Kotler Asean (PPT)

8/9/2019 Kotler Asean (PPT)

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Philip KotlerS.C. Johnson & Son Distinguished Professor of International Marketing

Kellogg School of Management, Northwestern ni!ersit"


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#h" $S%$N

$S%$N Communit" '()*

$S%$N +egional Marketing

Contents


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#h" $S%$N




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+oert J. SamuelsonNewsweek columnist

-he #orld is Still +ound/

-he #orld is 0lat/

homas 1. 0riedmanNew York Times columnist

The Paradox of Globalization vs. Localization


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Globalization

Localization

Regionalization

Regionalization: The Right Balance

IC has allowed wide information access. 2oods and ser!ices can mo!e chea3er thanks to

chea3 trans3ortation and IC. he world is more orderless. In a 4at world, com3etition searches for lowest

cost.

National orders still ha!e economic meaning. National markets e5ist and are de6ned "

3s"cholog" and 3olitics. National economic and 3olitical setacks can

threaten gloali7ation.

Con!enience of 4ows of information, goods,ser!ices, and 3eo3le within the region

+elati!el" similar 3s"cholog" and nationalinterest within region


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paradox has forced countries to form regional b

Source8#iki3edia.com
http://upload.wikimedia.org/wikipedia/en/4/43/ActiveBlocs.PNG


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Regionalization of sia


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Regional Blocs, including East Asia will be prominentPrinci3al locs will e %uro3e, %ast $sia and the $mericas.

The 21stCentury is the Asian Century!

Asia will be almost half of the worlds economy by 22

Global !ie" of sia


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sia Pre#$risis: The %l&ing Geese

Note8-0l"ing 2eese/ is a conce3t de!elo3ed " Kaname $kamasu that est descries the economic structure of $sia efore the crisis.

he formation resemled 4"ing geese, headed " Ja3an, while the rest of the grou3 followed.Countries toward the front tend to transfer -older/ industries to countries at the ack.

Before the crisis' (the )&ing geese* phenomenon "as soaringthroughout sia and in)uencing the Paci+c Rim economies.


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$sian %conomic Crisis in )99:;)99


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fter the crisis' s,uadrons of the former )&ing geese' "ho increasingl&drive regional integration.

-R$ -,uadron

-/ -,uadron

$hina -,uadron

Korea -,uadron

0apan -,uadron

sia Post#$risis: The Regional -,uadrons


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india' "here the "orld1s "or2shop meets its o3

Manufacturing giant with the lowest3rices

="rid communist;ca3italist modelthat enales de!elo3ment

Solid 3rimar" schools Infrastructure that lures foreign

in!estment 2ood distriution of wealth with

higher 3er;ca3ita income

Strong technolog" and ser!iceindustr"

+elati!el" e>cient ca3italmarket

Strong 3ri!ate sector andlegal framework

?ounger workforce 2rowing 3o3ulation 2reat uni!ersit" s"stem Strong entre3reneurial culture $ttracts higher 3rices

+ed ta3e, corru3tion, toughlaor laws and ureaucrac"all deter in!estment

#oeful infrastructure 1ackluster 3rimar" education

s"stem %5clusi!e growth en!ironment

to the rich he 3ri!ati7ation of ke"

industries has sto33ed

=ea!" reliance on low 3rices #eak 6nancial s"stem Ine>cient ca3ital s"stem Slow 3o3ulation growth

$hina 4ndia

-tren

gth

s

5ea

2ne

sses

-tren

gth

s

5ea

2ne

sses

6 h ld -/ id th


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6o" should -/ ride the "aveof the rising ast 7read: $hindia89


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-/ $ountries at a Glance


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The Rising ast: Threat or pportunit&9

Threat pportunit&

$S%$N is the onl" regionca3ale of eing in the

dri!er seat of the 2reater%ast $sia integration@

Indi!idual countries in$S%$N are nothing

com3ared to Chindia

-/4ntegration

@ $S%$N is the 6rst to seat $S%$N countries together with China, India, Ja3an, SouthKorea, $ustralia, and New Aealand, as well as +ussia Bas an oser!er in one tale duringthe 6rst %ast $sia Summit.


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4nitiated b& -/' the +rst ast sia -ummit held in Kuala Lumpur';ala&sia' in >?' brought together leaders of the former

)&ing geese' "ith the ob@ective to establish the ast sia %ree Traderea b& =>A? and moving to"ards the /e" sia.

(Observer)

The %irst ast sia -ummit


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is -/ in the


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#h" $S%$N




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Single +egional Market+egional Production ase

he Peaceful, Pros3erous, and Peo3le;Centric $S%$N

$S%$N Securit"Communit"

B$SC

$S%$N %conomicCommunit"

B$%C

$S%$N Socio;Cultural

Communit"B$SCC

-/ $;;/4TC =>A?

To"ards -/ $ommunit& =>A?

Dual rack Strateg"

ProductionESu33l" Consum3tionEDemand


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5hat does -/ 4ntegration ;ean9

ariFs will e eliminated and non;tariFarriers will e graduall" 3hased out +ules and regulations will e sim3li6ed and

harmoni7ed $S%$N in!estors will e 3ermitted to in!est

in sectors formerl" closed to foreigners andthe ser!ices sector will also e o3ened u3

$ll arriers to the free4ow of goods, ser!ices,ca3ital, and skilled laor

are remo!ed

he region will ecome amore le!el 3la"ing 6eld

$33licale international standards and3ractices are followed, and 3olicies onintellectual 3ro3ert" rights and com3etitionare 3ut in 3lace

+egional infrastructure will e morede!elo3ed with the e53ansion oftrans3ortation, telecommunications andenerg" linkages


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%our Ke& -uccess %actors of -/ 4ntegration

+igorous 0ocus on=igh;Im3act Sectors

Source8 McKinse"&Com3an", $S%$N Com3etiti!eness Stud", '((G.

#orkaleInstitutions

Continued Su33ort" $S%$N 1eaders

More %Fecti!ePulic;Pri!ate

Collaoration


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$orporate Trends -upporting -/ 4ntegration

Global trends in manufacturing indicate a shift to"ardsadopting )exible production techni,ues and integrated

production chains

It is no longer cost eFecti!e for all manufacturing acti!ities to e done in in;houseor in a single countr"

MNCs are integrating their manufacturing acti!ities across se!eral locations

MNCs are not onl" seeking large consumer markets ut also regional sites wherethe" can estalish e>cient 3roduction networks

Regional Production Base


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Potential $ost -avings from -/ 4ntegration

B l d h i / d d


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Bene+ts to ;/$s argeting more sales

!olume in the $S%$Nmarket

Com3onents3rocurement on an$S%$N;wide asis

More 3roducts3eciali7ation to achie!e

economies of scale 2reater em3hasis on

3ro6tailit" using $S%$N;wide o3erations

Bene+ts to Local

$ompanies More e53ort o33ortunities

to $S%$N market $S%$N;wide e53ansion

o33ortunit" for cor3orategrowth strateg"

echnolog" and 6nancial

su33ort o33ortunitiesfrom MNCs

$S%$N;wide 3ool oftalent

Balanced pproach is /eeded

Balanced pproach


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#h" $S%$N




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5h t i ; 2 ti 9


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BR/


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(mind-share)

STRATEGY

(market-share)

TACTIC

Differentiation

'CORE' TACTIC

ProcessA!"E

'E#A$!ER'

% & *

+

,

A!"E(heart-share)

E./0ore En1a1e

E.ec2te

Positionin1'$EI#G'

STRATEGY

/ine $ore lements of ;ar2eting

- T

!

Three T&pes of -/ ;ar2eting $ompanies


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L$L- L$L-

;LT4#/T4/L-

$S%$N

B) =% 1HC$1 C=$MPIHNS B' =% 1HC$1S 2HIN2 $S%$N

BG =%

M1IN$IHN$1S0HCSIN2 HN$S%$N

Three T&pes of -/ ;ar2eting $ompanies

Local $hampions


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Local $hampions

- Pla& small b& serving niche mar2ets

T ddress the local needs and "ants

! ;aintain high level of customer intimac&

;B% $ards of ;ala&sia


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BR/


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BR/


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BR/


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Locals Going Regional

- Translate the regional positioning to local context

T nsure regional visibilit& and availabilit&

! Build regional brand

xtra 0oss of 4ndonesia


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BR/


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BR/


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BR/


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;/$s %ocusing on -/

- $oordinate the regional strateg&

T xecute the local customization

! ;aintain the consistenc& of the global value

Glorecalization pproach for ;/$s


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-trateg& Tactic !alue

Global

3ce7$onceptor8

Regional3ce

7-upervisor8

Local3ce

7perator8

-trateg& Tactic !alue

Global

3ce7$omposer8

Regional3ce

7$onductor8

Local3ce

74mproviser8

$onsistent

Global

!alue

$oordinated

Regional

-trateg&

$ustomized

Local

Tactic

;/$ T&pe = # ;/$ "ithGlorecalization pproach:

$onsistent global value'$oordinated regional

strateg&' and $ustomizedlocal tactic 7The E$ %ormula8

;/$ T&pe A # -trateg&' Tactic' and!alue are determined b& the

global o3ce "ith littlemodi+cation. Regional and localo3ces merel& act as supervisor

and operator.

pp

Camaha ;otor


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$onsistent Global!alue

$oordinatedRegional -trateg&

$ustomized LocalTactic

?amaha rand and -hree uning 0orks/ logo he s3irit of creating -Kando/ Bfeelings of dee3

satisfaction and e5citement as the rand mission ?amaha technolog" and 3roduction

-2rowth/ strateg" for $S%$N -Pro6tailit"/ strateg" for S and %uro3e

DiFerent 3roduct mi5 for each $S%$N countr"

DiFerent communication a33roach for each $S%$Ncountr"

To&ota Ki@ang


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& @ g

$onsistent Global!alue

$oordinatedRegional -trateg&

$ustomized LocalTactic

o"ota rand and -hree H!als/ logo Ja3an;ualit" manufacturing Sales, Ser!ice, and S3are 3arts usinesses

Positioning8 $S%$N 0amil" Car

DiFerent communication a33roach for each $S%$N

countr"

C 0 i


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Conc02sions

ASEAN is re!io"# b#oc o$ 550 %i##io" cus&o%ers'i& ric resources

ASEAN is sure &o !e& &&e"&io" $ro% *NCs "+

i"ves&ors bo& s source o$ ,ro+uc&s "+ %r-e&$or ,ro+uc&s

ASEAN 'i## bri"! be"e$i&s &o &e co%,"ies i" ## 10

ASEAN cou"&ries becuse i& 'i## #o'er &eir cos&s"+ ,rovi+e #r!er o,,or&u"i&ies

Kotler Asean (PPT)

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