The document provides an overview of various marketing research and analysis tools including PESTEL analysis, SWOT analysis, segmentation, target markets, value propositions, competitive advantages, Hofstede's cultural dimensions, and the marketing mix (4Ps). It discusses how these concepts are used to evaluate business opportunities and develop effective marketing strategies when expanding into global markets. Key factors that must be considered for international market entry such as target markets, entry mode, timing, and exit strategies are also summarized.
The document outlines the market selection process, beginning with determining international marketing objectives. It discusses determining parameters for market selection and conducting preliminary screening to narrow the vast global market. This involves macro screening based on criteria like export restrictions, GDP per capita, infrastructure factors. Shortlisted markets then undergo detailed investigation and evaluation based on cost-benefit analysis and feasibility. The best market is selected considering company resources and the external environment. Key factors in market selection include firm-related capabilities, general and specific market factors, and other external considerations.
Internal And External Marketing Elements PowerPoint Presentation SlidesSlideTeam
The document provides an overview of internal and external marketing elements, including composition of the marketing environment, market environment analysis frameworks, macro and micro environmental factors, PESTEL analysis, VRIO analysis, SWOT analysis, competitive analysis tools, and identifying significant changes in the environment. It includes templates and frameworks for analyzing political, economic, social, technological, legal, and other external factors, as well as internal resources, that influence marketing strategy.
The document discusses concepts related to analyzing a company's external environment, including performing an external audit to identify key opportunities and threats in the general, industry, and competitive environments. It provides details on factors to consider in the economic, sociocultural, technological, legal/political, and competitive environments. Examples of tools for external analysis include the External Factor Evaluation Matrix (EFE) and Porter's Five Forces model for industry analysis.
This document discusses tools and concepts for conducting an external strategic management audit. It outlines five broad categories of external forces - economic, social/demographic, political/legal, technological, and competitive. The document describes the process of performing an external audit, which involves gathering information, identifying opportunities and threats, prioritizing key factors, and communicating findings. It provides examples of variables to monitor within each category and emphasizes the importance of competitive intelligence programs.
The document discusses competitive intelligence analysis tools for economic development. It introduces competitive intelligence and why analysis is important. It then describes the top 5 analysis tools: SWOT analysis, competitor profile, STEEP analysis, Porter's Five Forces model, and SPACE matrix. For each tool, it provides a description, objective, and details on the type of information needed to conduct the analysis. It concludes by offering some tips to remember and providing information about Intelegia, the company discussing the tools.
Gathering Information and Measuring Market DemandCarlo Muyot
The document discusses marketing information systems and measuring market demand. It covers gathering marketing information through internal records, secondary data sources, and conducting marketing research. Marketing research involves defining problems, developing research plans, collecting and analyzing information, and presenting findings. It also discusses forecasting demand through various methods like analyzing past sales, expert opinions, and statistical analysis of factors influencing demand. The goal is to provide managers with accurate information to make marketing decisions.
The document outlines the market selection process, beginning with determining international marketing objectives. It discusses determining parameters for market selection and conducting preliminary screening to narrow the vast global market. This involves macro screening based on criteria like export restrictions, GDP per capita, infrastructure factors. Shortlisted markets then undergo detailed investigation and evaluation based on cost-benefit analysis and feasibility. The best market is selected considering company resources and the external environment. Key factors in market selection include firm-related capabilities, general and specific market factors, and other external considerations.
Internal And External Marketing Elements PowerPoint Presentation SlidesSlideTeam
The document provides an overview of internal and external marketing elements, including composition of the marketing environment, market environment analysis frameworks, macro and micro environmental factors, PESTEL analysis, VRIO analysis, SWOT analysis, competitive analysis tools, and identifying significant changes in the environment. It includes templates and frameworks for analyzing political, economic, social, technological, legal, and other external factors, as well as internal resources, that influence marketing strategy.
The document discusses concepts related to analyzing a company's external environment, including performing an external audit to identify key opportunities and threats in the general, industry, and competitive environments. It provides details on factors to consider in the economic, sociocultural, technological, legal/political, and competitive environments. Examples of tools for external analysis include the External Factor Evaluation Matrix (EFE) and Porter's Five Forces model for industry analysis.
This document discusses tools and concepts for conducting an external strategic management audit. It outlines five broad categories of external forces - economic, social/demographic, political/legal, technological, and competitive. The document describes the process of performing an external audit, which involves gathering information, identifying opportunities and threats, prioritizing key factors, and communicating findings. It provides examples of variables to monitor within each category and emphasizes the importance of competitive intelligence programs.
The document discusses competitive intelligence analysis tools for economic development. It introduces competitive intelligence and why analysis is important. It then describes the top 5 analysis tools: SWOT analysis, competitor profile, STEEP analysis, Porter's Five Forces model, and SPACE matrix. For each tool, it provides a description, objective, and details on the type of information needed to conduct the analysis. It concludes by offering some tips to remember and providing information about Intelegia, the company discussing the tools.
Gathering Information and Measuring Market DemandCarlo Muyot
The document discusses marketing information systems and measuring market demand. It covers gathering marketing information through internal records, secondary data sources, and conducting marketing research. Marketing research involves defining problems, developing research plans, collecting and analyzing information, and presenting findings. It also discusses forecasting demand through various methods like analyzing past sales, expert opinions, and statistical analysis of factors influencing demand. The goal is to provide managers with accurate information to make marketing decisions.
This document discusses the nature of international entrepreneurship. It defines international entrepreneurship as conducting business activities across national boundaries through exporting, licensing, or opening foreign sales offices. International entrepreneurship involves executing a business model in more than one country. The document also notes that international business decisions are more complex than domestic decisions due to uncontrollable economic, political, legal, cultural, and technological factors across countries.
This slideshow is for the business entrepreneur considering how to create a business model. It is an overview of business strategy, industry analysis and creating value in your business model.
Industry and Competitor Analysis | Five Competitive Forces | Five Primary Ind...FaHaD .H. NooR
Industry and Competitor Analysis | Five Competitive Forces | Five Primary Industry Types | What Is Industry | Competitor Analysis | Studying Industry Trends |
The Competitive Profile Matrix (CPM) is a tool that compares a firm and its rivals to reveal their relative strengths and weaknesses. It identifies critical success factors in an industry and rates competitors on each factor. Weights are assigned to factors based on importance. A firm's score on each factor is the weight multiplied by the rating. The total scores reveal the relatively strongest competitor. The CPM helps firms assess where they are strong or weak compared to rivals and determine strategic priorities. An example CPM compares Android, iOS, and Windows Phone operating systems.
Business Feasibility - Understanding the Marketing Aspect as a Feasibility Ch...PROF. EMMANUEL DOTONG
The slide deck presents the several components that need to be considered in preparing the marketing aspect of business feasibility. This include but not limited to market research, demand and supply analysis, sales projections, and marketing mix strategies.
Please download the presentation to have a better slide deck viewing.
External Analysis: The Identification of Industry Opportunities and ThreatsSoe Lu Kyaw
This document summarizes concepts from strategic management theory related to analyzing industry structure and competitive forces. It discusses potential competitors, barriers to entry, industry life cycles, strategic groups, and how globalization and a nation's attributes can impact competitive advantage. Key factors like demand conditions, bargaining power of buyers/suppliers, substitutes, and complementors are examined in the context of Porter's five forces model.
This document outlines various tools used for international business, including methods for selecting target countries and evaluating their market potential and competitiveness. It discusses indexes that measure market potential, global competitiveness, and political risk. It also covers international payment methods like advance payment, letters of credit, and open accounts. International monetary systems, from the gold standard to floating exchange rates, are overviewed along with the product life cycle theory.
This document outlines the key steps in conducting a situation analysis to develop an effective business, marketing, and sales strategy. It involves assessing industry trends, customer needs, product performance, competitors, opportunities and threats to identify priorities. The analysis is then used to create strategic plans, establish segmentation, define roadmaps, and build a portfolio to differentiate and position offerings. Implementation strategies are developed to improve sales effectiveness and profitability through growing relationships and moving away from unprofitable areas.
This document introduces two business analysis models: SWOT and PEST. SWOT analyzes internal strengths and weaknesses as well as external opportunities and threats of a business. PEST analyzes external political, economic, social, and technological factors that may impact a business. Examples are provided for each model, such as brand image as a strength and new regulations as a political factor. Readers are asked to perform a SWOT analysis on themselves and identify differences between the two models.
This document outlines a five-stage process for selecting international markets. Stage 1 eliminates markets based on domestic regulations and management preferences. Stage 2 screens out markets with unattractive political, social, and economic environments. Stage 3 assesses entry barriers and competitive intensity, eliminating another 10% of markets. Stage 4 considers the suitability of remaining markets based on factors like market size and marketing responsiveness. Stage 5 performs an internal trade-off analysis to identify the few most attractive markets for further consideration and visits. The process aims to systematically narrow thousands of potential markets down to a shortlist of top prospects.
The document discusses tools for conducting external analysis, including PESTEL, Porter's Five Forces framework, industry life cycles, and strategic group, market, and segment analysis. PESTEL involves analyzing political, economic, social, technological, environmental, and legal factors in the macro-environment. Porter's Five Forces examines competitive rivalry, potential new entrants, substitutes, suppliers, and buyers. Industry analysis also considers life cycles and competitive dynamics. Competitor profiling involves strategic groups and evaluating market segments. External analysis breaks down the external environment to understand industry trends and competitive forces.
The document discusses analyzing an organization's internal environment and capabilities. It describes reviewing organizational resources and activities to identify strengths and weaknesses. This helps understand current standing, select growth opportunities aligned with capabilities, and identify capability gaps. Key factors of the internal environment include organizational resources, behavior, strengths/weaknesses, synergies, competencies, and capabilities. Analyzing these areas through tools like the organizational capability profile and strategic advantage profile helps understand competitive advantage.
Strategy as analysis - company industry analysis toolsSharon Johnson
The document discusses strategic processes, tools, and lessons for enhancing individual and team strategic thinking. It introduces frameworks for asking the right questions, analyzing information, and taking action to make an impact. Several strategic thinking tools and processes are described, including conducting a historic 4C analysis of an organization, performing a STEP-FAR environmental analysis, using a 5-forces model to analyze industry competition, conducting a strategic customer analysis, and performing a strength-limitation cluster analysis of an organization. The goal is to provide teams with mental discipline and leverage to develop strategic thinking skills.
Strategic analysis involves understanding a company's internal strengths and weaknesses as well as external opportunities and threats. This allows a company to effectively deploy resources and strategies. Key aspects of strategic analysis include industry analysis, competitive analysis, SWOT analysis, and identifying strategic options. Industry analysis examines factors like market size, competitors, barriers to entry/exit, while competitive analysis identifies areas of competition and the strongest/weakest competitors. SWOT analysis evaluates internal strengths/weaknesses and external opportunities/threats. Strategic options are then identified that leverage strengths, address weaknesses, pursue opportunities, and mitigate threats.
International firms must evaluate countries carefully due to limited resources. Key factors to consider include market size and sales potential, costs and resource availability, and political, competitive, and monetary risks. Primary research is costly and risky, while secondary sources vary in accuracy, reliability, and recency. Common secondary sources include government data, international organizations, trade groups, and consultants. Evaluation grids and matrices incorporate weighted indicators to rank countries and plot risks versus opportunities to guide resource allocation decisions.
The document discusses various tools that can be used to analyze markets and the external environment of an organization. It describes macro environmental factors like PEST analysis that assess political, economic, social and technological issues outside a company's control. Micro factors closer to the organization include competitors, marketing intermediaries, and suppliers that can influence operations. SWOT analysis examines internal strengths and weaknesses as well as external opportunities and threats. Product analysis assesses customer needs while portfolio analysis evaluates a company's range of products. Competitor benchmarking also allows comparison to other businesses.
The document discusses Porter's five forces model for analyzing industry competition. It describes the five competitive forces as the threat of new entrants, the threat of substitute products, the bargaining power of suppliers, the bargaining power of buyers, and rivalry among existing competitors. It explains that analyzing these forces can help companies understand the industry and make strategic decisions.
The document discusses External Factor Evaluation (EFE) matrix, which is a strategic management tool used to assess current business conditions by evaluating external factors like economic, social, technological, political, and competitive factors that present opportunities and threats. It explains how to create an EFE matrix through identifying external factors, assigning them weights and ratings, calculating weighted scores, and obtaining a total weighted score to understand a business' ability to respond to external conditions. An example EFE matrix for Nextel Communications is also provided.
The document discusses various strategic analysis tools used in industry analysis including the Balanced Scorecard, AD Little Matrix, Porter's Five Forces, Bowman's Strategy Clock, and PESTEL analysis. It provides descriptions of each tool, how they are used, examples of companies that use certain tools like the Balanced Scorecard, and criticisms of some models.
Un pequeño recorrido por las actividades que AVAA realizó durante el 2010 para apoyar la formación integral de más de un centenar de jóvenes beneficiarios del programa ProExcelencia.
El documento describe tres ensayos de tracción realizados para medir las propiedades mecánicas de diferentes materiales. El primer ensayo midió las propiedades de una probeta cilíndrica de acero, el segundo de una chapa metálica, y el tercero de un cilindro usando una máquina de ensayos de tracción automatizada. Para cada material se midieron valores como la fuerza máxima, resistencia mecánica, alargamiento y estricción.
This document discusses the nature of international entrepreneurship. It defines international entrepreneurship as conducting business activities across national boundaries through exporting, licensing, or opening foreign sales offices. International entrepreneurship involves executing a business model in more than one country. The document also notes that international business decisions are more complex than domestic decisions due to uncontrollable economic, political, legal, cultural, and technological factors across countries.
This slideshow is for the business entrepreneur considering how to create a business model. It is an overview of business strategy, industry analysis and creating value in your business model.
Industry and Competitor Analysis | Five Competitive Forces | Five Primary Ind...FaHaD .H. NooR
Industry and Competitor Analysis | Five Competitive Forces | Five Primary Industry Types | What Is Industry | Competitor Analysis | Studying Industry Trends |
The Competitive Profile Matrix (CPM) is a tool that compares a firm and its rivals to reveal their relative strengths and weaknesses. It identifies critical success factors in an industry and rates competitors on each factor. Weights are assigned to factors based on importance. A firm's score on each factor is the weight multiplied by the rating. The total scores reveal the relatively strongest competitor. The CPM helps firms assess where they are strong or weak compared to rivals and determine strategic priorities. An example CPM compares Android, iOS, and Windows Phone operating systems.
Business Feasibility - Understanding the Marketing Aspect as a Feasibility Ch...PROF. EMMANUEL DOTONG
The slide deck presents the several components that need to be considered in preparing the marketing aspect of business feasibility. This include but not limited to market research, demand and supply analysis, sales projections, and marketing mix strategies.
Please download the presentation to have a better slide deck viewing.
External Analysis: The Identification of Industry Opportunities and ThreatsSoe Lu Kyaw
This document summarizes concepts from strategic management theory related to analyzing industry structure and competitive forces. It discusses potential competitors, barriers to entry, industry life cycles, strategic groups, and how globalization and a nation's attributes can impact competitive advantage. Key factors like demand conditions, bargaining power of buyers/suppliers, substitutes, and complementors are examined in the context of Porter's five forces model.
This document outlines various tools used for international business, including methods for selecting target countries and evaluating their market potential and competitiveness. It discusses indexes that measure market potential, global competitiveness, and political risk. It also covers international payment methods like advance payment, letters of credit, and open accounts. International monetary systems, from the gold standard to floating exchange rates, are overviewed along with the product life cycle theory.
This document outlines the key steps in conducting a situation analysis to develop an effective business, marketing, and sales strategy. It involves assessing industry trends, customer needs, product performance, competitors, opportunities and threats to identify priorities. The analysis is then used to create strategic plans, establish segmentation, define roadmaps, and build a portfolio to differentiate and position offerings. Implementation strategies are developed to improve sales effectiveness and profitability through growing relationships and moving away from unprofitable areas.
This document introduces two business analysis models: SWOT and PEST. SWOT analyzes internal strengths and weaknesses as well as external opportunities and threats of a business. PEST analyzes external political, economic, social, and technological factors that may impact a business. Examples are provided for each model, such as brand image as a strength and new regulations as a political factor. Readers are asked to perform a SWOT analysis on themselves and identify differences between the two models.
This document outlines a five-stage process for selecting international markets. Stage 1 eliminates markets based on domestic regulations and management preferences. Stage 2 screens out markets with unattractive political, social, and economic environments. Stage 3 assesses entry barriers and competitive intensity, eliminating another 10% of markets. Stage 4 considers the suitability of remaining markets based on factors like market size and marketing responsiveness. Stage 5 performs an internal trade-off analysis to identify the few most attractive markets for further consideration and visits. The process aims to systematically narrow thousands of potential markets down to a shortlist of top prospects.
The document discusses tools for conducting external analysis, including PESTEL, Porter's Five Forces framework, industry life cycles, and strategic group, market, and segment analysis. PESTEL involves analyzing political, economic, social, technological, environmental, and legal factors in the macro-environment. Porter's Five Forces examines competitive rivalry, potential new entrants, substitutes, suppliers, and buyers. Industry analysis also considers life cycles and competitive dynamics. Competitor profiling involves strategic groups and evaluating market segments. External analysis breaks down the external environment to understand industry trends and competitive forces.
The document discusses analyzing an organization's internal environment and capabilities. It describes reviewing organizational resources and activities to identify strengths and weaknesses. This helps understand current standing, select growth opportunities aligned with capabilities, and identify capability gaps. Key factors of the internal environment include organizational resources, behavior, strengths/weaknesses, synergies, competencies, and capabilities. Analyzing these areas through tools like the organizational capability profile and strategic advantage profile helps understand competitive advantage.
Strategy as analysis - company industry analysis toolsSharon Johnson
The document discusses strategic processes, tools, and lessons for enhancing individual and team strategic thinking. It introduces frameworks for asking the right questions, analyzing information, and taking action to make an impact. Several strategic thinking tools and processes are described, including conducting a historic 4C analysis of an organization, performing a STEP-FAR environmental analysis, using a 5-forces model to analyze industry competition, conducting a strategic customer analysis, and performing a strength-limitation cluster analysis of an organization. The goal is to provide teams with mental discipline and leverage to develop strategic thinking skills.
Strategic analysis involves understanding a company's internal strengths and weaknesses as well as external opportunities and threats. This allows a company to effectively deploy resources and strategies. Key aspects of strategic analysis include industry analysis, competitive analysis, SWOT analysis, and identifying strategic options. Industry analysis examines factors like market size, competitors, barriers to entry/exit, while competitive analysis identifies areas of competition and the strongest/weakest competitors. SWOT analysis evaluates internal strengths/weaknesses and external opportunities/threats. Strategic options are then identified that leverage strengths, address weaknesses, pursue opportunities, and mitigate threats.
International firms must evaluate countries carefully due to limited resources. Key factors to consider include market size and sales potential, costs and resource availability, and political, competitive, and monetary risks. Primary research is costly and risky, while secondary sources vary in accuracy, reliability, and recency. Common secondary sources include government data, international organizations, trade groups, and consultants. Evaluation grids and matrices incorporate weighted indicators to rank countries and plot risks versus opportunities to guide resource allocation decisions.
The document discusses various tools that can be used to analyze markets and the external environment of an organization. It describes macro environmental factors like PEST analysis that assess political, economic, social and technological issues outside a company's control. Micro factors closer to the organization include competitors, marketing intermediaries, and suppliers that can influence operations. SWOT analysis examines internal strengths and weaknesses as well as external opportunities and threats. Product analysis assesses customer needs while portfolio analysis evaluates a company's range of products. Competitor benchmarking also allows comparison to other businesses.
The document discusses Porter's five forces model for analyzing industry competition. It describes the five competitive forces as the threat of new entrants, the threat of substitute products, the bargaining power of suppliers, the bargaining power of buyers, and rivalry among existing competitors. It explains that analyzing these forces can help companies understand the industry and make strategic decisions.
The document discusses External Factor Evaluation (EFE) matrix, which is a strategic management tool used to assess current business conditions by evaluating external factors like economic, social, technological, political, and competitive factors that present opportunities and threats. It explains how to create an EFE matrix through identifying external factors, assigning them weights and ratings, calculating weighted scores, and obtaining a total weighted score to understand a business' ability to respond to external conditions. An example EFE matrix for Nextel Communications is also provided.
The document discusses various strategic analysis tools used in industry analysis including the Balanced Scorecard, AD Little Matrix, Porter's Five Forces, Bowman's Strategy Clock, and PESTEL analysis. It provides descriptions of each tool, how they are used, examples of companies that use certain tools like the Balanced Scorecard, and criticisms of some models.
Un pequeño recorrido por las actividades que AVAA realizó durante el 2010 para apoyar la formación integral de más de un centenar de jóvenes beneficiarios del programa ProExcelencia.
El documento describe tres ensayos de tracción realizados para medir las propiedades mecánicas de diferentes materiales. El primer ensayo midió las propiedades de una probeta cilíndrica de acero, el segundo de una chapa metálica, y el tercero de un cilindro usando una máquina de ensayos de tracción automatizada. Para cada material se midieron valores como la fuerza máxima, resistencia mecánica, alargamiento y estricción.
Muhammad Moeen Khan is a Senior Accountant and Accounts Payable Team Leader at The Juma Al Majid Group in Dubai, UAE. He has over 12 years of experience in accounts and finance, including 10 years in the UAE. He is married and holds a valid UAE driving license. His responsibilities include managing accounts payable, monthly payroll processing, budgeting and financial reporting. He has experience with Oracle ERP applications and received a Certificate of Excellence from his employer in 2007.
This document contains a seafarer's application form consisting of 3 pages. Page 1 requests personal information such as name, date of birth, address, next of kin details. Page 2 lists the applicant's travel documents, medical certificates, and competency certificates. Page 3 requests a detailed record of the applicant's sea service experience over the past 10 years including vessel names, ranks held, and dates of employment. The applicant signs to affirm the truth and accuracy of the information provided.
This document is a script for a film called "Heist Girls" that follows four teenage girls who perform an armed robbery. The script describes the girls robbing the reception area of a building at gunpoint while wearing balaclavas. After getting the money, they flee in a van, taking off their disguises to reveal that they are teenagers. They celebrate getting the money but one expresses worry about the receptionist calling the police. They arrive at their destination only to find a police detective waiting for them with flashing lights.
This innovation plan aims to increase awareness and improve behaviors around nutrition in one chiefdom in Sierra Leone. It will promote eating locally grown foods to complement dietary guidelines. Key activities include community meetings, radio programs, drama performances, and training farmers and mothers as nutrition champions. The plan seeks to strengthen coordination between existing nutrition structures and assess status. Target groups are women and children. Governance will ensure stakeholder participation and transparent management. Results will be evaluated through case studies and disseminated nationally and regionally to advocate for scaling up nutrition. The SUN network can support implementation through advocacy, monitoring, and analyzing nutrition policies.
El documento describe las funciones principales del Internet. Explica que Internet es una red de equipos de cómputo que se comunican usando un lenguaje común. Luego detalla algunas de las funciones clave del Internet como el comercio electrónico, el entretenimiento, el teletrabajo y el soporte para el aprendizaje. Finalmente, concluye que el Internet es esencial en la vida cotidiana ya que ayuda a encontrar soluciones a problemas y ha facilitado el progreso tecnológico mundial.
El documento resume el concepto de ciudadanía en la antigua Grecia, Roma y en la actualidad. En la polis griega, todos los ciudadanos tenían igualdad de derechos y podían participar en el gobierno. En Esparta, la ciudadanía se alcanzaba a los 30 años y requería cumplir con deberes militares y comer en comedores públicos aunque no diariamente. En Roma, los esclavos no tenían derechos, los aliados tenían ciudadanía parcial y los ciudadanos romanos podían perderla
Este documento describe dos presentaciones profesionales creadas en PowerPoint 2007 sobre temas de Outlook 2007, Windows 7 y Office 2007/2010, y sobre comités, equipos y toma de decisiones grupales. Explica cómo aprendió a usar los diferentes efectos, diseños y animaciones de PowerPoint.
El documento resume la historia de la tecnología desde la Edad de Piedra hasta la Edad Media, destacando los principales descubrimientos e innovaciones tecnológicas de cada cultura y período. Se describe el desarrollo de herramientas de piedra, la agricultura, los metales como el cobre, bronce e hierro, y avances en construcción, navegación, maquinaria y más. También se resaltan inventos específicos de los egipcios, griegos, romanos, chinos, incas y otros en áreas
Este documento resume la novela Siddharta de Herman Hesse. Explica que trata sobre un joven, Siddharta, que busca encontrar su felicidad interior a través de diferentes etapas de su vida, incluyendo seguir a los samana y vivir como un hombre rico. También analiza los personajes de Govinda y Kamala y explica cómo la obra se relaciona con conceptos como la moral y la búsqueda del nirvana.
Este taller práctico trata sobre la legislación, normas y metodologías aplicadas a los envases y embalajes. El objetivo es proporcionar una visión clara de los requisitos legales que deben cumplir las empresas relacionados con los envases y residuos de envases. El taller explicará cómo cumplir con la Declaración Anual de Envases, los Planes Empresariales de Prevención de Residuos de Envase, y los requisitos de REACH para envases y embalajes. También cubrirá normas de ecodiseño y gestión de
Este documento discute la diferencia entre nativos digitales e inmigrantes digitales. Los nativos digitales han crecido con la tecnología y se sienten cómodos usando la red como un espacio social. Prefieren acceder a la información de forma no lineal e hipertextual y realizar múltiples tareas al mismo tiempo. La formación docente debe actualizar a los maestros no solo en contenidos actuales, sino también en habilidades digitales básicas para comunicarse con estudiantes para quienes la tecnología es una herramienta habitual.
La metodología PACIE permite el uso de las TIC como soporte para los procesos de aprendizaje y autoaprendizaje, enfatizando un enfoque pedagógico para la educación. PACIE requiere motivación y acompañamiento para desarrollar la educación en línea a través de la comunicación, información, procesos sociales, análisis crítico y de datos con el fin de construir conocimiento compartido. El campus virtual es la cara digital principal que facilita la comunicación y los recursos para la comunidad de aprendizaje y manti
La metodología PACIE permite el uso de las TIC como soporte para los procesos de aprendizaje y autoaprendizaje, enfatizando un enfoque pedagógico para la educación. PACIE requiere motivación y acompañamiento para desarrollar la educación en línea a través de la comunicación, información, procesos sociales, análisis crítico y de datos con el fin de construir conocimiento compartido. El objetivo de PACIE es incluir las TIC en la educación considerando al docente como motor del aprendizaje, facilit
El documento describe las causas y el diagnóstico de la discapacidad visual y auditiva en niños. Explica que las causas de la sordera incluyen enfermedades infecciosas, traumas, problemas de desarrollo fetal, causas metabólicas y causas tóxicas. El diagnóstico de la discapacidad visual involucra pruebas como el test de Snellen, la prueba de campo visual y la tonometría para medir la agudeza visual, visión periférica y presión ocular. El documento también enumera posibles
Las primeras motocicletas datan de finales del siglo XIX e incluyen diseños con motores de vapor e internos. Sin embargo, la motocicleta moderna surgió en la década de 1890 cuando Gottlieb Daimler montó el primer motor de combustión interna en una bicicleta. Desde entonces, la tecnología de las motos ha evolucionado constantemente con innovaciones como el sidecar en 1910, el scooter en 1902 y estilos como las choppers y custom en las décadas posteriores. Hoy en día, las motocicletas son populares
The document discusses developing competitive advantage and strategic focus through situation analysis and SWOT analysis. It covers collecting and analyzing marketing information, including conducting an internal, customer, and external environment analysis. A SWOT analysis framework is then presented for organizing environmental data. Key elements of a SWOT analysis include identifying strengths, weaknesses, opportunities, and threats within the internal and external environments. Conducting a thorough situation analysis and SWOT is important for informing marketing strategy and leveraging competitive advantages.
Using established business models as investigative tools and linking them together to enhance their analytical value is proposed in this paper as a method of progressing from strategic situation analysis to competitive advantage. Moreover, internal analyses that result in the identification of distinctive competencies and external investigations that uncover industry key success factors give strategists the means to develop strategies that may achieve competitive advantage.
Feedback from peersThanks so much for your response. Very welChereCheek752
Feedback from peers
“Thanks so much for your response. Very well done!
I like the competitive forces model and the broad factor analysis which are models that other students have not really discussed.
All of these models can add value. The important thing if the company has the resources in an ideal world is perhaps use both models or multiple models.
If you know anything about research if you do different types of research focused on the same topic and come up with the same answers then you know you've done a good job!”
__________________________
“Great post, I enjoyed reading about the competitive forces model and the broad factors analysis. I agree with you that this is a great tool to use to include the internal and external factors. Politics should certainly be understood before entering into a foreign country and setting up camp. Learning about the macro-environmental factors would indeed need to be known to understand the impact of the environmental surroundings of where you would intend to expand globally (Corporate Finance Institute, 2021).
The competitive forces model is also extremely pertinent as you mention. Knowing the competition and the current market is crucial to the success of the organization. I appreciate that you talk about how difficult entry gives you a competitive advantage. I don't know if I understood that before, but you make a very good point in that regard. So with the difficult entry the contract agreement, is longer and there are better benefits offered? “
__________________________
PEER Discussion post
After reviewing the response of Deborah, I also collaborate with her opinion that there are still more positive ideas that can lead to improvements in the global market planning strategies. The adoption of technology can lead to various promotions in conjunction with the local production at the international business. Different decisions made by the stakeholders are mostly triggered by the level of competition that exists on the organization's premises. Moreover, the present-day global competition entails some aspects which evaluate the market share. On most occasions, several organization strategies, including the multinational rivals, do not differ looking at the approaches, productivity, and experience.
Following the previous meeting with Deborah, I learned various aspects which as a team, we should all bear in mind, and these aspects entail the most suitable approaches concerning the movement in connection with more formal analysis (Harrison, Freitas, Drinnan, Campos, Masci, di Maria & Whitaker, 2019). With the traditional analysis approaches, one can better understand because the visual elements pictorial are always running in one's mind. Although the formal analysis aspect takes much or longer time to express certain information, it provides evaluations and definitions which don't require clerical explanations (Turkmen, den Hartog, Ranise, & Zannone, 2017).
Following the Tiffany and mike suggestion ...
The document discusses various topics related to marketing research including:
1. It describes the role of marketing research in the marketing planning process and decision making.
2. It outlines the marketing research process and discusses problem definition, establishing research objectives, and estimating the value of information.
3. It covers different types of research designs including exploratory, descriptive, and causal research.
The strategic management process has four main steps: 1) Environmental scanning to analyze internal/external factors, 2) Strategy formulation to determine corporate/business/functional strategies, 3) Strategy implementation by designing organizational structure and allocating resources, and 4) Strategy evaluation by assessing strategies and performance and taking corrective actions. It is a continuous process of appraising the business, industries, competitors, and reassessing strategies to achieve goals. Competitive advantages do not last forever as rivals can eventually duplicate a firm's resources and capabilities over time through developing their own unique strengths.
The document discusses various frameworks for conducting a situation analysis for advertising planning, including the 5Cs analysis, SWOT analysis, Porter's 5 forces model, AIDA model, DAGMAR model, and hierarchy of effects model. It explains how to use these models to analyze the company, competitors, customers, collaborators, climate/environment, and to identify strengths, weaknesses, opportunities, threats. It also discusses how to define advertising objectives and target audiences, and the importance of brand personality in positioning strategy. The planning process involves situation analysis, objective setting, targeting, strategy development, implementation, and evaluation.
The document discusses various topics related to strategic management, including environmental scanning, structural analysis, competitive forces, organizational structure, and components of strategies.
It defines environmental scanning as systematically surveying external opportunities and threats that could influence future decisions. It also discusses conducting an internal scan to examine organizational strengths and weaknesses. Porter's Five Forces model is explained as a framework to analyze industry competition and profitability.
The document also discusses different types of organizational structures and how structure should align with strategy. Finally, it lists some key components of strategies as goals, policies, action plans, and feedback mechanisms.
The Competitive Intelligence Continuum - Taking Wisconsin to the WorldArik Johnson
The document discusses competitive intelligence and provides an overview of key concepts and processes. It defines competitive intelligence as a disciplined process of information collection and analysis to support better decision-making. It discusses trends like organizational acculturation and disruptive innovation. The document also outlines traditional competitive intelligence processes like identifying key intelligence topics, primary and secondary research, analysis techniques like SWOT and benchmarking, and how competitive intelligence supports strategic planning.
Investigating the Influence of Firm Characteristics on Export Marketing Strat...Waqas Tariq
The export performance has been studied to a great extent while fewer researches have focused the export activities of developing countries. Firm characteristics have always been found to impact export performance considerably. Furthermore, the marketing strategy applied by the firm has been an important issue related to performance. In this paper, the relationships among firm characteristics, export marketing strategies as well as export performance were investigated on the export of medical disposable products in Malaysia. Data was gathered from 22 firms by the means of a questionnaire for which the reliability of 0.85 was achieved. The statistical Chi-Square test for independence was applied for testing the hypotheses via SPSS. The results indicated that several internal firm factors namely, market knowledge, commitment, international experience and innovation affected the application of adaptation strategies. Moreover, the use of adaptation strategies and the export performance were significantly related. Finally it was concluded that firm characteristics could influence export performance indirectly and through marketing strategies.
The document discusses product and service selection for businesses. It describes the multi-stage process of selecting new products, which involves idea generation, screening ideas based on factors like market potential and technical feasibility, analyzing business factors, developing prototypes, testing the market, and commercialization. Key factors to consider in product selection include supply and demand, financing availability, raw materials, technical requirements, profitability, skilled personnel, and government policies. The goal is to objectively evaluate options and choose products that satisfy market needs.
The document discusses various strategic analysis tools and concepts for evaluating a business's current position and planning its future direction. It covers internal and external audits, SWOT analysis, PEST analysis, Porter's five forces, and different types of strategies for growth, competitive advantage, and contingency planning. Corporate culture and its influence on strategic planning are also mentioned.
This document provides an introduction to market analysis tools. It discusses why analysis of the potential market and product is important for business success. Key points include:
- Market research allows businesses to understand customer needs, trends, and competitor activity to make informed decisions.
- Secondary sources like international trade organizations provide market data, but businesses should also collect their own data through surveys, observations, and testing.
- Situational analysis methods like SWOT and PESTEL evaluate strengths, weaknesses, opportunities, threats, political, economic, social, technological, environmental, and legal factors affecting the business.
- Understanding these internal and external factors through analysis of secondary data and primary research is necessary for effective product development and marketing strategies.
Week 1 Lecture The Nature of Business ResearchBusiness researc.docxkdennis3
Week 1 Lecture
The Nature of Business Research
Business research covers a wide range of phenomena. For managers, the purpose of research is to provide knowledge regarding the organization, the market, the economy, or another area of uncertainty. A financial manager may ask, “Will the environment for long-term financing be better two years from now?†A personnel manager may ask, “What kind of training is necessary for production employees?†or “What is the reason for the company’s high employee turnover?†A marketing manager may ask, “How can I monitor my retail sales and retail trade activities?†Each of these questions requires information about how the environment, employees, customers, or the economy will respond to executives’ decisions. Research is one of the principal tools for answering these practical questions.
Business research is the application of the scientific method in searching for the truth about business phenomena. These activities include defining business opportunities and problems, generating and evaluating alternative courses of action, and monitoring employee and organizational performance. Business research is more than conducting surveys.6 This process includes idea and theory development, problem definition, searching for and collecting information, analyzing data, and communicating the findings and their implications.
Applied business research is conducted to address a specific business decision for a specific firm or organization. The opening vignette describes a situation in which ESPN used applied research to decide how to best create knowledge of its sports fans and their preferences. Basic business research (sometimes referred to as pure research) is conducted without a specific decision in mind, and it usually does not address the needs of a specific organization.
All research, whether basic or applied, involves the scientific method. The scientific method is the way researchers go about using knowledge and evidence to reach objective conclusions about the real world. The scientific method is the same in social sciences, such as business, as in physical sciences, such as physics. In this case, it is the way we come to understand business phenomena.
A firm can be production-oriented. A production-oriented firm prioritizes the efficiency and effectiveness of production processes in making decisions. Here, research providing input from workers, engineers, finance, and accounting becomes important as the firm seeks to drive costs down. Production-oriented firms are usually very large firms manufacturing products in very large quantities. The third orientation is marketing- oriented, which focuses more on how the firm provides value to customers than on the physical product or production process. With a marketing-oriented organization the majority of research focuses on the customer. Research addressing consumer desires, beliefs, and attitudes becomes essential.
Diagnosing Opportunities: After a.
Presentation on how will you Evaluate Business Idea in a Simple Way.
Opportunities dont always knock at your door. So when they do grab them with both the hands. Have a business Idea in your mind and waiting for the opportunity! Then have a look at the presentation on IDEA AND OPPORTUNITY MAPPING.
The document discusses competitive intelligence and disruptive innovation. It defines competitive intelligence as collecting and analyzing information to help companies make strategic, operational, and tactical decisions. It discusses techniques for analyzing competitors, customers, and technologies. It also introduces the concepts of sustaining and disruptive innovation, where sustaining innovations improve existing products but disruptive innovations introduce simpler, more affordable options.
This document discusses the importance of competitive intelligence (CI) for businesses. It provides an overview of CI processes and techniques including analyzing competitors, customers, technologies and the external environment. CI helps minimize threats and maximize opportunities. It is an important input for strategic decision making. The document emphasizes that CI requires collecting information from various sources, analyzing it to extract insights, and using those insights to make better strategic, operational and tactical decisions.
Competitive Intelligence Analysis Tools For Economic DevelopmemtIntelegia Group
This document provides an overview of 9 competitive intelligence analysis tools: SWOT analysis, TOWS analysis, Boston Consulting Group matrix, competitor profile, GE McKinsey screen matrix, STEEP analysis, Porter's five forces model, product life cycle analysis, and SPACE matrix. For each tool, a brief description is given of its objective and the types of information needed to conduct the analysis. Tips are provided at the end on applying the tools effectively and developing competitive intelligence skills.
This document discusses strategic thinking and developing action plans. It provides guidance on analyzing employee engagement survey results to select priority issues, ensuring actions are linked to business strategy and measurable. An example tracking spreadsheet is outlined for monitoring progress of actions. The document also discusses treating customers fairly principles and analyzing the internal and external environment using tools like PEST, Porter's five forces, value chain analysis and the intelligence cycle to inform strategic planning. Famous strategic thinkers like Steve Jobs and Oprah Winfrey are mentioned.
The document provides an overview of key aspects of developing a marketing plan, including understanding the purpose and components of a marketing plan, conducting marketing research, analyzing the internal and external environment, and establishing goals and strategies. A marketing plan addresses where the business has been, where it wants to go, and how it will get there. It involves situational analysis, defining the target market and opportunities/threats, setting goals and objectives, and developing integrated strategies for product, price, placement, and promotion. Marketing research from primary and secondary sources informs the planning process.
Similar to Touray moriba ba522week4-final rsearchprojct-global marketing _ppt (20)
1. The document outlines a business plan for a microcredit program operated by the Payatas Alliance Recycling Exchange Multi-Purpose Cooperative (PARE MPC) in Quezon City, Philippines.
2. The plan describes PARE MPC's loan products and services, operations procedures including loan application, approval and collection processes, as well as marketing and financial plans.
3. The microcredit program aims to provide small loans to PARE MPC members, especially those in the informal waste sector, to support their livelihoods and improve their economic conditions.
1. The document summarizes a 12-day beekeeping skills training conducted by Bee Cause for 120 trainees from community forestry enterprises in Gambia. The training aimed to teach modern beekeeping techniques to improve apiary management and honey production.
2. Several issues were observed with the current state of beekeeping in the communities, including a lack of organization, coordination, infrastructure, and application of modern skills. Participants' equipment and structures for beekeeping needed improvement.
3. For beekeeping to be sustainable and profitable, the document recommends establishing defined business structures, coordination between stakeholders, and a collaborative network of beekeepers to share best practices. This would help address current challenges and allow communities to better benefit from the potential
This document provides an overview of tools and processes for conducting global marketing research and analysis. It discusses PESTEL analysis for examining political, economic, social, technological, legal and environmental factors. It also explains SWOT analysis for identifying internal strengths and weaknesses as well as external opportunities and threats. The document then outlines the global marketing research process and types of research conducted, including on industries, buyers, products, distribution and promotion. It introduces decision support systems and sales forecasting techniques used in international marketing.
Starbucks strategic management presentation outlines the company's business description, industry overview, and key strategies. Starbucks was established in 1971 and has grown to over 9,000 stores worldwide. Their mission is to inspire and nurture the human spirit through quality coffee. Starbucks faces issues of market saturation domestically but sees opportunities for international growth. Their strategies include rapid store expansion, extensive training, innovative products, and ensuring quality coffee sourcing.
Module 4 the fbi case study in pearlson (page 73)Moriba Touray
The FBI's Virtual Case File (VCF) system failed due to a lack of planning, technical and management skills, communication, and experience. There was misalignment between the decentralized FBI culture and the need for collaboration on the large IT project. As CIO, establishing a strategic linkage between IT and the FBI's mission through senior leadership involvement would help modernize the FBI's use of technology. Regular reviews from external experts and input from other agencies on enterprise architecture could also improve future IT projects.
Global marketing Plan External & Internal Analysis pptMoriba Touray
It should be apparent by now that companies and organizations planning to compete effectively in world markets need a clear and well-focused international marketing plan that is based on a thorough understanding of the markets in which the company is introducing its products. The challenge, then, of international marketing is to ensure that any international strategy has the discipline of thorough research, and an understanding and accurate evaluation of what is required to achieve a competitive advantage.
Communicating in a multicultural workplaceMoriba Touray
Participants need to feel that they are being understood and respected throughout the organization. They need to feel that their ideas and concerns are being heard. Those conditions create strong motivation and momentum for change.
It can be a major challenge to work in multicultural environments where your clients’ organizations have values, beliefs and certain conventions that are distinctly different from yours.
An organization’s culture is driven by the values throughout that organization. Quite often, decisions in organizations are based on the strong values among its members. To help your employees or clients make meaningful decisions and to understand decisions that they may have made already it is extremely important that you have some understanding of the culture and values of other groups or organizations.
This document summarizes Moriba Touray's investment portfolio from July to August 2009. It includes a list of stocks held, beginning and ending portfolio values, weekly gains, comparisons to the Dow Jones index performance, and an analysis of the individual stock and overall portfolio performance. The portfolio started at $10,000 and increased in value by 4.89% over the period, outperforming the Dow Jones. While some stocks like CMG and JST underperformed, the portfolio overall beat expectations due to gains in stocks like GE and OHB. Moriba learned that riskier stocks tend to provide higher returns and the importance of thorough research before investing.
Steroid use in sports raises several ethical issues. It creates an unfair advantage for athletes who use performance-enhancing drugs. This breaks the implicit social contract that athletes will compete cleanly. It also damages the integrity of sports and role models when athletes cheat using steroids. While some argue steroids should be allowed to increase utility and happiness, this ignores the dishonesty of using banned substances and the effects on health and fair competition.
How to Make a Field Mandatory in Odoo 17Celine George
In Odoo, making a field required can be done through both Python code and XML views. When you set the required attribute to True in Python code, it makes the field required across all views where it's used. Conversely, when you set the required attribute in XML views, it makes the field required only in the context of that particular view.
How to Fix the Import Error in the Odoo 17Celine George
An import error occurs when a program fails to import a module or library, disrupting its execution. In languages like Python, this issue arises when the specified module cannot be found or accessed, hindering the program's functionality. Resolving import errors is crucial for maintaining smooth software operation and uninterrupted development processes.
Exploiting Artificial Intelligence for Empowering Researchers and Faculty, In...Dr. Vinod Kumar Kanvaria
Exploiting Artificial Intelligence for Empowering Researchers and Faculty,
International FDP on Fundamentals of Research in Social Sciences
at Integral University, Lucknow, 06.06.2024
By Dr. Vinod Kumar Kanvaria
it describes the bony anatomy including the femoral head , acetabulum, labrum . also discusses the capsule , ligaments . muscle that act on the hip joint and the range of motion are outlined. factors affecting hip joint stability and weight transmission through the joint are summarized.
বাংলাদেশের অর্থনৈতিক সমীক্ষা ২০২৪ [Bangladesh Economic Review 2024 Bangla.pdf] কম্পিউটার , ট্যাব ও স্মার্ট ফোন ভার্সন সহ সম্পূর্ণ বাংলা ই-বুক বা pdf বই " সুচিপত্র ...বুকমার্ক মেনু 🔖 ও হাইপার লিংক মেনু 📝👆 যুক্ত ..
আমাদের সবার জন্য খুব খুব গুরুত্বপূর্ণ একটি বই ..বিসিএস, ব্যাংক, ইউনিভার্সিটি ভর্তি ও যে কোন প্রতিযোগিতা মূলক পরীক্ষার জন্য এর খুব ইম্পরট্যান্ট একটি বিষয় ...তাছাড়া বাংলাদেশের সাম্প্রতিক যে কোন ডাটা বা তথ্য এই বইতে পাবেন ...
তাই একজন নাগরিক হিসাবে এই তথ্য গুলো আপনার জানা প্রয়োজন ...।
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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. What is PESTEL Analysis
PESTEL (Political, Economic, Social, Technological,
Environmental and Legal) analysis is business measurement tool
that is used to assess the position and market growth of any
organization (Chapman, 2010).
It is also know as PEST or PESTLE analysis and helps to in
understanding the relevant opportunities and the risk of
business expansion.
It helps in reducing the risks associated with an unfamiliar
environment while working on organizational plans.
4. Economic
Economic growth
Taxation international trade
Exchange Rate
Employment law
Health and Safety law
Inflation
Consumer confidence
Minimum wage
5. Social
Income distribution
Demographics
Labour & Social mobility
Lifestyle changes
Attitudes to work and leisure
Education
Fashion and Fads
Health & Welfare
Living conditions
6. Technological
Changes in physical sciences
Internet
Energy use and costs
Rates of technological obsolescence
New discoveries
Govt and Industry focus on tech
Govt spending on research
7. Legal
Employment law
Health and Safety
Taxation both corporate and consumer
Other regulations
International trade barriers
Strength of the rule of law
9. SWOT Analysis
SWOT is a business or strategic planning technique
used to summarize the key components of your
strategic environments.
SWOT analysis (strengths, weaknesses, opportunities,
and threats analysis) is a framework for identifying
and analyzing the internal and external factors that
can have an impact on the viability of a project,
product, place or person.
11. Internal vs External
Strengths and Weaknesses are considered internal
factors meaning you as the business owner can
control them. How you manage or market the
business controls whether it is a strength or
weaknesses
Opportunities and Threats are considered external
factors, meaning you have little control over them.
It is your job as a business owner to respond
appropriately .
12. SWOT Analysis Four Element
Strengths - internal attributes and resources
that support a successful outcome.
Weaknesses - internal attributes resources
that work against a successful outcome.
Opportunities - external factors the project
can capitalize on or use to its advantage.
Threats - external factors that could
jeopardize the project.
13. Objectives
To gain an understanding of the need for research.
To explore the differences between domestic and
international research.
To learn where to find and how to use sources of
secondary information.
To gain insight into the gathering of primary data.
To examine the need for international management
information systems.
14. The Importance of International
Research
Firms must learn where the opportunities are, what
customers want, why they want it, and how they satisfy
their needs and wants.
Research allows management to identify and develop
international strategies.
Firms must identify, evaluate, and compare potential
foreign business opportunities and the subsequent target
market selection.
Research is necessary for the development of a business
plan.
15. Secondary Data
Secondary data is information that already has been collected
by some other data is, and the relevance to the task at hand.
Secondary consists of: personal records, electronic records,
public records, internet information.
This data should be evaluated regarding the quality of the
source, how recent the secondary data were originally collected
to serve another purpose, they can often only be used as proxy
information.
16. Primary Data
Primary data are obtained by a firm to fill
specific information needs.
Conducting data collection: questionnaires,
surveys, interviews, observation, case studies and
focus groups.
The researcher must decide whether research is
to be conducted in the consumer or the
industrial product area.
17. Determining the Research
Technique
Selection of the research technique depends on a variety of
factors:
The objectivity of the data sought must be determined.
Unstructured data will require more open-ended questions
and more time than structured data.
Whether the data should be collected in the real world or in
a controlled environment.
Whether to collect historical facts or information about future
developments.
18. Global Market Research
Marketing research Process of collecting and using information for
marketing decision making.
Research is central to understanding effective customer satisfaction
and customer relationship programs
Usually follows a six-step process.
Well-defined problems are half-solved.
Avoid confusing symptoms with problem itself.
Loss of market share is a symptom;
reason for the loss is the problem.
Evaluate firm’s marketing mix and possible
changes to the marketing environment
19. Exploratory Research
Exploratory research Process of discussing a marketing problem with
informed sources both within and outside the firm and examining
information from secondary sources.
May use internal data from customer surveys, sales analysis,
accounting data, and marketing cost analysis to measure.
20. The Marketing Research Methods
SECONDARY DATA COLLECTION
Secondary data comes from internal and external sources i.e. U.S.
Census.
Private data from trade associations, business and trade
magazines, and other sources.
Online sources such as databases and research aggregators that
acquire, catalog, reformat, segment, and resell premium research
reports.
21. Global Market Entry Strategy
Trade barriers are falling around the world
Companies need to have a strategy to enter world
markets.
The need for a solid market entry decision is an
integral part of a global market entry strategy.
Entry decisions will heavily influence the firm’s other
marketing-mix decisions.
Mode which may include:
(1) the target product/market
(2) the goals of the target markets
(3) the mode of entry
(4) The time of entry
(5) A marketing-mix plan
22. Selecting the Target Market
A crucial step in developing a global expansion
strategy is the selection of potential target markets.
A four-step procedure for the initial screening
process:
1. Select indicators and collect data
2. Determine importance of country indicators
3. Rate the countries in the pool on each
indicator
4. Compute overall score for each country
23. Choosing the Mode of Entry
Mode of Entry Choice: A Transaction Cost
Explanation
• Regarding entry modes, companies normally
face a tradeoff between the benefits of
increased control and the costs of resource
commitment and risk.
• Transaction Cost Analysis (TCA) perspective
• Transaction-Specific Assets (assets valuable for
a very narrow range of applications)
25. Licensing
Licensor and the licensee
Benefits:
Appealing to small companies that lack resources
Faster access to the market
Rapid penetration of the global markets
Caveats:
Other entry mode choices may be affected
Licensee may not be committed
Lack of enthusiasm on the part of a licensee
Biggest danger is the risk of opportunism
Licensee may become a future competitor
26. Expanding Through Joint Ventures
Benefits:
Higher rate of return and more control over the
operations
Sharing of resources and access to distribution network
Caveats:
Lack of control and trust
Conflicts arising over matters such as strategies,
resource allocation, transfer pricing, ownership of
critical assets like technologies and brand names
27. Entering New Markets through Wholly Owned
Subsidiaries
Benefits:
Greater control and higher profits
Strong commitment to the local market on the
part of companies
Allows the investor to manage and control
marketing, production, and sourcing decisions
Caveats:
Risks of full ownership and risk of nationalization.
Developing a foreign presence without the
support of a third part
28. Timing of Entry
International market entry decisions should also cover
the following timing-of-entry issues:
When should the firm enter a foreign market?
Other important factors include: level of international
experience, firm size.
Also, the broader the scope of products and services
Mode of entry issues, market knowledge, various
economic attractiveness variables.
29. Exit Strategies
Risks of exit:
Fixed costs of exit
Disposition of assets
Signal to other markets
Long-term opportunities
30. What is a Value Proposition
A brand’s value proposition is a statement of the functional,
emotional, and self-expressive benefits delivered by the
brand that provide value to customers in the target segment.
A balanced value proposition is the basis for brand choice
and customer loyalty, and is critical to the ongoing success of
a firm.” (O’Guinn, Allen, Semenik 4E, 2006, p. 234)
The customer value proposition provides a focused approach to
understanding the target user in the context of your product.
31. Value Experiences
Benefit experiences: the set of events that deliver
positive value to the key target user when compared
with the next best alternative.
Parity experiences: the set of events that deliver equal
value to the key target user when compared with the
next best alternative.
Trade-off experiences: the set of events that deliver
negative value to the key target user when compared
with the next best alternative
32. Value Experience Quantification
Precisely measure what should be quantified.
Estimate what can’t be measured.
Don’t try to measure intangibles.
Selection of a meaningful unit of measurement.
The unit of measurement should be significant
for the key target user.
33. Key Target
Intended user of the product.
Predominant user of the product.
Segment of individuals that share the same
characteristics.
Key target user is a predominant user for the
product.
34. Value Experience
Qualifications
Benefit experiences: the set of events that deliver
positive value to the key target user when compared
with the next best alternative.
Parity experiences: the set of events that deliver
equal value to the key target user when compared
with the next best alternative.
Trade-off experiences: the set of events that deliver
negative value to the key target user when
compared with the next best alternative.
35. Price vs Costs
Price = the sum of expenditures paid to you
for the product and services.
Price is called out specifically in the
customer value proposition.
Cost = the additional expenditures not paid
to you but required to enable a product.
Cost is reflected in the value experiences.
36. Customer Proposition Use
Build internal consensus.
Align product prices with value delivered.
Create marketing messages that communicate the
customer value.
Train the sales team to effectively present the
customer value.
Develop content targeted to the key user based on
the customer value.
Continually quantify your customer value claims as
you deliver your product to new customers.
37. Competitive Advantages
The process of identifying key competitors;
assessing their objectives, strategies, strengths and
weaknesses, and reaction patterns; and selecting
which competitors to attack or avoid.
•Creating competitive advantage requires creative, “out-of-
the-box” thinking.
An advantage over competitors gained by offering
consumers greater value than competitors offer.
38. What is the definition of
Competitive Advantage
Competitive Analysis
The process of identifying key competitors;
assessing their objectives, strategies,
strengths and weaknesses, and reaction
patterns; and selecting which competitors
to attack or avoid.
41. Individualism-Collectivism
Self-perception as individual or part of a group
Most widely studied
Most complex
Dimensions different across cultures
i.e., Asian vs Latin American collectivism
46. Segmentation
Definition
This is the process of dividing the total market for a good or
service into several smaller, internally similar (or
homogeneous) groups.
All members in a group have similar factors that influence
their demand for the particular product
Geographic: The city size, urban/ suburban/ rural population
distribution and climate.
Demographic: The distribution of a population’s age, sex,
income, stage in family cycle and ethnic background.
Psychographics: Personalities, lifestyles, social class including
activities, interests and opinions (AIO).
Behaviour towards products.
Benefits desired or sought.
Product usage rate.
47. Target Market
The target market should be compatible with
an organisation’s goals and image.
The marketing opportunity presented by the segment must
match the company’s resources.
The business must generate a profit if it is to continue its
existence.
48. Position Strategy
Positioning is assessed:
In relation to a competitor.
According to a product class or attribute.
By price and quality.
communicating distinctiveness to a particular target market
segment.
STP marketing
Segmenting
Targeting
Positioning
49. Marketing Mix – 4Ps
The marketing mix elements that make up
an organization’s marketing program:
1. Product
2. Promotion
3. Price
4. Place
These are management decisions, and
controllable factors
53. Promotion
Why are promotions?
Raising customer awareness of a product or brand
generating sales
Creating brand loyalty and determines when, when,
how advertising is be done: personal selling, public
relations, sales promotion, and direct marketing
tactics.
Promotional tools increase sales, build brand value,
recognition and strengthen market positioning
54. The Role of Advertising
Integrated Communication Program
Blend with objectives
Enhancing Sales Effectiveness
Does it help?
$$ per salesperson
Higher ratings
Supplier reputation
Increased brand awareness
Gross margins
55. Managing B2B Advertising
Selecting Advertising Media
Based on what the target market uses
Business publications
Horizontal publications
Ad Age, Marketing News
Vertical publications
Sporting goods Business
Requester publications
56. Measuring Advertising Effectiveness
What benefits does advertising provide the
company?
Measuring Impact on Purchase Decision
Indirect communication
Measurement Program
Benchmarking
Common benchmarks
57. Trade Shows
Magnitude of trade shows
International trade shows
Investment returns
Trade show objectives
Identify decision-influencers
Identify potential customers
Create actual sales
Provide products, services, and
company information
Learn of potential application
problems
Handle existing customer problems
58. Home-Country Middlemen
Export Management Companies
Highly specialized in certain industries
and/or regions
Trading Companies
The U.S. Model and the Export Trading
Company Act
Cooperative Export Arrangements
Also known as piggybacking
Involve exporters agreeing to handle export
functions for unrelated companies on a
contractual basis
59. Foreign-Country Middlemen
Merchant Middlemen
Intermediaries who carry the manufacturer’s product
line in a particular country
Usually carries title to and has physical possession of
the products
Alternative Distribution Structures: Network Marketing
Using acquaintance networks for the purpose of both
sales and distribution
Have high potential in emerging markets
60. International Distribution and
Logistics
Distribution Centers
Transportation Firms
Freight Forwarders and Customs Brokers
Government Agencies
Promote national security
Promote international involvement of local firms
Provide financing and insurance for high risk ventures
61. Government Agencies
International Trade Administration
Bureau of Export Administration
U.S. Commercial Service
Export/Import (Ex-Im) Bank
United States Trade and Development Agency
62. Global Supply Chain
Management
Creating an effective supply chain
Develop strategic objectives and tactics
Integrate and coordinate activities in the
internal portion of the supply chain
Coordinate activities with suppliers and
customers
Coordinate planning and execution
across the supply chain
Consider forming strategic partnerships
63. Global Supply Chain Management
Scheduling the arrival of materials and other inputs
Warehousing and inventory control
Strategic choice of international warehousing facilities
Scheduling production
Packaging, transportation and final delivery
Analysis of transportation costs
64. Designing Global Value Supply
Chain Management
The design and management of a system that controls the flow of
materials into, through and out of the international corporation
The design and management of a system that controls the flow of
materials into, through and out of the international corporation
1. The systems concept
2. The total cost concept
3. The trade-off concept
65. Activities involved in Supply chain
i. Purchasing
ii. Manufacturing
iii. Logistics
iv. Distribution
v. Transportation and
vi. Marketing
66. The International Supply
Chain/Global Supply Chain
Covers both logistics and operations
Includes activities such as sourcing,
procurement, order processing, manufacturing,
warehousing, inventory control, servicing and
warranty, customs clearing, wholesaling and
distribution
67. Two Aspects of Supply Chain
Management
1. Supply chain as a cross-functional
entity
2. Supply chain as the integrator and
coordinator of production and
logistics activities
68. Domestic to International
1. Substantial geographical distances
2. Forecasting problems/difficulties in foreign markets
3. Fluctuations in exchange rates for different currencies
4. Demand for great variety of products
5. Inadequate infrastructures such as
labor skills,
availability of supply
Supplier quality
Lack of local process equipment and technologies
Inadequate transportation facilities and
Inadequate telecommunication facilities
72. What Does Supply Chain Involve?
NETWORK OF FACILITIES
MATERIALS
RAW MATERIALS – PRODUCTS
FINISHED PRODUCTS
LINKS
PROCUREMENT
LOGISTICS
ELIMINATE
REDUNDANCY
DELAYS
RESOURCES
73. What is digital
Marketing?
Digital marketing” is the process of
building and maintaining customer
relationships through online activities to
generate sales and/or capture customers
that are searching on the Internet for
answers.
74. Why are people going digital?
With the constant growth of the web, and more people
getting connected every day, digital marketing has become a
necessity for many organizations. This also includes small
businesses that want to trade online and make a name for
themselves on the web.
The web is crowded with information. If you have a website,
how can these people reach you? What are the benefits of
digital marketing?
75. Benefits of going digital
Over traditional marketing
Puts the consumer in control
Provides convenience
Drives brand loyalty
Reduces the selling cycle
Builds your brand
It is measurable
It is cost effective
76. Digital Marketing Objectives
One way to make sure you are found on the web
is with an optimized digital marketing strategy.
Most digital marketing strategies and campaigns
have 5 objectives: (brainstorm)
1.Reach the right audience
2.Engage with your audience
3.Motivate your audience to take action
4.Ensure efficient spending on your campaign
77. What does the digital Marketing
Consist of?
Key components
Website design (user
experience)
Search engine optimization
(SEO)
Pay per click (PPC)
Social media marketing
(SMM)
Email marketing
Display advertising (banner
ads)
78. Advantages of digital
Marketing
Targeted traffic
High return on investment (ROI)
Does not require specialization or
vast technical skills
Ability to go viral therefore high
visibility
Cost effective (only time and effort)
79. References
Hofstede, G. (2011). Dimensional zing Cultures: The Hofstede Model in Context.
Retrieved on November 08, 2016 from
http://scholarworks.gvsu.edu/cgi/viewcontent.cgi?article=1014&context=orpc
Nielsen, B., Perdersen, T. & Pyndt, J. (2014). Global Value Chain Management.
Retrieved from https://hbr.org/product/ecco-a-s-global-value-chain-
management/an/908M14-PDF-ENG
Keegan, W.J. (2014). Global Marketing Management. 8th ed. Prentice Hall, Saddle
River, NJ
Sonkiya, S. (2014). PESTLE Analysis: External Business Environment. Retrieved from
http://www.izenbridge.com/blog/pestle-analysis-external-business environment
Chaffey, D. & Chadwick, F. E. (2015). Digital Marketing: Strategy, Implementation and
Practice 5th Edition. Apprentice Hall, Saddle River, NJ
Armstrong, G. & Kotler, F. (2007). An introduction Marketing, 8th Ed, Pearson
Education, Saddle River, NJ