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Marketing Management of International Trade
Session 1
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What is marketing?
The process by which companies create value for customers and build strong customer relationships in order to capture value from customers in return.
--Kotler and Armstrong (2010).
Marketing is the management process for identifying, anticipating and satisfying customer requirements profitably.
--The Chartered Institute of Marketing. Accessed 2012.
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In other words…
‘There will always be need for some selling. But the aim of marketing is to
make selling superfluous. The aim of marketing is to know and understand the
customer so well that the product or service fits him and sells itself. Ideally,
marketing should result in a customer who is ready to buy. All that should be needed is to make the product or service available’.
Peter Drucker
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What is marketing management?
Marketing management is theart and science
of choosing target markets and getting, keeping and growing
customers throughcreating, delivering and communicating
superior customer value.
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The 7Ps of the marketing mix
Figure 1.4 The 7Ps components of the marketing mix
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Motivations for Internationalization Efficiency
Economies of scale – access to a large number of new customers/markets
Exploit another country’s resources – labor raw materials, etc.
Extend the product life cycle Operational flexibility – shift production to other countries
as costs, exchange rates, etc., change over time
Strategic First mover in a product – favorable access to customers Cross-subsidization – use position in one country to
subsidize position in another country Leverage ownership advantages
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Motivations for Internationalization Risk
Diversify macroeconomic risks – economic growth and recessions vary across countries
Diversify operational risk – labor problems, earthquakes, wars
Learning Acquire new capabilities in diverse competitive
environments Reputation
Crossover customers from one market to another
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Sources of Growth
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Ansoff’s Matrix
Current Products New Products
Current MarketsMarket penetration strategy
Product development strategy
New MarketsMarket development strategy
Diversification strategy
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International vs. DomesticRISKS1. Cross-cultural risk: a situation or event
where a cultural miscommunication puts some human value at stake
2. Country risk: potentially adverse effects on company operations and profitability holes by developments in the political, legal, and economic environment in a foreign country
3. Currency risk: risk of adverse unexpected fluctuations in exchange rates
4. Commercial risk: firms potential loss or failure from poorly developed or executed business strategies, tactics, or procedures
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The marketing environment
Company Suppliers Distributors Dealers Target customers
Demographic Economic Physical Technological Political-legal Social-cultural
Task environment Broad environment
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International Strategy Forms
GlobalStrategyGlobal
StrategyTransnational
StrategyTransnational
Strategy
MultidomesticStrategy
MultidomesticStrategy
Home Replication
Home Replication
Pressures for Local Responsiveness
Low High
High
Low
Pre
ssure
s fo
r G
lob
al
Effi
cien
cies
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Pressures for Global Integration
Economies of Scale. Concentrating manufacturing in a few select locations to achieve economies of mass production.
Capitalize on converging consumer trends and universal needs. Companies such as Nike, Dell, ING, and Coca-Cola offer products that appeal to customers everywhere.
Uniform service to global customers. Services are easiest to standardize when firms can centralize their creation and delivery.
Global sourcing of raw materials, components, energy, and labor. Sourcing of inputs from large-scale, centralized suppliers provides benefits from economies of scale and consistent performance.
Global competitors. Global coordination is necessary to monitor and respond to competitive threats in foreign and domestic markets.
Availability of media that reaches customers in multiple markets. Firms now take advantage of the Internet and cross-national television to advertise their offerings in numerous countries simultaneously.
International Business: Strategy, Management, and the New Realities
13
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Pressures for Local Responsiveness
Unique resources and capabilities available to the firm. Each country has national endowments that the foreign firm should access.
Diversity of local customer needs. Businesses, such as clothing and food, require significant adaptation to local customer needs.
Differences in distribution channels. Small retailers in Japan understand local customs and needs, so locally responsive MNEs use them.
Local competition. When competing against numerous local rivals, centrally-controlled MNEs will have difficulty gaining market share with global products that are not adapted to local needs.
Cultural differences. For those products where cultural differences are important, such as clothing and furniture, local managers require considerable freedom from HQ to adapt the product and marketing.
Host government requirements and regulations. When governments impose trade barriers or complex business regulations, it can halt or reverse the competitive threat of foreign firms.
International Business: Strategy, Management, and the New Realities
14
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Corollary Approach
Director Sales and Marketing
Director Finance and Administration
Director Manufacturing and Operations
Export Operations
CEO
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Export Department
Director Sales and Marketing
Director Finance and Administration
Director Manufacturing and Operations
Director Export Operations
CEO
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International Division
Industrial Automotive Aerospace
Brake Company (Mexico)
Electronics company (France)
International
CEO
Diesel Company (France)
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Figure 14.1 Shougang Corp.’s Global Product Design
Chief Executive Officer
Real Estate
Financial Services
Steel Products
New Ventures
InsuranceBanking
Mining
Semiconductors
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Figure 14.2 Cadbury Schweppes PLC’s Global Area Design
Chairman and Chief Executive Officer
Executive VP, United Kingdom
Executive VP,North and South
America
Executive VP,Europe
Executive VP, Pacific Rim
Executive VP,Other Countries
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Figure 14.3 British Airways’ Global Functional Design
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Figure 14.4 Eastman Kodak’s Global Customer Design
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Figure 14.5 A Global Matrix Design
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Figure 14.6 Nissan USA’s Hybrid Design
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GMOA (Global Market Opportunity Assessment) Six Steps
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Basic Tools
PEST 5 Forces SWOT
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Understanding and Analyzing Markets
Political - includes (L)egal, (E)nvironmental law/policy
Economic - includes (E)nvironmental climate and weather
Social/Cultural - includes (D)emographic, (E)thical, (E)ducational, (E)nvironmental attitudes
Technological
P
E
S
T
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And many variants…
PEEST PESTEL PESTLE SLEPT STEEPLED PEST LIED
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Where PEST fits in
Environmental Scan
/ \
External Analysis Internal Analysis
/ \
Macroenvironment Microenvironment
|
PEST
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Political - Legal
Tax policy Employment laws Environmental regulations Consumer protection Special interest groups Government trade restriction and
support Licensing requirements Political Stability
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Economic
Income levels and PPP Economic growth rates and Business
cycles Inflation rate Price levels Consumer confidence Savings rate Debt and credit availability Exchange rates
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Sociocultural
Social values (Others, Environment, Health)
Trends and Fads Demographics Education Class structure and mobility Household patterns Religion
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Technological
Rate of technological adoption and change
Infrastructure ICT level Cost of energy R&D activity Supply chain efficiency Automation
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Where 5 Forces fits in
Environmental Scan
/ \
External Analysis Internal Analysis
/ \
Macroenvironment Microenvironment
| |
PEST Five Forces
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5 Forces Industry Analysis
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Threat of New Entrants
Barriers to entry1. Supply-side economies of scale (Intel)2. Demand-side economies of scale (ebay)3. Customer Switching costs (SAP software)4. Capital requirements5. Incumbency advantages regardless of
size6. Unequal access to distribution channels7. Restrictive government policies
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Power of Suppliers
Power increases if: Is more concentrated than the industry it
sells to (Microsoft) Supplier group does not depend heavily on
the industry for its profits Switching costs are high (Bloomberg
terminals) Suppliers offer differentiated products
(Drugs) Suppliers can threaten to forward integrate
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Power of Buyers
Power increases if: Few buyers and larger purchase volumes Industry products are standardized Buyers face few switching costs Buyers can threaten to integrate
backward
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Power of Buyers (2)
Price sensitivity is found when: Purchased product is a significant
percentage of procurement Buyers earn low profits Quality of buyers product isn’t
influenced by industries product Industry product has little effect on
buyer’s other costs
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Threat of Substitutes
It offers an attractive price-performance trade-off
Cost of switching is low
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Rivalry Among Competitors
Rivalry is greatest when: Competitors are numersous or are
roughly the same size Industry growth is slow Exit barriers are high Rivals are highly committed to business
and have leadership aspirations Firms cannot read each others signals
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Rivalry Among Competitors (2)Price competition most likely if: Products or services are nearly identical
and there are few switching costs Fixed costs are high and marginal costs
low Capacity must be expanded in large
increments to be efficient Product is perishable
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Industry Analysis (1)
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Industry Analysis (2)
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Pitfalls
Defining the industry too broadly or narrowly
Making lists instead of rigorous analysis Paying equal attention to all forces Confusing cyclical changes with
structural changes Using the analysis to declare an industry
attractive or unattractive rather than to guide strategic choices
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Where SWOT fits in
Environmental Scan
/ \
External Analysis Internal Analysis
/ \
Macroenvironment Microenvironment
| |
PEST Five Forces
OT SW
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SWOT
Summary for strategic purpose Clearly focused on a business objective Specific, unique, and detailed Complete ideas = multiple sentences
NOT single words Limited = two or three points in each area Organized = most important first (can be
weighted) SW = internal / OT = External
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Perform a SWOT analysis on Highly Brill Sports and Community Center, based upon the following issues:
1. The Center is located within a two-minute walk of the main bus station, and is a fifteen-minute ride away from the local railway station.
2. There is a competition size standard swimming pool; although it has no wave machines or whirlpool equipment as do competing local facilities.
3. It is located next to one of the largest shopping centers in Britain.
4. It is one of the oldest centers in the area and needs some cosmetic attention.
5. Due to an increase in disposable income over the last six years, local residents have more money to spend on leisure activities.
6. There has been a substantial decrease in the birth rate over the last ten years.
7. In general people are living longer and there are more local residents aged over fifty-five now than ever before.
8. After a heated argument with the manager of a competing leisure center, the leader of a respected local scuba club is looking for a new venue.
9. The local authority is considering privatizing all local community centers by the year 2000.
10. Press releases have just been issued to confirm that Highly Brill Center is the first center in the area to be awarded quality assurance standard BS EN ISO 9002.
11. A private joke between staff states that if you want a day-off from work that you should order a curry from the Center's canteen, which has never made a profit.
12. The Center has been offered the latest sporting craze.
13. Highly Brill Center has received a grant to fit special ramps and changing rooms to accommodate the local disabled.
14. It is widely acknowledged that Highly Brill has the best-trained and most respected staff of all of the centers in the locality.
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Dada Sky
Background Vijay Shivalingu is the Marketing Director for Dada Sky Inc,
based in Western India. He is beginning his marketing plan which will form the basis of a new and exciting satellite based digital TV and Internet experience.
Personal experience. Vijay has many years experience in the motor industry, and in
fact began his career at Dada Motors Inc after graduating from university with a degree in engineering. He has no formal marketing qualifications, but has lots of valuable real-world experience.
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Strengths. Dada has one of three new 25 -year government licenses to
supply satellite services across India. Dada will be the first to launch its new services in the
summer. Dada is a well-known brand in India for cars. It is not renowned for its technology brands.
Weaknesses. The company is 3 months behind schedule with its launch
programme.Opportunities. Huge expansion of TV and Internet access in India. The
expansion is growing by 100% per annum. The potential value of such a business could be huge.
Education will soon be delivered to remote Indian villages via the Internet and laptops. This is a government funded programme worth $1 billion US.
Threats. A large European competitor brand has also entered the
market. A large Australian competitor brand has announced a joint-
venture with a national terrestrial TV Indian brand.
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Strengths. Dada has one of three new 25 -year government licenses to
supply satellite services across India. Dada will be the first to launch its new services in the
summer. Dada is a well-known brand in India for cars. It is not renowned for its technology brands.
Strengths. REV Dada will be the first to launch its new services in the
summer. Being first to market will help it to land grab early customers. Competitors will need to work hard to get them to swap brands especially if they are satisfied with Dada's offering. 75%
Dada has one of three new 25 -year government licenses to supply satellite service across India. It is the only Indian national company to win this prestigious contract and this fact will undoubtedly help the company attract important early adopters keen to support their flag carrier brand. 25%
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Weaknesses. The company is 3 months behind schedule with its launch
programme.
Weaknesses. REV Dada is a well-known brand in India for cars. It is not
renowned for its technology brands. A rebranding exercise needs to be undertaken. It should emphasize the innovative nature of the brand. A large investment must be considered here. 60%
Dada is a well-known brand in India for industrial products. The company is 3 months behind schedule with its launch programme. This could mean that a competitor could launch before Dada. 40%
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Opportunities. Huge expansion of TV and Internet access in India. The
expansion is growing by 100% per annum. The potential value of such a business could be huge.
Education will soon be delivered to remote Indian villages via the Internet and laptops. This is a government funded programme worth $1 billion US.
Opportunities. REV Huge expansion of TV and Internet access in India. The
expansion is growing by 100% per annum. The potential value of such a business could be huge. Services will include telephone, mobile devices, pay-per-view TV, all sorts of channels supplying services such as Bollywood movies to Test Cricket. 80%
Education will soon be delivered to remote Indian villages via the Internet and laptops. This is a government funded programme worth $1 billion US. This opportunity will see regular income from the winning provider. As the national brand, this is vital business for Dada. 20%
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Threats. A large European competitor brand has also entered the
market. A large Australian competitor brand has announced a joint-
venture with a national terrestrial TV Indian brand.
Threats. REV A large Australian competitor brand has announced a joint-
venture with a national terrestrial TV Indian brand. The Indian TV brand is the most popular independent TV company in the country. This will help the consortium to seamlessly enter the market. 60%
A large European competitor brand has also entered the market. The company has years of international satellite experience and can build upon the synergy with its expanding British business. 40%