ch20-philip-kotler-营销管理-课件

ch13kotler营销管理(第11版)ppt课件ch13kotler营销管理(第11版)ppt课件

Yourcompanydoesnotbelonginmarketswhereitcannotbethebest.Kotleron

Marketing2YourcompanydoesnotbelonChapterObjectivesInthischapter,wefocusonthefollowingquestions:Whatfactorsshouldacompanyreviewbeforedecidingtogoabroad?Howcancompaniesevaluateandselectforeignmarketstoenter?Whatarethemajorwaysofenteringaforeignmarket?Towhatextentmustthecompanyadaptitsproductsandmarketingprogramtoeachforeigncountry?Howshouldthecompanymanageandorganizeitsinternationalactivities?3ChapterObjectivesInthischach20-philip-kotler-营销管理-ppt课件ch20-philip-kotler-营销管理-ppt课件DecidingWhetherToGoAbroadBeforegoingabroad,thecompanymustweighseveralrisk:Thecompanymightnotunderstandforeigncustomerpreferencesandfailtoofferacompetitivelyattractiveproduct.Thecompanymightnotunderstandtheforeigncountry’sbusinesscultureorknowhowtodealeffectivelywithforeignnationals.Thecompanymightunderestimateforeignregulationsandincurunexpectedcosts.Thecompanymightrealizethatitlacksmanagerswithinternationalexperience.Theforeigncountrymightchangeitscommerciallaws,devalueitscurrency,orundergoapoliticalrevolutionandexpropriateproperty.6DecidingWhetherToGoAbroadBTable13.1:BlundersinInternationalMarketingHallmarkcardsfailedwhentheywereintroducedinFrance.TheFrenchdislikesyrupysentimentandpreferwritingtheirowncards.PhilipsbegantoearnaprofitinJapanonlyafterithadreducedthesizeofitscoffeemakerstofitintosmallerJapanesekitchensanditsshaverstofitsmallerJapanesehands.Coca-Colahadtowithdrawitstwo-literbottleinSpainafterdiscoveringthatfewSpaniardsownedrefrigeratorswithlargeenoughcompartmentstoaccommodateit.GeneralFoods’TanginitiallyfailedinFrancebecauseitwaspositionedasasubstitutefororangejuiceatbreakfast.TheFrenchdrinklittleorangejuiceandalmostnoneatbreakfast.Kellogg’sPop-TartsfailedinBritainbecausethepercentageofBritishhomeswithtoasterswassignificantlylowerthanintheUnitedStatesandtheproductwastoosweetforBritishtastes.Seetextforcompletetable7Table13.1:BlundersinInternIntheearly20thcentury,theTrans-Atlanticcableallowedforthetransmissionofphotographsinnearrealtime.StillimageswenttopresssoonafternewsofeventsinEuropearrivedhereintheStates.Arethereanyemergingcommunicationtechnologiestodaythatshowsimilar

potential?Howcanthesebe

harnessedtoimprovea

company’sglobalofferings?DiscussionQuestion8Intheearly20thcentury,theDecidingWhichMarkets

toEnterHowmanymarketstoenterAyalandZifcontendthatacompanyshouldenterfewercountrieswhen:MarketentryandmarketcostsarehighProductandcommunicationcostsarehighPopulationandincomesizeandgrowtharehighintheinitialcountrieschosenDominantforeignfirmscanestablishhighbarrierstoentry9DecidingWhichMarkets

toEntDecidingWhichMarkets

toEnterRegionalfreetradezonesTheEuropeanUnionNAFTAMERCOSULAPECEvaluatingpotentialmarketsPsychicproximity10DecidingWhichMarkets

toEntRegionalfreetradezonesoffermanypotentialbenefitstocompaniesexpandingtheirofferingsabroad.Clearlydefinednationalimport/exportpoliciesarejustonepotentialbenefit.Canyouthinkofanyothers?Whatmarketing

challengeswillnotbeeased

bysuchagreements?DiscussionQuestion11RegionalfreetradezonesoffeDecidingHowto

EntertheMarketFigure13.2:

FiveModesofEntryintoForeignMarkets12DecidingHowto

EntertheMarIndirectanddirectexportOccasionalexportingActiveexportingIndirectexportingDomestic-basedexportmerchantsDomestic-basedexportagentsCooperativeorganizationsExport-managementcompaniesDecidingHowtoEnter

theMarket13IndirectanddirectexportDeciCompaniescancarryondirectexportinginseveralwaysDomestic-basedexportdepartmentordivisionOverseassalesbranchorsubsidiaryTravelingexportsalesrepresentativesForeign-baseddistributors

oragentsDecidingHowtoEnter

theMarket14CompaniescancarryondirectLicensingManagementcontractsContractmanufacturingFranchisingDecidingHowtoEnter

theMarket15LicensingDecidingHowtoEnterDecidingHowtoEnter

theMarketJointventuresDirectinvestmentTheInternationalizationProcessJohansonandWiedersheim-Paulidentifiedfourstagesintheinternationalizationprocess:NoregularexportactivitiesExportviaindependentrepresentatives(agents)EstablishmentofoneormoresalessubsidiariesEstablishmentofproductionfacilitiesabroad16DecidingHowtoEnter

theMarDecidingontheMarketingProgramStandardizedmarketingmixAdaptedmarketingmix17DecidingontheMarketingProgMcDonald’saroundtheworld:Hungary

18McDonald’saroundtheworld:HDecidingontheMarketingProgramProductStraightextension19DecidingontheMarketingProgFigure13.3:FiveInternationalProductandPromotionStrategies20Figure13.3:FiveInternationaDecidingontheMarketingProgramProductadaptationProductinventionBackwardinventionForwardinventionPromotionCommunicationadaptationDualadaptation21DecidingontheMarketingProgCarlsberg’sglobalWebsite

22Carlsberg’sglobalWebsite22DecidingontheMarketingProgramPricePriceescalationCompanieshavethreechoicesSetauniformpriceeverywhereSetamarket-basedpriceineachcountrySetacost-basedpriceineachcountryTransferpriceDumpingArm’s-lengthpriceGraymarket23DecidingontheMarketingProgFigure13.4:

Whole-ChannelConceptforInternationalMarketingDecidingontheMarketingProgramPlace(distributionchannels)Seller’sinternationalmarketingheadquartersChannelsbetweennationsChannelswithinforeignnations24Figure13.4:

Whole-ChannelCoOneofthemostprofoundpoliticalchangesinthelate20thcenturywasthefallofthe“ironcurtain”andthesubsequentopeningofmarketsinEasternEurope.Hasthispotentialmarketplacebeenfully

exploit