chapter 6 2014 Strategic Planning-theory1

Chapter6StrategicPlanning0PrinciplesofInternationalMarketing9thEditionPartII:InternationalMarketEntryandDevelopmentPartTwofocusesontheframeworkofgoingglobal.Itbeginsbypresentingtheoverallstrategicoptionsandtheirimplementationbythefirm,whichprovidestheframeworkforthesubsequentdevelopmentofthetext.Thissettingofthestageisfollowedbythedevelopmentoftheknowledgebasethroughmarketingresearch,whichensuresthatthecompanynotonlydoesthingrightbutalsodoestherightthings.Thenweconcentrateonmarketentry,primarilythroughexportingandotherlow-cost,low-riskinternationalexpansionalternatives,followedbythesystematicmultinationalexpansionofinternationallymoreexperiencedfirmChapterObjectivesThefirstpartofthechapterlaysoutaframeworkforthiseffortbyestablishingthedriversofthephenomenonandsuggestinghowmarketerscanandshouldtakeadvantageofthisopportunityintheirmarketingefforts.Closeattentionispaidtothechallengeglobalizationpresentstotheorganization'scapabilitytoimplementmarketingprogramsinthenewenvironment.ChapterObjectivesThefocusinthechapteristhestrategicplanningprocesssummarizedinExhibit6.4.ThispresentationshouldbeusedasthebasisofdiscussiononwhatglobalmarketersattempttoachieveandhowtheglobalapproachdiffersfromthetraditionalinternationalmarketingapproachChapterObjectivesThechapteralsodealswiththechallengesandopportunitiesfacedbylocalfirmsintheglobalmarket.Itemphasizesontheneedforthelocalmarketertobuildonanexistingcompetitiveadvantageoradoptacreativegrowthstrategyglobally.Inthisrespect,thelocalcompanyneedstodependonbothexternalandinternalrealities.StagesofInternationalDevelopmentDomesticMarketingExportMarketingMultinationalMarketingGlobalMarketingIntroductionStructuralDesignsHome/heterarchicalM&NTransnationalformScenariosCaseStudyInternationalizationPhilosophiesDomesticMarketingExportMarketingMultinationalMarketingGlobalMarketingLowornointernationalcommitmentFocusondomesticconsumersandhomecountryenvironmentDomesticfocusLimitedinternationalcommitmentInvolvesdirectorindirectexportEthnocentric(母国中心)SubstantialinternationalcommitmentFocusondifferentinternationalcountriesPolycentric(多中心)ExtensiveinternationalcommitmentFocusonregionsmarketsegmentsratherthancountriesRegiocentric（区域中心）GeocentricGlobalMarketingManymarketingmanagershavetofacetheincreasingglobalizationofmarketsandcompetition.Globalizationreflectsabusinessorientationwhichbelievesthat:Theworldisbecomingmorehomogeneous(同质)andDistinctions(区别)betweennationalmarketsarenotonlyfadingbutwouldeventuallydisappear.0Exhibit6.1:GlobalMarketingEvolution0P.185阶段GlobalizationdriversBothexternalandinternalfactorswillcreatethefavorableconditionsfordevelopmentofstrategyandresourceallocationonaglobalbasis,thesefactorscanbedividedintofollowing:1.Marketfactors–Includepurchasingpower,developedinfrastructures,technology,globalizationofdistributionchannels,andcross-borderretailalliances.Triad:NorthAmerica,Europe,andAsianPacificregion:sharesimilarconsumptionhabits0Globalizationdrivers2.Costfactors–Involveavoidingcostinefficienciesandduplicatedefforts.Pharmaceuticals:newdrugcost0Year\CostTime197016million(1600万)4years20101billion（10亿）12yearsGlobalizationdrivers3.Environmentalfactors–Includereducedgovernmentalbarriersandrapidtechnologicalevolution;bornglobalfirmsaretakingadvantageoftoday’smoreopentradingregionsandnewertechnologies.4.Competitivefactors–Includerapidproductinnovation,introduction,distribution.0TheOutcomeThefourglobalizationdrivershaveaffectedcountriesandindustrialsectorsdifferently.Commoditiesandmanufacturedgoodsarealreadyinaglobalizedstate,whilemanyconsumergoodsareacceleratingtowardmoreglobalization.Theleadingtradingnationsoftheworlddisplayfarmoreopennessthanlow-incomecountries,thusadvancingthestateofglobalizationingeneral.Exhibit6.3–TheGlobalLandscapebyIndustryandMarket0TheStrategicPlanningProcessGiventheopportunitiesandchallengesprovidedbythenewrealitiesofthemarketplacedecisionmakershavetoengageinstrategicplanningtomatchmarketswithproductsandothercorporateresourcesmoreeffectivelyandefficiently,tostrengthenthecompany’slong-termcompetitiveadvantagesTheprocesswasbeensummarizedasasequenceofsteps(P190)TheStrategicPlanningProcessFormalstrategicplanningcontributestobothfinancialperformanceaswellasnon-financialobjectivessuchas:Raisingtheefficacy(功效)ofnewproductlaunches.Reducingtheoperationcost.Improvingproductquality.Marketshareperformance.0TheStrategicPlanningProcessThreebroaddimensionstobekeptinmindwhileundertakingformalstrategicplanning:Thepotentialbenefitsforthecompanyintheshortandlongterm.Thecostsintermsofmanagementtimeandprocessrealignment.Thepresenceofthenecessarymanagementresourcetoundertaketheendeavor.0TheStrategicPlanningProcessExhibit6.4-GlobalStrategyFormulation(P190)0TheStrategicPlanningProcess(1)UnderstandingandadjustingthecorestrategyBeginswithacleardefinitionofthebusinessforwhichthestrategyistobedeveloped.Thestrategicbusinessunit(SBU)(战略业务单位)representsgroupsorganizedaroundproductmarketsimilaritiesbasedon:Needsorwantstobemet,Endusercustomerstobetargeted,Productsorservicesusedtomeetneedsofspecificcustomers.0MarketandcompetitiveanalysisHelpbalancerisks,resourcerequirements,competitiveeconomiesofscale,andprofitabilitytogainstrongerlong-termpositions.Helpunderstandthestructureoftheglobalindustryandidentifytheforcesthatdrivecompetitionanddetermineprofitability.InternalanalysisExaminethereadinessandcapabilityofthefirmtoundertakestrategicmoveswithitscurrentresources.0TheStrategicPlanningProcess(1)UnderstandingandadjustingthecorestrategyChoiceofcompetitivestrategy（竞争战略选择）Indealingwiththeglobalmarkets,themarkerhas3choicesofstrategies:costleadership(成本领先)differentiation(差异化)focus(集中战略)Country-marketchoice（国别市场选择）Segmentation（市场细分）0TheStrategicPlanningProcess(2)FormulatingaglobalmarketingstrategyCountry-marketchoiceAglobalstrategydoesnotimplythatacompanyshouldservetheentireglobe.Criticalchoicesrelatetotheallocationofacompany’sresourcesbetweendifferentcountriesandsegments.Factorsthatdeterminecountrymarketselection:Thestand-aloneattractivenessofthemarket(独立市场吸引力).Globalstrategicimportanceofthemarket.Possiblesynergies（协同效应）offeredbythemarket.0TheStrategicPlanningProcess(2)FormulatingaglobalmarketingstrategySegmentationThisapproachlooksatmarketsonaglobalorregionalbasis,therebyignoringthepoliticalboundariesthatotherwisedefinemarketsinmanycases（在许多情况下）.Allowsglobalmarketerstotakeadvantageofthebenefitsofstandardizationwhileaddressingtheuniqueneedsandexpectationsofaspecifictargetgroup.0TheStrategicPlanningProcess(2)FormulatingaglobalmarketingstrategySegmentationvariablesforconsumermarketsGeographicDemographic*region*age,sex*citysize*familysize*urban/rural*income,occupation*education,religionPsychographicBehavioural（消费心态）socialclass*buyingoccasions*lifestyle*benefitssought*personality*userstatus*usagerate*loyaltystatus*attitudestowardsproductSegmentationvariablesforindustrialmarketsDemographicOperatingvariables*industry*technology*companysize*user/nonuserstatus*location*customercapabilitiesPurchasingapproachesOtherfactors*purchasingfunctionorganization*situationalfactors:urgency,sizeof*powerstructureorder*generalpurchasepolicies*personalcharacteristics:attitudes*purchasingcriteriatowardsrisk,loyaltyExhibit6.8-BasesforGlobalMarketSegmentation(全球市场细分依据)(P197)EnvironmentalVariablesMarketingManagementVariablesGeographicVariablesPoliticalVariablesEconomicVariablesCulturalVariablesPromotionVariablesProductVariablesPriceVariablesDistributionVariablesBasesforInternationalMarketSegmentation0Marketingrelateddecisionswillhavetobemadeinfourareas:Thedegreeofstandardizationintheproductoffering（产品提供的 标准 excel标准偏差excel标准偏差函数exl标准差函数国标检验抽样标准表免费下载红头文件格式标准下载 化程度）.Marketingapproach（营销 方法 快递客服问题件处理详细方法山木方法pdf计算方法pdf华与华方法下载八字理论方法下载 ）Locationandextentofvalue-addingactivities（增值性活动）Competitivemoves（竞争性活动）0TheStrategicPlanningProcess(3)GlobalmarketingprogramdevelopmentThesuccessfulglobalmarketersofthefuturewillbethosewhocanachieveabalancebetweenlocalandregional/globalconcerns.Marketerswhohavetriedtheglobalconcepthaveoftenruninto(遇到)problemswithlocaldifferences.TheStrategicPlanningProcess(4)ImplementingGlobalMarketingSomepitfalls(缺陷)whichhandicap(阻碍)globalmarketingprogramsInsufficientresearchandthetendencytoover-standardize(不充分市场调研和过分标准化倾向).Inflexibilityinplanningandimplementation（项目规划和实施的灵活性不足）.Localresistanceintheformofnot-invented-heresyndrome(NIH)（产品非本地生产）,whichoccurswhencountryorganizationsarenotpartoftheplanningprocess,orifadoptionisforcedonthembyheadquarters.0TheStrategicPlanningProcess(4)ImplementingGlobalMarketingLocalizingglobalmarketing(全球营销本土化)ManagementprocessesGlobalizationenhancestheflowofinformation,leadingtoideaexchangeandstrengtheningoforganizationalvalues.Encouragepersonnelinterchangetogainexperienceabroad.Coordinateandleverageresourcesofthecorporation.Permitlocalmanagerstodeveloptheirownprogramswithinspecifiedparametersandsubjecttoapproval.MinimizetheinfluenceoftheNIHsyndromebyusingmotivationalpolicies.0TheStrategicPlanningProcess(4)ImplementingGlobalMarketingLocalizingglobalmarketingOrganizationstructuresEstablishglobalorregionalproductmanagersandtheirsupportgroupsatheadquarters.Thematrixstructureisconsideredmoreeffectiveintoday’sglobalmarketplace.Executeglobalaccountmanagementprogramstobuildrelationshipswithimportantcustomersandallowdevelopmentofinternalsystemsandinteraction.0TheStrategicPlanningProcess(4)ImplementingGlobalMarketingLocalizingglobalmarketingCorporatecultureAffectsandisaffectedbythemannerinwhichacompanyholdsitsoperationstogetherandmakesthemasingleentity,andcommitmenttotheglobalmarketplace.Themanagementdevelopmentsystemhastobetransparent;non-nationalexecutivesshouldhaveanequalchanceforthefasttracktotopmanagement.Implementcompensationandmobilitypoliciestoavailthebesttalentregardlessofjoblocation.0TheStrategicPlanningProcess(4)ImplementingGlobalMarketingTheglobalmarketplacepresentssignificantchallengesbutalsoopportunitiesforlocalfirms.AsglobalmarketerssuchasBoeing,McDonald’s,expandtheirpresence,therearelocalcompaniesthatmustdefendtheirpositionsorloseout4.TheLocalCompanyintheGlobalEnvironmentTheycannolongerrelyonthegovernmenttoprotectorsupportthem.Ifsellingoutorbecomingapartofabiggerglobalentityisnotanacceptableoption,thelocalmarketerwillhavetobuildonanexistingcompetitiveadvantageoradoptacreativegrowthstrategyglobally.4.TheLocalCompanyintheGlobalEnvironmentStrategiesavailabletothelocalcompanydependonbothexternalandinternalrealities.Exhibit6.10providesasummaryoftheoptionstobeconsidered(P205)Dodger:躲避者Defender:防御者Contender:奋斗者Extender:混合者4.TheLocalCompanyintheGlobalEnvironment