IMM Module 3 - VTU MBA
-
Upload
nagendra-raj-urs -
Category
Marketing
-
view
81 -
download
3
description
Transcript of IMM Module 3 - VTU MBA
![Page 1: IMM Module 3 - VTU MBA](https://reader035.fdocuments.us/reader035/viewer/2022081413/5492a6aeb47959564d8b4685/html5/thumbnails/1.jpg)
International Marketing Management
By Nagendra RCIT, Gubbi
![Page 2: IMM Module 3 - VTU MBA](https://reader035.fdocuments.us/reader035/viewer/2022081413/5492a6aeb47959564d8b4685/html5/thumbnails/2.jpg)
Global marketing management-planning and
organizationBy Nagendra R
CIT, Gubbi
![Page 3: IMM Module 3 - VTU MBA](https://reader035.fdocuments.us/reader035/viewer/2022081413/5492a6aeb47959564d8b4685/html5/thumbnails/3.jpg)
3
Global perspective? When?
• Emergence of WTO
• Creation of Free Trade Areas
• Benefits of Foreign Trade
• Revolution in Global Communications
• Fast and Efficient Transportation
• Opening of Previously Closed Markets
• When domestic market is crowded with the competition
![Page 4: IMM Module 3 - VTU MBA](https://reader035.fdocuments.us/reader035/viewer/2022081413/5492a6aeb47959564d8b4685/html5/thumbnails/4.jpg)
4
Global perspective? When?
• Rushing to foreign market before local companies capture the market
• With the increase in competition for expanding markets, MNC's are
changing their marketing strategies & their org structure
• Acquiring the global perspective is easy, but planning, organizing, and
willingness try new approaches, redefining company operations is
difficult…
![Page 5: IMM Module 3 - VTU MBA](https://reader035.fdocuments.us/reader035/viewer/2022081413/5492a6aeb47959564d8b4685/html5/thumbnails/5.jpg)
5
Global perspective is far more than understanding of
worldwide business and international career opportunities.
Enable people to understand the links between their own
lives and other part of the world.
Incremental growth of economic, social, political which
shape life.
Develop skills, attitudes and values to enable people
working together to bring change for good – Work for
sustained world where resources are shared.
Global perspective? What?
![Page 6: IMM Module 3 - VTU MBA](https://reader035.fdocuments.us/reader035/viewer/2022081413/5492a6aeb47959564d8b4685/html5/thumbnails/6.jpg)
6
1. Multinational Phase
2. Global Phase
3. Transnational Phase
Global Gate Ways
1. Multinational Phase: After WW-II, MNC’s from US &
Europe expanded into Asia, Europe and Latin America.
• Parent company maintained nominal control over
subsidiaries.
• Manufacturing & marketing of products were localized to
meet local demands
• Foreign markets needs are subordinate to the home markets
![Page 7: IMM Module 3 - VTU MBA](https://reader035.fdocuments.us/reader035/viewer/2022081413/5492a6aeb47959564d8b4685/html5/thumbnails/7.jpg)
7
Global Gate Ways2. Global Phase: Highlighted the merits of
standardization i.e Noted the convergence of world
markets
• Selling standardized products in standardized
methods all over the world Centralized core
competence activities
• R&D, Manufacturing, Management, etc
• E.g.: Semiconductors, Software, Boeing etc.
![Page 8: IMM Module 3 - VTU MBA](https://reader035.fdocuments.us/reader035/viewer/2022081413/5492a6aeb47959564d8b4685/html5/thumbnails/8.jpg)
8
Global Gate Ways3. Transnational Phase: Sumantra Ghoshal, Christopher
Bartlett etc developed a Transnational business idea
• Decentralized but Coordinated operations
• Products are tailored to suit local needs
• Central marketing plan but Local execution
• Subsidiaries network with each other and share
knowledge.
• Head Quarters manages and coordinates activities
![Page 9: IMM Module 3 - VTU MBA](https://reader035.fdocuments.us/reader035/viewer/2022081413/5492a6aeb47959564d8b4685/html5/thumbnails/9.jpg)
9
Standardization v/s adaption (1970s)
Globalization v/s Localization (1980s)
Global integration
v/s Local responsiveness (1990s)
Internet revolution
Homogeneous Vs Heterogeneous (21st Century)
An Old Debate and a New View
![Page 10: IMM Module 3 - VTU MBA](https://reader035.fdocuments.us/reader035/viewer/2022081413/5492a6aeb47959564d8b4685/html5/thumbnails/10.jpg)
10
Considerable factors are
Company objectives and resources
International commitment
Planning process
Planning for global market
![Page 11: IMM Module 3 - VTU MBA](https://reader035.fdocuments.us/reader035/viewer/2022081413/5492a6aeb47959564d8b4685/html5/thumbnails/11.jpg)
11
• Why plan?
To manage external, uncontrollable factors on the firm’s
strengths, weakness, objetives, and goals to attain desired
end
Allows rapid growth of international function, changing
markets, increasing competition, and turbulent changes in
the market
Planning relates to goals and methods of achieving them
Planning for global market
![Page 12: IMM Module 3 - VTU MBA](https://reader035.fdocuments.us/reader035/viewer/2022081413/5492a6aeb47959564d8b4685/html5/thumbnails/12.jpg)
12
International Planning Process
• What pdt to develop?• In which market?• What level of resource commitment?
• Where to allocate resources and efforts?• How to allocate resources and efforts ?
For the company entering a foreign market for the first time
For the company which has already committed
![Page 13: IMM Module 3 - VTU MBA](https://reader035.fdocuments.us/reader035/viewer/2022081413/5492a6aeb47959564d8b4685/html5/thumbnails/13.jpg)
13
Developing the International Marketing Plan• Develop strategies for the target market
Product mix
Distribution
Promotion mix
Pricing
• Plan international marketing programs
• Manage the international marketing effort:
Organize
Implement
Control
![Page 14: IMM Module 3 - VTU MBA](https://reader035.fdocuments.us/reader035/viewer/2022081413/5492a6aeb47959564d8b4685/html5/thumbnails/14.jpg)
14
International Planning ProcessInformation derived from each phase, market research, and evaluation of
program performance
Phase 1Preliminary analysis and
screening: Matching company/country needs
Phase 2Adapting the
marketing mix to target markets
Phase 3Developing the
marketing plan
Phase 4Implemen-tation and
control
Environmental uncontrollable, company character, and
screening criteria
Matching mix requirements
Marketing plandevelopment
Implementation, evaluation, and
control
![Page 15: IMM Module 3 - VTU MBA](https://reader035.fdocuments.us/reader035/viewer/2022081413/5492a6aeb47959564d8b4685/html5/thumbnails/15.jpg)
15
International Planning Process
Company Character
Philosophy
Objectives
Resources
Management style
Organization
Financial limitations
Management and
marketing skills
Products
Other
Phase 1 Preliminary Analysis and Screening: Matching Company/Country Needs
Host Country(s) Constraints Economic Political/legal Competitive Level of technology Culture Structures of distribution Geography Competition
Home Country Constraints Political Legal
Economic Other
![Page 16: IMM Module 3 - VTU MBA](https://reader035.fdocuments.us/reader035/viewer/2022081413/5492a6aeb47959564d8b4685/html5/thumbnails/16.jpg)
16
International Planning Process
Phase 2 Adapting The Marketing Mix To Target Markets
Product
Adaptation
Brand name
Features
Packaging
Service
Warranty
Style
Standard
Price
Credit
Discounts
Promotion
Advertising
Personal selling
Media
Message
Sales promotion
Distribution
Logistics
Channels
![Page 17: IMM Module 3 - VTU MBA](https://reader035.fdocuments.us/reader035/viewer/2022081413/5492a6aeb47959564d8b4685/html5/thumbnails/17.jpg)
17
International Planning Process
Phase 3 Developing the Marketing Plan
Situation analysis
Objectives and goals
Strategy and tactics
Budgets
Action programs
![Page 18: IMM Module 3 - VTU MBA](https://reader035.fdocuments.us/reader035/viewer/2022081413/5492a6aeb47959564d8b4685/html5/thumbnails/18.jpg)
18
International Planning Process
Phase 4 Implementation and Control
Objectives
Standards
Assign responsibility
Measure performance
Correct for error
![Page 19: IMM Module 3 - VTU MBA](https://reader035.fdocuments.us/reader035/viewer/2022081413/5492a6aeb47959564d8b4685/html5/thumbnails/19.jpg)
19
International Planning Types
co rpo ra te p la nn ing s tra te g ic p la nn ing ta c tica l p la nn ing
p la nn ing
Long term,incorporating generalized goals for the enterprise as whole
Conducted at the highest levels of mngt-deals with product,capital,and research and long term and short term goals of the company
Used in specific markets-made at local level-address adv and mktg questions
![Page 20: IMM Module 3 - VTU MBA](https://reader035.fdocuments.us/reader035/viewer/2022081413/5492a6aeb47959564d8b4685/html5/thumbnails/20.jpg)
20
Alternative Market-Entry Strategies• An entry strategy into the international market should reflect
on analysis of market characteristics such as:
– Potential sales
– Strategic importance
– Strengths of local resources
– Cultural differences
– Country restrictions
• Companies most often begin with modest export
involvement.
![Page 21: IMM Module 3 - VTU MBA](https://reader035.fdocuments.us/reader035/viewer/2022081413/5492a6aeb47959564d8b4685/html5/thumbnails/21.jpg)
21
Alternative Market-Entry Strategies• A company has four different modes of foreign market
entry from which to select:
– Exporting
– Contractual agreements
– Strategic alliances
– Direct foreign investments
![Page 22: IMM Module 3 - VTU MBA](https://reader035.fdocuments.us/reader035/viewer/2022081413/5492a6aeb47959564d8b4685/html5/thumbnails/22.jpg)
22
Alternative Market-Entry Strategies
![Page 23: IMM Module 3 - VTU MBA](https://reader035.fdocuments.us/reader035/viewer/2022081413/5492a6aeb47959564d8b4685/html5/thumbnails/23.jpg)
23
Exporting• Exporting accounts for some 10% of global activity.• Direct exporting - the company sells to a customer in
another country.• Indirect exporting – the company sells to a buyer (importer
or distribution) in the home country, who in turn exports the product.
• The Internet- Initially, Internet marketing focused on domestic sales, however, a
surprisingly large number of companies started receiving orders from customers in other countries, resulting in the concept of international Internet marketing (IIM).
• Direct sales- Particularly for high technology and big ticket industrial products.
![Page 24: IMM Module 3 - VTU MBA](https://reader035.fdocuments.us/reader035/viewer/2022081413/5492a6aeb47959564d8b4685/html5/thumbnails/24.jpg)
24
Contractual Agreements• Contractual agreements are long-term, non equity association
between a company and another in a foreign market.
• Licensing
- A means of establishing a foothold in foreign markets without large
capital outlays.
- A favorite strategy for small and medium-sized companies.
- Legitimate means of capitalizing on intellectual property in a
foreign market.
![Page 25: IMM Module 3 - VTU MBA](https://reader035.fdocuments.us/reader035/viewer/2022081413/5492a6aeb47959564d8b4685/html5/thumbnails/25.jpg)
25
Contractual agreements• Franchising
- Franchiser provides a standard package of products, systems, and
management services, and the franchisee provides market
knowledge, capital, and personal involvement in management.
- Two types of franchise agreements:
• Master franchise – gives the franchisee the rights to a specific
area with the authority to sell or establish sub franchises.
• Licensing
![Page 26: IMM Module 3 - VTU MBA](https://reader035.fdocuments.us/reader035/viewer/2022081413/5492a6aeb47959564d8b4685/html5/thumbnails/26.jpg)
26
A strategic international alliance (SIA)• A strategic international alliance (SIA) is a business
relationship established by two or more companies to
cooperate out of mutual need and to share risk in achieving a
common objective
• Firms enter SIAs for several reasons:- Opportunities for rapid expansion into new markets- Access to new technology- More efficient production and innovation- Reduced marketing costs- Strategic competitive moves- Access to additional sources of products and capital
![Page 27: IMM Module 3 - VTU MBA](https://reader035.fdocuments.us/reader035/viewer/2022081413/5492a6aeb47959564d8b4685/html5/thumbnails/27.jpg)
27
A strategic international alliance (SIA)
consortium
• Consortia are similar to joint ventures and could be classified
as such except for two unique characteristics:
• They typically involve a large number of participants
• They frequently operate in a country or market in which none
of the participants is currently active.
• Consortia are developed to pool financial and managerial
resources and to lessen risks.
![Page 28: IMM Module 3 - VTU MBA](https://reader035.fdocuments.us/reader035/viewer/2022081413/5492a6aeb47959564d8b4685/html5/thumbnails/28.jpg)
28
Direct Foreign Investment
Many Factors that have been found to influence the
structure and performance of direct investments:
- Timing
- The growing complexity and contingencies of contracts
- Transaction cost structures
- Technology transfer
- Degree of product differentiation
- The previous experiences and cultural diversity of acquired
firms
- Advertising and reputation barriers
![Page 29: IMM Module 3 - VTU MBA](https://reader035.fdocuments.us/reader035/viewer/2022081413/5492a6aeb47959564d8b4685/html5/thumbnails/29.jpg)
29
Organization – organizing for global competition
• Organization is defined by the formal structure,
coordination and control systems, and the
organization culture.
• It’s the formal arrangement of roles,
responsibilities and relationships within an
organization.
• It’s a powerful tool with which to implement
strategy.
![Page 30: IMM Module 3 - VTU MBA](https://reader035.fdocuments.us/reader035/viewer/2022081413/5492a6aeb47959564d8b4685/html5/thumbnails/30.jpg)
30
Organization – organizing for global competition
• The goal is to find a structure that:
Enables the company to respond to relevant market
environment differences
Ensures the diffusion of corporate knowledge and
experience throughout the entire system
• Organization’s must balance:
The value of centralized knowledge and control
The need for individualized response to local
markets
![Page 31: IMM Module 3 - VTU MBA](https://reader035.fdocuments.us/reader035/viewer/2022081413/5492a6aeb47959564d8b4685/html5/thumbnails/31.jpg)
31
Organization – organizing for global competitionVertical Differentiation:
(Centralization V/S Decentralization.)
• Vertical Integration: The issue of determining where in the
hierarchy, the authority to make decisions stand.
• Centralization is the degree to which high level managers,
usually above the country level, make strategic decisions
and pass them over to lower levels for implementation.
• Decisions made at foreign subsidiary level are considered
decentralized, and those made at HQ are considered to be
centralized.
![Page 32: IMM Module 3 - VTU MBA](https://reader035.fdocuments.us/reader035/viewer/2022081413/5492a6aeb47959564d8b4685/html5/thumbnails/32.jpg)
32
Organization – organizing for global competition
Horizontal Differentiation: (The Design of the Formal Structure)
• Horizontal Differentiation: The way a company designs
its formal structure to perform the following functions;
1. Specify the set of organizational tasks.
2. Divide these tasks into jobs, departments, subsidiaries
and divisions to get the work done.
3. Assign authority relationships to get the work done in a
way that supports co. strategy.
![Page 33: IMM Module 3 - VTU MBA](https://reader035.fdocuments.us/reader035/viewer/2022081413/5492a6aeb47959564d8b4685/html5/thumbnails/33.jpg)
33
Organization – organizing for global competition
In global marketing there is not a single best structure
Leading-edge global competitors share one key
organizational design characteristic:
Structure is flat and simple
In the 21st century corporations will have to find new,
more creative ways to organize
Must be flexible, efficient, and responsive to meet the
demands of globalizing markets
![Page 34: IMM Module 3 - VTU MBA](https://reader035.fdocuments.us/reader035/viewer/2022081413/5492a6aeb47959564d8b4685/html5/thumbnails/34.jpg)
34
Organization – organizing for global competition
• The basic functions of an organization are to provide:
– A route and locus of decision making and coordination.
– A system for reporting and communication.
• The types of structures that companies use to manage foreign
activities are divided into three categories.
– Little or no formal organizational recognition
– International division
– Global organizations
![Page 35: IMM Module 3 - VTU MBA](https://reader035.fdocuments.us/reader035/viewer/2022081413/5492a6aeb47959564d8b4685/html5/thumbnails/35.jpg)
35
Organization – organizing for global competition
• Competitive Environment• Environmental Stability• Similarity with Home Country• Common Traits/Integration• Availability of Local Qualified Labor
• Divisional Structure• Centralized vs. Decentralized
• International Department
Factors affecting Organisation Structure
External Factors
Internal Factors
![Page 36: IMM Module 3 - VTU MBA](https://reader035.fdocuments.us/reader035/viewer/2022081413/5492a6aeb47959564d8b4685/html5/thumbnails/36.jpg)
36
Organization – organizing for global competition
• Worldwide regional divisions
• International division
• Product divisions
• Matrix structure
• Domestic division
Types Organisation Structure
![Page 37: IMM Module 3 - VTU MBA](https://reader035.fdocuments.us/reader035/viewer/2022081413/5492a6aeb47959564d8b4685/html5/thumbnails/37.jpg)
37
Organization – organizing for global competition
Worldwide Regional Division
• Subsidiaries report directly to single division
responsible for operations
Geographical region
Country
• Better equipped to respond to country-specific
information and conditions
![Page 38: IMM Module 3 - VTU MBA](https://reader035.fdocuments.us/reader035/viewer/2022081413/5492a6aeb47959564d8b4685/html5/thumbnails/38.jpg)
38
Organization – organizing for global competition
Worldwide Regional Division
Worldwide Regional Division Structure: Frito-Lay.
![Page 39: IMM Module 3 - VTU MBA](https://reader035.fdocuments.us/reader035/viewer/2022081413/5492a6aeb47959564d8b4685/html5/thumbnails/39.jpg)
39
Organization – organizing for global competition
International Division Organizational
• Organizations vary in:
Size
Potential of targeted global markets
Local management competence
• Conflicting pressures may arise
For product and technical knowledge
Functional area expertise
Area and country knowledge
![Page 40: IMM Module 3 - VTU MBA](https://reader035.fdocuments.us/reader035/viewer/2022081413/5492a6aeb47959564d8b4685/html5/thumbnails/40.jpg)
40
Organization – organizing for global competition
Four factors that lead to this structure
Top management’s commitment to global operations has
increased enough to justify the position
Complexity of international operations requires a single
organizational unity
The firm has recognized the need for internal specialists to
deal with the demands of global operations
Management recognizes the importance of proactively
scanning the global horizon for opportunities and threats
![Page 41: IMM Module 3 - VTU MBA](https://reader035.fdocuments.us/reader035/viewer/2022081413/5492a6aeb47959564d8b4685/html5/thumbnails/41.jpg)
41
Organization – organizing for global competition
![Page 42: IMM Module 3 - VTU MBA](https://reader035.fdocuments.us/reader035/viewer/2022081413/5492a6aeb47959564d8b4685/html5/thumbnails/42.jpg)
42
Organization – organizing for global competition
Product Division Structure
• Subsidiaries report to the product division (strategic
business unit) with responsibility for the particular
products.
• In the past, this structure was common for high-tech
companies or multinational companies with diversified
portfolios
• increasingly, this format is replaced by the matrix
structure.
![Page 43: IMM Module 3 - VTU MBA](https://reader035.fdocuments.us/reader035/viewer/2022081413/5492a6aeb47959564d8b4685/html5/thumbnails/43.jpg)
43
Organization – organizing for global competition
• Firms with an international division have two main
divisions:
• The domestic division
• The international division
• Export department structure: division has
responsibility for all international operations
• International division structure: all foreign
subsidiaries report directly to a single division
responsible for international operations.
![Page 44: IMM Module 3 - VTU MBA](https://reader035.fdocuments.us/reader035/viewer/2022081413/5492a6aeb47959564d8b4685/html5/thumbnails/44.jpg)
44
Organization – organizing for global competition
![Page 45: IMM Module 3 - VTU MBA](https://reader035.fdocuments.us/reader035/viewer/2022081413/5492a6aeb47959564d8b4685/html5/thumbnails/45.jpg)
45
Organization – organizing for global competition
The Matrix Design
• Takes into account the multiple dimensions involved in
doing business internationally—• Functional areas, • Product, and • Region/country.
• In a matrix structure, two dimensions are integrated so
that each operational unit reports to both region/country
managers and product managers.
• E.g. Unilever with global and local brands
![Page 46: IMM Module 3 - VTU MBA](https://reader035.fdocuments.us/reader035/viewer/2022081413/5492a6aeb47959564d8b4685/html5/thumbnails/46.jpg)
46
Organization – organizing for global competition
• Functional competence – corporate staff with worldwide
responsibility contributes toward the development of functional
competence on a global basis.
• Product knowledge and know-how – Product managers that have a
worldwide responsibility can achieve new levels of product
competency.
• Region/country knowledge– understanding of economic, social,
political, and governmental market and competitive dimensions
• Knowledge of customer or industry and its needs – staff with
responsibility for serving industries on a global basis assist
organizations in their efforts to penetrate specific customer markets
![Page 47: IMM Module 3 - VTU MBA](https://reader035.fdocuments.us/reader035/viewer/2022081413/5492a6aeb47959564d8b4685/html5/thumbnails/47.jpg)
47
Organization – organizing for global competition
Chemicals
Plastics
Performance Products
FunctionalSolutions
AgriculturalSolutions
Oil & Gas
Europe NorthAmerica Asia Pacific South America,
Africa, Middle East
![Page 48: IMM Module 3 - VTU MBA](https://reader035.fdocuments.us/reader035/viewer/2022081413/5492a6aeb47959564d8b4685/html5/thumbnails/48.jpg)
48
Organization – organizing for global competition