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International marketing strategies challenges Cateora, ch. 11 (10th edition)

International marketing strategies challenges Cateora, ch. 11 (10th edition). assist firm in achieving economies of scale through transfer between regions of experience and knowledge

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International marketing strategies challenges Cateora, ch. 11 (10th edition)

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  1. International marketing strategies challengesCateora, ch. 11 (10th edition) assist firm in achieving economies of scale through transfer between regions of experience and knowledge develop and strengthen international image establish and maintain control and coordination in a global multicultural environment 1 Cat11(10)Strat GK Sletmo

  2. Themes to consider (1) • global marketing management • global vs international mkt management • benefits of global orientation • planning for global markets • company objectives and resources • international commitment • planning process Cat11(10)Strat GK Sletmo

  3. Themes to consider (2) • alternative market-entry strategies (A) • exporting • Internet • contractual agreements • licensing • franchising • joint ventures • consortia Cat11(10)Strat GK Sletmo

  4. Themes to consider (3) • alternative market-entry strategies (B) • direct foreign investment (FDI) • strategic international alliances (SIA) • organizing for global competition • locus of decision • centralized vs decentralized organizations Cat11(10)Strat GK Sletmo

  5. Multiculturalism vs homogenization globalization vs multiculturalism • does NOT mean the world is becoming uniform • still a lot of durable diversity in culture important cross-cultural segments on a global scale • ‘youth market’ ( = ‘subculture’ ?) • professionals • technical markets: • computers, telecommunication systems, highways Cat11(10)Strat GK Sletmo

  6. Three ‘cultures’ - two segments USA Germany Japan young professionals (BMW, cellular phones) global youth market (rap, jeans, Walkmans,…) Can I identify, reach and profitably serve customers in segment? Cat11(10)Strat GK Sletmo

  7. innovation new products competition power relationships: conflicts manufacturer/supplier manufacturer/retailer operations product improvements cooperation power relationships: harmony manufacturer/supplier manufacturer/retailer How can culture influence strategy ?culture affects mkt mix and management style Cat11(10)Strat GK Sletmo

  8. USA market research driven price often high at outset no ‘target price’ periodic price cutting responding to competition Japan target price set at outset, then design engineering (process) supplier prices on-going cost cutting New product development(Exh. 11-2, p. 324 Cateora, 9th edition) Cat11(10)Strat GK Sletmo

  9. Strategies: planning and organization[Cateora, ch. 11; 9th edition] globalization: changes strategies and organization structures • competitive cost pressures • need for greater flexibility in production, marketing and finance • new forms of inter-firm cooperation • especially regarding market entry Cat11(10)Strat GK Sletmo

  10. International orientation three operational concepts • domestic market extension concept • a single mkt mix (based on domestic market) • multi-domestic market concept • each country “unique and distinct market” • global market concept - • identification of universal needs / standardized marketing Cat11(10)Strat GK Sletmo

  11. global company product life cycle is universal (global) all customers want latest model (e.g., industrial markets, telecommunications) international products at different life cycle stages in various countries new models introduced first in home market, sold abroad only over time (ex: B/W TV vs DVD) Global vs international companiesexample: PLC(see Exh. 11-1, p. 315, 10th ed) Cat11(10)Strat GK Sletmo

  12. global segments based on similarities of groups found in all regions borders not a factor in segmentation very limited number of adaptations international segment based on geographic differences in consumer behavior specific cultural traits seen as important large number of market adaptations International vs global market segmentation Cat11(10)Strat GK Sletmo

  13. global global convergenceand homogenization of tastes ‘Californiazation” international consumer preferences reflect cultural (national) differences Global vs international consumer Cat11(10)Strat GK Sletmo

  14. The international marketing organization factors influencing structure ? organization based on product lines countries (or country clusters) regions or trade blocs combination of product / country structure benefits / drawbacks ? see Cateora, Exhibit 11-3, p. 337 Cat11(10)Strat GK Sletmo

  15. International Planning Processwhat to remember / memorize • carefully study Exh. 11-2 (page 321): International Planning Process • what are the four phases of planning? • what is involved at each phase? Cat11(10)Strat GK Sletmo

  16. International Planning Process Information derived from each phase, market research, and evaluation of program performance Phase 1 Preliminary analysis and screening: Matching company/country needs Phase 2 Adapting the marketing mix to target markets Phase 3 Developing the marketing plan Phase 4 Implemen- tation and control Environmental uncontrol-lables, company character, and screening criteria Matchingmix requirements Marketing plan development Implementation evaluation, and control Cat11(10)Strat GK Sletmo

  17. International Planning Process Phase 1 Phase 2 Phase 3 Phase 4 Company Character Philosophy Objectives Resources Management style Organization Financial limitations Management and marketing skills Products Other Home Country Constraints  Political Legal Economic Other Host Country(s) Constraints Economic  Political/legal Competitive Level of technology Culture Structures of distribution Geography Product  Adaptation Brand name Features Packaging Service Warranty Style Price  Credit Discounts Promotion  Advertising Personal selling Media Message Sales promotion Distribution  Logistics  Channels • Situation analysis • Objectives/ goals • Strategy tactics • Selecting mode of entry • Budgets • Action programs  Objectives Standards Assign responsibility Measure performance  Correct forr error Cat11(10)Strat GK Sletmo

  18. Framework for analysis: SWOT Generally, case reports will include a “SWOT” analysis A practical example of situation analysis • Strengths of company (technology, brand recognition, etc) • Weaknesses (high costs, obsolete product, weak management, etc) • Opportunities (favorable economic conditions, new product, underutilized plant, etc) • Threats (new competition, government regulation, changes in consumer behavior, etc) Cat11(10)Strat GK Sletmo

  19. Alternative Market Entry Strategies • Exporting • Internet • Contractual Agreements • Licensing • Franchising • Joint Ventures • Consortia • Direct Foreign Investment (FDI) • Strategic International Alliances Cat11(10)Strat GK Sletmo

  20. Dynamic market entry decision time branch fully owned subsidiary c o n t r o l joint venture agents licences • indirect exporting risk Cat11(10)Strat GK Sletmo

  21. Schematic Marketing Organization Plan Combining Product, Geographic, and Functional Approaches Company President Vice President Marketing Director:Passenger carmarketing Director:Truckmarketing Research Research ManagerN. Americandistribution ManagerEuropeandistribution ManagerAfricandistribution ManagerN. Americandistribution ManagerS.Americandistribution ManagerAfricandistribution Adv. Sales Adv. Sales Adv. Sales Adv. Sales Adv. Sales Adv. Sales Cat11(10)Strat GK Sletmo

  22. A few additional examples of strategic considerations follow Cat11(10)Strat GK Sletmo

  23. Positioning chart (possibilities) quality (power, design, comfort, etc) 1 2 3 4 5 6 7 8 9 price Cat11(10)Strat GK Sletmo

  24. McDonald’s vs a French Restaurant1 - 4 - or 7 ? quality (food service) 2 3 4 1 5 6 7 8 9 price Cat11(10)Strat GK Sletmo

  25. Cat11(10)Strat GK Sletmo

  26. Porter’s diamondmarketing cannot be just ‘customer oriented’ need for integrated strategies threat from new entrants rivalry from within segment power of suppliers power of buyers threat from new substi- tutes Cat11(10)Strat GK Sletmo

  27. Summary of Strategic QuestionsThree inter-related decisions • organization • centralize or decentralize? • marketing strategy • standardize or adapt? • market control (power) • control or delegate? • choose or be chosen? Cat11(10)Strat GK Sletmo

  28. MARKET POWER • BRAND EQUITIY • TECHNOLOGY • FINANCIAL CLOUT choose or be chosen? • STANDARDIZE OR ADAPT • NATURE OF PRODUCT • PLC • CULTURE SENSITIVITY CENTRALIZE MANAGEMENT DELEGATE TO LOCAL /REGIONAL UNITS Cat11(10)Strat GK Sletmo

  29. Canadian sources for export information including access to country and sectoral studies as well as an overview over government programs: • http://www.infoexport.gc.ca/ • http://www.edc-see.ca/ • www.exportsource.gc.ca • http://strategis.ic.gc.ca/ 11 Cat11(10)Strat GK Sletmo

  30. THE FOLLOWING SLIDES ARE FROM EARLIER VERSIONS OF InfoExportreprinted here for reference for those interested in practical aspects of export marketing Cat11(10)Strat GK Sletmo

  31. Site clé: InfoExporthttp://www.dfait-maeci.gc.ca/francais/trade/menu.htm ce site contient des informations pratiques sur les techniques et les stratégies d ’exportation et donne des sources utiles sur différents marchés, incluant les États-Unis vous devez vous familiarisez avec ce site et y retourner régulièrement [les diapos qui suivent sont en partie tirés de InfoExport 1998] Cat11(10)Strat GK Sletmo

  32. Préparation d'un plan d'exportation efficace: audit de l ’entreprise • recueillir des renseignements sur l ’entreprise et sur les marchés intéressants • afin de voir dans quelle voie s'engage  l’entreprise et proposer des façons de s’y rendre • examiner le fonctionnement de l ’entreprise et réévaluer les hypothèses de base. • déterminer atouts / faiblesses de la société. 11 Cat11(10)Strat GK Sletmo

  33. Le plan marketinghttp://www.dfait-maeci.gc.ca/francais/trade/menu.htm • choisir un marché cible • élaborer une stratégie d ’entrée • établir le prix • financer l'opération • faire la promotion de votre produit ou service • acheminer votre produit / service à destination • préparer votre plan d ’exportation Cat11(10)Strat GK Sletmo

  34. Le cycle de planification: quatre grandes étapes (1-2) • Définir la situation actuelle de l'entreprise • résumé détaillé et exhaustif de tous les aspects pertinents de votre entreprise. • Élaborer une stratégie d'entreprise. • identifier des moyens d'améliorer le rendement de l’entreprise et les intégrer au plan d'exportation. Cat11(10)Strat GK Sletmo

  35. Le cycle de planification: quatre grandes étapes (3 - 4) • Élaborer votre plan d'exportation. • intégrer les possibilités prometteuses dans la stratégie d'entreprise globale. • Évaluer votre compétitivité à l'échelle internationale. • à partir de la stratégie d'entreprise établie, déterminer les possibilités d'affaires prometteuses sur la scène internationale Cat11(10)Strat GK Sletmo

  36. Un premier essaitest marketing Pour faire du projet d'exportation une réussite • retenir les services d'un transitaire • faire un premier essai • conclure la vente Cat11(10)Strat GK Sletmo

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