1 / 18

INTERNATIONAL MARKETING MANAGEMENT

INTERNATIONAL MARKETING MANAGEMENT. SESSION 13: GLOBAL PORTFOLIO STRATEGY. 1. CHANGING MARKET ORIENTATION. PHASE #1. PHASE #3. PHASE #2. domestic countries. sub. sub. firm. firm. firm. 2. TRIGGERS TO GLOBAL RATIONALIZATION.

levi-campbell
Download Presentation

INTERNATIONAL MARKETING MANAGEMENT

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. INTERNATIONAL MARKETING MANAGEMENT SESSION 13: GLOBAL PORTFOLIO STRATEGY 1

  2. CHANGING MARKET ORIENTATION PHASE #1 PHASE #3 PHASE #2 domestic countries sub sub firm firm firm 2

  3. TRIGGERS TO GLOBAL RATIONALIZATION • Country-focused international expansion (e.g. acquisition, local expansion) • Trend to industry consolidation and growth of global competition • Forces towards global market integration • Need to: • re-center direction for growth • Improve coordination across national boundaries • adopt global perspective 3

  4. PHASE 3: GLOBAL RATIONALIZATION world markets 4

  5. PHASE 3: KEY STRATEGIC DECISIONS • Establish Global Portfolio of Countries, Products, Market Segments • Develop Global Marketing Strategy – Broad-Based, Focused, Hybrid • Improve Efficiency of Productionand Logistics 5

  6. LEVERAGING: SYNERGIES • Scale Efficiencies (Tangible and Intangible) • Learning • Transfer of Ideas, Products, Programs, Experience and Know-how (Best Practices) LEADING 6

  7. TYPICAL FIRMS IN INTEGRATION PHASE 7

  8. GLOBAL MARKET GROWTH DIRECTIONS Countries/Regions Existing New Products/Product Lines Existing New Stage in Value Chain Existing New Segments/Customers New Existing 8

  9. RE-ENGINEERING THE GLOBAL PORTFOLIO 9

  10. 10

  11. 11

  12. SBU PORTFOLIOS: REGION Asia Latin America Market Attractiveness low high U.S. Africa Europe low high Competitive Strength 12

  13. FOOD AND BEVERAGE PORTFOLIOS COMPETITOR A COMPETITOR B Key Countries Key Countries China Japan Japan China S. Korea U.S. U.S. Market Attractiveness Low High Market Attractiveness Low High Brazil Brazil France France Hungary Argentina Germany Germany U.K. U.K. Low High Competitive Strength Low High Competitive Strength 13

  14. Macro-Economic • Import/Exports Between Countries • Air Traffic • Mail Flows • Communication (media links) • Tourist Flows • Geographic Proximity • Product-Market • Flows of Goods • Common Distributors Retailer Organization • Network of Service Organizations • Gray Markets and Parallel Importation • Presence of Same Competition • Presence of Same Customers • Firm Specific • Family Branding/Corporate Name • Common Production Facilities • Common Suppliers • Shared R&D Expenditure • Shared Warehousing Facilities • Shared Marketing Expenditure • Common Sales force • Shared Distribution Facilities GEOGRAPHIC MARKET LINKAGES 14

  15. FOOD AND BEVERAGE EXPANSION OPTIONS FOR A COMPANY 15

  16. BALANCING THE PORTFOLIO • Growth vs. Mature Markets • Risk Diversification • Geographic Concentration (Market Interconnectedness) 16

  17. Growth Markets Dragon Tiger Mature Markets Ox Goat High Low Market Interconnectedness BALANCING THE GLOBAL PORTFOLIO 17

  18. IMPLICATIONS • Need to chart direction for long-run growth • Importance of balancing growth vs. mature markets • Growing integration of markets impacts expansion choice 18

More Related