Marketing In Russia
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Russia experienced an economic crisis in 1998 but its economy and those of other Eastern European countries have seen strong growth potential since then. A large, educated middle class is fueling demand for consumer goods. While capitalism and free markets are taking hold, many Russians are still learning the rules. Key industries include oil/energy and high tech, though infrastructure and political risks remain challenges. The market can be segmented by ethnicity, income levels, and attitudes. Local brands have strong loyalty but quality concerns exist. Distribution infrastructure is weak requiring new networks, and education of players and consumers is important for development.
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PostGrad February 7 Session
The document discusses the marketing environment analysis process that is part of a postgraduate diploma program. It covers analyzing the macro environment using STEEPLE analysis and the micro environment using Porter's Five Forces. It then provides details on analyzing various aspects of the macro environment including social, technological, economic, political/legal factors. Micro internal and external audits are also discussed.
Haier: Taking a chinese company global in 2011
Corporate strategy for HAIER business case. This presentation is based exclusively on informations and data provided in Harvard Business School's case study "Haier: Taking a chinese company global in 2011" and Wikipedia.
The presentation provides information about Haier, evaluates the situation, problems and opportunities of the company; then it describes the possible options avaiable to Haier and selects the best, according to the group's ideas.
International Management
This document discusses emerging markets and their economic development. It begins by defining emerging markets and listing some of the largest ones, including China and India. It then discusses how marketing must adapt to changing consumer needs during economic development. Several models of economic development are presented, followed by classifications of countries by level of development. Key factors in the growth of newly industrialized countries are outlined. The role of infrastructure and information technology in development is also examined. Characteristics and recent economic histories of some large emerging markets like Brazil, China, and India are provided. Finally, some of the challenges multinational companies face when marketing in emerging markets are summarized.
International marketing
The document discusses key concepts in international marketing, including:
1. Using the SLEPT framework to analyze social, legal, economic, political, and technological factors in foreign markets.
2. The differences between domestic, export, international, and global marketing approaches.
3. Understanding how uncontrollable external factors and controllable marketing variables differ significantly across international markets.
Lenta Of St. Petersburg, Russia
Lenta is a Russian grocery retailer founded in 1992 that operates stores in St. Petersburg. By 2005 it had grown to 9 stores in St. Petersburg through pursuing a strategy of low prices, 24/7 convenience, and direct supplier relationships. The document discusses Lenta's competitive advantages, operations, challenges like an unwieldy Russian labor market, and strategies to either continue expanding in St. Petersburg or enter Moscow's larger market. It recommends Lenta first focus on further growing within St. Petersburg to capture remaining potential and establish stronger finances before entering new cities like Moscow.
Internationalization Strategies
This is a project that I worked on with a group for my "Marketing Strategy" module in my masters of International Marketing and Communications. The main focus is on the process of internationalizing companies. This report answers the following questions:
- Is it necessary to go international?
- What are influential factors for internationalizing?
Marketing In Emerging Countries
The document discusses marketing challenges and strategies for emerging markets like China, India, and countries in Eastern Europe. It notes that infrastructure and market segmentation are less developed than in Western countries. While income levels may be lower, consumers still demand quality and performance. Products developed specifically for local markets tend to have higher success. Pricing must balance affordability with premium positioning. Distribution beyond urban centers faces challenges of distance and infrastructure. Promotion uses mass media effectively and educational campaigns are important to build understanding in rural areas. Overall, emerging markets offer huge potential but require adapting to different market conditions than developed countries.
Department of Commerce 2nd Tiered Cities
This document summarizes opportunities for US companies in China's second-tier cities. It notes that while these cities - including Chengdu, Chongqing, Xi'an and Kunming - account for 8% of China's population, they contribute 19% of GDP and import 54% of China's goods. The document highlights growing consumption and emerging industries like healthcare in these regions and encourages US companies to consider targeting them for their lower costs, growth rates and opportunities to establish early brand recognition.
2 market analysis (s1)
This document provides an overview of key concepts for conducting a market analysis. It discusses frameworks for analyzing the macroenvironment including SLEPT factors (social, legal, economic, political, technological). It also covers analyzing the microenvironment including Porter's 5 forces model to evaluate competitive rivalry, bargaining power of suppliers and buyers, and threat of substitutes and new entrants. Cultural dimensions from Hofstede that influence markets are outlined. The impacts of emerging markets, income distribution, and legal systems on international marketing are reviewed. Technologies relevant to marketing like mobile and digital media are covered.
2006. Nicos M. Timotheou. An Overview of Key Success Factors in Entering a Fo...
The document discusses key success factors for entering foreign markets. It identifies challenges incumbents face from technological changes, regulation, and customers. Options for incumbents include organic growth, acquisitions, and integrating divisions. Entering new markets requires identifying opportunities, assessing required resources and strategy, and creating competitive advantages. Developing markets offer opportunities but also challenges around regulations and infrastructure. Macro factors like politics, economics, technology and society must be considered. Acquisitions can gain competitiveness but require post-integration to realize synergies. Key factors for success in Hungary include its market size, penetration rates, prices, regulatory environment, local management and incentives.
Entering emerging countries
We have all heard about the BRICS countries (Brazil, Russia, India, China, and South Africa) and how they are influencing the world economy. How can a company enter those and other emerging countries, whether to sell in, buy from or invest? Most importantly, once set up, how can a company engage the local staff to make the project successful? I studied this issue over a year ago and prepared a presentation on it. Have a look. As you can see, I consider women talent in those countries very under-utilized. They might be the secret to project success.
Sse Wumart Group 7
Wu Mart's main sources of competitive advantage in China include its large store network, knowledge of the local Chinese market, strong brand recognition in northern China, and close relationships with the Chinese government and local suppliers. These resources allow Wu Mart to procure products effectively, tailor its offerings to local customers, and expand rapidly through acquisitions. However, many of these advantages are not easily transferable to new international markets and may not be sustainable long-term as China's economy develops and foreign competitors establish a stronger presence. To protect its position, Wu Mart will need to continuously monitor competitors, diversify its offerings, and acquire new resources over time.
Marketing in a developing country
MBA presentation of marketing in a developing country. A brief presentation on how companies enter a market in developing country.
Globalisation
The document discusses various perspectives on globalization including its economic drivers of increasing international trade, financial flows, and technological diffusion. It also examines the strategies and challenges that organizations face when expanding their operations globally, such as considerations for their organizational design, management structures, and how national differences impact their approach. Globalization creates opportunities but also complications for countries and their economic sovereignty.
Vietnam market entry decision
The document discusses opportunities for Chemical Corp to enter the Vietnam market. It analyzes the Vietnam market using PESTEL and provides an overview of Chemical Corp and its strengths. A SWOT analysis identifies opportunities in Vietnam's growing industries and lifting of the US trade embargo. The recommendation is for Chemical Corp to start a manufacturing plant in Vietnam through a joint venture with a State-Owned Enterprise to take advantage of opportunities while mitigating risks and challenges of the market such as import tariffs.
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Branding The Company
This document discusses the importance of branding, especially corporate branding, for service companies. It makes three key points:
1. Corporate branding can significantly influence customers in the service sector as customers rely heavily on brands to identify companies and reduce perceived risks. Strong brands like IBM and FedEx are well-known examples.
2. Elements like the company name, symbols, slogans form the core of a service brand but customers' perceptions are also shaped by their experiences with service quality, concepts and value. Managing branding elements consistently is important to reinforce the intended brand image.
3. For new customers, branding media has a big impact, but experienced customers are more influenced by actual service experiences. Good branding cannot compensate
International Financial Analysis
This document discusses some of the challenges involved in analyzing financial statements from companies operating in different countries. It notes that accounting methods, tax laws, financial systems, and terminology can vary significantly between countries due to differences in social, legal, and accounting policies. To accurately compare companies, one must understand these differences and how they can impact reported values. The document also discusses some international financial reporting standards and challenges analysts face in forecasting earnings per share for foreign companies.
Successful Joint Ventures
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.
Strategies For Managing Fast Growth
Managing fast growth requires a strategy beyond what worked when the company was new. Companies that experience rapid growth may rely too heavily on their initial capabilities and knowledge without acquiring new skills needed to handle increased size and complexity. Some firms fail because they do not gain the proper capabilities to manage growth effectively.
Rfid Technology
RFID technology uses wireless radio signals to uniquely identify objects or people through electronic tags and reader devices. Tags contain antennas and integrated circuits that can either transmit or receive radio signals from readers, allowing readers to remotely power tags and establish two-way communication to inventory tags and filter results. The key components of an RFID system include tags, readers, antennas, and network systems that allow readers to communicate with servers.
Services Marketing
The document discusses the importance of quality and reliability in services marketing. It argues that quality and reliability are the foundations of services marketing excellence. When services are similar, performance and customer experience become the core differentiators. Delivering high quality services that meet or exceed customer expectations is crucial to gaining competitive advantage and building customer loyalty. The key aspects of quality services discussed are reliability, responsiveness, assurance and empathy from the customer's perspective.
Selling In Latin America
The document discusses opportunities and challenges for global retailers in Latin America's low-income markets. It notes that 250 million consumers in Latin America have $120 billion in annual purchasing power but global retailers have only made modest progress targeting these consumers. Retailers must offer new value propositions and business models to serve low-income needs while maintaining offerings for existing high-income customers. Traditional retailing formats in Latin America include small stores, street vendors, markets and convenience outlets but new approaches are needed to reach underserved consumers.
Selling In China
Here are three tips for selling in China summarized from the document:
1) Know the Chinese market as consumer needs and interests may differ, and government organizations can provide assistance. Senior executives are accessible, so meeting people before entering is essential.
2) Hong Kong can serve as a base for entering China due to its reliable legal/financial infrastructure and experienced local consultants.
3) Building relationships is key in China - take time to understand Chinese culture, work with existing partners, and assist their companies in reciprocation to join networks.
Outsourcing Cutting Edge R&D
The document discusses outsourcing cutting-edge R&D. It notes that companies are increasingly outsourcing R&D due to budget constraints, and that this means innovation will also be outsourced. Successful outsourced R&D requires collaboration between the outsourcing company and outsourcing partners. There are at least two key players - the outsourcing company and service provider - but also hidden stakeholders. Managing cultural differences between organizations is also a challenge, as R&D teams can have strong, egocentric cultures that must work together.
Global Pricing
Global pricing is more complex than domestic pricing due to factors like currency fluctuations, tariffs, and regulations. Microeconomic pricing theories have limitations for global markets. Export and multinational pricing must consider additional factors beyond basic pricing considerations like costs, demand, and competition. These include currency risks, transfer pricing between subsidiaries, and coordinating prices globally to prevent gray markets. Counter-trade and turnkey project pricing present additional challenges for determining appropriate prices internationally.
Marketing To Employees
Internal marketing aims to attract, develop, motivate and retain qualified employees to deliver quality service to customers. It involves treating employees as internal customers by providing job opportunities that satisfy their needs. The goals of internal marketing are to build an organization of marketers who are willing and able to create customers, and encourage effective marketing behavior in all employees. Key aspects of internal marketing include competing for talent, offering a compelling vision, training employees, emphasizing teamwork, empowering employees, and measuring and rewarding performance.
Innovation A Core Business Concept Part2
The document discusses the importance of innovation and strategic experimentation for businesses. It outlines how firms can institute an innovation process through trial and error experiments to test new business ideas and learn from the outcomes. Several alterations are suggested to the conventional planning process to support strategic experimentation, such as focusing on critical unknowns, communicating expectations, reviewing outcomes frequently, and measuring lead indicators rather than numerical targets. The goal is to explore future strategies and learn from experiments given the unpredictability of an emerging industry.
Innovation A Core Business Concept
The document discusses the importance of innovation as a core business concept. It argues that while most companies say they are committed to innovation, few can clearly describe their innovation systems. There is a mismatch between what companies say about innovation and what they actually do. The document encourages managers to take a broader view of innovation beyond just new products or services. True innovation requires rethinking the entire business model and all of its design variables. Companies must question their current business concepts and look for innovative ideas from across the organization to gain a competitive advantage.
Doing Businessin Brazil
Brazil has the largest economy in South America and has experienced high rates of economic growth since 2000. However, Brazil also has a high debt level, accounting for over 60% of GDP in the early 2000s. While Brazil has a well-developed industrial and services sector, it also has widespread income inequality and infrastructure deficiencies outside of major cities. Going forward, Brazil needs reforms and increased social spending to promote more inclusive growth and reduce its vulnerabilities to financial crises.
Global Products
Global products aim to standardize core features while localizing additional elements to suit local tastes. While standardization enables economies of scale, it risks poor positioning if market research is insufficient. Successful global brands require balancing global management with localization. New global products depend on replicating key success factors across markets through commitment and synergy with existing brands.
Going Global Fdi Licensing
The document discusses various options for companies to enter foreign markets beyond just exports, including licensing, strategic alliances, and foreign direct investment. It also outlines some key barriers to entering foreign markets such as tariffs and regulations. The optimal entry strategy depends on factors like the business strategy, trade barriers, and product characteristics. Different entry modes involve different managerial skills and risks around losing proprietary knowledge.
Going Global Export Expansion
The document discusses various methods for companies to enter foreign markets through exporting. It explains that exporting is usually the first step in globalization as it allows firms to test foreign markets with existing products and resources. The document outlines indirect and direct exporting methods and factors to consider such as desired marketing control, distribution networks, documentation, pricing, trade terms, and managing international sales.
Globalization Of Mexican Business
This document summarizes the globalization of Mexican businesses, particularly their expansion into the United States. It outlines that NAFTA fueled globalization by promoting US investments in Mexico and new market opportunities. Mexican firms have expanded globally through subsidiaries, strategic alliances, and stock/security sales. They primarily entered the US market through joint ventures and acquisitions to minimize risks and access resources. Most Mexican firms pursuing globalization focused on low prices, high quality, and targeting general consumer markets rather than exclusively Hispanic communities.
Culture And Global Marketing
1) Culture significantly impacts business operations, including market demand, negotiations, and managerial behavior.
2) Cultural factors, such as time orientation, communication style, and attitudes towards uncertainty, vary widely across countries and can create challenges for global managers if not properly understood and adapted to.
3) Successful managers develop cultural sensitivity and adapt their practices to local cultural norms, values, and business customs rather than relying only on their domestic experience. Proper understanding and consideration of culture is key to business success in foreign markets.
Foreign Entry Business Considerations
Entering foreign markets poses challenges and opportunities. Thorough market research is required, including evaluating political risks, cultural factors, competitors, and forecasting sales and market share. Multiple techniques can be used to forecast in new markets where data is limited, including analogy, expert judgment, and factoring in the product lifecycle. The key is to comprehensively analyze the business environment, competitive landscape, and select markets with the best potential and manageable risks.
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留信网认证的作用:
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6:个人职称评审加20分
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→ 【关于价格问题（保证一手价格）
我们所定的价格是非常合理的，而且我们现在做得单子大多数都是代理和回头客户介绍的所以一般现在有新的单子 我给客户的都是第一手的代理价格，因为我想坦诚对待大家 不想跟大家在价格方面浪费时间
对于老客户或者被老客户介绍过来的朋友，我们都会适当给一些优惠。
选择实体注册公司办理，更放心，更安全！我们的承诺：可来公司面谈，可签订合同，会陪同客户一起到教育部认证窗口递交认证材料，客户在教育部官方认证查询网站查询到认证通过结果后付款，不成功不收费！
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Innovation Management Frameworks: Your Guide to Creativity & Innovation
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[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This PowerPoint compilation offers a comprehensive overview of 20 leading innovation management frameworks and methodologies, selected for their broad applicability across various industries and organizational contexts. These frameworks are valuable resources for a wide range of users, including business professionals, educators, and consultants.
Each framework is presented with visually engaging diagrams and templates, ensuring the content is both informative and appealing. While this compilation is thorough, please note that the slides are intended as supplementary resources and may not be sufficient for standalone instructional purposes.
This compilation is ideal for anyone looking to enhance their understanding of innovation management and drive meaningful change within their organization. Whether you aim to improve product development processes, enhance customer experiences, or drive digital transformation, these frameworks offer valuable insights and tools to help you achieve your goals.
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Microsoft’s Digital Transformation Framework
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- 7. Attitudes & Preferences Lada Marlboro Smirnoff Mercedes Winston Johnnie Walker 2CV Marlboro Local Vodka BMW Dunhill Remy Martin Volkswagen Chesterfield Stolichnaya Preferences Car Cigarettes Liquor Passive Followers Hopeful Ambitious Western oriented Seeks Status Passive Scraping by Idealistic Practical Ambitious Independent Nationalistic Seeks Status Reliant, nationalistic, Practical, Seeks Value Dominant traits Russian Souls Business Executives Students Cossacks Kuptsi