Many marketing experts argue that marketing is a logical process with a natural structure that can be viewed primarily as a method of understanding the marketing environment; using the marketing mix; developing a marketing plan -based upon the use of the marketing mix; implementing a plan based on the selected strategy; and finally, using a control method to ensure that the strategy is adhered to. This marketing process is reviewed and evaluated regularly and modifications are made to the use of the marketing mix tactics in order to take into account any possible market change that might impact upon an organization's competitiveness.

This view of marketing seems to suggest that many of the marketing theories employed by multinational enterprises are international in scope and have global consequences. The EU market constitutes a different marketplace if examined in terms of the various cultures that co-exist, the multiple levels of competition, and the organization strategies used in order to penetrate its markets. Although these differences and their implications interfere with business planning, the E.U. is considered as an opportunity by numerous companies that decide to expand to other markets by using the appropriate internationalization strategies and competing with major global players in terms of sales, profits, market shares and organizational momentum.

A core issue in marketing theory is the growth and importance of networking and interaction. According to experts, the way in which administrative units, companies, and non-profit organizations (NGOs) develop, is directly related with their type of interaction and consequently the networks formed to gain commercial advantage in domestic or foreign markets. These networks can use similar subcontractors or components, share research and development costs, or operate within the same governmental framework. Clearly the EU, a trading block with no internal barriers, creates its own elite sub-networks. Collaborations in aerospace, vehicle manufacturing or engineering have all sponsored the development of a European outlook, which is based upon each participant's abilities and expertise. This recently adopted approach of networking and marketing interoperability between companies demonstrates how important it is today for any type of manager or project coordinator to know who takes the decisions in the E.U. level and who can be approached from the E.U. administrative units, in order for a specific network to adequately present its interests and work towards their accomplishment.

The E.U. is a rich, diverse market, with a vibrant and varied cultural heritage. This means that although there has been a harmonization process within the 25 member states as a result of the E.U.'s formation, great differences still exist and help shape everyday practices and processes. Rather than businesses being simpler as a result of this economic and trade union, it is recognized that due to heavy regulation and bureaucracy, the E.U. needs to communicate itself effectively to all, as a unique supranational player of our global village. The new E.U. profile has not yet been introduced successfully and due to the audiences' diverse backgrounds, any attempt can prove to be highly complex. Especially if someone considers that Europeans tend, in general, to have their cultural differences recognized and most of their political and social networks are based on extremely important historical instances, the firms that recognize this challenge and adequately "package" their offer have a good chance of developing a successful marketing plan to meet the diverse E.U. citizens' needs.