The document outlines an international marketing strategies certificate program held from March 19-21, 2012. It discusses key concepts in international marketing such as market entry strategies, global market orientation, and major decisions involved. The program agenda covers introducing concepts, case discussions, and assessments. Topics include the international marketing environment, stages of foreign market involvement, and trade barriers.
The document summarizes an export strategy workshop that aims to help companies develop successful export strategies. The 5-day workshop covers key topics through lectures, discussions and exercises. Participants will learn how to assess export readiness, develop an export strategy plan, brand internationally, select effective market channels and partners, give impactful presentations to overseas buyers, and strengthen negotiation skills for cross-border agreements. Past participants saw benefits such as gaining a unique export plan, international marketing knowledge, and peer support. The workshop is conducted by experienced trainers and supported by the Productivity and Innovation Credit scheme to help offset training costs.
This document presents LeapFrog Enterprises' expansion strategy into Latin America. It provides an overview of LeapFrog, discusses stakeholders in the potential expansion, and outlines strategic issues to consider. The strategic gap analysis identifies opportunities for LeapFrog in Latin American markets for English language and LeapPad products. The document analyzes countries like Chile, Argentina, Costa Rica and Colombia before presenting strategic alternatives and a timeline for implementation.
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.
3. The case of Carrefour and Wal-Mart in China highlights that internationalization is a complex process and different market entry strategies can lead to varying results. Understanding the local market context is important for success.
The document discusses developing an export strategy and marketing plan. It provides guidance on conducting market research, choosing products and target countries, developing distribution and pricing plans, and creating budgets and communication strategies. Key steps include assessing company strengths, evaluating foreign demand, selecting appropriate markets and distribution channels, and developing pricing, promotion, and after-sales support tailored for other countries. Frequent communication, travel, and revising plans are emphasized for success in international business.
This document discusses international marketing and related concepts. It defines international marketing as marketing activities that cross national boundaries. It describes the key elements of international marketing as identifying customer needs in foreign markets and making marketing mix decisions for diverse international customers and markets. It also outlines the characteristics, scope, objectives, reasons for going international, and challenges of international marketing.
This is a lecture I gave some time ago highlighting some of the key aspects to be considered if planning to develop international markets. I hope you find it of interest.
A presentation prepared some time ago as part of the Exporter Education Programme. Provides a detailed step by step procedure for creating an Export Plan.
The document summarizes an export strategy workshop that aims to help companies develop successful export strategies. The 5-day workshop covers key topics through lectures, discussions and exercises. Participants will learn how to assess export readiness, develop an export strategy plan, brand internationally, select effective market channels and partners, give impactful presentations to overseas buyers, and strengthen negotiation skills for cross-border agreements. Past participants saw benefits such as gaining a unique export plan, international marketing knowledge, and peer support. The workshop is conducted by experienced trainers and supported by the Productivity and Innovation Credit scheme to help offset training costs.
This document presents LeapFrog Enterprises' expansion strategy into Latin America. It provides an overview of LeapFrog, discusses stakeholders in the potential expansion, and outlines strategic issues to consider. The strategic gap analysis identifies opportunities for LeapFrog in Latin American markets for English language and LeapPad products. The document analyzes countries like Chile, Argentina, Costa Rica and Colombia before presenting strategic alternatives and a timeline for implementation.
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.
3. The case of Carrefour and Wal-Mart in China highlights that internationalization is a complex process and different market entry strategies can lead to varying results. Understanding the local market context is important for success.
The document discusses developing an export strategy and marketing plan. It provides guidance on conducting market research, choosing products and target countries, developing distribution and pricing plans, and creating budgets and communication strategies. Key steps include assessing company strengths, evaluating foreign demand, selecting appropriate markets and distribution channels, and developing pricing, promotion, and after-sales support tailored for other countries. Frequent communication, travel, and revising plans are emphasized for success in international business.
This document discusses international marketing and related concepts. It defines international marketing as marketing activities that cross national boundaries. It describes the key elements of international marketing as identifying customer needs in foreign markets and making marketing mix decisions for diverse international customers and markets. It also outlines the characteristics, scope, objectives, reasons for going international, and challenges of international marketing.
This is a lecture I gave some time ago highlighting some of the key aspects to be considered if planning to develop international markets. I hope you find it of interest.
A presentation prepared some time ago as part of the Exporter Education Programme. Provides a detailed step by step procedure for creating an Export Plan.
This document provides guidance on developing an export plan to take a business global. It outlines key components to include in an export plan such as goals, financial and resource budgets, production capacity, target markets, risk profile, credit and return policies, shipping and logistics, export licenses, and health and language requirements. The plan development process involves researching markets, regulations, and identifying strengths and weaknesses to maximize opportunities and minimize risks of expanding exports internationally.
The document discusses various concepts related to export marketing promotion and communication. It covers topics such as the importance of communication in export marketing, different communication techniques like personal selling, sales promotion, publicity, and advertising. It also discusses factors that affect promotion strategies for export marketing and the need to consider standardization versus adaptation of promotion strategies for different international markets.
Google is a multinational technology company that provides internet-related products and services. To expand internationally, Google localized its search engine interface and launched country-specific websites in over 100 languages. It also opened offices worldwide and made acquisitions to extend its product offerings. While aiming to provide consistent global services, Google adapts to local requirements by hiring local staff, complying with government restrictions, and customizing its interface for different cultures. This allows Google to better serve users internationally while navigating regional differences.
Chapter 1 Overview:
Topic 1: Introduction
Topic 2: Scope of International Marketing
Topic 3: Level of Marketing
Topic 3: Marketing Orientation
Topic 4: Theories of International Marketing
Topic 5: Strategic Approaches to Market Internationally
Topic 6: Importance of International Marketing
6. International Marketing, Market Selection, Modes of Entry in International...Charu Rastogi
This presentation defines international marketing, international marketing decisions, challenges of international marketing, and driving and restraining forces of international marketing. It goes on to discuss the process of market selection, firm related, market related and other factors effecting market selection. It also reflects on various modes of entry into foreign markets such as exporting (commercial strategy, commercial mode), foreign direct investment (industrial strategy, integrated modes) and associated or contractual modes (contractual strategy, competitive alliances). The presentation closes with a case study on the experience of Proctor and Gamble (P&G) in various international markets like Japan, China and India.
Internationalization strategy of emergitng market firmsberstiss
This document presents a typology of internationalization strategies for firms from emerging markets. Through a literature review and analysis of 138 multinational enterprises, the author identifies four main strategies: 1) Multinational Challengers target global markets and pursue simultaneous expansion, 2) Global Exporters/Importers expand incrementally to close markets, 3) OEM/ODM firms follow clients globally through subcontracting and 4) Regional Exporter/Importers initially focus on developing country exports. The typology is intended to classify emerging market firms and identify characteristics of their internationalization approaches.
International strategic business managementHasan Furqan
International Strategic Management
Motives of Globalization
Strategic Objectives & Sources of Competitive Advantages
Strategic Orientation of International Firms
Strategies for International Firms
Conclusion
This document provides an overview of a lecture on international strategic management. It discusses:
- The objectives of the lecture which are to characterize the challenges of international strategic management, assess strategic alternatives, distinguish components of international strategy, describe the strategic management process, and identify strategy levels.
- International strategic management is defined as an ongoing planning process to formulate and implement strategies to compete internationally.
- The strategic planning process and fundamental questions of strategy are outlined.
- Challenges of international business and sources of competitive advantage are identified.
- The main strategic alternatives and components of international strategy are described.
- The process of developing international strategies through formulation, implementation, and control is summarized.
This document provides information on an international marketing course, including the instructor's contact details and office hours, an overview of topics to be covered such as global marketing concepts and identifying international market opportunities, and details on assignments such as presentations, research papers, and case studies that will involve applying international marketing tools and strategies to enter new markets.
At Trade Bridge Group (TBG), We Specialise in Overseas Expansion. We Implement Global Strategic, Integrated Marketing, Communications and Business Development Plans; To Help Business & Countries Boost International Trade, Foreign Investment & Cultural Exchange.
We Help our Clients:
1) Build Global Connections,
2) Raise International Brand Awareness, and
3) Find Foreign Paying Customers or Foreign Direct Investors.
TBG Global: Overseas Expansion
Overseas Expansion Specialists
Internationalisation Specialists
International Expansion Consulting
International Business Launch
International Company Formation
International Market Entry Strategy
International Lead Generation
TBG Global: Overseas Communications
International Sales & Buisness Development
International Strategic Communications
International Crisis Communications
International Corporate Communications
International Digital Communications
International Editing & Proofreading
International Marketing
International Digital Marketing
The document provides an overview of international marketing. It defines international marketing as business activities that direct the flow of goods and services to consumers in more than one country. Key points made include:
- International marketing operations are more complex than domestic operations due to dealing with multiple countries and cultures.
- International marketing involves both controllable factors like product and price as well as uncontrollable factors like cultural and economic forces.
- Companies enter international markets through various modes including franchising, licensing, direct manufacturing, management contracts, and exporting.
This document provides an overview of international marketing management and marketing research. It discusses key concepts such as the definition of international marketing, differences between domestic and international marketing environments, factors that drive international expansion, and levels of international marketing involvement. It also covers topics like the balance of payments, trade barriers, and the scope and process of conducting international marketing research. The document is intended to provide a framework for understanding international marketing management and how marketing research supports decision making in foreign markets.
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 chapter is an introduction to International marketing. It covers the need for International Marketing, Difference between Domestic and International Marketing, The EPRG frame work, Challenges for International Marketing.
This document discusses market research and identifying international business opportunities. It provides an overview of key considerations for conducting market research when expanding a business internationally. These include evaluating a company's competencies and resources, understanding the competitive landscape and business environment in target markets, and utilizing various primary and secondary sources for collecting market data and insights from countries of interest. The document also presents a step-by-step process for conducting international market research and analyzes the example of the Indian snack food company Haldiram's successful expansion into international markets through strategic market research.
Module 3.1 - Sales and pipeline managementszpinter
Module 3.1 - Sales and pipeline management
The SENSES project co-funded by the European Union funds (ERDF and IPA)
For more information check the official website: http://www.interreg-danube.eu/senses
Basecamp International is expanding into Peru with volunteer and hostel programs. Their marketing plan targets students and mid-life adults. Competition includes large global volunteer networks and smaller in-country organizations. Basecamp will advertise through their website and partner organizations while maintaining competitive pricing and service quality. Challenges include Peru's developing economy, corruption and safety issues, which require careful consideration for successful implementation.
This document provides an overview of integrated marketing communications (IMC). It discusses key topics such as:
1) The definition and goals of IMC programs, which aim to influence behavior through consistent messaging across all customer touchpoints.
2) The 5 key features of successful IMC - starting with the customer, using all relevant contacts, speaking with one voice, building relationships, and affecting behavior.
3) The challenges of implementing an effective IMC program, such as coordinating diverse communication channels and maintaining a consistent brand message.
Global manufacturing cost competitiveness
has shifted over the past decade. The gap between labor costs in the U.S. and overseas is shrinking. Pay and benefits for the average Chinese worker rose by 10% a year between 2000 and 2005 and sped up to 19% a year between 2005 and 2010.
Ranbaxy has a choice to continue producing generic drugs or develop proprietary medicines. It could pursue both strategies by continuing low-cost generic drug production in new markets while developing patented drugs in India, which has an improving infrastructure and skilled workforce for innovation. Ranbaxy should also focus on developing markets like Russia and China due to geographic and cultural ties, while expanding to developed markets through partnerships. Overall, India's infrastructure is suitable for pharmaceutical innovation compared to other countries.
This document provides an overview of marketing concepts and frameworks for international business. It discusses topics such as the development of international marketing, factors influencing a company's internationalization process, considerations for market selection and entry, and the standardization and adaptation of the international marketing mix. Specific frameworks and models summarized include the Uppsala model of internationalization, Porter's value chain, the integration-responsiveness grid, and frameworks for political, economic, and socio-cultural analysis of foreign markets. The document also examines approaches to product, price, distribution, and communication strategies in international business.
The essence of International Marketing. Most fundamentals for every company and brand wishing to expand globally. Compass to effective export strategy and global brand building.
This document provides guidance on developing an export plan to take a business global. It outlines key components to include in an export plan such as goals, financial and resource budgets, production capacity, target markets, risk profile, credit and return policies, shipping and logistics, export licenses, and health and language requirements. The plan development process involves researching markets, regulations, and identifying strengths and weaknesses to maximize opportunities and minimize risks of expanding exports internationally.
The document discusses various concepts related to export marketing promotion and communication. It covers topics such as the importance of communication in export marketing, different communication techniques like personal selling, sales promotion, publicity, and advertising. It also discusses factors that affect promotion strategies for export marketing and the need to consider standardization versus adaptation of promotion strategies for different international markets.
Google is a multinational technology company that provides internet-related products and services. To expand internationally, Google localized its search engine interface and launched country-specific websites in over 100 languages. It also opened offices worldwide and made acquisitions to extend its product offerings. While aiming to provide consistent global services, Google adapts to local requirements by hiring local staff, complying with government restrictions, and customizing its interface for different cultures. This allows Google to better serve users internationally while navigating regional differences.
Chapter 1 Overview:
Topic 1: Introduction
Topic 2: Scope of International Marketing
Topic 3: Level of Marketing
Topic 3: Marketing Orientation
Topic 4: Theories of International Marketing
Topic 5: Strategic Approaches to Market Internationally
Topic 6: Importance of International Marketing
6. International Marketing, Market Selection, Modes of Entry in International...Charu Rastogi
This presentation defines international marketing, international marketing decisions, challenges of international marketing, and driving and restraining forces of international marketing. It goes on to discuss the process of market selection, firm related, market related and other factors effecting market selection. It also reflects on various modes of entry into foreign markets such as exporting (commercial strategy, commercial mode), foreign direct investment (industrial strategy, integrated modes) and associated or contractual modes (contractual strategy, competitive alliances). The presentation closes with a case study on the experience of Proctor and Gamble (P&G) in various international markets like Japan, China and India.
Internationalization strategy of emergitng market firmsberstiss
This document presents a typology of internationalization strategies for firms from emerging markets. Through a literature review and analysis of 138 multinational enterprises, the author identifies four main strategies: 1) Multinational Challengers target global markets and pursue simultaneous expansion, 2) Global Exporters/Importers expand incrementally to close markets, 3) OEM/ODM firms follow clients globally through subcontracting and 4) Regional Exporter/Importers initially focus on developing country exports. The typology is intended to classify emerging market firms and identify characteristics of their internationalization approaches.
International strategic business managementHasan Furqan
International Strategic Management
Motives of Globalization
Strategic Objectives & Sources of Competitive Advantages
Strategic Orientation of International Firms
Strategies for International Firms
Conclusion
This document provides an overview of a lecture on international strategic management. It discusses:
- The objectives of the lecture which are to characterize the challenges of international strategic management, assess strategic alternatives, distinguish components of international strategy, describe the strategic management process, and identify strategy levels.
- International strategic management is defined as an ongoing planning process to formulate and implement strategies to compete internationally.
- The strategic planning process and fundamental questions of strategy are outlined.
- Challenges of international business and sources of competitive advantage are identified.
- The main strategic alternatives and components of international strategy are described.
- The process of developing international strategies through formulation, implementation, and control is summarized.
This document provides information on an international marketing course, including the instructor's contact details and office hours, an overview of topics to be covered such as global marketing concepts and identifying international market opportunities, and details on assignments such as presentations, research papers, and case studies that will involve applying international marketing tools and strategies to enter new markets.
At Trade Bridge Group (TBG), We Specialise in Overseas Expansion. We Implement Global Strategic, Integrated Marketing, Communications and Business Development Plans; To Help Business & Countries Boost International Trade, Foreign Investment & Cultural Exchange.
We Help our Clients:
1) Build Global Connections,
2) Raise International Brand Awareness, and
3) Find Foreign Paying Customers or Foreign Direct Investors.
TBG Global: Overseas Expansion
Overseas Expansion Specialists
Internationalisation Specialists
International Expansion Consulting
International Business Launch
International Company Formation
International Market Entry Strategy
International Lead Generation
TBG Global: Overseas Communications
International Sales & Buisness Development
International Strategic Communications
International Crisis Communications
International Corporate Communications
International Digital Communications
International Editing & Proofreading
International Marketing
International Digital Marketing
The document provides an overview of international marketing. It defines international marketing as business activities that direct the flow of goods and services to consumers in more than one country. Key points made include:
- International marketing operations are more complex than domestic operations due to dealing with multiple countries and cultures.
- International marketing involves both controllable factors like product and price as well as uncontrollable factors like cultural and economic forces.
- Companies enter international markets through various modes including franchising, licensing, direct manufacturing, management contracts, and exporting.
This document provides an overview of international marketing management and marketing research. It discusses key concepts such as the definition of international marketing, differences between domestic and international marketing environments, factors that drive international expansion, and levels of international marketing involvement. It also covers topics like the balance of payments, trade barriers, and the scope and process of conducting international marketing research. The document is intended to provide a framework for understanding international marketing management and how marketing research supports decision making in foreign markets.
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 chapter is an introduction to International marketing. It covers the need for International Marketing, Difference between Domestic and International Marketing, The EPRG frame work, Challenges for International Marketing.
This document discusses market research and identifying international business opportunities. It provides an overview of key considerations for conducting market research when expanding a business internationally. These include evaluating a company's competencies and resources, understanding the competitive landscape and business environment in target markets, and utilizing various primary and secondary sources for collecting market data and insights from countries of interest. The document also presents a step-by-step process for conducting international market research and analyzes the example of the Indian snack food company Haldiram's successful expansion into international markets through strategic market research.
Module 3.1 - Sales and pipeline managementszpinter
Module 3.1 - Sales and pipeline management
The SENSES project co-funded by the European Union funds (ERDF and IPA)
For more information check the official website: http://www.interreg-danube.eu/senses
Basecamp International is expanding into Peru with volunteer and hostel programs. Their marketing plan targets students and mid-life adults. Competition includes large global volunteer networks and smaller in-country organizations. Basecamp will advertise through their website and partner organizations while maintaining competitive pricing and service quality. Challenges include Peru's developing economy, corruption and safety issues, which require careful consideration for successful implementation.
This document provides an overview of integrated marketing communications (IMC). It discusses key topics such as:
1) The definition and goals of IMC programs, which aim to influence behavior through consistent messaging across all customer touchpoints.
2) The 5 key features of successful IMC - starting with the customer, using all relevant contacts, speaking with one voice, building relationships, and affecting behavior.
3) The challenges of implementing an effective IMC program, such as coordinating diverse communication channels and maintaining a consistent brand message.
Global manufacturing cost competitiveness
has shifted over the past decade. The gap between labor costs in the U.S. and overseas is shrinking. Pay and benefits for the average Chinese worker rose by 10% a year between 2000 and 2005 and sped up to 19% a year between 2005 and 2010.
Ranbaxy has a choice to continue producing generic drugs or develop proprietary medicines. It could pursue both strategies by continuing low-cost generic drug production in new markets while developing patented drugs in India, which has an improving infrastructure and skilled workforce for innovation. Ranbaxy should also focus on developing markets like Russia and China due to geographic and cultural ties, while expanding to developed markets through partnerships. Overall, India's infrastructure is suitable for pharmaceutical innovation compared to other countries.
This document provides an overview of marketing concepts and frameworks for international business. It discusses topics such as the development of international marketing, factors influencing a company's internationalization process, considerations for market selection and entry, and the standardization and adaptation of the international marketing mix. Specific frameworks and models summarized include the Uppsala model of internationalization, Porter's value chain, the integration-responsiveness grid, and frameworks for political, economic, and socio-cultural analysis of foreign markets. The document also examines approaches to product, price, distribution, and communication strategies in international business.
The essence of International Marketing. Most fundamentals for every company and brand wishing to expand globally. Compass to effective export strategy and global brand building.
The document discusses several key concepts related to culture and international marketing:
- It defines culture and explains that culture consists of learned behaviors and mental programming shared by a group. It influences human behavior.
- It outlines several manifestations of culture including symbols, heroes, rituals, values, and norms.
- There are differences between explicit and implicit culture, and technical, formal, and informal cultural norms.
- Cultural diversity exists both externally in markets and internally in multinational companies.
- Culture can be transferred between generations through socialization or between adults through acculturation.
The document summarizes a workshop on social media, crowdfunding, and micrvolunteering. It provides definitions and statistics on social media use in Canada. Specifically, it notes that over 50% of Canadians have at least one social media profile, with 86% on Facebook. It also discusses how non-profits can use social media for external engagement and internal integration with campaigns and events. While fundraising through social media makes up a small portion overall, online activists are more likely to donate than non-active supporters.
Inovação em Serviços Públicos - Luis Vidigal (Highscore - Outubro 2016)Luis Vidigal
Este documento apresenta um programa sobre boas práticas em e-Government. Discute tópicos como inovação, modernização administrativa, estágios de maturidade do e-Government, colaboração, interoperabilidade, tendências tecnológicas e gestão da mudança na administração pública. Inclui 246 slides para download com informações adicionais sobre o assunto.
This document provides a compilation of visual merchandising work done by Nor Fazilah, a visual merchandiser for Forever 21, across various Forever 21 stores in Singapore between 2010-2011. It includes details of displays and projects at stores like Wisma Atria, Vivo City, Somerset 313, and Orchard SMRT, covering different seasons and themes like tropical, American, and basics collections as well as special projects and events. The document was created by Nor Fazilah to showcase her works and pride in her role at Forever 21.
The document provides considerations for project managers working on financial crime projects involving new systems and processes. It outlines key areas to address in the initiation, design, build and test, and deployment phases. In the initiation phase, governance and a realistic business case are important. The design phase requires current and target operating models, detailed designs for all modules, and architecture sign-off. Build and test requires thorough functional and performance testing, especially of customer data and alert generation. Deployment requires a dress rehearsal, business readiness, and governance of new rule configurations.
The document provides guidance for a marketing project including analyzing opportunities and developing a marketing plan. It outlines 4 main steps: 1) defining the project idea and goals, 2) analyzing market opportunities through factors like PEST analysis and competitive forces, 3) specifying marketing plan elements like target audience and branding, and 4) developing financial evaluations. For step 2 on market opportunities analysis, it emphasizes exploring the macroenvironment, microenvironment, and identifying competitive advantages. It also provides templates for using tools like PEST analysis and Porter's 5 competitive forces to systematically analyze the relevant market factors and competitive landscape.
Ruckus Wireless is a publicly traded wireless networking company founded in 2004. It has over 950 employees worldwide and annual revenue of $327 million in 2014. Ruckus provides "Smart Wi-Fi" technology for wireless access points that have stronger signals, support more users, and automatically adapt to changing environments. Their solutions are used by over 48,000 customers including many large retail stores and shopping malls to provide Wi-Fi access for customers and staff. Ruckus also offers analytics tools to track customer locations within stores and target personalized marketing messages to shoppers through their mobile apps.
Marketing Project Presentation Museum (1)Sally Lin
The document proposes a national expansion project for a museum. It identifies four key customer segments through quantitative research and cluster analysis: New Empty Nests, New Life Starters, Golden Oldies, and Young Richers. The document then outlines promotion strategies tailored to each segment, including family talks, music festivals, and apps for families; mail campaigns and special exhibitions for empty nesters; vintage exhibitions, traditional channels, and emotional messages for golden oldies; and social media, virtual reality, and collaborations with education institutions for young richers. It maps promotion channels on a cost-benefit analysis to identify the most effective and efficient options.
International Marketing in India- Concepts, Opportunities and ChallengesIRJET Journal
This document discusses international marketing concepts, opportunities, and challenges in India. It begins with an abstract that outlines how globalization has led firms to conduct international marketing. It then discusses how international marketing has benefited consumers by diversifying product availability regardless of location. The document notes that international marketing strategies must be tailored to different regions and account for varied customer behaviors. It also explores similarities and differences between domestic and international marketing. The document aims to understand core concepts of international marketing, related challenges and opportunities in India, and examine the scope of international marketing in the country. It uses exploratory research based on secondary sources to analyze international marketing and meet stated objectives around defining key aspects of the topic.
The document discusses several key aspects of international marketing:
1) International marketing involves balancing controllable marketing factors with uncontrollable foreign environmental factors.
2) Firms progress through different stages of international marketing involvement from no direct foreign marketing to global marketing.
3) The self-reference criterion and ethnocentrism can limit a firm's ability to understand foreign cultures but developing global awareness can help address these issues.
4) Strategic orientations range from a domestic focus to treating the world as a single market with a global orientation.
This document summarizes a workshop on international strategy for start-ups. The workshop covered definitions of internationalization, reasons for start-ups to look abroad, international experiences, how internationalization is important for start-ups, components of an international go-to-market strategy including value innovation, market innovation and business model innovation, funding opportunities, and a discussion. The workshop provided frameworks and examples to help start-ups develop an international strategy.
This document provides an overview of international marketing concepts and decisions. It discusses:
- The definition of international marketing and how it differs from domestic marketing. International marketing involves marketing across national borders and considers additional factors like government regulations and cultural differences.
- Key international marketing decisions around market entry, including considering cultural, economic, political, and other risk factors in foreign countries. Successful examples and mistakes from companies like Starbucks, Hyundai, and Mitsubishi are discussed.
- The top 10 most valuable global companies that dominate international markets, such as Apple, Microsoft, Amazon, and Toyota.
- As global trade grows, international competition is intensifying, forcing more companies to consider international expansion to access
This PPT is designed with the objective of giving insights into marketing elements (Product, Price, Place & Promotion) in International Marketing, entry modes, and other related topics.
The other major topics discussed are mentioned below. This PPT is designed with simple words for the benefit of UG and PG students
International Marketing-Motives, Characteristic and advantages, Transitional stages in international Marketing,Management orientation in International Marketing
Global Marketing Information System, International Marketing research, International Marketing Entry Stages
Product Decisions, New Product Development, Geographic Expansions, Strategic Alternatives
International pricing Objectives and strategies, Transfer pricing, International Marketing Channel, Channel Terminology, Physical Distribution and Logistics, Global Advertising and Branding, Public Relation, Personel Selling, Sales Promotion , Direct Marketing, Trade Shows and Exhibitions
This document provides an overview of international business. It begins with defining international business and providing reasons companies engage in it. It then outlines the four stages of internationalization: domestic company, international company, multinational company, and global company. The document also discusses the differences between domestic and foreign companies, approaches to international business, and several theories of international business. It concludes with outlining the chapter. The document serves as an introductory guide to understanding the nature and scope of international business.
The document provides information about the Post Graduate Diploma in International Marketing (PGDIM) program offered at Sri Guru Gobind Singh College of Commerce in Delhi, India. The one-year program was established in 2004-2005 and is affiliated with Delhi School of Economics. It has a semester-based curriculum taught by a team of experienced faculty from various fields related to business and economics. The program aims to provide collaborative, research-based learning to students through case studies, projects, guest lectures, and internship opportunities to prepare them for careers in marketing and business.
IBM Module 1.pptxbshhdhhsnbgdhirgduisjdjudubhavyacsreddy
This document provides an overview of international business and the international business environment. It discusses key concepts like globalization, international business, and the factors that drive companies to operate globally. It also outlines some criticisms of globalization. Additionally, it examines the different elements of culture that comprise the international business environment, such as language, religion, values and beliefs. The document aims to introduce students to the field of international business.
Concept and scope of international and global marketing, Stages of International Marketing Involvement, Importance of international and global marketing, opportunities and challenges of international and global markets, participants in international and global marketing, Historical and Geographical perspective in Global business, Dynamics of Global Population Trends
The document outlines an agenda for a three-day strategic management workshop. Day one will cover key strategic management concepts like vision, mission, and the strategic planning process. Strategic analysis tools like SWOT and PESTEL will also be introduced. Day two will focus on applying strategic tools to analyze the internal and external environment. A case study will be used. Day three will cover corporate strategy types and portfolio management strategies. Participants will improve their skills in areas like language, analytics, teamwork and time management.
This document outlines a team's proposal to help grow global leaders from East Asia for a Japanese advertising company called Dentsu. It identifies problems like declining domestic market share, a small overseas presence, and not enough globalized talent. The team's solutions include:
1) Early cultivation programs in high schools and universities to develop global skills in students.
2) Increasing foreign recruitment to diversify the employee base.
3) Offering rotations to venture companies and overseas offices to gain practical experience in change-oriented environments.
The goal is to cultivate leaders who can lead Dentsu's international expansion and address its talent and business model challenges.
Global marketing - international marketing definedRECONNECT
This is the lecture of course "Global Marketing"
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Depth interviews are used to explore research topics in-depth. They involve one-on-one, open-ended interviews between an interviewer and respondent. The interviewer uses probing questions to elicit detailed information and responses from the respondent by turning their initial answers into follow up questions. This allows respondents to further explain their views in a natural discussion. The goal is for respondents to provide unstructured, qualitative data that provides insights rather than fitting into predetermined categories.
This document provides an overview of global marketing strategies and the external marketing environment. It discusses key aspects of the global marketing mix including product, price, promotion, and distribution strategies. It also covers topics like market segmentation, targeting, positioning, and analyzing the external environment through PEST analysis. The goal is to explain how to develop effective global marketing strategies and understand how the external environment impacts strategic decision making.
This document provides an overview of key topics in international business management including:
1. It introduces drivers of international business and goals of international firms.
2. It discusses the international business environment and factors companies consider when operating globally.
3. It examines multinational corporations and reasons for their growth, organizational structures, and role in developing countries.
4. It covers international marketing strategies like market entry, global branding, pricing approaches, and the product lifecycle.
5. It concludes with a brief section on conflict management and ethics in international business.
The document discusses managing global product development and brands. It presents the Global Decision Making framework as a way to avoid challenges in global product development through preparation and a holistic approach. The framework consists of 5 stages: 1) strategic goal setting, 2) strategic planning, 3) operational planning, 4) implementation, and 5) evaluation. It also discusses organizing multidisciplinary teams for product development, testing new product concepts, considerations for global product launches, and managing brand portfolios with consistency in brand strength and meaning across markets.
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International marketing session i march 2012 [compatibility mode]
1. International Marketing Strategies
Delhi, March 19-21, 2012
Professional Certificate Program in International Marketing 5th Mar – 7th Apr 2012
2. Objective
Understand
– What is international marketing
What is international marketing
– What are key decisions in international marketing
– The strategic options of market entry and expansion and their
The strategic options of market entry and expansion and their
implementation
– Important factors for each alternative market entry strategy
Important factors for each alternative market entry strategy
• Export/ Trading
• Li
Licensing/ Franchising
i /F hi i
• FDI
– Importance of international strategic alliances
Professional Certificate Program in International Marketing 5th Mar – 7th Apr 2012
3. Agenda
Date Subject Responsibility
19‐3‐12 •Introduction Me
•Pre Learning Assessment You
•Concepts discussion & presentation Us
Concepts discussion & presentation
•Post Learning Assessment (30%) You
•Case Discussion Briefing
•Case Discussion Briefing Me
20‐3‐12 •Case Discussion Us
•Case Analysis Assessment (30%) You
21 3 12
21‐3‐12 •Concepts Review
Concepts Review Me
•Module Final Assessment (40%) You
Professional Certificate Program in International Marketing 5th Mar – 7th Apr 2012
5. Events and Trends Affecting Global Business
What are the events and trends affecting global business
• The rapid growth of the World Trade Organization (WTO) and NAFTA and
EU
• The trend toward the acceptance of the free market system among
developing countries in Latin America, Asia, and Eastern Europe
• The burgeoning impact of the Internet, mobile phones, and other global
media on the dissolution of national borders
• The mandate to properly manage the resources and global environment
for the generations to come
Professional Certificate Program in International Marketing 5th Mar – 7th Apr 2012
6. International Marketing
What is international marketing
• International marketing is defined as the performance of business
activities designed to plan, price, promote, and direct the flow of a
company’s goods and services to consumers or users in more than one
nations for a profit.
How is it different from local marketing
• The difference is the “environment”
– Competition, legal restraints, government controls, weather, fickle
, , g ,
consumers, economic conditions, technological constraints,
infrastructure concerns, culture, and political situations.
Professional Certificate Program in International Marketing 5th Mar – 7th Apr 2012
7. The International Marketing Task
Professional Certificate Program in International Marketing 5th Mar – 7th Apr 2012
8. International Marketing Involvement - Stages
No Direct Infrequent Foreign
Foreign Marketing Marketing
Global
Marketing
Regular Foreign International
Marketing Marketing
Professional Certificate Program in International Marketing 5th Mar – 7th Apr 2012
9. No Direct Foreign Marketing – Reactive
How do products reach foreign markets?
• Products “indirectly” reach foreign markets
– Trading companies
g p
– Foreign customers who contact firm
– Domestic wholesalers/distributors
– Web orders
• Foreign orders stimulate a company’s interest to seek
additional international sales
additional international sales
Professional Certificate Program in International Marketing 5th Mar – 7th Apr 2012
10. Infrequent Foreign Marketing – Reactive
What causes infrequent foreign marketing?
• Caused by temporary surpluses
– Sales to foreign markets are made as goods become available
l f i k d d b il bl
What are the firm’s intention?
• Firm has little or no intention of maintaining
continuous market representation
– Foreign sales activity declines and is withdrawn when domestic demand
increases
Professional Certificate Program in International Marketing 5th Mar – 7th Apr 2012
11. Regular Foreign Marketing – Proactive
What is involved in regular foreign marketing?
• Dedicated production capacity for foreign markets
• gy
Strategy:
– Firm employs domestic or foreign intermediaries
– Uses its own sales force or sales subsidiaries
• Products are adapted for foreign markets as domestic
demand grows
• Firms depend on profits from foreign markets
Firms depend on profits from foreign markets
Professional Certificate Program in International Marketing 5th Mar – 7th Apr 2012
12. International Marketing – Proactive
What is involved in International Marketing?
g
• Fully committed and involved in foreign markets and international
activities
• Production takes place on foreign soil earning firms the MNC
(
(Multinational Corporation) title
p )
• Fedders being “proactive:”
– Looked to Asia for future growth after stymied U.S. sales
Looked to Asia for future growth after stymied U.S. sales
– Designed new types of air conditioner unit for the Chinese market
– Plan to introduce new product in the U.S!
Plan to introduce new product in the U S!
Professional Certificate Program in International Marketing 5th Mar – 7th Apr 2012
13. Global Marketing – Proactive
What about Global Marketing?
g
• The firm sees the world as one market!
• Market segmentation is now defined by income
levels, usage patterns, or other factors that span the
levels usage patterns or other factors that span the
globe
• More than half of its revenues come from abroad
• The firm has a global perspective
Th fi h l b l i
Professional Certificate Program in International Marketing 5th Mar – 7th Apr 2012
14. Global Market Orientation
What about Global Market Orientation?
• This orientation entails operating as if all the country markets in a
company’s scope of operations (including the domestic market) were
approachable as a single global market and standardizing the marketing
mix where culturally feasible and cost effective.
• Depending on the product and market, firms may pursue a global
market strategy for one product (global market orientation – P&G diapers)
but a multidomestic strategy for another product (international market
b t ltid ti t t f th d t (i t ti l k t
orientation = P&G detergents).
Professional Certificate Program in International Marketing 5th Mar – 7th Apr 2012
15. Beyond the First Decade of the 21st Century
What does it look beyond the first decade of 21st century?
• Growth of the U.S. economy slowed dramatically in the last few years especially in 2009
Growth of the U.S. economy slowed dramatically in the last few years especially in 2009
• Economies of the developed world expected on average to grow annually at 3% for the next 25 years (OECD)
• Economies of the developing world expected on average to grow annually at 6% for the next 25 years (OECD)
• As a result, economic power and influence will move away from industrialized nations to developing nations
A l i d i fl ill f i d i li d i d l i i
(Latin America, Asia, Eastern Europe, and Africa)
• Companies are looking for ways to become more efficient, improve productivity, and expand their global reach
while maintaining an ability to respond quickly and deliver products that the markets demand.
• Nestle, Samsung, Whirlpool
• Smaller companies also using novel approaches to target global markets
• Nochar Inc. (fire retardant)
• Buztronics Inc. (promotional lapel buttons)
Professional Certificate Program in International Marketing 5th Mar – 7th Apr 2012
16. Rationale for International Marketing
Why must the domestic companies pay attention
to marketing overseas
1. Saturation of domestic market
2. Opportunity to extend their product’s life cycle
3. Helps increase scale of operation and reduce costs to
l l f d d
compete better locally
4. Prevents long term competition from these overseas
markets
Professional Certificate Program in International Marketing 5th Mar – 7th Apr 2012
17. Risks in International Marketing
What are the potential problems in marketing overseas
1.
1 Huge foreign indebtedness
Huge foreign indebtedness
2. Unstable Governments
3. Exchange Instability
h bili
4. Foreign Government Entry Requirements
5. Tariff and other trade barriers
6. Corruption
7. Technological pirating
8. High cost of product and communication adaption
Professional Certificate Program in International Marketing 5th Mar – 7th Apr 2012
18. International Product Life Cycle
What stages does a product go through in
international marketing
1. Domestic Success and export begins
2. Start of production in overseas markets
3. Overseas markets become competitive in other
k b h
markets
4. Beginning of competition in domestic market from
overseas market
Professional Certificate Program in International Marketing 5th Mar – 7th Apr 2012
19. Major Decisions in International Marketing
What are the major decisions in marketing
overseas
1. Appraising the international marketing environment
2. Whether to go overseas?
3. Which markets to enter?
h h k ?
4. How to enter these markets?
5. Formulating the marketing program
6. Marketing Organization
6 Marketing Organization
Professional Certificate Program in International Marketing 5th Mar – 7th Apr 2012
20. Appraising the international marketing environment
What should a company learn for marketing
overseas?
1. The International Trade System
1 Th I t ti lT d S t
2. Economic Environment
3. Politico‐Legal Environment
4. Cultural Environment
5. Business Environment
5 B siness En ironment
Professional Certificate Program in International Marketing 5th Mar – 7th Apr 2012
21. Appraising the international trade system
What should a company learn about the international trade system
1. Various Trade Restriction
1. Tariff
2. Quota
3. Embargo
4. Exchange Control
5.
5 Product standards and country discrimination
Product standards and country discrimination
6. Licensing
7. Lack of intellectual property protection
8. Investment barriers
2. General Agreement on Tariffs & Trade (GATT) position
3. Implication of various economic communities like EU, ASEAN etc
Professional Certificate Program in International Marketing 5th Mar – 7th Apr 2012
22. Trade Barriers
What are tariffs and what effects do they have?
• Tariffs are taxes imposed by a government on goods
entering its borders.
Inflationary p
y pressures, special interests’ p
p privileges,
g
Increase government control and political considerations in
economic matters, and the number of tariffs
Weaken Balance-of-
Balance-of-payment positions, supply and demand
patterns, and international relations by starting trade
wars
Restrict Manufacturer’s supply sources, choices available to
consumers, and competition
Professional Certificate Program in International Marketing 5th Mar – 7th Apr 2012
23. Trade Barriers
• What are Quotas and Import Licenses?
– Quota is a specific unit or dollar limit applied to a particular type of
good (increases price of good)
– Import licenses limits quantities on a case-by-case basis
– Japan and foreign rice; Banana wars between the United States and the
EU
• What are Voluntary Export Restraints (VER)?
– Often used in the 1980s is an agreement between the importing country
and the exporting country for a restriction on the volume of exports.
– Japan’s VER on U.S. automobiles
p
Professional Certificate Program in International Marketing 5th Mar – 7th Apr 2012
24. The General Agreement on Tariffs and Trade (GATT)
• What is GATT?
– Shortly after World War II, the U.S. and 22 other countries signed GATT (1947) which paved
the way for the first effective worldwide tariff agreement
• What are the basic elements of the GATT
– Trade shall be conducted on a nondiscriminatory basis
– Protection shall be afforded domestic industries through customs tariffs, not
through such commercial measures as import quotas
– Consultation shall be the primary method used to solve global trade problems
• How far are we in eliminating international trade barriers – Uruguay Round
– The General Agreement on Trade in Services (GATS)
– Trade-Related Investment Measures (TRIMs)
– Trade-Related aspects of Intellectual Property Rights (TRIPs)
Professional Certificate Program in International Marketing 5th Mar – 7th Apr 2012
25. Appraising the Economic Environment
What must you study about the
economy of overseas markets?
1. Size of the country’s population
2. Country’s Industry Structure
3. Country’s Income Distribution
Professional Certificate Program in International Marketing 5th Mar – 7th Apr 2012
26. Appraising the Economic Environment
What must you study about the economy of overseas
markets
1. Size of the country’s population
2. Country’s Industry Structure
1.
1 Agricultural economies
Agricultural economies
2. Natural Resource economies
3. Industrializing economies
4. Industrialized economies
5. Service Economies
3. Country’s Income Distribution
Professional Certificate Program in International Marketing 5th Mar – 7th Apr 2012
27. Appraising the Economic Environment
What must you study about the economy of overseas
markets
1. Size of the country’s population
2. Country’s Industry Structure
3. Country’s Income Distribution
’ b
1. Very low family incomes
2.
2 Mostly low family incomes
M tl l f il i
3. Very low and very high family incomes
4. Low, medium & high family incomes
5. Mostly medium family incomes
Professional Certificate Program in International Marketing 5th Mar – 7th Apr 2012
28. Appraising the Political-Legal Environment
What must you study about the political & legal
environment of overseas markets
1. Attitudes towards international buying
2. Political Stability
3. Monetary Regulations
l
4. Government Bureaucracy
Professional Certificate Program in International Marketing 5th Mar – 7th Apr 2012
29. Appraising the Political-Legal Environment
What must you study about the political & legal
What must you study about the political & legal
environment of overseas markets
1. Attitudes towards international buying
1. Receptive to foreign firms vs. Hostility
2. Investment Incentives
3. Site location services
4. Tariff and non tariff barriers
5. Other Hassles
2. Political Stability
3. Monetary Regulation
4. Government Bureaucracy
Professional Certificate Program in International Marketing 5th Mar – 7th Apr 2012
30. Appraising the Political-Legal Environment
What must you study about the political & legal
environment of overseas markets
1. Attitudes towards international buying
2. Political Stability
1.
1 Changes in governments
Changes in governments
2. Populism
3. Changes in policies re company properties, currency holdings, trade barriers
3. Monetary Regulation
4. Government Bureaucracy
4 Government Bureaucracy
Professional Certificate Program in International Marketing 5th Mar – 7th Apr 2012
31. Appraising the Political-Legal Environment
What must you study about the political & legal
environment of overseas markets
1. Attitudes towards international buying
2. Political Stability
3. Monetary Regulations
l
1. Currency restrictions
2.
2 Exchange rate fluctuation
E h t fl t ti
3. Countertrade regulations
4. Government Bureaucracy
4 Government Bureaucracy
Professional Certificate Program in International Marketing 5th Mar – 7th Apr 2012
32. Appraising the Political-Legal Environment
What must you study about the political & legal
environment of overseas markets
1. Attitudes towards international buying
2. Political Stability
3. Monetary Regulations
l
4. Government Bureaucracy
1. Licensing procedures
2. Customs handling
3. Market Information
4. Business Laws
Professional Certificate Program in International Marketing 5th Mar – 7th Apr 2012
33. Lessening Political Vulnerability
• Relations between governments and MNCs are generally
positive if the investment
– Improves the balance of payments by increasing exports or
reducing imports through import substitution
– Uses locally produced resources
– Transfers capital, technology, and/or skills
– Creates jobs
– Makes tax contributions
• Political parties often focus public opinion on the
negative aspects of MNC whether t
ti t f MNCs h th true or f l false
– As scapegoats for their own failure
– To serve their own interests
Roy Philip
Professional Certificate Program in International Marketing 5th Mar – 7th Apr 2012
33
34. Lessening Political Vulnerability
What strategies that MNCs use to minimize
political vulnerability and risk?
– Joint ventures
– Expanding the investment base
– Licensing
– Planned domestication
– Political bargaining
– Political payoffs
Roy Philip
Professional Certificate Program in International Marketing 5th Mar – 7th Apr 2012
34
35. Appraising the Cultural Environment
What must you study about the cultural
environment of overseas markets
1. Values
1 V l
2. Customs & Rituals
3. Taboos & Beliefs
4. Business practices
5. Though Processes
5 Tho gh Processes
Professional Certificate Program in International Marketing 5th Mar – 7th Apr 2012
36. Elements of Culture
What Cultural values ?
• Individualism/Collectivism Index
– R fl t th
Reflects the preference of behavior that promotes one’s self interest
f f b h i th t t ’ lf i t t
• Power Distance Index
– Measures the tolerance of social inequality
• Uncertainty Avoidance Index
– Measures the tolerance of uncertainty and ambiguity
• Cultural Values and Consumer Behavior
Cultural Values and Consumer Behavior
Professional Certificate Program in International Marketing 5th Mar – 7th Apr 2012
37. Elements of Culture
• What are Rituals?
– patterns of behavior and interaction that are learned and repeated
– Marriages , funerals, baptisms, graduations
• What are Symbols?
y
– Language
• Linguistic distance – relationship between language and international
Linguistic distance relationship between language and international
marketing
– Aesthetics as symbols
Aesthetics as symbols
• Insensitivity to aesthetic values can offend, create a negative
impression, and, in general, render marketing efforts ineffective or
impression and in general render marketing efforts ineffective or
even damaging
Professional Certificate Program in International Marketing 5th Mar – 7th Apr 2012
38. Elements of Culture
• What are Beliefs?
– Superstitions play a large role in a society’s belief system and
therefore, to make light of superstitions in other cultures can be an
expensive mistake
– The number 13 in the western hemisphere is considered unlucky,
where as the number 8 in China connotes “prosperity”
– The practice of “Feng Shui”
• What are Thought processes?
– Difference in perception between the East and the West
• Focus vs. big‐picture
Professional Certificate Program in International Marketing 5th Mar – 7th Apr 2012
39. Making culture work for marketing success
How can you use culture as a tool for success
1. Embrace local culture
2. Build relationship
2 B ild l ti hi
3. Employ locals to gain cultural knowledge
p y g g
4. Help employees understand you
5. Adapt products and processes to local markets
6. Coordinate by regions
6 Coordinate by regions
Professional Certificate Program in International Marketing 5th Mar – 7th Apr 2012
40. Appraising the Business Environment
What must you study about the business
environment of overseas markets
1. Norms
1 N
2. Behaviors
3. Tradition
4. Practices
5.
5 Taboos
Professional Certificate Program in International Marketing 5th Mar – 7th Apr 2012
41. Major Decisions in International Marketing
What are the major decisions in marketing
overseas
1. Appraising the international marketing environment
2. Whether to go overseas?
3. Which markets to enter?
h h k ?
4. How to enter these markets?
5. Formulating the marketing program
6. Marketing Organization
6 Marketing Organization
Professional Certificate Program in International Marketing 5th Mar – 7th Apr 2012
42. Whether to go overseas?
What do you need to decide regarding
whether to go overseas?
1. Do you need to go overseas to survive?
1 D dt t i ?
2. What should be its international objectives and
j
policies?
Professional Certificate Program in International Marketing 5th Mar – 7th Apr 2012
43. Whether to go overseas?
What do you need to decide regarding whether to go
overseas?
1. Do you need to go overseas to survive?
1. Local Businesses like restaurants, cleaning establishments, food
manufacturers
2. Global Industries where overall global position can significantly
affect the local markets
2. What should be its international objectives and policies?
Professional Certificate Program in International Marketing 5th Mar – 7th Apr 2012
44. Whether to go overseas?
What do you need to decide regarding whether to go
overseas?
1. Do you need to go overseas to survive?
2. What should be its international objectives and policies?
1.
1 What proportion of overseas to total sales will it seek?
Wh t ti f t t t l l ill it k?
2. Few countries vs. many countries?
3. Types of countries‐ Developed vs. Developing
Professional Certificate Program in International Marketing 5th Mar – 7th Apr 2012
45. When should a company enter few countries?
1. High market entry and market control costs
2. High product and communication
adaptation costs
3. Higher population, income size and growth
3 Higher population income size and growth
a initial countries chosen
4. High entry barriers by dominant overseas
companies
Professional Certificate Program in International Marketing 5th Mar – 7th Apr 2012
46. Major Decisions in International Marketing
What are the major decisions in marketing
overseas
1. Appraising the international marketing environment
2. Whether to go overseas?
3. Which markets to enter?
h h k ?
4. How to enter these markets?
5. Formulating the marketing program
6. Marketing Organization
6 Marketing Organization
Professional Certificate Program in International Marketing 5th Mar – 7th Apr 2012
47. Which markets to enter?
How do you decide which markets to enter?
1. List potential countries based on the International
1 Li i l i b d h I i l
Marketing Policies
2. Rate and rank these countries on
1. Market Attractiveness
2. Competitive Advantages
3
3. Risk
s
3. Financial Analysis to determine probable Return on
Investment
I t t
Professional Certificate Program in International Marketing 5th Mar – 7th Apr 2012
48. Financial Analysis
How do estimate the Probable Return on Investment?
1. Estimate current market potential by using
1.
1 Published data
Published data
2. Primary data collected through company survey
2. Forecast of future market potential and risk by predicting
1. Economic and political developments
2. Their impact on industry sales
3. Forecast of sales potential by
1. Forecasting its probable market shares based on its competitive advantage
4. Forecast of costs and profits
1.
1 Estimating costs Based on its contemplated entry strategy
Estimating costs Based on its contemplated entry strategy
2. Derive company profits from the sales less costs for each year of planning horizon
5. Estimate rate of return on investment by
1. Relating the forecast income stream with the investment stream
2. Checking if this is high enough for covering the company normal ROI and the risk of marketing in the country
Professional Certificate Program in International Marketing 5th Mar – 7th Apr 2012
49. Assessing Country Risks
What risks do you assess for marketing in a country?
1. Marco Risks
1. Political risk‐ Asset protection/ investment recovery risk arising from the
direct action taken by the government or people that results in
destruction, expropriation or limiting transfer of investment resources
2.
2 Economic risk‐ operational profitability/ cash flow risk which arises from
E i ik ti l fit bilit / h fl i k hi h i f
economic downturns, currency depreciation, strikes etc
2. Micro Risks
2 Micro Risks
1. Risks facing a particular company or industry
Professional Certificate Program in International Marketing 5th Mar – 7th Apr 2012
50. Assessing Country Risks
How do you assess the risk of marketing in a country?
1. Marco Risks by
1 M Ri k b
– Buying political and economic risk reports published by specialist
firms
2. Micro Risks by
– Using advisory council of prominent foreign experts
– Having its own risk assessment office
– Talking to the foreign governments about recent and expected
development related to their industries
Professional Certificate Program in International Marketing 5th Mar – 7th Apr 2012
51. Major Decisions in International Marketing
What are the major decisions in marketing
overseas
1. Appraising the international marketing environment
2. Whether to go overseas?
3. Which markets to enter?
h h k ?
4. How to enter these markets?
5. Formulating the marketing program
6. Marketing Organization
6 Marketing Organization
Professional Certificate Program in International Marketing 5th Mar – 7th Apr 2012
52. How to enter these markets?
What are the broad choices of entry into these markets?
1. Indirect Exporting
1 I di E i
2. Direct Exporting
3. Licensing
4. Joint Ventures
4 Joint Ventures
5. Direct Investment
With increasing amount of commitment, risk, control and
profit potential
Professional Certificate Program in International Marketing 5th Mar – 7th Apr 2012
53. How to enter these markets?
What are the broad choices of entry into these markets?
Professional Certificate Program in International Marketing 5th Mar – 7th Apr 2012
54. What is involved in indirect exporting?
p g
Indirect Exporting
1. Occasional exporting
– Passive level of involvement
– Exports from time to time
E t f ti t ti
– On its own or in response to unsolicited demand
2. Active exporting
– Makes a commitment to expand exports to a particular market
3. Products indirectly reach foreign markets
– Trading companies
– Foreign customers who contact firm
Foreign customers who contact firm
– Domestic wholesalers/distributors
– Web orders
4. All goods are produced in home country
5. May or may not adapt these products to the overseas market
6. Least changes in product lines, organization, investments or mission
7.
7 Companies typically start with indirect exporting‐ through independent middlemen
C i i ll i h i di i h hi d d iddl
8. Foreign orders stimulate a company’s interest to seek additional international sales
Professional Certificate Program in International Marketing 5th Mar – 7th Apr 2012
55. Indirect Exporting
What types of middlemen are available in indirect exporting?
1. Domestic based export merchant
– Buys locally and sells overseas on its own account
2. Domestic based export agent
– Seeks and negotiates overseas purchase on behalf of the company for a commission
– Co sells to the overseas purchases directly
3. Cooperative organization
– Exports on behalf of many companies
– Partly under their administrative control
Partly under their administrative control
– Used for primary products like fruits, nuts, grains etc
4. Export Management Company
Export Management Company
– Manages company’s export activities for a fee
Professional Certificate Program in International Marketing 5th Mar – 7th Apr 2012
56. Indirect Exporting
When to use Indirect Exporting?
1. Company wants to make least investment
1 C k l i
– Company does not even want to develop export department, overseas
sales force or overseas contacts
2. Company does not want to take an risk by
p y y
– Relying on the middlemen’s know how and services
3. In the beginning of international marketing
h b i i fi i l k i
4. Businesses in high risk countries
g
Professional Certificate Program in International Marketing 5th Mar – 7th Apr 2012
57. How to enter these markets?
What are the broad choices of entry into these markets?
1. Indirect Exporting
1 I di E i
2. Direct Exporting
3. Licensing
4. Joint Ventures
4 Joint Ventures
5. Direct Investment
With increasing amount of commitment, risk, control and
profit potential
Professional Certificate Program in International Marketing 5th Mar – 7th Apr 2012
58. Direct Exporting
What is involved in Direct exporting?
p g
1. Handling their own exports
2. Natural next stage to Indirect exporting
3. Investment and risk are somewhat greater
4. So is the potential return
Professional Certificate Program in International Marketing 5th Mar – 7th Apr 2012
59. Direct Exporting
What are the ways a company can carry on direct exporting?
1. Domestic based export department or division
– Export Sales Manager with some clerical staff actually sell overseas
– Draw on market assistance as needed
– May evolve into a self contained export department operating as a profit center
2. Overseas sales branch or subsidiary
– Allows achieve greater presence and program control
– Handles sales, distribution, warehousing and/ or promotion
H dl l di t ib ti h i d/ ti
– Also serves as display and service center
3. Travelling export sales representatives
– Home based sales representatives travel overseas some time to find business
4. Overseas based distributors or agents
– Distributors will buy and sell goods vs. Agents sell on behalf of the company
– May be exclusive rights or general rights of representation
Professional Certificate Program in International Marketing 5th Mar – 7th Apr 2012
60. How to enter these markets?
What are the broad choices of entry into these markets?
1. Indirect Exporting
1 I di E i
2. Direct Exporting
3. Licensing
4. Joint Ventures
4 Joint Ventures
5. Direct Investment
With increasing amount of commitment, risk, control and
profit potential
Professional Certificate Program in International Marketing 5th Mar – 7th Apr 2012
61. Licensing
g
What is involved in Licensing?
1. Enters an agreement with a licensee in the overseas market
1 Enters an agreement with a licensee in the overseas market
– Offering right to use a manufacturing process, trademark, patient, trade secret
or other items of value
– For a fee or royalty
2. Licensor usually supplies some product or component needed
2 Licensor usually supplies some product or component needed
in the products
3. Licensor has to lead in innovation so that licensee will continue
to depend on him
Professional Certificate Program in International Marketing 5th Mar – 7th Apr 2012
62. Licensing
g
What are the Advantages in Licensing?
1. Licensor gains entry into a market little risk
2. Licensee gains production expertise, or a well known product or name
without having to start from scratch
What are the potential disadvantages of Licensing?
1.
1 Company has less control over the licensee than if it had set up its own
Company has less control over the licensee than if it had set up its own
production facilities
2.
2 If licensee if very successful, the company has foregone profit
If licensee if very successful the company has foregone profit
3. If and when the contract ends, the company might find that it has created a
competitor.
Professional Certificate Program in International Marketing 5th Mar – 7th Apr 2012
63. What are the option related to Licensing?
1.
1 Management Contracts
Management Contracts
– Company offers to manage a hotel, airport hospital or other organization for fee
– Low risk method of market entry
y
– Yields income from the beginning
– Especially attractive if the Company has the option to buy some shares in the managed
organization within a time frame
– Not sensible when company can use the scarce talent better or make better profits with
whole venture
2. Subcontracting
– Company engages a local manufacturer to produce the product
– Has the drawback of less control over manufacturing process and loss of potential profit on
manufacturing
– Offers a chance to start faster, with less risk and the opportunity to form a partnership or
buy out the local manufacturer later
Professional Certificate Program in International Marketing 5th Mar – 7th Apr 2012
64. What are the option related to Licensing?
• What is Franchising
– Franchiser provides a standard p
p package of p
g products, systems, and
, y ,
management services
– Franchise provides market knowledge, capital, and personal
involvement in management
– Expected to be the fastest-growing market-entry strategy
• Two types of franchise agreements
– Master franchise
• Gives the franchisee the rights to a specific area with the authority
to sell or establish sub franchises
– Li
Licensing
i
Professional Certificate Program in International Marketing 5th Mar – 7th Apr 2012
65. How to enter these markets?
What are the broad choices of entry into these markets?
1. Indirect Exporting
1 I di E i
2. Direct Exporting
3. Licensing
4. Joint Ventures
4 Joint Ventures
5. Direct Investment
With increasing amount of commitment, risk, control and
profit potential
Professional Certificate Program in International Marketing 5th Mar – 7th Apr 2012
66. What is involved in Joint Ventures?
What is involved in Joint Ventures?
Joint Ventures
1. Company joins overseas investors to create a overseas business with joint
ownership and control
ownership and control
2. Can be formed by
– Company may buy an interest in a overseas business
Company may buy an interest in a overseas business
– An overseas company may buy an interest in the overseas operation of the company
– The two parties can form a new business venture
When are Joint Ventures necessary or desirable?
1.
1 Primarily for economic or political reasons
Primarily for economic or political reasons
2. The company may lack the financial, physical or managerial resources to go
alone
3. Overseas government may require joint ownership as a condition for entry
Professional Certificate Program in International Marketing 5th Mar – 7th Apr 2012
67. Joint Ventures
When are drawbacks of Joint Ventures ?
1.
1 Partners may disagree on investment, marketing or other policies
Partners may disagree on investment marketing or other policies
2. Can hamper a multinational company from carrying out specific
manufacturing and marketing policies on worldwide basis
manufacturing and marketing policies on worldwide basis
Professional Certificate Program in International Marketing 5th Mar – 7th Apr 2012
68. Strategic International Alliances
• What are Consortia?
– Si il to joint ventures and could b classified as
Similar t j i t t d ld be l ifi d
such except for two unique characteristics
• Typically involve a large number of participants
• Frequently operate in a country or market in which
none of the participants
is currently active
– Consortia are developed to pool financial and
managerial resources and to lessen risks
Professional Certificate Program in International Marketing 5th Mar – 7th Apr 2012
69. How to enter these markets?
What are the broad choices of entry into these markets?
1. Indirect Exporting
1 I di E i
2. Direct Exporting
3. Licensing
4. Joint Ventures
4 Joint Ventures
5. Direct Investment
With increasing amount of commitment, risk, control and
profit potential
Professional Certificate Program in International Marketing 5th Mar – 7th Apr 2012
70. Direct Investment
What is involved in Direct Investment?
• Company invests directly in an overseas based assembly or manufacturing facilities
p y y y g
• Suitable for large markets after gaining export experience
When are advantages of Direct Investment?
g
1. Co may secure cost economies in the form of cheap labor or raw materials, overseas
government incentives, freight savings etc
2. Gains a better image in overseas country as it creates jobs there.
3. Develops deeper relationship with government, customers, suppliers and
distributors enabling to adapt its product better for the market
4. Retains full control over the investment and therefore can develop manufacturing
and marketing policies that serve its long term international objectives
d k i li i h i l i i l bj i
Professional Certificate Program in International Marketing 5th Mar – 7th Apr 2012
71. Direct Investment
When are disadvantages of Direct Investment?
When are disadvantages of Direct Investment?
1. Exposes the company’s large investment to risks of
blocked or devalued currencies, worsening markets or
expropriations
2. Expensive to reduce or close down its operations due
to exit barriers
Professional Certificate Program in International Marketing 5th Mar – 7th Apr 2012
73. Direct Investment
What marketing factors determines the need for Direct Investment?
1. Size of market
2. Market growth
3. Desire to maintain share of market
4. Desire to advance exports of parent company
4 D i t d t f t
5. Need to maintain close customer contact
6. Dissatisfaction with existing market arrangement
7. Export base
7 Export base
Professional Certificate Program in International Marketing 5th Mar – 7th Apr 2012
75. Direct Investment
What cost factors determines the need for Direct Investment?
1. Desire to near source of supply
2. Labor availability
3. Raw materials availability
4. Capital/ Technology availability
5. Lower labor costs
6. Lower other production costs
7. Lower transport costs
8. Financial and other inducements by government
9. More favorable cost levels
Professional Certificate Program in International Marketing 5th Mar – 7th Apr 2012
76. Direct Investment
What investment climate determines the need for Direct
Investment?
1. General attitude towards foreign investment
2. Political stability
3. Limitation on ownership
4. Currency exchange regulations
5. Stability of foreign exchange
6. Tax structure
7. Familiarity with the country
Professional Certificate Program in International Marketing 5th Mar – 7th Apr 2012
77. Internationalization Process
What stages do the companies move in
What stages do the companies move in
internationalization?
1. No regular export activity
2. Export via independent representatives (agents)
2 E i i d d i ( )
3. Establishment of one or more sales subsidiaries in
overseas markets
4. Establishment of production facilities overseas
Professional Certificate Program in International Marketing 5th Mar – 7th Apr 2012
78. Major Decisions in International Marketing
What are the major decisions in marketing
overseas
1. Appraising the international marketing environment
2. Whether to go overseas?
3. Which markets to enter?
h h k ?
4. How to enter these markets?
5. Formulating the marketing program
6. Marketing Organization
6 Marketing Organization
Professional Certificate Program in International Marketing 5th Mar – 7th Apr 2012
79. Major Decisions in International Marketing
What are the major decisions in marketing
overseas
1. Appraising the international marketing environment
2. Whether to go overseas?
3. Which markets to enter?
h h k ?
4. How to enter these markets?
5. Formulating the marketing program
6. Marketing Organization
6 Marketing Organization
Professional Certificate Program in International Marketing 5th Mar – 7th Apr 2012
80. Marketing Organization
What are ways companies can manage
their international marketing
activities?
i ii ?
1. Export Department
1 E D
2. International Division
2 I t ti l Di i i
3. Global Organization
3 Global Organization
Professional Certificate Program in International Marketing 5th Mar – 7th Apr 2012
81. Export Department
When to set up Export Department to manage
international marketing activities?
international marketing activities?
1. Consists of a Sales Manager and a few assistants
2. Normally set up when the international sales begins to expand
3. As the sales further increase, the department is expanded to
, p p
include various marketing services to get business more
aggressively
4. No longer adequate as the firm moves to Joint Ventures or
Direct Investment
Professional Certificate Program in International Marketing 5th Mar – 7th Apr 2012
82. International Division
When to set up International Division to manage
international marketing activities?
international marketing activities?
1. Headed by an international division president who sets goals
& Budgets and is responsible for the company’s growth into
the international markets
2. Normally set up when the company gets involved in several
international markets and ventures. It might export to one,
international markets and ventures. It might export to one,
license to another and have JV in 3rd and own subsidiary in
4th.
Professional Certificate Program in International Marketing 5th Mar – 7th Apr 2012
83. International Division
What are the ways to set up International Division to
manage international marketing activities?
manage international marketing activities?
1. Corporate Staff
– consisting of specialists in marketing, manufacturing, research,
finance, planning & HR
– They plan for and provide services to various operation units
2. Operating Units can be in three ways
– Geographical Organization
– World product groups
– International subsidiaries
Professional Certificate Program in International Marketing 5th Mar – 7th Apr 2012
85. World Product Group Organization
What will the World Product Group Organization look like?
President
International Vice Presidents
Corporate Staff
by product groups
Professional Certificate Program in International Marketing 5th Mar – 7th Apr 2012
87. Global Organizations
How do Global Organizations operate?
1. Thinking a global marketers vs. national marketer with international operations
g g p
2. Corporate management & staff plan for worldwide manufacturing facilities,
marketing policies, product development, HR policies, financial flows and logistical
system
3. Operating units report to the chief executive or Executive Committee, not to head
of international division
4. Executives are trained in worldwide operations not just domestic or international
5.
5 Management is recruited from many countries
M i i df i
6. Purchase are made from the least cost source globally
7.
7 Investments are made where the expected returns are greatest
Investments are made where the expected returns are greatest
Professional Certificate Program in International Marketing 5th Mar – 7th Apr 2012
89. Case Example
Strategy of ICICI Bank in Canada
Mode of Entry
1. As a subsidiary
– Restriction by Canadian Govt on foreign banks to enter either as a
y g
subsidiary of branch
– Only subsidiaries can offer full range of retail banking services
y g g
– Only subsidiaries are eligible for insurance provided by Canada Deposit
Insurance Corporation
– Greater strategic control over decisions locally to respond to local markets
– Also allows it to exploit the long term potential of its investment in Canada
Also allows it to exploit the long term potential of its investment in Canada
Professional Certificate Program in International Marketing 5th Mar – 7th Apr 2012
90. Case Example
Strategy of ICICI Bank in Canada
International Strategy of ICICI Bank?
1. Resembles a Transnational Strategy
– Content quality check on all written customer communication
q y
– Corporate branding guidelines that outlines the way corporate brand name
and image may be used leading to a consistent brand image on all
g y g g
marketing communication
– Autonomy in determining appropriate marketing strategies and prioritizing
campaigns
– Allows ICICI Bank to exploit its core competencies throughout its subsidiary
and parent firm
Professional Certificate Program in International Marketing 5th Mar – 7th Apr 2012
91. Case Briefing
Car Financing in China
Read the case and answer the following questions
d h d h f ll
1. Suggest reasons for GMAC to enter or not enter the Chinese
market for auto financing?
2. What is the most prudent mode of entry and market
development for GMAC, should it choose to enter the market?
development for GMAC should it choose to enter the market?
3. If it enter, where should GMAC make it moves and with what
type of products?
4. What should GMAC do to influence the positive change in its
p g
favor?
Professional Certificate Program in International Marketing 5th Mar – 7th Apr 2012
92. Case Assessment
Continued growth Zara and Inditex
Read the case and answer the following questions ( 6 marks each)
1.
1 What are the ways Inditex ensures that fast fashion is truly fast?
What are the ways Inditex ensures that “fast fashion” is truly fast?
2. What are the attributes of a “fast fashion” retailer to customer? To store
managers?
3. Why would a retailer introduce their online store country by country?
Why was Inditex slow to embrace online sales when it is so tech savvy in
Why was Inditex slow to embrace online sales when it is so tech savvy in
other ways?
4. Briefly describe five opportunities for continued growth during the next
Briefly describe five opportunities for continued growth during the next
five years for Zara’s parent Inditex SA
5. Pick one of the five opportunities and outline the advantages and
Pick one of the five opportunities and outline the advantages and
disadvantages of pursuing it
Professional Certificate Program in International Marketing 5th Mar – 7th Apr 2012
93. Case Assessment
International Market Selection for Celectronics
Read the case and answer the following questions
gq
1. What frame work will you use for selection of the new
1 What frame work will you use for selection of the new
international markets initially
2. Which markets will they be and why?
Professional Certificate Program in International Marketing 5th Mar – 7th Apr 2012