Market Entry Options Ansoff‘s Market Growth Matrix Timing: Waterfall versus Sprinkler Strategies

1. Prof. Dr. Bodo Abel Hamburg University of Economics and PoliticsGlobal Marketing Management Strategies Market Entry Options Ansoff‘s Market Growth Matrix Timing: Waterfall versus Sprinkler Strategies Standardization versus Customization Global Market Segmentation Positioning Literature Jeannet, J.-P. / Hennessey, H. D.: Global Marketing Strategies, 5th Ed., Boston et. al., 2001 Kotabe, M. / Helsen, K.: Global Marketing Management, 2nd. Ed., New York et. al., 2000 Keegan, W. J./ Green, M. C. :Global Marketing Management, 7th Ed. New Jersey, 2001

2. Ansoff‘s Product Market Growth Matrix Market Penetration Market Development Diversification Horizontal Vertical Lateral Product Development Akhter, S. H.: Global Marketing, Cincinnati 1994, S. 149

3. Ansoff‘s Product Market Growth MatrixInternational Modification 1

4. Timing strategy Waterfall-Strategy Sprinkler-Strategy

5. Globalization versus Customization Globalization (Standardization) Customization (Differentiation) Standardization and Customization Dual Strategies Think global, act local

6. Globalization Dimensions ähnlich: Meffert, H. / Bolz, J.: Internationales Marketing-Management, Stuttgart 1998, S, 156

7. Consequences of Standardization

8. Segmentation • Market into different groups of consumers • Differ in response to marketing mix program • Target: Tailor the marketing mix to each segment, to do a better job in satisfying the needs of the target segments Internal homogeneous External heterogeneous Kotabe, M. / Helsen, K.: Global Marketing Management, New York et. al., 1998, S. 184

9. Segmentation: Criteria Enviromental Physical (Geographic) cultural, regulatory political, economic DemographicAge, gender, income, education, occupation PsychographicAttitudes, values, lifestyles Behavior Buy, usage rates: heavy, medium, light, nonuser Benefit Keegan, W. J. Global Marketing Management, 6th Ed. New Jersey, 1999, S. 198 -206

10. Requirements for effective Market Segmentation Measurable Easy to define and to measure Sizable Large enough to be worth going after Accessible Easy to reach via Media Actionable Marketing Programs can be developed to evoke the desired resonse Competitive Intensity Segments are not preempted by the competitors Growth Potential Kotabe, M. / Helsen, K.: Global Marketing Management, New York et. al., 1998, p. 184

11. (Cross-Cultural-Groups) Cross-Border Segments Groups out of different Cultures / Countries are more homogeneous than Groups out of the same Culture / Country

12. Backer Spielvogel & Bates’ Global Scan Adapters Older, content with their lives, maintain their values while keeping open minds Traditionals “Rooted to the past”, clings to country’s heritage and cultural values Pressured Largely comprised of woman, cuts across age groups, constant financial and family pressures. Life’s problems overwhelm the members Achievers Older than strivers, affluent, are upwardly mobile, already have attained a good success Strivers Median age 31, live hectic, on-the-go lives, driven to achieve success, materialistic, pleasure seekers Keegan, W. J. Global Marketing Management, 6th Ed. New Jersey, 1999, S. 202

13. Backer Spielvogel & Bates’ Global Scan Adapters Traditionals Pressured Achievers Strivers Keegan, W. J. Global Marketing Management, 6th Ed. New Jersey, 1999, S. 202

14. Strategic Positioning Customizing and Quality Positioning Fairground Tourist Positioning Outpacing Low Price and Mass Product Positioning

15. Outpacing-Strategy Requirements Strong competition Cost management Outsourcing Global Sourcing Just-in-Time-Logistics Costs- und process-optimization Professional Market Research Unique Selling / Felling Proposition (USP / UFP) Examples Standardization: Benetton, Gap, Honda, Toyota, Mitsubishi, Swatch Differentiation: Levis, Corona, Foster, Guinness (Beer) Hünerberg, p. 137 f. und p. 158

16. Strategic Positioning: Consequences Hünerberg, S. 137 f. und S. 158 und Meffert,Marketing Management, Wiesbaden 1994, S. 243