Licensing is another way to enter a foreign market with a limited degree of risk. Under international Licensing, a firm in one country permits a firm in another country to use its intellectual property( Patents, trade marks etc).
The document discusses sales promotion, which is defined as a direct inducement that offers extra value or incentive to create an immediate sale. It describes various sales promotion vehicles targeted at consumers or trade partners, and examines reasons for the increased use of sales promotion including growing retailer power and brand proliferation. Examples are provided of different sales promotion tools and how they can be used to meet objectives like obtaining trial, increasing consumption, or defending current customers.
This document discusses the concept of co-branding, which involves a marketing partnership between two or more brands. It defines co-branding and outlines several forms it can take, such as ingredient co-branding, same-company co-branding, promotional co-branding, and joint venture co-branding. The document also discusses reasons why companies engage in co-branding partnerships, including to create financial and competitive advantages and provide greater value to customers. However, it notes that co-branding partnerships also carry risks such as customer dissatisfaction if one brand experiences problems.
Integrated service marketing communication with exampleRadhika Venkat
This presentation covers the integrated service marketing communication tools and as well as the role of communication tools for service industry.
It also covers the example relating the successful mix of communication for HOTEL MARISOL.
THIS IS A SHORT AND SIMPLE PPT TO PRESENT CO-BRANDING, CO-BRANDING IS A PROCESS IN WHICH TWO COMPANIES COMBINE TOGETHER TO MARKET THERE PRODUCT OR SERVICES
1. The document discusses advertising management, including choosing an advertising agency, developing an advertising campaign strategy, and creating a creative brief.
2. Key factors in deciding whether to use an in-house advertising team or external agency include the size of the account, budget, objective perspective, and product complexity.
3. Developing an advertising campaign involves analyzing the communications market, setting objectives, allocating the budget, selecting media, and preparing a creative brief outlining the objective, target audience, message theme, support, and constraints.
This document discusses brand extensions, including definitions of brand, line extensions, and category extensions. It outlines the advantages of brand extensions such as leveraging brand equity, reducing costs, and providing feedback benefits to the parent brand. Potential disadvantages include confusing consumers, retailer resistance if the extension fails, and diluting the parent brand image. The document provides guidelines for when extensions are appropriate and how consumers evaluate extensions, including having awareness and positive associations about the parent brand that transfer to the extension. It also lists factors that can lead to product failures such as an insufficient market or inaccurate research.
The document discusses sales promotion, which is defined as a direct inducement that offers extra value or incentive to create an immediate sale. It describes various sales promotion vehicles targeted at consumers or trade partners, and examines reasons for the increased use of sales promotion including growing retailer power and brand proliferation. Examples are provided of different sales promotion tools and how they can be used to meet objectives like obtaining trial, increasing consumption, or defending current customers.
This document discusses the concept of co-branding, which involves a marketing partnership between two or more brands. It defines co-branding and outlines several forms it can take, such as ingredient co-branding, same-company co-branding, promotional co-branding, and joint venture co-branding. The document also discusses reasons why companies engage in co-branding partnerships, including to create financial and competitive advantages and provide greater value to customers. However, it notes that co-branding partnerships also carry risks such as customer dissatisfaction if one brand experiences problems.
Integrated service marketing communication with exampleRadhika Venkat
This presentation covers the integrated service marketing communication tools and as well as the role of communication tools for service industry.
It also covers the example relating the successful mix of communication for HOTEL MARISOL.
THIS IS A SHORT AND SIMPLE PPT TO PRESENT CO-BRANDING, CO-BRANDING IS A PROCESS IN WHICH TWO COMPANIES COMBINE TOGETHER TO MARKET THERE PRODUCT OR SERVICES
1. The document discusses advertising management, including choosing an advertising agency, developing an advertising campaign strategy, and creating a creative brief.
2. Key factors in deciding whether to use an in-house advertising team or external agency include the size of the account, budget, objective perspective, and product complexity.
3. Developing an advertising campaign involves analyzing the communications market, setting objectives, allocating the budget, selecting media, and preparing a creative brief outlining the objective, target audience, message theme, support, and constraints.
This document discusses brand extensions, including definitions of brand, line extensions, and category extensions. It outlines the advantages of brand extensions such as leveraging brand equity, reducing costs, and providing feedback benefits to the parent brand. Potential disadvantages include confusing consumers, retailer resistance if the extension fails, and diluting the parent brand image. The document provides guidelines for when extensions are appropriate and how consumers evaluate extensions, including having awareness and positive associations about the parent brand that transfer to the extension. It also lists factors that can lead to product failures such as an insufficient market or inaccurate research.
This document provides an overview of branding and brand management. It defines what a brand is, explains the importance of brands, and how branding applies to many different types of products and services. The key points made include:
- A brand identifies and differentiates products and services from competitors.
- Brands are important because they simplify decisions for consumers, reduce risk, and set expectations.
- Branding can apply to physical goods, services, retailers, online offerings, organizations and more. Almost anything can be branded.
- Strong, well-known brands provide value and competitive advantage, but all brands face challenges like increased competition, savvy consumers, and changing media.
- Brand equity refers to the extra value added
Global marketing takes into consideration factors beyond just language when marketing products worldwide. It involves reconciling operational differences and opportunities across countries to meet global objectives. Successful marketing communication relies on coordinating various elements of promotion, including advertising, sales promotion, public relations, direct marketing, personal selling, and websites. When developing international marketing strategies, companies must ensure their products are high quality yet affordable for consumers who have many similar options from other brands in an increasingly globalized marketplace.
1. Customer-based brand equity refers to the differential effect that brand knowledge has on consumer response to the marketing of that brand.
2. There are three key ingredients to brand equity: differential effect, brand knowledge, and consumer response to marketing.
3. Strong brand equity is created by ensuring brand identification, establishing brand meaning, and eliciting proper consumer responses and loyalty.
DESIGNING AND IMPLEMENTING BRANDING STRATEGIESAvinash Singh
This document discusses branding strategies and brand architecture. It defines key concepts like branding strategy, brand-product matrix, brand hierarchy, and brand portfolio. It explains how to design an effective brand portfolio that maximizes market coverage while minimizing brand overlap. The roles of different brands in a portfolio are discussed. Guidelines are provided for developing brand hierarchies and determining the appropriate number of hierarchy levels. The importance of corporate branding and cause marketing for building brand equity is also covered.
Secondary Brand Association - Leveraging Secondary Brand Associations to Buil...TanveerHossainRayvee
This document discusses various ways that brands can leverage secondary associations to build brand equity through three main strategies: creating strong favorable associations, reinforcing existing associations, and creating positive responses if existing associations fail. It provides examples of leveraging associations through company affiliations, country of origin, co-branding, celebrity endorsements, sponsored events, and endorsements from third-party sources. The case study examines how the brand Lifebuoy leveraged its association with Bangladeshi cricket star Shakib Al Hasan to promote its "Khelbe Tiger, Jitbe Tiger" campaign during the 2019 World Cup.
COPY WRITING - Various types of Advertising appeals and execution stylesM.V.L.U. COLLEGE
The document discusses various types of advertising appeals and execution styles, including rational appeals focused on product attributes like quality and price, and emotional appeals that aim to stir positive or negative emotions. It also covers fear appeals, sex appeals, humor appeals, and execution techniques like straight sell copy, demonstrations, testimonials, and feel good ads. Rational appeals provide logical reasons to buy, while emotional appeals are less analytical and aim to motivate purchase through emotions. Advertisers must balance rational and emotional arguments.
Brand positioning & Bulls eye model - Mcd VatsalSachdev
MacDonald's has successfully positioned itself as a kids friendly, family brand through its appealing marketing strategies featuring an iconic clown mascot and vibrant color scheme. It offers fairly priced, kid-friendly happy meals and meal deals along with a fun, pocket-friendly dining experience. Through its global outreach and consumer-friendly approach, MacDonald's has established strong brand recognition and resonance as a young and friendly brand known for snacks and affordable options.
LEVERAGING SECONDARY BRAND KNOWLEDGE TO BUILD BRAND EQUITYAvinash Singh
This document discusses how brands can leverage secondary brand associations to build brand equity. It defines secondary associations as existing brand associations that are linked to other entities, such as the brand's company, country of origin, distribution channels, or other co-branded brands. Leveraging these secondary associations can increase brand awareness and transfer positive attributes. Specific tactics examined include co-branding, ingredient branding, licensing, celebrity endorsements, sponsoring events, and highlighting reviews from third-party sources. The benefits and challenges of each tactic are also reviewed.
This document provides an overview of marketing mix and product management concepts. It defines what a product is and discusses the various levels of a product including the core, basic, expected, augmented, and potential products. It also covers product classification based on durability and tangibility, as well as consumer and industrial goods classifications. The document discusses concepts like product differentiation, product mix, line stretching, line filling and pruning, co-branding, and ingredient branding. It provides examples for each concept to help illustrate the key ideas.
L'Oreal was founded in 1909 in Paris and has achieved huge success. It operates across five divisions selling various beauty products. L'Oreal uses an integrated marketing communications strategy including celebrity endorsements, advertising, sales promotions, sponsoring fashion events, interactive digital marketing campaigns, and establishing loyalty programs. This holistic approach effectively promotes L'Oreal's brands and message of empowering women.
What is an integrated marketing communications program?Sameer Mathur
An integrated marketing communications program coordinates various communication tools such as advertising, sales promotions, public relations, direct marketing, and online communications channels to reinforce marketing messages and achieve marketing objectives. By combining personal and non-personal channels, companies can increase their message reach and impact. For example, including web addresses in advertisements allows customers to explore a company's products online. To implement an integrated marketing communications program successfully, companies should acquire promotional agencies, public relations firms, website developers, and direct mail houses that can coordinate both online and offline communications activities.
Brand hierarchy refers to displaying a brand strategy through the common and distinctive elements across a firm's products, revealing the ordering of brand elements. It can involve corporate, family, and individual branding strategies. Corporate branding uses a company name for products, while family branding markets different products under one name. Individual branding gives each product a unique name. Modifiers like words or phrases can further distinguish brands according to product types or models.
Colgate Palmolive started operations in Pakistan in 1977 as a joint venture between Colgate Palmolive USA and Lakson Group. It is one of the largest ventures of the group with assets over Rs. 400 million and annual turnover of Rs. 1500 million. Colgate's main competitors are Macleans, Medicam, Close-up, English, and Pepsodent. Its target market is middle to upper income families and it maintains a premium pricing strategy while emphasizing quality. The document discusses Colgate's product lines, distribution channels, and recommendations for expanding its brand.
This document discusses brand management and customer-based brand equity. It defines a brand and explains the challenges of brand management. It introduces the concept of customer-based brand equity and presents a pyramid model with the key dimensions of brand identity, meaning, response, and resonance. It outlines the strategic brand management process and emphasizes the importance of building strong, favorable brand associations in the minds of customers.
Colgate was founded in 1806 and initially sold soap and candles. It introduced toothpaste in jars in 1873 and collapsible tubes in 1896. Today it focuses on oral care, personal care, home care, and pet nutrition, selling products in over 200 countries. Colgate's marketing strategy targets consumers and positions its brands. It encourages unique distribution to reach rural, semi-urban, and urban markets. The company trains over 1,000 employees and is the most trusted oral care brand due to the loyalty and trust it has created over 83 years.
This document discusses demand and supply management for services. It defines demand as the quantity of goods customers will purchase at different prices, depicted through a downward sloping demand curve. Supply is defined as the amount producers are willing to provide at a given price, as shown in an upward sloping supply curve. Equilibrium occurs when demand and supply are equal. The document provides strategies for managing demand, such as promotions and incentives, as well as managing supply through increasing capacity utilization, renting equipment, automation, and scheduling.
Franchising is a business model where a parent company allows entrepreneurs to use its strategies, trademarks, and system in exchange for an initial fee and royalties. The parent company provides support including advertising and training. It is a cheaper way for the parent company to expand than opening its own stores. The franchising business model consists of franchisors who license their brand and franchisees who operate locations using the franchisor's system.
This document provides an overview of branding and brand management. It defines what a brand is, explains the importance of brands, and how branding applies to many different types of products and services. The key points made include:
- A brand identifies and differentiates products and services from competitors.
- Brands are important because they simplify decisions for consumers, reduce risk, and set expectations.
- Branding can apply to physical goods, services, retailers, online offerings, organizations and more. Almost anything can be branded.
- Strong, well-known brands provide value and competitive advantage, but all brands face challenges like increased competition, savvy consumers, and changing media.
- Brand equity refers to the extra value added
Global marketing takes into consideration factors beyond just language when marketing products worldwide. It involves reconciling operational differences and opportunities across countries to meet global objectives. Successful marketing communication relies on coordinating various elements of promotion, including advertising, sales promotion, public relations, direct marketing, personal selling, and websites. When developing international marketing strategies, companies must ensure their products are high quality yet affordable for consumers who have many similar options from other brands in an increasingly globalized marketplace.
1. Customer-based brand equity refers to the differential effect that brand knowledge has on consumer response to the marketing of that brand.
2. There are three key ingredients to brand equity: differential effect, brand knowledge, and consumer response to marketing.
3. Strong brand equity is created by ensuring brand identification, establishing brand meaning, and eliciting proper consumer responses and loyalty.
DESIGNING AND IMPLEMENTING BRANDING STRATEGIESAvinash Singh
This document discusses branding strategies and brand architecture. It defines key concepts like branding strategy, brand-product matrix, brand hierarchy, and brand portfolio. It explains how to design an effective brand portfolio that maximizes market coverage while minimizing brand overlap. The roles of different brands in a portfolio are discussed. Guidelines are provided for developing brand hierarchies and determining the appropriate number of hierarchy levels. The importance of corporate branding and cause marketing for building brand equity is also covered.
Secondary Brand Association - Leveraging Secondary Brand Associations to Buil...TanveerHossainRayvee
This document discusses various ways that brands can leverage secondary associations to build brand equity through three main strategies: creating strong favorable associations, reinforcing existing associations, and creating positive responses if existing associations fail. It provides examples of leveraging associations through company affiliations, country of origin, co-branding, celebrity endorsements, sponsored events, and endorsements from third-party sources. The case study examines how the brand Lifebuoy leveraged its association with Bangladeshi cricket star Shakib Al Hasan to promote its "Khelbe Tiger, Jitbe Tiger" campaign during the 2019 World Cup.
COPY WRITING - Various types of Advertising appeals and execution stylesM.V.L.U. COLLEGE
The document discusses various types of advertising appeals and execution styles, including rational appeals focused on product attributes like quality and price, and emotional appeals that aim to stir positive or negative emotions. It also covers fear appeals, sex appeals, humor appeals, and execution techniques like straight sell copy, demonstrations, testimonials, and feel good ads. Rational appeals provide logical reasons to buy, while emotional appeals are less analytical and aim to motivate purchase through emotions. Advertisers must balance rational and emotional arguments.
Brand positioning & Bulls eye model - Mcd VatsalSachdev
MacDonald's has successfully positioned itself as a kids friendly, family brand through its appealing marketing strategies featuring an iconic clown mascot and vibrant color scheme. It offers fairly priced, kid-friendly happy meals and meal deals along with a fun, pocket-friendly dining experience. Through its global outreach and consumer-friendly approach, MacDonald's has established strong brand recognition and resonance as a young and friendly brand known for snacks and affordable options.
LEVERAGING SECONDARY BRAND KNOWLEDGE TO BUILD BRAND EQUITYAvinash Singh
This document discusses how brands can leverage secondary brand associations to build brand equity. It defines secondary associations as existing brand associations that are linked to other entities, such as the brand's company, country of origin, distribution channels, or other co-branded brands. Leveraging these secondary associations can increase brand awareness and transfer positive attributes. Specific tactics examined include co-branding, ingredient branding, licensing, celebrity endorsements, sponsoring events, and highlighting reviews from third-party sources. The benefits and challenges of each tactic are also reviewed.
This document provides an overview of marketing mix and product management concepts. It defines what a product is and discusses the various levels of a product including the core, basic, expected, augmented, and potential products. It also covers product classification based on durability and tangibility, as well as consumer and industrial goods classifications. The document discusses concepts like product differentiation, product mix, line stretching, line filling and pruning, co-branding, and ingredient branding. It provides examples for each concept to help illustrate the key ideas.
L'Oreal was founded in 1909 in Paris and has achieved huge success. It operates across five divisions selling various beauty products. L'Oreal uses an integrated marketing communications strategy including celebrity endorsements, advertising, sales promotions, sponsoring fashion events, interactive digital marketing campaigns, and establishing loyalty programs. This holistic approach effectively promotes L'Oreal's brands and message of empowering women.
What is an integrated marketing communications program?Sameer Mathur
An integrated marketing communications program coordinates various communication tools such as advertising, sales promotions, public relations, direct marketing, and online communications channels to reinforce marketing messages and achieve marketing objectives. By combining personal and non-personal channels, companies can increase their message reach and impact. For example, including web addresses in advertisements allows customers to explore a company's products online. To implement an integrated marketing communications program successfully, companies should acquire promotional agencies, public relations firms, website developers, and direct mail houses that can coordinate both online and offline communications activities.
Brand hierarchy refers to displaying a brand strategy through the common and distinctive elements across a firm's products, revealing the ordering of brand elements. It can involve corporate, family, and individual branding strategies. Corporate branding uses a company name for products, while family branding markets different products under one name. Individual branding gives each product a unique name. Modifiers like words or phrases can further distinguish brands according to product types or models.
Colgate Palmolive started operations in Pakistan in 1977 as a joint venture between Colgate Palmolive USA and Lakson Group. It is one of the largest ventures of the group with assets over Rs. 400 million and annual turnover of Rs. 1500 million. Colgate's main competitors are Macleans, Medicam, Close-up, English, and Pepsodent. Its target market is middle to upper income families and it maintains a premium pricing strategy while emphasizing quality. The document discusses Colgate's product lines, distribution channels, and recommendations for expanding its brand.
This document discusses brand management and customer-based brand equity. It defines a brand and explains the challenges of brand management. It introduces the concept of customer-based brand equity and presents a pyramid model with the key dimensions of brand identity, meaning, response, and resonance. It outlines the strategic brand management process and emphasizes the importance of building strong, favorable brand associations in the minds of customers.
Colgate was founded in 1806 and initially sold soap and candles. It introduced toothpaste in jars in 1873 and collapsible tubes in 1896. Today it focuses on oral care, personal care, home care, and pet nutrition, selling products in over 200 countries. Colgate's marketing strategy targets consumers and positions its brands. It encourages unique distribution to reach rural, semi-urban, and urban markets. The company trains over 1,000 employees and is the most trusted oral care brand due to the loyalty and trust it has created over 83 years.
This document discusses demand and supply management for services. It defines demand as the quantity of goods customers will purchase at different prices, depicted through a downward sloping demand curve. Supply is defined as the amount producers are willing to provide at a given price, as shown in an upward sloping supply curve. Equilibrium occurs when demand and supply are equal. The document provides strategies for managing demand, such as promotions and incentives, as well as managing supply through increasing capacity utilization, renting equipment, automation, and scheduling.
Franchising is a business model where a parent company allows entrepreneurs to use its strategies, trademarks, and system in exchange for an initial fee and royalties. The parent company provides support including advertising and training. It is a cheaper way for the parent company to expand than opening its own stores. The franchising business model consists of franchisors who license their brand and franchisees who operate locations using the franchisor's system.
This document outlines various strategies for competing in foreign markets, including exporting, licensing, franchising, multi-country strategies, and global strategies. It also discusses achieving global competitiveness through strategic alliances or joint ventures. Exporting, licensing, and franchising allow firms to enter foreign markets with minimal risk and investment, but come with disadvantages like loss of control, high costs, and difficulties maintaining quality standards. Multi-country strategies tailor approaches to individual markets but make coordination difficult, while global strategies standardize the approach worldwide but work best when customer needs are similar globally. Strategic alliances can help firms enter new markets, gain expertise, and strengthen competitiveness through shared resources, but require careful partner selection and management to avoid
Licensing international expansion strategies - corporate level strategies -...manumelwin
Licensing is another way to enter a foreign market with a limited degree of risk. Under international Licensing, a firm in one country permits a firm in another country to use its intellectual property( Patents, trade marks etc).
Franchising involves a closer relationship between the franchisor and franchisee where the franchisee retains rights to logos and trademarks. Franchisees receive training and support and territorial exclusivity. Licensing does not involve the same close relationship and licensees do not retain trademark rights or receive the same level of support and training. They also do not receive territorial exclusivity as the licensing organization can issue multiple licenses in the same area. While franchising requires higher costs like ongoing royalties, licensing has lower initial and ongoing costs once established and the relationship is restricted to product purchases.
This document provides an introduction to franchising. It begins by defining a franchise as an agreement between a franchisor and franchisee that allows the franchisee to use the franchisor's trademark, operating methods and receive support in exchange for fees. It then outlines some common franchise terms and the main types of franchises. The document also discusses the alternatives to franchising such as distributorships and licensing. It provides an overview of the advantages and disadvantages of owning a franchise for franchisees. Finally, it briefly touches on some of the main legal issues in franchising such as the disclosure document and franchise agreement.
Licensing & franchising - International Business - Manu Melwin Joymanumelwin
Licensing is another way to enter a foreign market with a limited degree of risk. Under international Licensing, a firm in one country permits a firm in another country to use its intellectual property( Patents, trade marks etc).
There are several modes of entry for international business, including exporting, turnkey projects, licensing, franchising, and joint ventures. Exporting involves shipping goods from one country to another for sale. A turnkey project is a contract where a firm designs, constructs, and equips a facility ready for operation. Licensing and franchising involve granting rights to intellectual property in exchange for royalties. Joint ventures establish new companies jointly owned by two independent firms for a set period of time. Mergers and acquisitions involve combining companies through stock swaps or cash payments.
This document discusses joint ventures between companies. It defines a joint venture as a commercial enterprise undertaken jointly by two or more parties that otherwise retain their distinct identities. The document provides examples of joint ventures such as Reliance Industries/BP in India Gas Solutions, Quiksilver planning a JV in India, and Marks & Spencer/Reliance Retail in India. It also outlines benefits of joint ventures including gaining new capacity/expertise and risks that can arise from imbalances or cultural differences between partners.
This document discusses mergers and acquisitions. It defines a merger as a transaction where two firms integrate operations on an equal basis to create a stronger competitive advantage. An acquisition is defined as one company buying another, where the acquiring company absorbs the target company. Mergers and acquisitions are pursued to achieve economies of scale, consolidate saturated markets, and improve competitive position. The document also discusses reasons for mergers and acquisitions failing, such as cultural differences and flawed intentions.
This document discusses three global market entry strategies: franchising, foreign direct investment, and licensing. Franchising involves a contractual relationship where the franchisor offers business support and the franchisee makes a substantial investment. Foreign direct investment refers to establishing foreign subsidiaries or acquiring shares in foreign companies. Licensing involves granting permission to use intellectual property in exchange for fees or royalties.
This document discusses strategic alliances, which are agreements between two or more independent firms to cooperate and achieve common goals. It defines strategic alliances and their role in international markets. The document outlines the need for strategic alliances to add value, improve market access, and enhance strategic growth. It describes different types of alliances and models, and lists the stages in forming an alliance from conceptualization to implementation. The document discusses advantages like improved efficiency and access to new markets/technologies. Finally, it provides examples of strategic alliances between companies like Cisco/Polycom and Nokia/Microsoft.
Open source licensing is determined by the licence approved by the Open Source Initiative. Approved licences meet the Open Source Definition and include popular licences like GPL, LGPL, MPL and BSD. Intellectual property rights specify who owns software property through agreements and contracts. All software projects must keep detailed records of licensing and ownership of contributions in an IPR registry to properly manage copyrights and the effects of open source licensing.
Building successful joint ventures requires careful planning and execution during the launch phase. Common mistakes include lack of commitment of resources, strategic conflicts between partners, and missed operational synergies. Key challenges are creating strategic alignment between partners, establishing an effective joint governance system, managing economic interdependencies, building a high-performing organization, and putting together a capable management team. Attention to details like goals, resources, controls, and communication are critical to address these challenges and get the joint venture off to a strong start.
Strategic alliances involve voluntary arrangements between two or more parties to pool resources and achieve common objectives while remaining independent. They involve sharing products, services, and processes. Forming a strategic alliance involves strategy development, partner assessment, contract negotiation, and operating the alliance. Alliances can be equity-based or non-equity based. Global strategic alliances involve partnerships across national boundaries. Successful alliances include Starbucks partnerships with bookstores and airlines, Apple with Clearwell, and HP with Disney for virtual attractions.
This document discusses joint ventures, including their definition, advantages, disadvantages, and key steps in forming one. Some key points:
- A joint venture is a contractual agreement between two or more parties to undertake a specific business venture, sharing profits, losses, resources, and control.
- Advantages include entering new markets, accessing additional resources, and reducing risks. Disadvantages include the challenges of setting up the partnership and potential cultural/management clashes.
- Forming a joint venture involves planning, partner selection, feasibility studies, and legal incorporation. Critical success factors include good communication, shared goals, and dedication to the partnership's long-term success.
Joint ventures involve two or more parties collaborating to achieve common goals and solve problems. They allow parties to leverage each other's resources in a mutually beneficial relationship. Many large, fast-growing companies are using joint ventures successfully. They provide advantages like spreading costs, accessing new markets and technologies, increasing speed to market, and gaining strategic advantages over competitors through synergies. Both internal and external factors should be considered when strategizing and establishing a joint venture.
Un contrato de joint venture permite que dos o más partes realicen una actividad económica conjuntamente asumiendo riesgos y beneficios compartidos. Las partes aportan activos para lograr el objetivo acordado por un tiempo limitado. Estos contratos permiten diversos tipos de colaboraciones y comparten riesgos como los financieros, políticos y normativos. Se utilizan contratos satélites para regular aspectos como licencias, contabilidad y transferencia de tecnología.
Two parties form a joint venture company in India. One party transfers its business to the company and receives shares in return. The other party subscribes to shares in the company by paying cash. A joint venture can be domestic, between partners of the same nationality, or international, between partners of different nationalities. Key clauses in a joint venture agreement address shareholding proportions, board composition, decision making, funding, confidentiality, dispute resolution, and termination.
International market entry and expansions ajitjoshiin
This document discusses various topics related to international market entry and expansion, including different entry strategies, market selection factors, and organizational structures. It provides an overview of common entry strategies such as exports, joint ventures, franchising, licensing, foreign direct investment, strategic alliances, mergers and acquisitions. For each strategy, it briefly outlines what they are and when companies may consider using them. The document also discusses considerations for international organizational structures and marketing strategies to support overseas expansion.
Companies with long term and substantial interest in the foreign market normally establish wholly owned manufacturing facilities there. A number of factors like trade barriers, difference in the production and other costs encourage the establishment of production facilities in the foreign markets.
Identify the management goal and organizational structure of the Multinational Corporation (MNC).
Describe the key theories that justify international business.
Explain the common methods used to conduct international business.
Provide a model for valuing the MNC.
Franchising international expansion strategies - corporate level strategies...manumelwin
Franchising is a business model in which many different owners share a single brand name. A parent company allows entrepreneurs to use the company's strategies and trademarks; in exchange, the franchisee pays an initial fee and royalties based on revenues.
Direct exporting involves a company directly exporting goods to overseas markets using their own sales force. It allows a company to control foreign representatives and test products internationally with low risk. However, it has high costs to set up operations from scratch in offline markets.
Licensing and franchising allows companies to establish an overseas presence with minimal risk by having a foreign partner pay royalties to use the company's brand. This has low entry costs but the company loses some control and risks future competition.
Joint ventures share rewards, risks, and ownership with a local partner. This reduces political risks and allows knowledge sharing. However, cultural clashes and complex dissolution processes can occur.
Strategic acquisitions provide existing
Accessing Resources for Growth from External SourcesMuhammad Ali
This document discusses various mechanisms that entrepreneurs can use to help grow their business, including franchising, joint ventures, acquisitions, and mergers. It provides details on each option, including definitions, advantages and disadvantages, types of arrangements, factors for success, and considerations for entrepreneurs. Franchising is described as an arrangement where a franchisor provides exclusive rights and support to franchisees in exchange for fees and standardized operations. Joint ventures involve two or more companies forming a new company to pursue mutual objectives. Acquisitions refer to purchasing an entire existing company.
The document discusses various modes of engaging in international business, including exporting, licensing, franchising, turnkey projects, contract manufacturing, foreign direct investment, mergers and acquisitions, and joint ventures. It provides details on the advantages and disadvantages of each mode. Direct exporting allows more control but requires more resources, while indirect exporting has lower risks. Licensing provides income without large investments. Joint ventures allow risk/reward sharing and market entry. The choice of entry mode depends on factors like resources, risks, control needs, and market characteristics.
1. The document discusses the various modes that firms use to enter international markets, including exporting, licensing, franchising, and interfirm cooperation.
2. It explains that licensing allows firms to capitalize on existing R&D without a large capital investment or involvement in foreign markets, but it may create competitors.
3. Franchising provides financial gains and allows market access but requires standardization and adaptation to local conditions. Interfirm cooperation can be used for market development and risk sharing.
1. The document discusses the various modes that firms can use to enter international markets, including exporting, licensing, franchising, and interfirm cooperation.
2. It explains that licensing allows firms to capitalize on existing R&D without a large capital investment or involvement in foreign markets, but it may create competitors.
3. Franchising provides financial gains and allows market access but requires standardization and adaptation to local conditions. Interfirm cooperation can be used for market development and risk sharing.
1) The document discusses various forms of market entry including exporting, contractual agreements like licensing and franchising, international alliances like joint ventures and consortiums, and foreign direct investment through acquisitions or greenfield investments.
2) Exporting involves selling goods produced in the home country in foreign markets either directly or indirectly through intermediaries. Contractual agreements transfer technology, skills or intellectual property through non-equity means.
3) International alliances allow firms to cooperate through joint ventures or consortiums to share risks and resources. Foreign direct investment establishes wholly owned foreign subsidiaries through acquisitions or building new facilities.
Modes of entering international businessSHuv Debnath
The document discusses various factors to consider when deciding a mode of entry into international markets. It outlines ownership advantages, location advantages, and internationalization advantages. It then describes different modes of entry such as exporting, licensing, franchising, contract manufacturing, business process outsourcing, management contracts, turnkey projects, foreign direct investment without or with alliances, and strategic alliances. Different types of alliances including production, marketing, financial, and research and development alliances are also summarized.
Modes of entering international businessSHuv Debnath
There are several factors to consider when deciding the mode of entry into foreign markets. Ownership advantages include benefits from owning resources, like a mining company owning iron ore mines. Location advantages provide benefits from factors in the host country like labor costs and infrastructure. Internationalization advantages are benefits from manufacturing abroad directly rather than through contracts. Common entry modes include exporting, licensing, franchising, contract manufacturing, business process outsourcing, management contracts, and turnkey projects. Companies may also enter through foreign direct investment without or with alliances through mergers, acquisitions or joint ventures.
In contract manufacturing, the firm’s product is produced in the foreign market by local producer under contract with the firm. Because the contract covers only manufacturing, marketing is handled by a sales subsidiary of the firm which keeps the market control.
The document discusses various strategies for entering foreign markets. It begins by explaining exporting, where a company manufactures products domestically and exports them. Alternatively, a company can manufacture entirely in the foreign market.
The document then outlines several intermediate strategies: licensing/franchising, contract manufacturing, management contracting, fully-owned subsidiaries, joint ventures, third country locations, and mergers and acquisitions. For each strategy, it provides examples of Indian companies that have used the strategy and highlights the advantages and disadvantages. Overall, the document provides an overview of the key considerations in determining the appropriate foreign market entry strategy.
International business involves conducting transactions across borders through exports, imports, foreign direct investment, and other international activities. It provides companies with options such as exporting goods, licensing production in other countries, entering into joint ventures or acquiring foreign companies. Conducting international business requires understanding regulations and documentation for import/export, financing, contracts and more. Government organizations provide support through trade promotion, policy, and dispute resolution forums like the World Trade Organization.
This document discusses key topics in international financial management. It begins by outlining the management goals and organizational structures of multinational corporations (MNCs). It then discusses agency problems that arise between managers and shareholders of MNCs and methods used by MNCs to control these problems. Common methods for MNCs to conduct international business are also outlined, including international trade, licensing, franchising, joint ventures, acquisitions, and establishing new foreign subsidiaries. Theories justifying why firms pursue international business like competitive advantage and product life cycles are also summarized.
This document discusses various methods for companies to enter foreign markets. It describes options ranging from low-risk contractual arrangements like indirect exports, licensing, and contract manufacturing to higher-risk/control options like joint ventures and wholly owned foreign subsidiaries. For each option, it provides details on characteristics, requirements, and examples. The key factors that companies should analyze in choosing a market entry strategy are the level of control, financial commitment, and risk associated with each alternative.
This document discusses various strategies for growing a business, including franchising, joint ventures, acquisitions, and mergers. It provides details on each strategy, such as advantages and disadvantages to franchisors and franchisees in franchising. Factors to consider in choosing strategies are also outlined, for example proven versus unproven franchises. The document also discusses strategic windows of opportunity for growth, including penetration, market development, product development, and diversification strategies. Pressures on financial resources, human resources, and management that growth can create are also noted.
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Date: May 29, 2024
Tags: Information Security, ISO/IEC 27001, ISO/IEC 42001, Artificial Intelligence, GDPR
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A review of the growth of the Israel Genealogy Research Association Database Collection for the last 12 months. Our collection is now passed the 3 million mark and still growing. See which archives have contributed the most. See the different types of records we have, and which years have had records added. You can also see what we have for the future.
2. Prepared By
Kindly restrict the use of slides for personal purpose.
Please seek permission to reproduce the same in public forms and presentations.
Manu Melwin Joy
Assistant Professor
Ilahia School of Management Studies
Kerala, India.
Phone – 9744551114
Mail – manu_melwinjoy@yahoo.com
3. Entry Strategies
• Market entry
strategy is
influenced by the
firm and product
characteristics and
the domestic and
international market
characteristics.
4. Foreign Market Entry and Operations Strategies
Exporting
• Direct Exporting.
• Indirect Exporting.
Contractual Agreement
• Licensing & Franchising.
• Strategic Alliance.
• Contract Manufacturing.
Production facility in foreign
market.
• Assembly Operations.
• Wholly owned
manufacturing facility.
• Joint Ventures.
Mergers and Acquisitions
5. Licensing & Franchising
Licensing is another way
to enter a foreign market
with a limited degree of
risk. Under international
Licensing, a firm in one
country permits a firm in
another country to use
its intellectual property(
Patents, trade marks
etc).
6. Licensing & Franchising
Franchising is a business model
in which many different
owners share a single brand
name. A parent company
allows entrepreneurs to use
the company's strategies and
trademarks; in exchange, the
franchisee pays an initial fee
and royalties based on
revenues. The parent company
also provides the franchisee
with support, including
advertising and training, as
part of the franchising
agreement.
7. Licensing & Franchising
Licensing is similar to
franchising except that
the franchising
organisation tends to be
more directly involved in
the development and
control of the marketing
programme.
8. Licensing & Franchising
The major drawback of
licensing is the problem of
controlling the licensee
due to the absence of
direct commitment from
the international firm
granting the licence. After
few years, once the know-
how is transferred, there is
a risk that the foreign firm
may begin to act on its
own and the international
firm may therefore lose
that market.
9. Example
ITC Hotels and ITT
Sheraton corporation had
an agreement under which
ITC Hotel’s Welcom group
franchised two of its hotels
in Bangkok and Hong kong
to ITT Sheraton holding, in
exchange, the franchise for
Sheraton in India. Later,
partners decided to set up
a joint venture with
Sheraton having major
stake to manage all new
ITC hotel projects in India.