Your SlideShare is downloading. ×
0
enter site
About Me
The young ​ protégé, Marketer & Business Scholar
www.ekak-hardianto.com

Powered by:
LEADERSHIP

Powered by:
Leadership
Leadership is not about hierarchy or title or status:
 It is about having influence and mastering change.
 Le...
The leader’s task is to articulate
Beliefs
Values
Policies
Intended geographical scope of activities

Leadership

Powe...
Top Management Nationality

Powered by:
NEXT ON  Organization

Leadership and Core Competence


Executives were judged on their ability to identify, nurture, an...
ORGANIZATION

Powered by:
Organization
The goal is to find a structure that:
— Enables the company to respond to relevant market environment differe...
NEXT ON  Int. Organization

Organization



In global marketing there is not a single best structure
Leading-edge globa...
Pattern of International Organizational Development
Organizations vary in:
1. Size
2. Potential of targeted global markets...
NEXT ON  Regional Management

International Division Structure

Powered by:
NEXT ON  Regional Management

International Division Structure
Four factors that lead to this structure
1. Top management...
NEXT ON  Geo Division

Regional Management Centers

Powered by:
NEXT ON  Geo Division

Regional Management Centers
This stages manage layer
between the country
organization & internatio...
NEXT ON  Matrix Design

Geographical and Product Division Structures
This stages involves the
assignment of operational
r...
NEXT ON  Matrix Design

Geographical and Product Division Structures
The product structure works best:
1. When a company ...
NEXT ON  Structure &
National Origin

The Matrix Design


Product or business, function, area, and customer know-how are...
NEXT ON  Structure &
National Origin

The Matrix Design
These competencies are follows:
1. Geographic knowledge – underst...
Organizational structure and national origin
(Lean Production: Organizing the Japanese Way)
Compares craft production, mas...
Structuring for Global Brand
Global brand requires a much greater emphasis on integrating the marketing
process at a world...
NEXT ON  Global Audit

Implication for Changing Organizational Structure
1. Declining profitability and share holder valu...
GLOBAL MARKETING MANAGEMENT AUDIT

Powered by:
NEXT ON  Formal Control

Global Management Control


Control is defined as the process by which managers ensure that
res...
NEXT ON  Formal Control

figure strategic control and planning

Global Management Control

Powered by:
Formal Control Methods
Planning
Determines desired sales and profit objectives and projected marketing
program expenditure...
NEXT ON  Marketing Audit

Influences on Marketing Budgets
In preparing a budget or plan, these factors are important.
1. ...
The Global Marketing Audit
A comprehensive, systematic examination of the marketing environment
and company objectives, st...
NEXT ON  Set Objective

The Global Marketing Audit

Classification

Internal
— Conducted in-house
— Provides critical und...
Setting Objectives and Scope of the Audit
One of the major tasks is data collection, a detailed plan is needed for
—gather...
Conducting the Audit

1. Meet with company executives and auditor to
determine objectives, coverage, depth, data
sources, ...
Components of a Marketing Audit
1.
2.
3.
4.
5.
6.

The marketing environment audit
The marketing strategy audit
The market...
SUMMARY

Powered by:
SUMMARY
Global Marketing Effort

Leading, Organizing, Controlling
1. Get directly into a job outside your
home country or ...
Thank You
©2010

Powered by:
Upcoming SlideShare
Loading in...5
×

Global Marketing Effort

195

Published on

When we think to enter to global market, there is some point that should be noted

Published in: Marketing, Business
0 Comments
1 Like
Statistics
Notes
  • Be the first to comment

No Downloads
Views
Total Views
195
On Slideshare
0
From Embeds
0
Number of Embeds
0
Actions
Shares
0
Downloads
3
Comments
0
Likes
1
Embeds 0
No embeds

No notes for slide

Transcript of "Global Marketing Effort"

  1. 1. enter site
  2. 2. About Me The young ​ protégé, Marketer & Business Scholar www.ekak-hardianto.com Powered by:
  3. 3. LEADERSHIP Powered by:
  4. 4. Leadership Leadership is not about hierarchy or title or status:  It is about having influence and mastering change.  Leadership is not about bragging rights or battles or even the accumulation of wealth;  it’s about connecting and engaging at multiple levels. …. Leaders can no longer view strategy and execution as abstract concepts, but must realize that both elements are ultimately about people Powered by:
  5. 5. The leader’s task is to articulate Beliefs Values Policies Intended geographical scope of activities Leadership Powered by:
  6. 6. Top Management Nationality Powered by:
  7. 7. NEXT ON  Organization Leadership and Core Competence  Executives were judged on their ability to identify, nurture, and exploit the organization’s core competencies in the 1990’s  Core competencies must 1. Provide potential access to a wide variety of markets 2. Make a significant contribution to the perceived customer benefits 3. Be difficult to imitate Powered by:
  8. 8. ORGANIZATION Powered by:
  9. 9. Organization The goal is to find a structure that: — Enables the company to respond to relevant market environment differences — Ensures the diffusion of corporate knowledge and experience throughout the entire system Organization’s must balance: — The value of centralized knowledge and control — The need for individualized response to local markets Powered by:
  10. 10. NEXT ON  Int. Organization Organization   In global marketing there is not a single best structure Leading-edge global competitors share one key organizational design characteristic: —Structure is flat and simple  In the 21st century corporations will have to find new, more creative ways to organize — Must be flexible, efficient, and responsive to meet the demands of globalizing markets Powered by:
  11. 11. Pattern of International Organizational Development Organizations vary in: 1. Size 2. Potential of targeted global markets 3. Local management competence Conflicting pressures may arise 1. For product and technical knowledge 2. Functional area expertise 3. Area and country knowledge Powered by:
  12. 12. NEXT ON  Regional Management International Division Structure Powered by:
  13. 13. NEXT ON  Regional Management International Division Structure Four factors that lead to this structure 1. Top management’s commitment to global operations has increased enough to justify the position 2. Complexity of international operations requires a single organizational unity 3. The firm has recognized the need for internal specialists to deal with the demands of global operations 4. Management recognizes the importance of proactively scanning the global horizon for opportunities and threats Powered by:
  14. 14. NEXT ON  Geo Division Regional Management Centers Powered by:
  15. 15. NEXT ON  Geo Division Regional Management Centers This stages manage layer between the country organization & international division headquarter The advantages are: Regional management can probably achieve the best balance of geographic, product, & functional consideration Powered by:
  16. 16. NEXT ON  Matrix Design Geographical and Product Division Structures This stages involves the assignment of operational responsibility for geographic areas of the world to line managers Powered by:
  17. 17. NEXT ON  Matrix Design Geographical and Product Division Structures The product structure works best: 1. When a company product line is widely diversified, 2. When product go to into variety of end –use markets, & 3. When a relatively high – technological capability is required. Powered by:
  18. 18. NEXT ON  Structure & National Origin The Matrix Design  Product or business, function, area, and customer know-how are simultaneously focused on the organization’s worldwide marketing objectives  Management must achieve organizational balance that brings together different perspectives and skills to accomplish organizational objectives Powered by:
  19. 19. NEXT ON  Structure & National Origin The Matrix Design These competencies are follows: 1. Geographic knowledge – understanding of economic, social, political, and governmental market and competitive dimensions 2. Product knowledge and know-how – Product managers that have a worldwide responsibility can achieve new levels of product competency 3. Functional competence – corporate staff with worldwide responsibility contributes toward the development of functional competence on a global basis 4. Knowledge of customer or industry and its needs – staff with responsibility for serving industries on a global basis assist organizations in their efforts to penetrate specific customer markets Powered by:
  20. 20. Organizational structure and national origin (Lean Production: Organizing the Japanese Way) Compares craft production, mass production, and lean production  Craft production meant one worker created one product  Mass production gained advantages because one worker could do far more specialized work do to the moving assembly line  Lean production uses less factory space, smaller inventories, and quality control methods, increased efficiency by 50% over typical mass production Powered by:
  21. 21. Structuring for Global Brand Global brand requires a much greater emphasis on integrating the marketing process at a worldwide level for make arrangements on: 1. 2. 3. 4. 5. 6. 7. 8. Global co – ordinations group Strategic planning groups Lead country concept Global brand managers Starburst Cluster organization Strategic alliances, joint venture, mergers, acquisition Network structure Powered by:
  22. 22. NEXT ON  Global Audit Implication for Changing Organizational Structure 1. Declining profitability and share holder value 2. A charismatic or transformation style of leadership is helpful 3. Those who implement change need a firm grasp on all aspects of the business 4. A correct balance between long term strategic objective and short term attention to shareholder value 5. Loose – tight balance 6. Employees need to learn to have behave differently and a learning culture helps to achieve this Powered by:
  23. 23. GLOBAL MARKETING MANAGEMENT AUDIT Powered by:
  24. 24. NEXT ON  Formal Control Global Management Control  Control is defined as the process by which managers ensure that resources are used effectively and efficiently in the accomplishment of organizational objectives  Planning process can be divided into two phases — Strategic planning is selection of product and market opportunities — Operational planning is the process in which strategic product or market objectives are translated into specific projects and programs Powered by:
  25. 25. NEXT ON  Formal Control figure strategic control and planning Global Management Control Powered by:
  26. 26. Formal Control Methods Planning Determines desired sales and profit objectives and projected marketing program expenditures in unit and money terms Budgeting Expresses the objectives and expenditures of planning in a formal document Powered by:
  27. 27. NEXT ON  Marketing Audit Influences on Marketing Budgets In preparing a budget or plan, these factors are important. 1. Market Potential – how large is the potential market 2. Competition – what is the level of competition in the market 3. Impact of Substitute Products – are there substitute products available in the market 4. Process – how are performance objectives determined Powered by:
  28. 28. The Global Marketing Audit A comprehensive, systematic examination of the marketing environment and company objectives, strategies, programs, policies, and activities — Tool for evaluating and improving company or business unit operations Characteristics: — Formal and systematic — Conducted periodically Powered by:
  29. 29. NEXT ON  Set Objective The Global Marketing Audit Classification Internal — Conducted in-house — Provides critical understanding of firm and industry, but may lack objectivity Independent — Conducted by person or firm free of influence from organization being audited — Provides objectivity but may lack industry expertise Powered by:
  30. 30. Setting Objectives and Scope of the Audit One of the major tasks is data collection, a detailed plan is needed for —gathering —Secondary research —Review of internal documents Powered by:
  31. 31. Conducting the Audit 1. Meet with company executives and auditor to determine objectives, coverage, depth, data sources, report format, and time period 2. Gather data 3. Prepare and present the report Powered by:
  32. 32. Components of a Marketing Audit 1. 2. 3. 4. 5. 6. The marketing environment audit The marketing strategy audit The marketing organization audit The marketing system audit The marketing productivity audit The marketing function audit Powered by:
  33. 33. SUMMARY Powered by:
  34. 34. SUMMARY Global Marketing Effort Leading, Organizing, Controlling 1. Get directly into a job outside your home country or into a multicountry headquarters job in a global company 2. Get company experience in an industry that prepares you for promotion to a job with multicountry responsibility or to an assignment outside your home country Powered by:
  35. 35. Thank You ©2010 Powered by:
  1. A particular slide catching your eye?

    Clipping is a handy way to collect important slides you want to go back to later.

×