1 / 39

International Marketing

23.1.2007. Jobber, Chapter 22. 2. Agenda. Deciding:whether to go Internationalwhich Markets to enterhow to enterDeveloping International Marketing StrategyOrganizing for International Operations. 23.1.2007. Jobber, Chapter 22. 3. Seven triggers for International expansion:. Saturated domestic

tara
Download Presentation

International Marketing

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. 23.1.2007 1 Jobber, Chapter 22 International Marketing Theory Review Uli Breunig Caglar Cintuglu Deniz Yarar

    2. 23.1.2007 Jobber, Chapter 22 2 Agenda Deciding: whether to go International which Markets to enter how to enter Developing International Marketing Strategy Organizing for International Operations

    3. 23.1.2007 Jobber, Chapter 22 3 Seven triggers for International expansion: Saturated domestic markets Small domestic markets Low-growth domestic markets Customer drivers Competitive forces Cost factors Portfolio balance

    4. 23.1.2007 Jobber, Chapter 22 4 Seven triggers for International expansion: Saturated domestic markets Small domestic markets Low-growth domestic markets Customer drivers Competitive forces Cost factors Portfolio balance

    5. 23.1.2007 Jobber, Chapter 22 5 Saturated domestic markets Small domestic markets Few opportunities to expand in current domestic (saturated) market Serving small national markets is not sufficient to compete against other global competitors

    6. 23.1.2007 Jobber, Chapter 22 6 Low-growth domestic markets Customer drivers Recession at home -> new opportunities overseas Suppliers with international presence expected Customers expanding abroad

    7. 23.1.2007 Jobber, Chapter 22 7 Competitive forces Companies feel obliged to follow others going abroad Attacking an overseas competitor, that entered domestic market, in his own home market

    8. 23.1.2007 Jobber, Chapter 22 8 Cost factors Portfolio balance Low-cost areas (labour: Taiwan, Korea…) Gaining economies of scale Different growth rates in different areas provide portfolio balance

    9. 23.1.2007 Jobber, Chapter 22 9 Deciding which markets to enter Macroenvironmental issues Economic influences Socio-cultural influences Political-legal influences Microenvironmental issues Market attractiveness Company Capability Profile

    10. 23.1.2007 Jobber, Chapter 22 10 Deciding which markets to enter Macroenvironmental issues Economic influences Socio-cultural influences Political-legal influences Microenvironmental issues Market attractiveness Company Capability Profile

    11. 23.1.2007 Jobber, Chapter 22 11 Macroenvironmental issues: Economic influences Country‘s size Per capita income Stage of economic development Infrastructure Exchange rate stability

    12. 23.1.2007 Jobber, Chapter 22 12 Macroenvironmental issues: Socio-cultural influences Psychic distance Cultural differences Attitudes Social Perspectives Language

    13. 23.1.2007 Jobber, Chapter 22 13 Macroenvironmental issues: Political-legal influences Attitude of foreign governments to Imports Foreign direct investment Political stability Trade barriers

    14. 23.1.2007 Jobber, Chapter 22 14 Microenvironmental issues: Market attractiveness Size & growth rate Competition Costs of serving the market (distribution and control) Profit potential Market access (informal ties between existing suppliers)

    15. 23.1.2007 Jobber, Chapter 22 15 Microenvironmental issues: Company capability profile Skills Necessary skills to market abroad? Compensation of shortfalls? Resources Financial resources for maybe higher market servicing costs? Human resources (local)?

    16. 23.1.2007 Jobber, Chapter 22 16 Microenvironmental issues: Company capability profile Product adaptation Product modifications: Local preferences/regulations Motivation/capability for redesign? Competitive advantage Ability to create a competitive advantage? Study foreign market!

    17. 23.1.2007 Jobber, Chapter 22 17 Deciding how to enter a market Exporting Indirect Direct Licensing Joint Ventures Direct investment

    18. 23.1.2007 Jobber, Chapter 22 18 Deciding how to enter a market Exporting Indirect Direct Licensing Joint Ventures Direct investment

    19. 23.1.2007 Jobber, Chapter 22 19 Indirect exporting Domestic-based export merchants who take title to the products & sell abroad Domestic-based export agents who sell on behalf of the exporter but do not take title

    20. 23.1.2007 Jobber, Chapter 22 20 Indirect exporting Piggy-backing Exporter uses other producer‘s overseas distribution facilities Co-operative organizations Act on behalf of a number of producers, partly controlled by them

    21. 23.1.2007 Jobber, Chapter 22 21 Direct exporting Foreign-based agents or distributors Domestic-based sales representatives Overseas sales/marketing office or subsidiary The internet

    22. 23.1.2007 Jobber, Chapter 22 22 Licensing Licensing Foreign Licensor provides a local licensee with access to technology Franchising Product & trade name franchising Business format franchising

    23. 23.1.2007 Jobber, Chapter 22 23 Joint Ventures Contractual joint-venture No new enterprise, share cost, investment, risk and profit Equity joint-venture New company, foreign & local investors

    24. 23.1.2007 Jobber, Chapter 22 24 Joint Ventures Joint Ventures are often the only way to enter a market: Government restrictions to market entry Foreign companies lack the resources to set up production facilities alone

    25. 23.1.2007 Jobber, Chapter 22 25 Direct investment Acquisition of foreign producer Buying-out joint-venture partner Building new facilities Expensive and risky but quick way of entering new market

    26. 23.1.2007 Jobber, Chapter 22 26 Selecting an entry mode Control, Resources, Risk

    27. 23.1.2007 Jobber, Chapter 22 27 Developing international marketing strategy Standardization or adaption International marketing mix decisions Product Promotion Price Place

    28. 23.1.2007 Jobber, Chapter 22 28 Developing international marketing strategy Standardization or adaption International marketing mix decisions Product Promotion Price Place

    29. 23.1.2007 Jobber, Chapter 22 29 Standardization or adaptation Few totally standardized mixes Coca-Cola differs sweetness & carbonization McDonald‘s: meat in hamburgers, menu with(out) salad

    30. 23.1.2007 Jobber, Chapter 22 30 International marketing mix Product Global market to justify huge R&D costs Pharmaceutical industry Authentic national heritage: Scotch whisky, Belgian chocolate, French wine

    31. 23.1.2007 Jobber, Chapter 22 31 International marketing mix Promotion Standardized advertising for consistent image identity also for international travellers Adaptations: Language, local taboos, different use of goods, local culture

    32. 23.1.2007 Jobber, Chapter 22 32 International marketing mix Price Local competition Customers Transfer pricing Taxes, tariffs, exchange rates Counter trade Parallel importing

    33. 23.1.2007 Jobber, Chapter 22 33 International marketing mix Place Distribution channels In Spain yoghurt was sold through pharmacies Germany, UK etc. sell some pharmaceuticals in grocery outlets

    34. 23.1.2007 Jobber, Chapter 22 34 Organizing for international operations Organization Centralization vs. decentralization

    35. 23.1.2007 Jobber, Chapter 22 35 Organizing for international operations Organization Centralization vs. decentralization

    36. 23.1.2007 Jobber, Chapter 22 36 Organization International Overseas operations are appendages to a central domestic operation Global Overseas operations viewed as „delivery pipelines“ to a unified global market

    37. 23.1.2007 Jobber, Chapter 22 37 Organization Multinational Regard for overseas operations as portfolio of independent businesses Rather decentralized Transnational Coordination & cooperation in an environment of shared decision-making

    38. 23.1.2007 Jobber, Chapter 22 38 Centralization Global integration of international operations Reaps economies of scale Provides integrated marketing profile

    39. 23.1.2007 Jobber, Chapter 22 39 Decentralization Delegation of international operations to individual countries or regions „Regional responsiveness“ Maximizes customization of products to regional preferences

    40. 23.1.2007 Jobber, Chapter 22 40 Thank you for your attention

More Related