国际市场营销学 （原书第18版）课件 第12章　全球营销管理：计划与组织全球视角　英国人又卖了一家企业

Chapter12GlobalMarketingManagement:PlanningandOrganization©McGraw-HillEducation.Allrightsreserved.Authorizedonlyforinstructoruseintheclassroom.

NoreproductionorfurtherdistributionpermittedwithoutthepriorwrittenconsentofMcGraw-HillEducation.LearningObjectives12-1 Howglobalmarketingmanagementdiffersfrominternationalmarketingmanagement12-2 Theneedforplanningtoachievecompanygoals12-3 Theimportantfactorsforeachalternativemarket-entrystrategy12-4 TheincreasingimportanceofinternationalstrategicalliancesGlobalMarketingManagement1of4Standardizationversusadaptation1970sGlobalizationversuslocalization1980sGlobalintegrationversuslocalresponsiveness1990sTrendtowardlocalizationSoftDrinkMarketinIndiaThecompetitionamongsoftdrinkbottlersinIndiaisfierce.HereCokeandPepsicombinetoruintheviewoftheTajMahal.NoticehowtheredofCokestandsoutamongitscompetitorsinthepicture.Ofcourse,nowCoca-ColahaspurchasedThumsUp,aprominentlocalbrand—thisisastrategythecompanyisapplyingaroundtheworld.ButtheredisasubstantialcompetitiveadvantagebothonstoreshelvesandinoutdooradvertisingofthesortcommoninIndiaandotherdevelopingcountries.We’renotsurewhoborrowedthe“monsoon/thunder”slogansfromwhom.©JohnGraham©JohnGraham©JohnGrahamAdaptationbyMattelItemsintheDisneyPrincesscollectionareondisplayattheLicensingInternationalshowatNewYork’sJavitsConventionCenter.Mattel’sstrategicresponsetoBratzandDisney’sethnicallydiverselineswastwofold.First,itsuedBratzownerMGAwithanintellectualpropertyrightsclaim.Thelawsuitlastednineyears,andafederalappealscourtawardedonlylegalfeestoMGA—nodamages.Inresponse,MGAplansmorelegalactionregardingBratz’slossofbrandequityduringtheyearsoflegalmachinations.Second,MattelboughttherightstoproducethePrincessdolls.TheDisneyPrincesseshavebeensellingwellduetoMattel’smarketingefforts.©RichardDrew/APImagesGlobalMarketingManagement2of4MarketSegmentationFindingmostefficientmethodimportantMoresothanstandardizationversusadaptationdebateSelectingsegmentationvariablesBestcompaniesavoidjustusingcountrybordersClimate,language,mediahabits,incomeallimportantvariablesInternetallowsformorespecificsegmentationGlobalMarketingManagement3of4TheNestléWay:EvolutionNotRevolutionInternationalcompanyalmostfromstartin1866GoalisdominateallofitsmarketsFourmainpointstosummarizeitsstrategyThinkandplanlongtermDecentralizeSticktowhatyouknowAdapttolocaltastesGlobalMarketingManagement4of4BenefitsofGlobalMarketingKnowledgehelpsscaleproductionandmarketingeffortsformultinationalbusinessesGlobaldiversityinmarketingtalentleadstonewapproachesacrossmarketsImprovedcoordinationandintegrationofmarketingallowsfortransferofknowledgeacrosscountriesGivesmarketersaccesstotoughestcustomersFinancialbenefitsfromdiversityofmarketsPlanningforGlobalMarkets1of9PlanningSystemizedwayofrelatingtothefutureManageimpactofexternal,uncontrollablefactorsEffectsonfirm’sstrengths,weaknesses,andobjectivesFormulationofgoalsandmethodstoachievethemCommitmentofresourcestocountrymarketAllowsforrapidgrowthofinternationalfunctionPlanningforGlobalMarkets2of9CorporateplanningLongterm,generalizedgoalsforenterpriseaswholeStrategicplanningConductedathighestlevelsofmanagementProducts,capital,research,long-andshort-termgoalsTacticalplanningConductedlocally;addressesmarketingandadvertisingActionsandallocationofresourcestoimplementstrategicplanninggoalsinspecificmarketsPlanningforGlobalMarkets3of9CompanyObjectivesandResourcesImportanttodefineobjectivesforglobalsuccessClarifiesorientationofdomesticandinternationaldivisionsPermitsconsistentpoliciesMightnotmatchforeignmarketopportunitiesChangetheobjectivesAlterthescaleofinternationalplansAbandonforeignmarketPlanningforGlobalMarkets4of9InternationalCommitmentRequiredforsuccessfulinternationaloperationsManagersmustdeterminewillingnesstocommitInvestfinancesandpersonnelformanagementDeterminationtostayinmarketlongenoughforprofitPlanningimpactsdegreeofcommitmentDegreeofcommitmentimpactsstrategiesanddecisionsPlanningforGlobalMarkets5of9ThePlanningProcessFirst-timeforeignmarketerDetermineproductstodevelopandinwhichmarketsIdentifylevelofresourcecommitmentAlreadycommittedcompaniesAllocateeffortandresourcesamongcountriesandproductsChoosenewmarketsegmentsandproductstodevelopandoldonestoabandonSystematicprocesswithfourphasesPlanningforGlobalMarkets6of9Phase1:PreliminaryAnalysisandScreeningEvaluatepotentialofforeignmarketsAnalyzeenvironmentinwhichcompanyplanstooperateCompanyandcountryneedsmustbematchedPlanningforGlobalMarkets7of9Phase2:DefiningTargetMarketsandAdaptingMarketingMixAccordinglyPotentialtargetmarketsidentifiedandanalyzedfurtherMarketingmixevaluatedineachtargetmarketAnalysisanswersquestionsaboutadaptationArethereidentifiablemarketsegmentsthatallowforcommonmarketingmixtacticsacrosscountries?Whichcultural/environmentaladaptationsarenecessaryforsuccessfulacceptanceofthemarketingmix?Willadaptationcostsallowprofitablemarketentry?PlanningforGlobalMarkets8of9Phase3:DevelopingtheMarketingPlanOccursoncetargetmarketoptionsarenarrowedMarketingplandevelopedforspecificmarketsBeginswithasituationalanalysisCulminatesinselectionofentrymodeandspecificactionprogramEstablisheswhatistobedone,bywhom,how,andwhenIncludesbudgetsandexpectationsforsalesandprofitsAfter,companymaydecidetonotentermarketPlanmayrevealthatobjectivesandgoalscan’tbemetPlanningforGlobalMarkets9of9Phase4:ImplementationandControlPlanningprocesscontinuesevenafterimplementationEvaluationandcontrolsystemRequiresperformance-objectiveactionUtilizingaplanningprocessandsystemEncouragesconsiderationofallvariablesthatimpactsuccessProvidesbasisforviewingallcountrymarketsandtheirinterrelationshipsasanintegratedandglobalunitAlternativeMarket-EntryStrategies1of5FourbroadmodesofforeignmarketentryExportingContractualagreementsStrategicalliancesDirectforeigninvestmentExhibit12.2AlternativeMarket-EntryStrategiesCompaniesmostoftenbeginwithmodestexportinvolvement.Assalesrevenuesgrow,thefirmsoftenproceedthroughthestepsshowntowarddirectforeigninvestment.Jumptolongdescription.AlternativeMarket-EntryStrategies2of5ExportingDirectexportingCompanysellstocustomerinanothercountryIndirectexportingCompanysellstoimporterordistributorinanothercountryTheInternetIIM:InternationalInternetMarketingDirectsalesMayinvolveestablishingofficeinforeigncountryParticularlyusedforhigh-techandbigticketindustrialproductsAlternativeMarket-EntryStrategies3of5ContractualAgreementsLong-termassociationbetweencompaniesNonequity;justameanstotransferknowledgeorskillsGenerallytechnology,processes,trademarks,skillsTwomaincategoriesLicensingFranchisingAlternativeMarket-EntryStrategies4of5ContractualAgreements:LicensingRightsgrantedtoforeigncompanyPatentrightsTrademarkrightsRightstousetechnologicalprocesses;aidsinproductionanddistributionofimportedproductsAmeanstoestablishfootholdinforeignmarketNolargecapitaloutlays;lowerriskFavoredbysmallandmedium-sizedcompaniesAlternativeMarket-EntryStrategies5of5ContractualAgreements:FranchisingSkillcentralizationandoperationaldecentralizationFranchiserprovidesstandardpackageofproducts,systems,managementservicesFranchiseeprovidesmarketknowledge,capital,andpersonalinvolvementinmanagementKeyfactorsthatinfluencesuccessMonitoringcosts(basedonphysicalandculturaldistances)Theprincipal’sinternationalexpenseThebrandequityinthenewmarketExamplesofFranchisesMaybetheycanhelpyoufindahomewithaviewoftheBlackSeahereattheCentury21officeinIstanbul,Turkey.Weknowthey’llbehappytosellyouapieceofchickenfromtheColonel’splaceinEilat,Israel,justacrosstheRedSeafromAqaba,Jordan.©JohnGraham©JohnGrahamStrategicInternationalAlliances1of5RelationshipestablishedbytwoormorecompaniesCooperateoutofmutualneed,shareriskinachievingsharedgoalFirmsenterSIAsforseveralreasonsOpportunitiesforrapidexpansionintonewmarketsAccesstonewtechnologyMoreefficientproductionandinnovationReducedmarketingcostsStrategiccompetitivemovesAccesstoadditionalsourcesofproductsandcapitalStrategicInternationalAlliances2of5InternationalJointVenturesTwoormorecompaniescreateaseparatelegalentityAcknowledgedintentbypartnerstoshareinmanagementBetweenlegallyincorporatedentities,notindividualsEquitypositionsheldbybothpartnersStrategicInternationalAlliances3of5ConsortiaDevelopedtopoolfinancialandmanagerialresourcesHelpstolessenrisksSimilartojointventuresexceptfortwothingsTypicallyinvolvealargenumberofparticipantsFrequentlyoperateinacountryormarketinwhichnoneoftheparticipantsiscurrentlyactiveStrategicInternationalAlliances4of5DirectForeignInvestmentReasonstoinvestinforeigncountryCapitalizeonlow-costlaborAvoidhighimporttaxesReducehighcostsoftransportationtomarketGainaccesstorawmaterialsandtechnologyGainmarketentryStrategicInternationalAlliances5of5DirectForeignInvestment:FactorsAffectingStructureandPerformanceTiming;firstmovershaveadvantagesbutaremoreriskyThegrowingcomplexityandcontingenciesofcontractsTransactioncoststructuresTechnologyandknowledgetransferDegreeofproductdifferentiationExperiencesandculturaldiversityofacquiredfirmsAdvertisingandreputationbarriersOrganizingforGlobalCompetition1of3StructureofGlobalOrganizationsDevisingstandardisdifficult;manyvariablesUsuallystructuredaroundoneofthreealternativesGlobalproductdivisionsGeographicaldivisionsAmatrixorganizationconsistingofeitherofthesearrangementswithcentralizedsalesandmarketingrunbyacentralizedfunctionalstaff,oracombinationofareaoperationsandglobalproductmanagementFigure12.4SchematicMarketingOrganizationPlanCombiningProduct,Geographic,andFunctionalApproachesAcompanymaybeorganizedbyproductlinesbuthavegeographicalsubdivisionsundertheproductcategories.Bothmaybesupplementedbyfunctionalstaffsupport.Thisfigureshowssuchacombination.Modificationsofthisbasicarrangementareusedbyamajorityoflargecompaniesdoingbusinessinternationally.Jumptolongdescription.OrganizingforGlobalCompetition2of3LocusofDecisionMajorelementsoforganizationalstrategyWheredecisionswillbemadeWhowillmakethedecisionWhichmethodwillbeusedtomakedecisionManagementpolicymustbeexplicitabouttheseelementsOrganizingforGlobalCompetition3of3CentralizedOrganizationsExpertsavailableatonelocationAbilitytoexercisehighdegreeofcontrolonbothplanningandimplementationphasesCentralizat