Your SlideShare is downloading. ×
Kotabe global competitive marketing strategy ch08
Upcoming SlideShare
Loading in...5
×

Thanks for flagging this SlideShare!

Oops! An error has occurred.

×

Saving this for later?

Get the SlideShare app to save on your phone or tablet. Read anywhere, anytime - even offline.

Text the download link to your phone

Standard text messaging rates apply

Kotabe global competitive marketing strategy ch08

560
views

Published on

global competitive marketing strategy

global competitive marketing strategy

Published in: Business, Technology

1 Comment
2 Likes
Statistics
Notes
No Downloads
Views
Total Views
560
On Slideshare
0
From Embeds
0
Number of Embeds
0
Actions
Shares
0
Downloads
0
Comments
1
Likes
2
Embeds 0
No embeds

Report content
Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
No notes for slide

Transcript

  • 1. Chapter 8Chapter 8 Copyright (c) 2007 John Wiley & Sons, Inc.Copyright (c) 2007 John Wiley & Sons, Inc. 11Global Marketing Management, 4eGlobal Marketing Management, 4eChapter 8Global MarketingStrategies
  • 2. Chapter 8Chapter 8 Copyright (c) 2007 John Wiley & Sons, Inc.Copyright (c) 2007 John Wiley & Sons, Inc. 22Chapter OverviewChapter Overview1.1. Information Technology and GlobalInformation Technology and GlobalCompetitionCompetition2.2. Global StrategyGlobal Strategy3.3. Global Marketing StrategyGlobal Marketing Strategy4.4. Regionalization of Global MarketingRegionalization of Global MarketingStrategyStrategy5.5. Competitive AnalysisCompetitive Analysis
  • 3. Chapter 8Chapter 8 Copyright (c) 2007 John Wiley & Sons, Inc.Copyright (c) 2007 John Wiley & Sons, Inc. 33IntroductionIntroduction On a political map, country borders are clear asOn a political map, country borders are clear asever. But on a competitive map, financial, trading,ever. But on a competitive map, financial, trading,and industrial activities across national boundariesand industrial activities across national boundarieshave rendered those political borders increasinglyhave rendered those political borders increasinglyirrelevant.irrelevant. Not only firms that compete internationally but alsoNot only firms that compete internationally but alsothose whose primary market is consideredthose whose primary market is considereddomestic will be affected by competition fromdomestic will be affected by competition fromaround the world.around the world.
  • 4. Chapter 8Chapter 8 Copyright (c) 2007 John Wiley & Sons, Inc.Copyright (c) 2007 John Wiley & Sons, Inc. 441.1. Information Technology andInformation Technology andGlobal CompetitionGlobal Competition Today, we are observing the emergence of aToday, we are observing the emergence of agross information productgross information product, and it dwarfs the gross, and it dwarfs the grossdomestic product.domestic product. Electronic Commerce (E-Commerce)Electronic Commerce (E-Commerce) Real-Time ManagementReal-Time Management Online CommunicationsOnline Communications E-CompanyE-Company Faster Product DiffusionFaster Product Diffusion Global CitizenshipGlobal Citizenship
  • 5. Chapter 8Chapter 8 Copyright (c) 2007 John Wiley & Sons, Inc.Copyright (c) 2007 John Wiley & Sons, Inc. 552. Global Strategy2. Global Strategy Global Industry:Global Industry:– Those industries where a firm’s competitiveThose industries where a firm’s competitiveposition in one country is affected by itsposition in one country is affected by itsposition in other countries.position in other countries.– The first question that faces managers isThe first question that faces managers isthe extent of globalization of their industry.the extent of globalization of their industry.– Every industry has global or potentiallyEvery industry has global or potentiallyglobal aspects.global aspects.
  • 6. Chapter 8Chapter 8 Copyright (c) 2007 John Wiley & Sons, Inc.Copyright (c) 2007 John Wiley & Sons, Inc. 662. Global Strategy2. Global Strategy Industry Globalization DriversIndustry Globalization Drivers (see Exhibit 8-1):(see Exhibit 8-1):– Market DriversMarket Drivers1. Common customer needs1. Common customer needs2. Global customers and channels2. Global customers and channels3. Transferable marketing3. Transferable marketing4. Lead countries4. Lead countries
  • 7. Chapter 8Chapter 8 Copyright (c) 2007 John Wiley & Sons, Inc.Copyright (c) 2007 John Wiley & Sons, Inc. 772. Global Strategy2. Global Strategy
  • 8. Chapter 8Chapter 8 Copyright (c) 2007 John Wiley & Sons, Inc.Copyright (c) 2007 John Wiley & Sons, Inc. 882. Global Strategy2. Global Strategy– Cost DriversCost Drivers1. Global economies of scale and scope1. Global economies of scale and scope2. Steep experience curve2. Steep experience curve3. Global sourcing efficiencies3. Global sourcing efficiencies4. Favorable logistics4. Favorable logistics5. Difference in country costs5. Difference in country costs6. High product development costs6. High product development costs7. Fast-changing technology7. Fast-changing technology8. Shorter product life cycles8. Shorter product life cycles
  • 9. Chapter 8Chapter 8 Copyright (c) 2007 John Wiley & Sons, Inc.Copyright (c) 2007 John Wiley & Sons, Inc. 992. Global Strategy2. Global Strategy– Government DriversGovernment Drivers1. Favorable trade policies1. Favorable trade policies2. Compatible technical standards2. Compatible technical standards3. World Trading Regulations3. World Trading Regulations4. High growth/low labor cost developing countries4. High growth/low labor cost developing countries5. Deregulation/privatization of industries5. Deregulation/privatization of industries– Competitive DriversCompetitive Drivers1.1.High exports and importsHigh exports and imports2.2.Competitors from different continents andCompetitors from different continents andcountriescountries3.3.Interdependent countriesInterdependent countries4.4.Globalized competitorsGlobalized competitors
  • 10. Chapter 8Chapter 8 Copyright (c) 2007 John Wiley & Sons, Inc.Copyright (c) 2007 John Wiley & Sons, Inc. 10102. Global Strategy2. Global Strategy Competitive StructureCompetitive Structure– Cost leadershipCost leadership– Product differentiationProduct differentiation– Niche strategyNiche strategy– Nature of Competitive Industry Structure (see Exhibit 8-2):Nature of Competitive Industry Structure (see Exhibit 8-2):»Industry competitors»Industry competitors»Potential entrants»Potential entrants»Bargaining power of suppliers»Bargaining power of suppliers»Bargaining power of buyers»Bargaining power of buyers»Threats of substitute products or services»Threats of substitute products or services
  • 11. Chapter 8Chapter 8 Copyright (c) 2007 John Wiley & Sons, Inc.Copyright (c) 2007 John Wiley & Sons, Inc. 11112. Global Strategy2. Global Strategy
  • 12. Chapter 8Chapter 8 Copyright (c) 2007 John Wiley & Sons, Inc.Copyright (c) 2007 John Wiley & Sons, Inc. 12122. Global Strategy2. Global Strategy Gaining Competitive AdvantageGaining Competitive Advantage– Creative destructionCreative destruction– First-Mover Advantage vs. F-MFirst-Mover Advantage vs. F-MDisadvantageDisadvantage– Competitor-focused ApproachCompetitor-focused Approach– Customer-focused ApproachCustomer-focused Approach
  • 13. Chapter 8Chapter 8 Copyright (c) 2007 John Wiley & Sons, Inc.Copyright (c) 2007 John Wiley & Sons, Inc. 13132. Global Strategy2. Global Strategy Interdependency:Interdependency:– Interdependency of modern companiesInterdependency of modern companies– Example: Global computer industryExample: Global computer industry– Governments also play a larger role,Governments also play a larger role,affecting parts of the firm’s strategy.affecting parts of the firm’s strategy.
  • 14. Chapter 8Chapter 8 Copyright (c) 2007 John Wiley & Sons, Inc.Copyright (c) 2007 John Wiley & Sons, Inc. 14143. Global Marketing Strategy3. Global Marketing Strategy Benefits of Global Marketing:Benefits of Global Marketing:– Cost ReductionCost Reduction– Improved Products and ProgramImproved Products and ProgramEffectivenessEffectiveness– Enhanced Customer PreferenceEnhanced Customer Preference– Increased Competitive AdvantageIncreased Competitive Advantage Limits to Global Marketing:Limits to Global Marketing:– Standardization vs. adaptation issuesStandardization vs. adaptation issues– Globalization vs. localizationGlobalization vs. localization– Global integration vs. local responsivenessGlobal integration vs. local responsiveness– Scale vs. sensitivityScale vs. sensitivity
  • 15. Chapter 8Chapter 8 Copyright (c) 2007 John Wiley & Sons, Inc.Copyright (c) 2007 John Wiley & Sons, Inc. 15153. Global Marketing Strategy3. Global Marketing Strategy
  • 16. Chapter 8Chapter 8 Copyright (c) 2007 John Wiley & Sons, Inc.Copyright (c) 2007 John Wiley & Sons, Inc. 16163. Global Marketing Strategy3. Global Marketing Strategy
  • 17. Chapter 8Chapter 8 Copyright (c) 2007 John Wiley & Sons, Inc.Copyright (c) 2007 John Wiley & Sons, Inc. 17174. Regionalization of Global4. Regionalization of GlobalMarketing StrategyMarketing Strategy Regional strategies are the cross-subsidization ofRegional strategies are the cross-subsidization ofmarket share battles in pursuit of regionalmarket share battles in pursuit of regionalproduction, branding, and distribution advantages.production, branding, and distribution advantages.– Issues in regionalization of global marketingIssues in regionalization of global marketingstrategystrategy:: Cross-Subsidization of MarketsCross-Subsidization of Markets Identification of Weak Market SegmentsIdentification of Weak Market Segments Use of “Lead Market” ConceptUse of “Lead Market” Concept Marketing Strategies for Emerging MarketsMarketing Strategies for Emerging Markets
  • 18. Chapter 8Chapter 8 Copyright (c) 2007 John Wiley & Sons, Inc.Copyright (c) 2007 John Wiley & Sons, Inc. 18185.5. Competitive AnalysisCompetitive Analysis SWOT (Strengths, Weaknesses, Opportunities,SWOT (Strengths, Weaknesses, Opportunities,and Threats) Analysisand Threats) Analysis (see Exhibit 8-5)(see Exhibit 8-5)– A SWOT analysis divides the information intoA SWOT analysis divides the information intotwo main categories: internal and externaltwo main categories: internal and externalfactors.factors.– Based on SWOT analysis, marketing executivesBased on SWOT analysis, marketing executivescan construct alternative strategies.can construct alternative strategies.– The aim of any SWOT analysis should be toThe aim of any SWOT analysis should be toisolate the key issues that will be important toisolate the key issues that will be important tothe future of the firm and that will be addressedthe future of the firm and that will be addressedby subsequent marketing strategy.by subsequent marketing strategy.
  • 19. Chapter 8Chapter 8 Copyright (c) 2007 John Wiley & Sons, Inc.Copyright (c) 2007 John Wiley & Sons, Inc. 19195.5. Competitive AnalysisCompetitive Analysis