The document discusses the impact of globalization and the importance of developing a global vision for marketing. It covers 6 learning outcomes: 1) the importance of global marketing, 2) the impact of multinational firms, 3) the external environment facing global marketers, 4) ways for firms to enter global markets, 5) elements of a global marketing mix, and 6) the impact of the internet on global marketing.
The document discusses strategies for companies from peripheral countries to break into global markets dominated by multinationals from Europe, Japan, and the US. It outlines factors like overcoming the "liability of origin", pushing expansion from domestic success, pulling in expertise from abroad, benchmarking foreign competitors, confronting industry traditions, protecting past capabilities, and investing in new capabilities. Late movers can learn from global players entering their home markets and copy or innovate business models.
The document discusses strategies for developing a global business approach. It addresses questions about why companies go global, whether the same local strategy can be used globally, identifying competitive advantages, assessing risks, and determining an entry strategy. Additionally, it covers differentiating from local competition, the costs of acquiring new clients versus retaining existing ones, and that profitability in emerging markets rarely comes quickly and requires long term investment.
The fast moving consumer goods (FMCG) sector in emerging economies is expanding rapidly due to large populations, rising incomes, and low penetration rates of products. The FMCG market in India is expected to grow to $4-6 trillion by 2020 due to a young population, increasing rural consumption, and a growing middle class. While competition is intensifying in India's FMCG sector, the industry stands to benefit from favorable government policies around foreign direct investment, exports, and tax rates.
Nissan has a long history in the Japanese automotive industry dating back to 1933. In the late 1990s, Nissan faced severe financial difficulties but was rescued through an alliance with Renault, which acquired a 36.8% stake in Nissan. To build operational resiliency, Nissan focuses on flexibility in its supply chain through a diverse and integrated workforce, a simplified product line, and a mix of build-to-stock and build-to-order strategies. Nissan manages risks through an executive committee that designates risk owners and reports to the Board of Directors. Following disasters like earthquakes, Nissan enacts business
Ford and GM A Comparison of 2 Fortune 500 CompaniesLeo de Sousa
This document compares Ford Motor Company and General Motors Corporation. It summarizes that through strategic decisions, Ford was able to survive the 2008 economic crisis without government assistance, while GM had to file for bankruptcy and be bailed out by the US and Canadian governments. The document then provides an abstract and introduction to each company, followed by chapters discussing their strategic planning, organizational structure, finances, social responsibility, and innovation approaches. It analyzes why Ford was successful in navigating the crisis while GM was not based on differences in these areas.
The document discusses Nissan's brand renewal efforts led by Carlos Ghosn in the late 1990s and early 2000s. Ghosn implemented cross-functional teams, focused on profitability over volume, reduced debt, and established a clear brand identity and individual brand personalities. This included the "Nissan 180" plan to increase sales and profit margins. The changes helped renew Nissan's brand and transform it from a declining company to a profitable leader in the automotive industry.
Nissan is a global automotive company engaged in designing, manufacturing, and selling passenger cars and commercial vehicles. It has a global presence through partnerships and alliances like with Renault. Nissan aims to provide innovative automotive products and services that deliver value to stakeholders. It focuses on strengthening its global brand and financial position while addressing weaknesses like over-reliance on overseas markets and lack of diesel technology. Opportunities lie in expanding in growing Asian markets while threats include rising costs, market saturation, and cross-cultural challenges from global operations.
Multinational corporations (MNCs) are companies that operate in multiple countries. They originated in the early 20th century and expanded greatly after World War II. MNCs have subsidiaries and operations in foreign countries, exercising control over policies across borders. While MNCs bring investment, jobs, and technology to host countries, they also face criticisms like manipulating markets and prioritizing home country interests. As India's economy grows rapidly, it attracts many MNCs in sectors like oil, infrastructure, and technology due to its large population and market. However, Indian MNCs expanding abroad face challenges in overcoming cultural and business differences.
The document discusses strategies for companies from peripheral countries to break into global markets dominated by multinationals from Europe, Japan, and the US. It outlines factors like overcoming the "liability of origin", pushing expansion from domestic success, pulling in expertise from abroad, benchmarking foreign competitors, confronting industry traditions, protecting past capabilities, and investing in new capabilities. Late movers can learn from global players entering their home markets and copy or innovate business models.
The document discusses strategies for developing a global business approach. It addresses questions about why companies go global, whether the same local strategy can be used globally, identifying competitive advantages, assessing risks, and determining an entry strategy. Additionally, it covers differentiating from local competition, the costs of acquiring new clients versus retaining existing ones, and that profitability in emerging markets rarely comes quickly and requires long term investment.
The fast moving consumer goods (FMCG) sector in emerging economies is expanding rapidly due to large populations, rising incomes, and low penetration rates of products. The FMCG market in India is expected to grow to $4-6 trillion by 2020 due to a young population, increasing rural consumption, and a growing middle class. While competition is intensifying in India's FMCG sector, the industry stands to benefit from favorable government policies around foreign direct investment, exports, and tax rates.
Nissan has a long history in the Japanese automotive industry dating back to 1933. In the late 1990s, Nissan faced severe financial difficulties but was rescued through an alliance with Renault, which acquired a 36.8% stake in Nissan. To build operational resiliency, Nissan focuses on flexibility in its supply chain through a diverse and integrated workforce, a simplified product line, and a mix of build-to-stock and build-to-order strategies. Nissan manages risks through an executive committee that designates risk owners and reports to the Board of Directors. Following disasters like earthquakes, Nissan enacts business
Ford and GM A Comparison of 2 Fortune 500 CompaniesLeo de Sousa
This document compares Ford Motor Company and General Motors Corporation. It summarizes that through strategic decisions, Ford was able to survive the 2008 economic crisis without government assistance, while GM had to file for bankruptcy and be bailed out by the US and Canadian governments. The document then provides an abstract and introduction to each company, followed by chapters discussing their strategic planning, organizational structure, finances, social responsibility, and innovation approaches. It analyzes why Ford was successful in navigating the crisis while GM was not based on differences in these areas.
The document discusses Nissan's brand renewal efforts led by Carlos Ghosn in the late 1990s and early 2000s. Ghosn implemented cross-functional teams, focused on profitability over volume, reduced debt, and established a clear brand identity and individual brand personalities. This included the "Nissan 180" plan to increase sales and profit margins. The changes helped renew Nissan's brand and transform it from a declining company to a profitable leader in the automotive industry.
Nissan is a global automotive company engaged in designing, manufacturing, and selling passenger cars and commercial vehicles. It has a global presence through partnerships and alliances like with Renault. Nissan aims to provide innovative automotive products and services that deliver value to stakeholders. It focuses on strengthening its global brand and financial position while addressing weaknesses like over-reliance on overseas markets and lack of diesel technology. Opportunities lie in expanding in growing Asian markets while threats include rising costs, market saturation, and cross-cultural challenges from global operations.
Multinational corporations (MNCs) are companies that operate in multiple countries. They originated in the early 20th century and expanded greatly after World War II. MNCs have subsidiaries and operations in foreign countries, exercising control over policies across borders. While MNCs bring investment, jobs, and technology to host countries, they also face criticisms like manipulating markets and prioritizing home country interests. As India's economy grows rapidly, it attracts many MNCs in sectors like oil, infrastructure, and technology due to its large population and market. However, Indian MNCs expanding abroad face challenges in overcoming cultural and business differences.
GM is the world's largest automaker by vehicle sales. It employs over 200,000 people globally and does business in 157 countries. GM follows a strategy of offering "a car for every purse and purpose" targeting upper, middle, and lower classes. It focuses on reinventing itself with innovative, exciting vehicles and pursuing new energy solutions. GM's brand portfolio includes Chevrolet, Buick, Cadillac, and GMC and it aims to design the best vehicles in the world through investment in R&D.
Nissan Motor Company is a Japanese multinational automaker headquartered in Japan. It was formerly established in 1933 as Jidosha-Seizo Co., Ltd. and was renamed Nissan Motor Co., Ltd. in 1934. Today, Nissan is one of the largest car manufacturers in the world and produces cars, SUVs, trucks and electric vehicles. In 1999, Nissan formed an alliance with Renault S.A. to achieve growth through collaboration. Carlos Ghosn is currently the CEO and president of both Nissan and Renault. Nissan aims to enrich people's lives through trust, innovation and measurable value.
Nissan Motor Company Ltd. faced financial distress in the 1990s which led to an alliance with Renault in 1999. To build operational resiliency, Nissan leveraged a decentralized supply chain and embraced diversity. It adopted a build-to-stock strategy for popular models and build-to-order for others, which increased sales. Nissan focused on overseas markets, standardized operations globally to ensure consistency, and tailored strategies to local cultures and pricing to expand successfully into new regions like Asia.
General Motors is a global automaker headquartered in Detroit. [1] It aims to be the world leader in transportation through continuous improvements and innovation. [2] GM faces challenges from falling US market share and the economic downturn, but sees opportunities in expanding globally and developing more fuel-efficient vehicles. [3] It uses differentiation across its brands like Cadillac, Chevrolet, and GMC.
The document provides an overview of Ford Motor Company's 2013 marketing plan for the new Ford Edge Hybrid vehicle. It includes an executive summary, introduction, company description highlighting Ford's values and history, strategic focus and goals. It also contains a situational analysis of trends, competitors and markets. The plan outlines objectives to introduce the 2013 Hybrid Edge in the US, China and Europe and increase hybrid vehicle sales and market share. Financial goals include boosting hybrid sales 100% and overall market share to 20% by 2013.
Kelly Nissan of Easton, PA Visual Identity Branding Program with Nissan North...Kelly Auto Group
Kelly Nissan of Easton, PA Visual Identity Branding Program with Nissan North America.
Visit the Kelly Automotive Community at http://www.KellyCarCommunity.com and join to receive special discounts on Nissan vehicles, accessories, parts and service.
The document analyzes Toyota using Porter's Five Forces framework. It finds that competitive rivalry and the bargaining power of customers pose the strongest external threats to Toyota. Competitive rivalry in the automobile industry is intense due to high aggressiveness between firms and product differentiation. Customers also have strong bargaining power given low switching costs and access to high quality information. The threats of new entrants and substitutes are moderate concerns, while the bargaining power of suppliers is weak.
1) The document discusses various topics related to global business including comparative advantage, importing/exporting, strategies for reaching global markets, forces that affect global trade, trade protectionism, and offshore outsourcing.
2) It provides examples of companies expanding globally and profiles a Chinese media executive. Small businesses are highlighted as important for global job growth and exports.
3) Theories of comparative advantage and absolute advantage are explained in the context of international trade. Measures of global trade like balance of trade and balance of payments are also defined.
This document provides an international marketing plan for Renault to market electric and hybrid cars globally. It begins with an introduction of Renault and reasons for its international expansion plans, including profitability, unique electric car technology, and competitive factors. The plan then analyzes the macro environmental factors influencing Renault's strategy, including geographical, political, economic, technological, and cultural considerations. It also discusses Renault's strengths, weaknesses, opportunities and competitors. The marketing plan proposes target markets and segments, modes of market entry, marketing mix strategies, and considerations for pricing and currency fluctuations. In conclusion, the plan asserts that international expansion can increase Renault's market share and profitability by bringing its electric vehicle technology to new global markets.
The document provides information on midterm exam results and questions for two classes. It summarizes the average scores on Midterm #2 for Class 01 as 38/60 and Class 02 as 40/60. It then provides details on question #48 and reviews concepts related to brand extension, top valuable brands, product line extension versus trading up/down, and supply chain extension. Finally, it provides reminders about the online forum closing and upcoming due dates for projects and evaluations.
The document discusses factors to consider when setting prices, including customer perceptions of value, company and product costs, and other internal and external considerations. It explains that price is determined by balancing how much value customers see in a product and the costs associated with producing it. Pricing strategies discussed include value-based pricing, cost-based pricing, everyday low pricing, and competitor-based pricing. The document emphasizes understanding customer demand and considering factors like price elasticity, competition, and organizational influences when determining price.
This document contains lesson plans for teaching a chapter on government and global business from an international business textbook. It outlines the learning objectives, topics, and activities planned for each of the three lessons covering political environment and global business, how government discourages global business, and how government encourages global business. Assessment strategies are also listed for each lesson.
The document contains lesson plans for teaching a unit on international business over the course of a week. It includes objectives, topics, and resources for individual lessons on the foundations of international business, international business basics, and a chapter review. Lessons include introductions, teachings of chapter concepts, special features like ethics questions, and ongoing assessments.
This document contains lesson plans for teaching a chapter on cultural influences in international business. It includes 4 lessons that cover how culture, values, family relationships, and communication styles vary around the world and affect global business. Each lesson has goals, topics to teach, activities, and assessments. Resources provided to the teacher include slides, activities, and online study tools through the textbook website.
This document discusses key concepts in business marketing including:
1) It defines business marketing and differentiates business products from consumer products.
2) It describes the role of the internet in business marketing and metrics like stickiness.
3) It discusses the importance of relationship marketing and strategic alliances in business.
4) It identifies the four major categories of business customers as producers, resellers, governments, and institutions.
The document summarizes key concepts related to consumer decision making and behavior. It discusses the consumer decision making process in 5 steps: need recognition, information search, evaluation of alternatives, purchase, and post-purchase evaluation. It also covers cultural, social, individual, and psychological factors that influence consumer decisions at each step of the process.
This chapter discusses pricing strategies and the importance of understanding customer value perceptions when setting prices. It examines factors companies must consider, including costs, demand, competitors' prices, and overall marketing strategy. The chapter also explores different pricing approaches like value-based pricing, which uses customers' perceptions of value rather than production costs. Cost-based pricing sets prices by adding a markup to costs.
This document contains lesson plans for teaching a chapter on international business and economics. It outlines 5 lessons to be covered over the course of a week, including topics on economic decision making, different economic systems, factors that affect economic development, and measures of economic progress. It provides learning objectives, teaching resources, and assessment strategies for each lesson.
The document discusses strategic planning and marketing. It provides learning outcomes that explain the importance of strategic marketing and developing a marketing plan. The marketing plan elements include a business mission statement, situation analysis, marketing strategy, marketing mix, and implementation, evaluation and control. A situation analysis involves a SWOT analysis to identify internal strengths and weaknesses, as well as external opportunities and threats. The goal of strategic planning is long-term profitability and growth for the organization.
The document discusses ethics and social responsibility in marketing. It covers 6 learning outcomes: 1) explaining the determinants of a civil society, 2) explaining the concept of ethical behavior, 3) describing ethical behavior in business, 4) discussing corporate social responsibility, 5) describing the arguments for and against social responsibility, and 6) explaining cause-related marketing. The key topics covered are civil society, ethical theories, codes of ethics, stakeholders, arguments for and against CSR, and questions to consider for cause-related marketing programs.
The document discusses marketing channels and how they deliver value to customers. It defines key terms like supply chains, value delivery networks, and channel members. It also analyzes channel structures such as conventional systems, vertical marketing systems, and multichannel systems. Channel design decisions and management strategies are examined to efficiently meet customer needs.
GM is the world's largest automaker by vehicle sales. It employs over 200,000 people globally and does business in 157 countries. GM follows a strategy of offering "a car for every purse and purpose" targeting upper, middle, and lower classes. It focuses on reinventing itself with innovative, exciting vehicles and pursuing new energy solutions. GM's brand portfolio includes Chevrolet, Buick, Cadillac, and GMC and it aims to design the best vehicles in the world through investment in R&D.
Nissan Motor Company is a Japanese multinational automaker headquartered in Japan. It was formerly established in 1933 as Jidosha-Seizo Co., Ltd. and was renamed Nissan Motor Co., Ltd. in 1934. Today, Nissan is one of the largest car manufacturers in the world and produces cars, SUVs, trucks and electric vehicles. In 1999, Nissan formed an alliance with Renault S.A. to achieve growth through collaboration. Carlos Ghosn is currently the CEO and president of both Nissan and Renault. Nissan aims to enrich people's lives through trust, innovation and measurable value.
Nissan Motor Company Ltd. faced financial distress in the 1990s which led to an alliance with Renault in 1999. To build operational resiliency, Nissan leveraged a decentralized supply chain and embraced diversity. It adopted a build-to-stock strategy for popular models and build-to-order for others, which increased sales. Nissan focused on overseas markets, standardized operations globally to ensure consistency, and tailored strategies to local cultures and pricing to expand successfully into new regions like Asia.
General Motors is a global automaker headquartered in Detroit. [1] It aims to be the world leader in transportation through continuous improvements and innovation. [2] GM faces challenges from falling US market share and the economic downturn, but sees opportunities in expanding globally and developing more fuel-efficient vehicles. [3] It uses differentiation across its brands like Cadillac, Chevrolet, and GMC.
The document provides an overview of Ford Motor Company's 2013 marketing plan for the new Ford Edge Hybrid vehicle. It includes an executive summary, introduction, company description highlighting Ford's values and history, strategic focus and goals. It also contains a situational analysis of trends, competitors and markets. The plan outlines objectives to introduce the 2013 Hybrid Edge in the US, China and Europe and increase hybrid vehicle sales and market share. Financial goals include boosting hybrid sales 100% and overall market share to 20% by 2013.
Kelly Nissan of Easton, PA Visual Identity Branding Program with Nissan North...Kelly Auto Group
Kelly Nissan of Easton, PA Visual Identity Branding Program with Nissan North America.
Visit the Kelly Automotive Community at http://www.KellyCarCommunity.com and join to receive special discounts on Nissan vehicles, accessories, parts and service.
The document analyzes Toyota using Porter's Five Forces framework. It finds that competitive rivalry and the bargaining power of customers pose the strongest external threats to Toyota. Competitive rivalry in the automobile industry is intense due to high aggressiveness between firms and product differentiation. Customers also have strong bargaining power given low switching costs and access to high quality information. The threats of new entrants and substitutes are moderate concerns, while the bargaining power of suppliers is weak.
1) The document discusses various topics related to global business including comparative advantage, importing/exporting, strategies for reaching global markets, forces that affect global trade, trade protectionism, and offshore outsourcing.
2) It provides examples of companies expanding globally and profiles a Chinese media executive. Small businesses are highlighted as important for global job growth and exports.
3) Theories of comparative advantage and absolute advantage are explained in the context of international trade. Measures of global trade like balance of trade and balance of payments are also defined.
This document provides an international marketing plan for Renault to market electric and hybrid cars globally. It begins with an introduction of Renault and reasons for its international expansion plans, including profitability, unique electric car technology, and competitive factors. The plan then analyzes the macro environmental factors influencing Renault's strategy, including geographical, political, economic, technological, and cultural considerations. It also discusses Renault's strengths, weaknesses, opportunities and competitors. The marketing plan proposes target markets and segments, modes of market entry, marketing mix strategies, and considerations for pricing and currency fluctuations. In conclusion, the plan asserts that international expansion can increase Renault's market share and profitability by bringing its electric vehicle technology to new global markets.
The document provides information on midterm exam results and questions for two classes. It summarizes the average scores on Midterm #2 for Class 01 as 38/60 and Class 02 as 40/60. It then provides details on question #48 and reviews concepts related to brand extension, top valuable brands, product line extension versus trading up/down, and supply chain extension. Finally, it provides reminders about the online forum closing and upcoming due dates for projects and evaluations.
The document discusses factors to consider when setting prices, including customer perceptions of value, company and product costs, and other internal and external considerations. It explains that price is determined by balancing how much value customers see in a product and the costs associated with producing it. Pricing strategies discussed include value-based pricing, cost-based pricing, everyday low pricing, and competitor-based pricing. The document emphasizes understanding customer demand and considering factors like price elasticity, competition, and organizational influences when determining price.
This document contains lesson plans for teaching a chapter on government and global business from an international business textbook. It outlines the learning objectives, topics, and activities planned for each of the three lessons covering political environment and global business, how government discourages global business, and how government encourages global business. Assessment strategies are also listed for each lesson.
The document contains lesson plans for teaching a unit on international business over the course of a week. It includes objectives, topics, and resources for individual lessons on the foundations of international business, international business basics, and a chapter review. Lessons include introductions, teachings of chapter concepts, special features like ethics questions, and ongoing assessments.
This document contains lesson plans for teaching a chapter on cultural influences in international business. It includes 4 lessons that cover how culture, values, family relationships, and communication styles vary around the world and affect global business. Each lesson has goals, topics to teach, activities, and assessments. Resources provided to the teacher include slides, activities, and online study tools through the textbook website.
This document discusses key concepts in business marketing including:
1) It defines business marketing and differentiates business products from consumer products.
2) It describes the role of the internet in business marketing and metrics like stickiness.
3) It discusses the importance of relationship marketing and strategic alliances in business.
4) It identifies the four major categories of business customers as producers, resellers, governments, and institutions.
The document summarizes key concepts related to consumer decision making and behavior. It discusses the consumer decision making process in 5 steps: need recognition, information search, evaluation of alternatives, purchase, and post-purchase evaluation. It also covers cultural, social, individual, and psychological factors that influence consumer decisions at each step of the process.
This chapter discusses pricing strategies and the importance of understanding customer value perceptions when setting prices. It examines factors companies must consider, including costs, demand, competitors' prices, and overall marketing strategy. The chapter also explores different pricing approaches like value-based pricing, which uses customers' perceptions of value rather than production costs. Cost-based pricing sets prices by adding a markup to costs.
This document contains lesson plans for teaching a chapter on international business and economics. It outlines 5 lessons to be covered over the course of a week, including topics on economic decision making, different economic systems, factors that affect economic development, and measures of economic progress. It provides learning objectives, teaching resources, and assessment strategies for each lesson.
The document discusses strategic planning and marketing. It provides learning outcomes that explain the importance of strategic marketing and developing a marketing plan. The marketing plan elements include a business mission statement, situation analysis, marketing strategy, marketing mix, and implementation, evaluation and control. A situation analysis involves a SWOT analysis to identify internal strengths and weaknesses, as well as external opportunities and threats. The goal of strategic planning is long-term profitability and growth for the organization.
The document discusses ethics and social responsibility in marketing. It covers 6 learning outcomes: 1) explaining the determinants of a civil society, 2) explaining the concept of ethical behavior, 3) describing ethical behavior in business, 4) discussing corporate social responsibility, 5) describing the arguments for and against social responsibility, and 6) explaining cause-related marketing. The key topics covered are civil society, ethical theories, codes of ethics, stakeholders, arguments for and against CSR, and questions to consider for cause-related marketing programs.
The document discusses marketing channels and how they deliver value to customers. It defines key terms like supply chains, value delivery networks, and channel members. It also analyzes channel structures such as conventional systems, vertical marketing systems, and multichannel systems. Channel design decisions and management strategies are examined to efficiently meet customer needs.
The document outlines a lesson plan for teaching a chapter on international business structures and operations. It includes three lessons covering methods of business ownership, operations of global businesses, and starting global business activities. Each lesson provides teaching resources, goals, content to cover, figures and assessments. It also includes a review section at the end to wrap up the chapter.
The document provides an overview of marketing concepts. It defines marketing as the activity of creating, communicating, delivering, and exchanging offerings of value for customers, partners and society. It describes four marketing management philosophies: production, sales, marketing and societal orientations. It discusses the differences between sales and market orientations, focusing on customer value and satisfaction. It also provides several reasons for studying marketing, including its importance to business and society as well as career opportunities.
The document discusses marketing research and decision support systems. It defines marketing research and explains its importance for marketing decisions. It describes the typical steps in a marketing research project and discusses primary and secondary data collection methods. It also covers the impact of the internet on marketing research, the growing importance of scanner-based research, and the concept of competitive intelligence.
The document discusses how governments can influence global business activities through various political and economic policies. It covers three key topics: 1) the different types of political systems and how companies navigate relationships with host and home countries, 2) laws and taxes that can discourage global business through trade barriers and political risks, and 3) actions governments take to encourage global business such as free trade agreements and tax incentives as well as agencies that help reduce international risks.
The document discusses importing, exporting, and international trade. It covers the four main steps to importing goods which are determining demand, contacting suppliers, finalizing the purchase, and receiving goods. For exporting, the five steps outlined are finding customers, meeting their needs, agreeing on sales terms, delivering products or services, and completing the transaction. International trade agreements help promote economic development and encourage business between countries. The types of market competition, such as pure competition and monopoly, can vary depending on factors like the number of companies and differences between products.
The document discusses customer-driven marketing strategies, including market segmentation, targeting, differentiation, and positioning. It describes how companies can:
1) Segment markets into distinct groups based on geographic, demographic, psychographic, and behavioral factors to better target customer needs.
2) Target specific market segments to pursue after evaluating segment size, attractiveness, and fit with company objectives. Strategies include undifferentiated, differentiated, and concentrated marketing.
3) Differentiate their products by identifying competitive advantages to build a unique positioning in customers' minds relative to competitors. This involves developing a positioning statement and strategy.
This document provides an overview of key concepts related to products, services, and brands. It discusses what defines a product, different types of products and services, individual product decisions around attributes, quality and features. It also covers branding strategy, building strong brands through brand name selection, development and positioning. Additionally, it outlines key aspects of services marketing including the service-profit chain and strategies for differentiating services.
This document outlines various pricing strategies and concepts. It discusses new product pricing strategies like market skimming and market penetration pricing. It also covers product mix pricing strategies, price adjustment strategies, factors to consider when making price changes, and public policy issues related to pricing.
The document discusses global strategy for international expansion. It outlines factors like the PESTEL framework that influence business across geographies. The strategic choices are about standardizing vs customizing products, prioritizing markets, and choosing locations. The "Three A's" framework discusses adapting, aggregating, and arbitrating opportunities globally. Companies must decide whether to own activities through in-house operations or partner locally. The journey model outlines identifying opportunities, analyzing feasibility, and formulating strategies using core competencies. Emerging markets require exploiting product and resource markets while filling institutional voids. Innovation and customer focus are key to global success. Balance, strategic fit, and timing are important principles for international growth.
The document discusses global strategy for international expansion. It outlines factors like political, economic, social, technological, ecological and legislative differences across geographies that influence business. The strategic choices are about standardizing vs customizing products, prioritizing markets, and locating activities based on volatility. The three A's of global strategy are adaptation, aggregation, and arbitrage. Companies must decide whether to own activities in foreign markets or partner locally. The journey model involves identifying opportunities, analyzing feasibility, and formulating the strategy using core competencies. Emerging markets require exploiting product and resource markets while filling institutional voids. Innovation with customer focus leads to global success. Balance, deciding where to compete/collaborate, decentralized execution, and
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.
This document provides an overview of key concepts in international business and globalization. It discusses how international business differs from domestic business through cross-border and cross-cultural exchanges that introduce additional risks. Reasons for why firms internationalize include seeking growth opportunities and higher profits. While global operations provide strategic benefits, effectively managing complexity across diverse markets can introduce a "globalization penalty" if firms struggle to adapt. Risk mitigation has become a top priority for multinational enterprises.
Internationalisation is about companies expanding beyond their home country in various ways to achieve goals of global efficiency, multinational flexibility, and worldwide learning. Companies pursue one of four strategies - global, multidomestic, transnational, or international. A transnational strategy aims to balance standardization and customization by having multidimensional perspectives, distributed interdependent capabilities, and flexible integrative processes. It pursues both global efficiency and local responsiveness through some centralized and some decentralized functions.
The document discusses the traits of the enterprise of the future according to IBM's research. It finds that the core traits are:
1) Being globally integrated by adopting a global approach across all business elements.
2) Being disruptive by nature through exploring and experimenting with business model innovation and implementing multiple innovation strategies.
3) Being hungry for change by anticipating and proactively managing change so that change becomes the central business strategy.
There are 5 Key Essentials that separate the Top 2% of home based opportunities with the rest of the 98% who unknowingly set you up to fail. Learn these keys as how they relate to EIRO Research in this flipchart.
This document discusses various aspects of international marketing, including differences from domestic marketing. It covers reasons for firms to engage in international business, such as market saturation or trade deficits domestically. Multinational corporations play a key role through foreign direct investment and operations in other countries. Common entry strategies include exporting, contractual agreements, joint ventures, and manufacturing subsidiaries abroad.
The document outlines the objectives, topics, and structure for an international business management course, including essays, group presentations, exam preparation, and a discussion of key terms like organizational architecture and strategy as they relate to firms expanding internationally. It provides presentation guidelines, sample exam questions, and a case study on IBM's changing global strategies over time from a multi-domestic approach to a globally integrated enterprise model.
Nucerity International - The ideal business opportunity!dphome
Check out the October 2009 Nucerity International new powerpoint. Great information on how to obtain your "Why" during the Credit Revolution/Depression
Kotabe global competitive marketing strategy ch08jcpham
This document discusses global marketing strategies. It begins by explaining how information technology has reduced the relevance of political borders and increased global competition. It then covers developing a global strategy by assessing industry drivers of globalization and competitive structure. Next, it discusses developing a global marketing strategy that balances standardization vs. adaptation and global integration vs. local responsiveness. It also addresses regionalization of marketing strategies. Finally, it discusses using SWOT analysis to evaluate strengths, weaknesses, opportunities, and threats when developing a competitive strategy.
Global marketing strategies must balance standardization across international markets with localization for individual country needs. Brands like McDonald's are found worldwide but must also compete with local restaurants. Factors like transportation, communication, and trade agreements drive global integration, while national controls and cultural differences require localized approaches. Success requires thinking globally but acting locally.
The document discusses managing innovation in Jordanian industry. It defines different types of innovation, from Innovation 1.0 which focuses on developing new products and selling them, to Innovation 2.0 which involves getting customer feedback to improve business models, to Innovation 3.0 which emphasizes collaboration both locally and globally to develop and refine ideas. The document argues that innovation can be managed by creating the right conditions to support it, such as investing in innovation and having regular innovative results, rather than trying to control the process. Barriers to innovation in Jordanian industry include problems developing new business models and convincing stakeholders of new ideas.
International business sept october 2012 - bba v sem -handout format- psishantgogia
This document contains a syllabus for a course on international business. It outlines 7 topics that will be covered:
1. Introduction and overview of international business
2. Models for international business at the firm level, including why firms globalize and models of foreign market entry
3. The international business environment, including economics, finance, ethics and law, and social/political systems
4. International finance and economics
5. Multinational corporations and Indian global organizations
6. International business strategy at the firm level
7. Case studies
It then provides more detailed information on topic 2, including models for the decision to globalize, factors influencing globalization, and various models for foreign market entry.
Updated marketing plan talk for peoples 11 05-05dmlee54
The document outlines the key components of an effective marketing plan, including an executive summary, analysis of the current marketing situation, objectives, marketing strategy, action plans, projected profit and loss statement, and controls. It provides examples for each section, such as financial and sales objectives, target markets, product details, implementation milestones, and plans to monitor progress and make adjustments if needed. The presentation aims to help attendees develop successful marketing plans for their businesses.
This document discusses various aspects of international marketing, including reasons for companies to engage in international business, differences between domestic and international marketing, and strategies for entering foreign markets. It notes that as more economies and competitors become global, US firms are increasingly engaging in international marketing through methods like foreign manufacturing, joint ventures, licensing, and imports. Competing globally allows companies to tap new markets and enhance long-term profits, but also adds complexity from dealing with different cultures, governments, and economic conditions.
Introduction to international business environment is talking about world bus...MengsongNguon
The document provides an introduction to international business environment. It defines international business environment as the sum total of factors external to and beyond the control of a firm's management that influence the firm. These factors can be domestic, foreign, or international in nature. It discusses how the business environment has changed from pre-globalization to post-globalization with increasing global competition and integration of markets. It also defines key terms related to international business such as multinational corporations, foreign business, global companies, and discusses trends toward increasing globalization and interdependence between firms and countries.
The document discusses various concepts related to developing marketing strategies and plans, including market opportunity analysis, strategic planning processes, defining strategic business units, SWOT analysis, contents of a marketing plan, value creation processes, and Porter's generic strategies. Key topics covered are identifying market opportunities, conducting situational analysis, setting goals and objectives, developing marketing strategies, creating value for customers, and forms of strategic alliances.
Globalization refers to the increasing integration and interaction between people and corporations around the world due to advances in technology, communication, and transportation. This has led to a rapid rise in international trade and the global operations of multinational corporations. However, globalization is also associated with increasing inequality between rich and poor nations and a wider gap between the wealthy and impoverished within societies. While increased trade has benefits such as economic growth, critics argue it has failed to distribute prosperity evenly and has exploited some workers. Both opportunities and threats are associated with the rising tide of global business activities and economic integration on a worldwide scale.
This document discusses different forms of business ownership and operations of global businesses. It describes sole proprietorships as having ease of starting but limited funds and liability, while partnerships have additional funds but shared profits and potential disagreement. Corporations have more funding sources but difficult creation and double taxation. It also discusses multinational companies having worldwide markets and standardized products. Finally, it outlines low-risk methods like indirect exporting and high-risk methods like joint ventures for getting involved in international business.
This document discusses key economic concepts across 5 lessons:
1) Economics deals with scarcity and decision-making. People make choices due to limited resources and unlimited wants.
2) Market prices are determined by supply and demand. Inflation occurs from demand-pull or cost-push factors increasing prices.
3) The three factors of production are natural resources, human resources, and capital resources. Countries differ in their economic systems regarding production and distribution of goods.
This document discusses the foundation and basics of international business. It defines international business as activities needed to create, ship, and sell goods and services across national borders. International business is important for obtaining materials from other countries, global opportunities, and improved political relations. International trade has existed for over 15,000 years between countries like China, India, Japan, Africa and South America. In the 11th century and 15th-16th centuries, colonization expanded international trade significantly. The international business environment considers geographic, cultural, economic, political and legal factors across countries. Skills like foreign language ability and cultural awareness are important for international business.
Este documento presenta el plan de estudios de otoño de 2010 para el curso de Modelos de Negociaciones Internacionales. El curso se divide en dos secciones principales: la Visión General del Mundo de los Negocios Internacionales, que explora las tendencias y fuerzas que afectan los negocios globales; y Negociaciones Internacionales, que enseña las técnicas y habilidades para negociar efectivamente en un contexto global. El curso utiliza sesiones interactivas para profundizar en temas como los modelos actuales de negocios internacionales
Este documento presenta información sobre negocios internacionales y la internacionalización de empresas. Explica las etapas típicas del proceso de internacionalización, que comienza con exportaciones pasivas y puede progresar hasta establecer subsidiarias de producción en el extranjero. También describe los motivos y obstáculos comunes para que las empresas se internacionalicen, así como conceptos clave relacionados con los negocios y mercados globales.
The document discusses new product development strategies and processes. It describes the stages of new product development including idea generation, concept development and testing, marketing strategy development, product development, test marketing, and commercialization. It also discusses managing new product development through customer-centered, team-centered, and systematic approaches. Finally, it outlines product life cycle strategies and considerations for different stages of the cycle.
The document discusses market segmentation, which is the process of dividing a market into meaningful subgroups based on characteristics that cause similar product needs. It describes the importance of segmentation for better defining customer needs and allocating resources accurately. Additionally, it outlines various bases commonly used for segmenting consumer markets, such as geography, demographics, psychographics, benefits sought, and usage rates.
The document discusses key concepts related to product marketing including defining products, classifying consumer products, and describing product items, lines, and mixes. It also covers branding, packaging, global issues, and product warranties. Specifically, it defines products as anything received in an exchange, classifies consumer products as unsought, specialty, shopping or convenience products, and defines a product item, line and mix. It also describes marketing uses of branding, packaging and labeling, and issues companies face globally. Finally, it discusses product warranties and types of express versus implied warranties.
Este documento presenta una introducción general a la mercadotecnia. Explica que la mercadotecnia surgió como resultado del desarrollo económico y la etapa de abundancia, y que su objetivo principal es satisfacer las necesidades y deseos de los consumidores mediante la creación e intercambio de productos. También define la mercadotecnia como una ciencia administrativa cuyo fin es determinar las necesidades del mercado para adaptar la oferta de manera más eficiente que la competencia. Finalmente, identifica los elementos clave de la mercadotec
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L'indice de performance des ports à conteneurs de l'année 2023SPATPortToamasina
Une évaluation comparable de la performance basée sur le temps d'escale des navires
L'objectif de l'ICPP est d'identifier les domaines d'amélioration qui peuvent en fin de compte bénéficier à toutes les parties concernées, des compagnies maritimes aux gouvernements nationaux en passant par les consommateurs. Il est conçu pour servir de point de référence aux principaux acteurs de l'économie mondiale, notamment les autorités et les opérateurs portuaires, les gouvernements nationaux, les organisations supranationales, les agences de développement, les divers intérêts maritimes et d'autres acteurs publics et privés du commerce, de la logistique et des services de la chaîne d'approvisionnement.
Le développement de l'ICPP repose sur le temps total passé par les porte-conteneurs dans les ports, de la manière expliquée dans les sections suivantes du rapport, et comme dans les itérations précédentes de l'ICPP. Cette quatrième itération utilise des données pour l'année civile complète 2023. Elle poursuit le changement introduit l'année dernière en n'incluant que les ports qui ont eu un minimum de 24 escales valides au cours de la période de 12 mois de l'étude. Le nombre de ports inclus dans l'ICPP 2023 est de 405.
Comme dans les éditions précédentes de l'ICPP, la production du classement fait appel à deux approches méthodologiques différentes : une approche administrative, ou technique, une méthodologie pragmatique reflétant les connaissances et le jugement des experts ; et une approche statistique, utilisant l'analyse factorielle (AF), ou plus précisément la factorisation matricielle. L'utilisation de ces deux approches vise à garantir que le classement des performances des ports à conteneurs reflète le plus fidèlement possible les performances réelles des ports, tout en étant statistiquement robuste.
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