global advertising strategies. Examples are such products as Coke and Pepsi-Cola, Levi’s jeans, Swatch watches, Nikon and Minolta 35mm cameras, Sony car stereos, Honda Civic or BMW 320i cars, Caterpillar tractors, and Vizir, a liquid detergent from P&G Europe.

At the same time, these largely undifferentiated global products are sold at different prices in different countries, based on such factors as purchasing power, exchange rate changes, and competition. Because of readily available, inexpensive information on worldwide prices made possible by modern data transfer and telecommunications systems and low transaction costs, such global products are often threatened by gray markets that cannibalize sales in countries with relatively higher prices and damage relationships with authorized distributors, as the opening example illustrates.

In this paper, we discuss how multinationals are addressing the gray market threat through various price coordination methods. These companies control the threat without resorting to drastic measures, such as differentiating the products for each country or revamping the distribution channels. Even though the coordination mechanisms are likely to incur a cost, they are often preferable to other measures because they allow companies to benefit from product standardization and a unified positioning strategy for their global products.

Research on pricing issues is underrepresented in the international marketing literature. In their research, Aulakh and Kotabe suggest that the reason for the neglect of this important issue is “the inherent difficulty in getting information from international companies due to the sensitive nature of such information.”1 We have based this paper on a review of the literature and several interviews with managers active in global pricing decisions.