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

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Title: International marketing strategies challenges Cateora, ch. 11 10th edition


1
International marketing strategies challenges

Cateora, 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
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

3
Themes to consider (2)
  • alternative market-entry strategies (A)
  • exporting
  • Internet
  • contractual agreements
  • licensing
  • franchising
  • joint ventures
  • consortia

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

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

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?
7
How can culture influence strategy ?culture
affects mkt mix and management style
  • innovation
  • new products
  • competition
  • power relationships
  • conflicts
  • manufacturer/supplier
  • manufacturer/retailer
  • operations
  • product improvements cooperation
  • power relationships
  • harmony
  • manufacturer/supplier
  • manufacturer/retailer

8
New product development (Exh. 11-2, p. 324
Cateora, 9th edition)
  • 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

9
Strategies planning and organizationCateora,
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

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

11
Global vs international companiesexample PLC
(see Exh. 11-1, p. 315, 10th ed)
  • 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)

12
International vs global market segmentation
  • 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

13
Global vs international consumer
  • global
  • global convergence and homogenization of tastes
    Californiazation
  • international
  • consumer preferences reflect cultural (national)
    differences

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

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?

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
Matching mix requirements
Marketing plan development
Implementation evaluation, and control
17
International Planning Process
Phase 1
Phase 4
Phase 2
Phase 3
Company Character ? Philosophy ? Objectives ? R
esources ? Management style ? Organization ? Fi
nancial limitations ? Management and
marketing skills ? Products ? Other Home
Country Constraints ? Political ? Legal ?
Economic ? Other Host Country(s)
Constraints ? Economic ? Political/legal ? Com
petitive ? Level of technology ? Culture ? Stru
ctures 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
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)

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

20
Dynamic market entry decision
time
branch
fully owned subsidiary
c o n t r o l
joint venture

agents licences
indirect exporting
risk
21
Schematic Marketing Organization Plan Combining
Product, Geographic, and Functional Approaches
Company President
Vice President Marketing
DirectorPassenger carmarketing
DirectorTruckmarketing
Research
Research
ManagerN. Americandistribution
ManagerAfricandistribution
ManagerEuropeandistribution
ManagerAfricandistribution
ManagerS.Americandistribution
ManagerN. Americandistribution
Adv.
Sales
Adv.
Sales
Adv.
Sales
Adv.
Sales
Adv.
Sales
Adv.
Sales
22
A few additional examples of strategic
considerations follow
23
Positioning chart (possibilities)
quality (power, design, comfort, etc)
1 2 3
4 5 6
7 8 9
price
24
McDonalds vs a French Restaurant1 - 4 - or 7 ?
quality (food service)
2 3
4
1
5 6
7
8 9
price
25
(No Transcript)
26
Porters 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
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?

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
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
30
THE FOLLOWING SLIDES ARE FROM EARLIER VERSIONS OF
InfoExportreprinted here for reference for
those interested in practical aspects of export
marketing
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

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
     lentreprise et proposer des façons de sy
    rendre
  • examiner le fonctionnement de l entreprise et
    réévaluer les hypothèses de base.
  • déterminer atouts / faiblesses de la société.

11
33
Le plan marketing http//www.dfait-maeci.gc.ca/fra
ncais/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

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
    lentreprise et les intégrer au plan
    d'exportation.

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

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
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