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Global Business #9 June 25, 2012

Global Business #9 June 25, 2012. Dept of Technology Management for Innovation (TMI), Graduate School of Engineering Professor Kazuyuki Motohashi 工学系研究科 技術経営戦略学専攻教授 元橋一之 http://www.mo.t.u-tokyo.ac.jp. Today’s Class. What is marketing, why important? Marketing strategy planning steps

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Global Business #9 June 25, 2012

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  1. Global Business#9June 25, 2012 Dept of Technology Management for Innovation (TMI), Graduate School of Engineering Professor Kazuyuki Motohashi 工学系研究科 技術経営戦略学専攻教授 元橋一之 http://www.mo.t.u-tokyo.ac.jp

  2. Today’s Class • What is marketing, why important? • Marketing strategy planning steps • 4P: Product, Price, Place and Promotion • Marketing for emerging economies: China, India • Bottom of the Pyramid (BOP) Business

  3. Marketing and Sales

  4. Strategic Marketing Planning

  5. Ansoff’s Product and Market Growth Matrix Global Business Context: CAGE and AAA framework

  6. Example of Market Segmentation

  7. Target Segment Identification

  8. Marketing’s 4P

  9. Product

  10. Price To what extent you can be a price setter, instead of price taker ?

  11. Place (Channel)

  12. Promotion (AIDMA) Changing to AISAS in Internet Era

  13. Promotion tools (in detail)

  14. Promotion in global businessSome caveats • Regulations over promotion activities: such as whether you can do “comparative advertising” • Terminology in foreign language • Brand creation (difference in customer’s perception) • Importance of local ad agency • Lack of product knowledge at local distributors

  15. Marketing mix by product life cycle

  16. Market potential of China and India Middle Class = Volume zone • Profit=gross margin * sales volume (size of market and competition) • Difference between durable and consumption goods, customer preference?

  17. Average household income by decile (2010, US$) Premium Market

  18. Another concept of price: PPP • Concept of PPP（Purchasing Power Parity) • Big Mac price by Economist magazine US: 4.07 $, China: 14.7 RMB=2.27 US$ (▲44%)

  19. Premium or good enough? Adapted from “The Battle for China’s Good-Enough Market” by Gadiesh, Leung and Vestring, HBR September 2007

  20. Destructive Innovation Technology Speed＞Customer’s Requirement Speed Innovator’s Dilemma by Clayton Christensen

  21. Knowing local market: two way interactions • Sensor function at local (B to C): Panasonic’s life style research institute in China and India (understand consumer’s life-style in less developed area) • Local partnership as a door to new customer (B to B, B to G): Hitachi’s joint venture with LG group for water business • “Finding great ideas in emerging market”: finding unforseeable use, arbitrage strategy for ideas: Intel’s emerging market project (use of PC for social tool-> netbook (ultra) book concept) • More to be discussed in the global R&D session!

  22. BOP(Bottom of the Pyramid) 75 mil. -100 mil. 150 mil.-1,750 mil. 4,000 mil. （出典）The fortune at the bottom of the pyramid (C.K. Praharad)

  23. BOP’s Business Chance （出典）The fortune at the bottom of the pyramid (C.K. Praharad)

  24. Example: ICICI’s micro payment （出典）The fortune at the bottom of the pyramid (C.K. Praharad)

  25. Next Class: Shiseido Case • Is China is important for Shiseido? Evaluate based on Shiseido’s domestic and global operation statistics • List merits and demerits of operating in China, as compared to operations in US and Europe • Characterize Shiseido’s marketing strategy in China. Take Urara as an example, and discuss its targeted customer and marketing 4P. Do they have a consistent story? • Compare Shiseido’s marketing in China with those of US and European mega players such as l’Oreal and P&G. It is better to keep such strategy, when Shiseido competes with them in Chinese market?

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