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Global  Marketing  Environment Jan Surya Sharma
INTERNATIONAL MARKETING ENVIRONMENT
MACRO – MICRO & INTERNAL ENVIRONMENT ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
INTERNATIONAL MARKETING ENVIRONMENT
Environmental Scanning ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
MARKETING ENVIRONMENT  &  COMPETITOR ANALYSIS ,[object Object],[object Object],[object Object]
SWOT analysis ,[object Object],[object Object],[object Object],[object Object],Internal External
SWOT ANALYSIS -  Strengths & Weaknesses  -  Internal Factors ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
SWOT ANALYSIS   contd… Opportunities & Threats  -  External factors ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
PEST  Analysis ,[object Object],[object Object],[object Object],[object Object]
P olitical/legal  - EST ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
P olitical/legal ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
P  E conomic Factors  -  ST ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
E conomic Factors ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
E conomic Factors ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
E conomic Factors ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
PE  S ocio-cultural Factors  T ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
S ocio-Cultural factors ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
PES  T echnological ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Source: Adapted from M. E. Porter, Competitive Strategy, Free Press, 1980, p. 4.  Threat of substitutes POTENTIAL entrants Threat of entrants SUPPLIERS Bargaining power SUBSTITUTES BUYERS Bargaining power COMPETITIVE RIVALRY FIVE FORCES ANALYSIS
Five Forces Analysis:  Key Questions and Implications ,[object Object],[object Object],[object Object],[object Object],[object Object]
ANALYZING COMPETITION Porter’s 5force Model SUPPLIER POWER  Supplier concentration  Importance of volume to supplier  Differentiation of inputs  Impact of inputs on cost or differentiation  Switching costs of firms in the industry  Presence of substitute inputs  Threat of forward integration  Cost relative to total purchases in industry BARRIERS TO ENTRY   Absolute cost advantages  Proprietary learning curve  Access to inputs  Government policy  Economies of scale  Capital requirements  Brand identity  Switching costs  Access to distribution  Expected retaliation  Proprietary products THREAT OF SUBSTITUTES   - Switching costs  -Buyer inclination to  substitute  -Price-performance  trade-off of substitutes   BUYER POWER  Bargaining leverage  Buyer volume  Buyer information  Brand identity  Price sensitivity  Threat of backward integration Product differentiation  Buyer concentration vs. industry  Substitutes available  Buyers' incentives  DEGREE OF RIVALRY   -Exit barriers  -Industry concentration  -Fixed costs/Value added  -Industry growth  -Intermittent overcapacity  -Product differences  -Switching costs  -Brand identity  -Diversity of rivals  -Corporate stakes  RIVALRY
POTENTIAL ENTRANTS ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
SUBSTITUTES ,[object Object],[object Object],[object Object],[object Object],[object Object]
SUPPLIERS POWER ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
BUYERS POWER ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
COMPETITIVE RIVALRY ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Porter’s Diamond of National Advantage:  As Applied to India
Thanks!

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2. Intl. Mkt. Environment

  • 1. Global Marketing Environment Jan Surya Sharma
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  • 20. Source: Adapted from M. E. Porter, Competitive Strategy, Free Press, 1980, p. 4. Threat of substitutes POTENTIAL entrants Threat of entrants SUPPLIERS Bargaining power SUBSTITUTES BUYERS Bargaining power COMPETITIVE RIVALRY FIVE FORCES ANALYSIS
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  • 22. ANALYZING COMPETITION Porter’s 5force Model SUPPLIER POWER Supplier concentration Importance of volume to supplier Differentiation of inputs Impact of inputs on cost or differentiation Switching costs of firms in the industry Presence of substitute inputs Threat of forward integration Cost relative to total purchases in industry BARRIERS TO ENTRY Absolute cost advantages Proprietary learning curve Access to inputs Government policy Economies of scale Capital requirements Brand identity Switching costs Access to distribution Expected retaliation Proprietary products THREAT OF SUBSTITUTES - Switching costs -Buyer inclination to  substitute -Price-performance  trade-off of substitutes BUYER POWER Bargaining leverage Buyer volume Buyer information Brand identity Price sensitivity Threat of backward integration Product differentiation Buyer concentration vs. industry Substitutes available Buyers' incentives DEGREE OF RIVALRY -Exit barriers -Industry concentration -Fixed costs/Value added -Industry growth -Intermittent overcapacity -Product differences -Switching costs -Brand identity -Diversity of rivals -Corporate stakes RIVALRY
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  • 28. Porter’s Diamond of National Advantage: As Applied to India