Global Marketing519
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In this time of recession Globe still remains the area for marketing so every marketer must try to vision his product for the globe to stay in competition.
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This document discusses various aspects of global marketing and management. It begins by outlining reasons for companies to go global, such as new trade agreements and transportation improvements. It then describes methods for foreign market entry, such as exports, strategic alliances, and wholly owned subsidiaries. The document also examines different phases of international expansion and considerations for developing global and localized products. It concludes by emphasizing the need for global managers to balance local responsiveness with global scale.
Global Marketing
The document discusses various aspects of global marketing including:
1) Reasons for companies to go global such as new trade agreements and transportation improvements.
2) Means for companies to enter foreign markets such as exports, strategic alliances, and wholly owned subsidiaries.
3) The evolution of multinational, global, and transnational approaches to marketing across borders.
4) Factors such as globalization, competition, and government policies that are driving more companies to adopt global marketing strategies.
International strategy
This document discusses international strategy frameworks and options for companies. It begins by outlining drivers that pressure companies to go international, such as similar customer needs across borders, scale economies, and competitive pressures from globalized competitors. Next, it describes frameworks for analyzing country differences and competitiveness, including Porter's Diamond and the CAGE framework. Finally, it outlines strategic options for entering international markets, such as exporting, strategic alliances, foreign direct investment, and more. It notes that while plans may look good on paper, there are also hurdles like underestimating competitors, changes in policy, and cultural differences with partners.
Standardization and customization
This document discusses the debate between standardization and customization in global marketing. It notes that while standardization allows companies to achieve economies of scale, full standardization may not be appropriate given variations across markets in customer preferences and regulations. Companies must determine the best combination of global and local activities. The document provides several examples of companies that take different approaches, such as McDonald's using a global brand but some localized products, and concludes that adjusting strategies to account for market variations enhances success.
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This chapter introduces the key concepts of global marketing and the different strategic orientations firms can take when expanding internationally. It discusses the development of global marketing from domestic to export to international and multinational strategies. Finally, it addresses the biggest challenge in global marketing as designing marketing strategies that work across multiple country markets while allowing for local adaptation, and the importance of focus, value creation and competitive advantage for global success.
Example international marketing
Renault, a French car manufacturer, is considering launching its new electric vehicle range, the ZE, in the United States. There are both proactive and reactive motives for this decision. Proactively, it allows Renault to capture a new market and increase sales and market share. Reactively, the large electric vehicle market in the US, led by Toyota, presents an opportunity Renault does not want to miss. However, launching internationally presents cultural and economic barriers between France and the US that Renault must address in its market entry strategy.
International marketing
The document discusses various considerations for extending marketing internationally, including deciding whether to enter global markets, which specific markets to target, and how to enter those markets through options like exporting, licensing, joint ventures, or direct investment. It also covers adapting the marketing mix of product, price, promotion, and place for different cultural and economic environments in international markets.
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The document discusses several topics related to global marketing management including:
- In the 1970s-1990s, companies debated between standardization vs. adaptation and globalization vs. localization when expanding globally.
- Today, forward-looking companies are able to both standardize and localize simultaneously to different markets.
- When expanding to new global markets, companies must carefully evaluate and adapt their marketing mix, including their products, to the target country by considering cultural and regulatory differences.
- Maintaining high product quality is essential for success in competitive global markets.
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This document discusses various aspects of global marketing and management. It begins by outlining reasons for companies to go global, such as new trade agreements and transportation improvements. It then describes methods for foreign market entry, such as exports, strategic alliances, and wholly owned subsidiaries. The document also examines different phases of international expansion and considerations for developing global and localized products. It concludes by emphasizing the need for global managers to balance local responsiveness with global scale.
Global Marketing
The document discusses various aspects of global marketing including:
1) Reasons for companies to go global such as new trade agreements and transportation improvements.
2) Means for companies to enter foreign markets such as exports, strategic alliances, and wholly owned subsidiaries.
3) The evolution of multinational, global, and transnational approaches to marketing across borders.
4) Factors such as globalization, competition, and government policies that are driving more companies to adopt global marketing strategies.
International strategy
This document discusses international strategy frameworks and options for companies. It begins by outlining drivers that pressure companies to go international, such as similar customer needs across borders, scale economies, and competitive pressures from globalized competitors. Next, it describes frameworks for analyzing country differences and competitiveness, including Porter's Diamond and the CAGE framework. Finally, it outlines strategic options for entering international markets, such as exporting, strategic alliances, foreign direct investment, and more. It notes that while plans may look good on paper, there are also hurdles like underestimating competitors, changes in policy, and cultural differences with partners.
Standardization and customization
This document discusses the debate between standardization and customization in global marketing. It notes that while standardization allows companies to achieve economies of scale, full standardization may not be appropriate given variations across markets in customer preferences and regulations. Companies must determine the best combination of global and local activities. The document provides several examples of companies that take different approaches, such as McDonald's using a global brand but some localized products, and concludes that adjusting strategies to account for market variations enhances success.
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This chapter introduces the key concepts of global marketing and the different strategic orientations firms can take when expanding internationally. It discusses the development of global marketing from domestic to export to international and multinational strategies. Finally, it addresses the biggest challenge in global marketing as designing marketing strategies that work across multiple country markets while allowing for local adaptation, and the importance of focus, value creation and competitive advantage for global success.
Example international marketing
Renault, a French car manufacturer, is considering launching its new electric vehicle range, the ZE, in the United States. There are both proactive and reactive motives for this decision. Proactively, it allows Renault to capture a new market and increase sales and market share. Reactively, the large electric vehicle market in the US, led by Toyota, presents an opportunity Renault does not want to miss. However, launching internationally presents cultural and economic barriers between France and the US that Renault must address in its market entry strategy.
International marketing
The document discusses various considerations for extending marketing internationally, including deciding whether to enter global markets, which specific markets to target, and how to enter those markets through options like exporting, licensing, joint ventures, or direct investment. It also covers adapting the marketing mix of product, price, promotion, and place for different cultural and economic environments in international markets.
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The document discusses several topics related to global marketing management including:
- In the 1970s-1990s, companies debated between standardization vs. adaptation and globalization vs. localization when expanding globally.
- Today, forward-looking companies are able to both standardize and localize simultaneously to different markets.
- When expanding to new global markets, companies must carefully evaluate and adapt their marketing mix, including their products, to the target country by considering cultural and regulatory differences.
- Maintaining high product quality is essential for success in competitive global markets.
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1. Carrefour and Wal-Mart entered the Chinese retail market with different internationalization strategies.
2. Carrefour adopted a decentralized strategy, allowing its Chinese subsidiaries significant autonomy. Wal-Mart used a more centralized global strategy with purchasing.
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The document discusses several key considerations for international marketing research based on cultural differences between countries and regions. It notes that focus groups in Asia usually consist of 4-6 people compared to 8-10 in the US. Foreign moderators are less structured than US moderators, which can lead to long periods of silence. Personal interviews are more common outside North America due to lower costs. Equivalence in research methods, sampling, and data interpretation must account for cultural factors.
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This document discusses various topics related to global marketing and international business strategies. It provides an overview of Coca-Cola's international expansion since the late 1800s when it began bottling and marketing overseas. It also briefly summarizes Vizio and Boeing's international operations. Additionally, it discusses factors like cultural differences, levels of internationalization, and challenges companies face entering foreign markets.
International marketing
The document discusses various aspects of international marketing. It begins by defining international marketing as planning and conducting transactions across national borders to create exchanges that satisfy objectives. It then discusses reasons for companies to pursue global marketing such as growth and survival. The document outlines key international marketing decisions around whether, where, and how to enter foreign markets. It also discusses strategies like standardized vs adapted marketing mixes and creating international divisions or subsidiaries. Finally, it covers cultural considerations and examples of companies adapting their marketing approaches for different countries and regions.
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This document discusses international marketing and the key decisions involved in developing an international marketing strategy. It covers the marketing mix of product, price, promotion, and distribution for international markets. For products, firms must decide whether to standardize or customize their offerings across countries based on factors like regulations, culture and economics. Pricing strategies include standardized, two-tiered, and market-based approaches. Promotion requires determining appropriate messages, media and the scope of advertising campaigns. Distribution involves selecting transportation and distribution channels that make products physically and readily available to customers abroad.
Preliminary Business Plan Report Rubrics 1. Completi
Preliminary Business Plan Report Rubrics
1. Completing the table below: 10 points
Product Concept
Company Name
Company Home
Location
New International
Location
Similar Products in
market
Industry(ies):
2. Carry out SWOT analysis. 20 points
3. Subsequently, develop strategies on how to move internationally (i.e.
exporting, strategic alliance, subsidiary etc.). 30 points
4. Carry out QSPM. 30 points
5. Writing style and format. 10 points
CHAPTER 7
International Strategy: Creating Value in Global Markets
Copyright Anatoli Styf/Shutterstock
1
Learning Objectives
After reading this chapter, you should have a good understanding of:
7-1 The importance of international expansion as a viable diversification strategy.
7-2 The sources of national advantage; that is, why an industry in a given country is more (or less) successful than the same industry in another country.
7-3 The motivations (or benefits) and the risks associated with international expansion, including the emerging trend for greater offshoring and outsourcing activity.
7-4 The two opposing forces – cost reduction and adaptation to local markets – that firms face when entering international markets.
7-5 The advantages and disadvantages associated with each of the four basic strategies: international, global, multidomestic, and transnational.
7-6 The difference between regional companies and truly global companies.
7-7 The four basic types of entry strategies and the relative benefits and risks associated with each of them.
©McGraw-Hill Education.
2
International Strategy
(1 of 2)
Consider . . .
The global marketplace provides many opportunities for firms to increase their revenue base and their profitability.
However, managers face many opportunities and risks when they diversify abroad.
What should a firm do in order to create value and attain a competitive advantage in this global marketplace?
©McGraw-Hill Education.
The trade among nations has increased dramatically in recent years and it is estimated that by 2025, 45 percent of the Fortune Global 500 will be based in emerging economies, which are now producing world-class companies with huge domestic markets and a commitment to invest in innovation. This makes international expansion a viable diversification strategy. In a variety of industries such as semiconductors, automobiles, commercial aircraft, telecommunications, computers, and consumer electronics, it is almost impossible to survive unless firms scan the world for competitors, customers, human resources, suppliers, and technology. Firms need to know how to be successful and create value when diversifying into global markets. Some of the questions that need to be answered include: What explains the level of success of a given industry in a given country? What are some of the major motivations and risks associated with international expansion? How can firms handle the opposing forces of cost reduction an ...
R5-Reading Presentation_Emerging Giants (1).pdf
Emerging market companies face challenges competing against multinational corporations due to a lack of well-defined institutions. However, local companies have advantages from understanding the unique environment. Some emerging giants overcome disadvantages by leveraging local market familiarity, improving quality, and treating institutional voids as opportunities. While global scope can benefit performance, emerging giants do not need a global footprint to succeed - execution and governance are also important.
Globalisation
The term globalization derives from the word globalize, which refers to the emergence of an international network of economic systems. Globalisation refers to rapid increase in the share of economic activity taking place across national borders. It goes beyond the international trade includes goods and services, delivered &sold & movement of capital.
Globalization or globalisation is the trend of increasing interaction between people or companies on a worldwide scale due to advances in transportation and communication technology, normally beginning with the steamship and the telegraph in the early to mid-1800s. With increased interactions between nation-states and individuals came the growth of international trade, ideas, and culture. Globalization is primarily an economic process of integration that has social and cultural aspects, but conflicts and diplomacy are also large parts of the history of globalization.
Global marketing
The document describes a man's morning routine that highlights the global nature of modern consumer goods. He uses products from many different countries for basic tasks like making coffee, watching news, grooming, and communicating. Even relatively simple daily activities rely on an intricate global supply chain. The summary emphasizes how the man's routine illustrates our deep integration into the global economy through the widespread international sources of common consumer items.
Global marketing
The document describes a man's morning routine that highlights the global nature of modern consumer goods. He uses products from many different countries for basic tasks like making coffee, watching news, grooming, and communicating. Even mundane daily activities rely on an intricate global supply chain that seamlessly integrates economies worldwide. The passage emphasizes how international trade has interconnected global markets and made nationality largely irrelevant for many consumer brands.
Global Marketing
This document provides an overview of global marketing. It begins with definitions of global marketing and discusses reasons for internationalization such as accessing new markets and increasing competitiveness. It then covers factors that determine entry mode decisions and various entry mode strategies. The document also discusses deciding on the global marketing program and organization. Key topics covered include scanning the global marketing environment, reactive and proactive motives for internationalization, and conducting marketing research in global markets.
INTERNATIONAL MARKETING
International marketing refers to marketing activities that cross national borders. It involves identifying foreign markets, selecting market entry strategies, and developing marketing mixes tailored to compete abroad. The main approaches are exporting, joint ventures, and foreign direct investment like assembly or manufacturing plants. Effective international marketing requires understanding differences in cultures, laws, and economies between countries while maintaining a consistent global brand. It presents new opportunities but also challenges of adapting to varied international consumer behaviors and business environments.
International entry modes
INTERNATIONAL ENTRY MODES
Criteria for Country selection :
Choosing Product to trade in International markets
Global Product Strategies
Strategy for new product launch
STANDARDIZATION VS ADAPTATION
FOREIGN MARKET ENTRY MODES
Chapter-5_-The-Rise-of-Global-Corporation (1).pptx
The document discusses the rise of global corporations and their strategies and operations. It provides background on globalization and how it has led companies to formulate global strategies. It then discusses three key aspects of global corporations: 1) their operational decisions around procurement, production, and delivery; 2) the strategies they use around location of facilities, production characteristics, and goods vs services; 3) the major concerns of global managers around these operational areas.
2011.02.cesa ib 02
The document discusses several factors that have contributed to the flattening of the world and increased globalization, according to Thomas Friedman. These include the fall of the Berlin Wall, the rise of the internet and web browsers, and the emergence of workflow software, which created online platforms for increased collaboration globally. Subsequent factors discussed are uploading, outsourcing, offshoring, supply-chaining, insourcing, and informing, which represent new forms of global collaboration enabled by technological advances. The document also discusses implications for international business and theories of internationalization.
Globalisation ppt 2
The document discusses various aspects of globalization including:
1) Globalization refers to the increasing integration and interaction between countries through international trade, flow of capital and technology.
2) Key drivers of globalization include multinational corporations, the WTO, World Bank and IMF.
3) Firms operate globally to access new markets, raw materials, labor and gain economies of scale. However, globalization benefits are not evenly distributed.
Global competitors
Global firms must consider both global and local competitors when developing strategies. Competitors can be addressed through cross-country subsidization, counterattacking in other markets, or globally coordinated new products. Local firms can compete effectively against large multinationals through defender, extender, or contender strategies. Understanding competitors is difficult when they operate across different countries and cultures with varying competitive environments.
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留信网认证的作用:
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Global Marketing519
- 1. Global Marketing Foreign Entry Local Marketing Global Management
- 22. Skills of Global Manager Meeting Goals, Motivating & E-Commerce Marketing in New Countries Finding the right Agent Implement & Execution Global Marketing Strategy Local Marketing Strategy Modes of Entry Expansion Paths Strategy Global Segmentation, Targeting, Positioning Local Customer Behavior Local Market Research Market Research Barriers to Entry Market Analysis Global Management Local marketing Foreign Entry Skills
- 26. Porter’s Five Forces Model New Entrants Firm’s Intense Rivalry Bargaining Power of Customers Threat Of substitutes Bargaining Power of Suppliers
- 37. Porter’s Diamond Firm Strategy, Structure & Rivalry Demand Conditions Factor Conditions Related & Supporting Industries
- 39. Stages in Product Lifecycle Sales 1 2 3 4 5 6 Legend 1: Pioneer 2: Early Adopter 3: Early Majority 4: Late Majority 5: Late Adopter 6: Laggards Time