Ch1
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This chapter introduces global marketing and discusses key concepts. Global marketing involves marketing activities outside a company's home country. It discusses adapting versus standardizing the marketing mix across countries. Different orientations for global strategies are reviewed, from ethnocentric to geocentric. Forces driving and restraining global integration are examined, including technology, trade agreements, and national controls. The book overview previews contents on the global marketing environment, strategy, marketing mix, and integrating dimensions of global marketing.
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Ch1
- 1. Global Marketing Global Edition Warren J. Keegan Mark C. Green Introduction to Global Marketing Chapter 1 Copyright 2013, Pearson Education
- 2. Copyright 2013, Pearson Education INTRODUCTION • Global vs. “Regular” Marketing - Scope of activities are outside the home-country market
- 3. Copyright 2013, Pearson Education GLOBAL MARKETING • Create value for customers by improving benefits or reducing price – Improve the product – Find new distribution channels – Create better communications – Cut monetary and non-monetary costs and prices Value=Benefits/Price
- 4. Copyright 2013, Pearson Education GLOBALIZATION “Economic globalization constitutes integration of national economies into the international economy through trade, direct foreign investment (by corporations and multinationals), short-term capital flows, international flows of workers and humanity generally, and flows of technology.” ~Jagdish Bhagwait~
- 5. Copyright 2013, Pearson Education GLOBAL INDUSTRIES • An industry is global to the extent that a company’s industry position in one country is interdependent with its industry position in another country Indicators of globalization: •Ratio of cross-border investment to total capital investment •Proportion of industry revenue generated by all companies that compete in key world regions •Ratio of cross-border trade to worldwide production Coca Cola spent $5 billion worldwide on promotions and marketing in 2010
- 6. Copyright 2013, Pearson Education COMPETITIVE ADVANTAGE, GLOBALIZATION & GLOBAL INDUSTRIES • Focus – Concentration and attention on core business and competence “Nestle is focused: We are food and beverages. We are not running bicycle shops. Even in food we are not in all fields. There are certain areas we do not touch…We have no soft drinks because I have said we will either buy Coca-Cola or we leave it alone. This is focus.” ~Helmut Maucher, former chairman of Nestlé SA~
- 7. Copyright 2013, Pearson Education GLOBAL MARKETING: What It Is & What It Isn’t Single Country Marketing Strategy • Target Market Strategy • Marketing Mix – Product – Price – Promotion – Place Global Marketing Strategy • Global Market Participation • Marketing Mix Development – 4 P’s: Adapt or Standardize? • Concentration of Marketing Activities • Coordination of Marketing Activities • Integration of Competitive Moves
- 8. Copyright 2013, Pearson Education STANDARDIZATION vs. ADAPTATION • Globalization (Standardization) – Developing standardized products marketed worldwide with a standardized marketing mix – Essence of mass marketing • Global localization (Adaptation) – Mixing standardization and customization in a way that minimizes costs while maximizing satisfaction – Essence of segmentation – Think globally, act locally
- 9. Copyright 2013, Pearson Education STANDARDIZATION vs. ADAPTATION The Faces of Coca-Cola Around the World Arabic Read right to left Chinese “delicious/happiness”
- 10. Copyright 2013, Pearson Education McDonald’s Global Marketing
- 11. Copyright 2013, Pearson Education The Importance of Going Global • For U.S. companies, 75% of total world market for goods and services is outside the country – Coca-Cola earns 75% of operating income and 2/3 of profit outside of North America • For Japanese companies, 90% of world market is outside the country • 94% of market potential is outside of Germany for its companies even though it is the largest EU market
- 12. Copyright 2013, Pearson Education How Big Is The Global Market?
- 13. Copyright 2013, Pearson Education Management Orientations • Ethnocentric Orientation – Home country is superior to others – Sees only similarities in other countries – Assumes products and practices that succeed at home will be successful everywhere – Leads to a standardized or extension approach
- 14. Copyright 2013, Pearson Education Management Orientations • Polycentric Orientation – Each country is unique – Each subsidiary develops its own unique business and marketing strategies – Often referred to as multinational – Leads to a localized or adaptation approach that assumes products must be adapted to local market conditions
- 15. Copyright 2013, Pearson Education Management Orientations • Regiocentric Orientation – A region is the relevant geographic unit • Ex: The NAFTA or European Union market – Some companies serve markets throughout the world but on a regional basis • Ex: General Motors had four regions for decades European Union
- 16. Copyright 2013, Pearson Education Management Orientations • Geocentric Orientation – Entire world is a potential market – Strives for integrated global strategies – Also known as a global or transnational company – Retains an association with the headquarters country – Pursues serving world markets from a single country or sources globally to focus on select country markets – Leads to a combination of extension and adaptation elements
- 17. Copyright 2013, Pearson Education Forces Affecting Global Integration & Global Marketing • Multilateral trade agreements • Converging market needs and wants and the information revolution • Transportation and communication improvements • Product development costs
- 18. Copyright 2013, Pearson Education Driving Forces Affecting Global Integration and Global Marketing • Quality – R&D as a percent of sales • World economic trends – 2008 global crisis – Growing middle class in China, India, Brazil, etc. – Rapid growth in China pre- 2008 – Movement to free markets worldwide
- 19. Copyright 2013, Pearson Education Driving Forces Affecting Global Integration and Global Marketing • Leverage –Experience transfers –Scale economies –Resource utilization –Global strategy
- 20. Copyright 2013, Pearson Education Restraining Forces Affecting Global Integration and Global Marketing • Management myopia • Organizational culture • National controls • Opposition to globalization
- 21. Copyright 2013, Pearson Education Book Overview • Part I: Overview of Global Marketing • Part II: Environments of Global Marketing • Part III: Global Strategy • Part IV: Global Considerations of the Marketing Mix • Part V: Integrating the Dimensions of Global Marketing
- 22. Copyright 2013, Pearson Education Looking Ahead to Chapter 2 The Global Economic Environment
Notas do Editor
- The matrix shows that Market Development is defined as taking existing products into new markets, for instance Starbucks’s expansion into India via an alliance with the Tata Group. Product development is developing new products and placing them in existing markets. Starbucks created a brand of instant coffee, Via, to enable its customers to enjoy coffee at the office and other locations where brewed coffee is not available. After a successful launch in the US, Starbucks rolled out Via in Great Britain, Japan, South Korea and several other Asian countries. Diversification is developing new products for new markets. Starbucks has launched several new ventures, CD’s and movie production. Next: Revamping stores so they can serve as wine bars and attract new customers in the evening.
- Companies that use price as a competitive weapon may use global sourcing to access cheap raw materials or low-wage labor. Companies can seek to improve process efficiencies or gain economies of scale with high production volumes. Marketers may be able to reduce non-monetary costs by decreasing the time and effort customers expend to learn about or seek out the product. A market is defined as people and organizations that are both able and willing to buy. A successful product or brand must be of acceptable quality and consistent with buyer behavior, expectations, and preferences. If a company is able to offer a combination of superior product, distribution or promotion benefits, and lower price than competitors, it should enjoy a competitive advantage. Japanese auto makers made significant gains in the American market in the 1980s by creating a superior value proposition. They offered cars with higher quality and lower prices than those made by American car companies.
- 80% of Coca-Cola’s case sales come from outside the US. Brazil, Mexico, China and Japan account for 31% of case sales (Annual Report, 2011) The photo shows: BARCELONA - SEPTEMBER 4: Alexis Sanchez of Chile warms-up before the friendly match between Mexico and Chile, final score 1 - 0, on September 4, 2011, in Cornella stadium, Barcelona, Spain
- When a company succeeds in creating more value for customers than its competitors, that company is said to enjoy competitive advantage. CA is measured relative to rivals in an industry. A local laundromat is in a local industry and competes locally. A national company competes within its country’s borders. Global industries compete globally—consumer electronics, apparel, automobiles, steel, pharmaceuticals, furniture, etc.
- Since countries and people are different, marketing practices that work in one country will not necessarily work in another. Customer preferences, competitors, channels of distribution, and communication may differ. Global marketers must realize the extent to which plans and programs may be extended or need adaptation. The way a company addresses this task is a reflection of its global marketing strategy (GMS). Standardization versus adaptation is the extent to which each marketing mix element can be executed in the same or different ways in various country markets. Concentration of marketing activities is the extent to which marketing mix activities are performed in one or a few country locations. Coordination of marketing activities refers to the extent to which marketing mix activities are planned and executed interdependently around the globe. Integration of competitive moves is the extent to which a firm’s competitive marketing tactics are interdependent in different parts of the world.
- The design is basically the same but the name is frequently transliterated into local languages. The Arabic label is read right to left; the Chinese label translates “delicious/happiness.”
- Ethnocentric orientation leads to a standardized or extension approach. Foreign operations are typically viewed as being secondary or subordinate to the country in which the company is headquartered. Sometimes valuable managerial knowledge and experience in local markets may go unnoticed. Manufacturing firms may view foreign markets as dumping grounds with little or no marketing research conducted, manufacturing modifications made or attention paid to customer needs and wants. In Nissan’s early days of exporting to the U.S., the company shipped cars for the mild Japanese winters. Executives assumed that when the weather turned cold, Americans would put a blanket over their cars just like Japanese would. Nissan’s spokesperson said, “We tried for a long time to design cars in Japan and shove them down the American consumer’s throat. That didn’t work very well.” Michael Mondavi, former CEO of the wine company said, “Robert Mondavi was a local winery that thought locally, grew locally, produced locally, and sold globally…To be a truly global company, I believe it’s imperative to grow and produce great wines in the world in the best wine-growing regions, regardless of the country or the borders.”
- Citicorp used this approach until the mid-1990’s when John Reed instilled a geocentric approach. He sought to instill a higher degree of integration among operating units. James Bailey, Citicorp executive said, “We were like a medieval state. There was the king and his court and they were in charge, right? No. It was the land barons who were in charge. The king and his court might declare this or that, but the land barons went and did their thing.” Jack Welch at GE also sought to instill a geocentric approach.
- At GM, executives were given considerable autonomy in designing autos for their regions. One result was the use of 270 different radios being installed around the world.
- Ex: GM now assigns engineering jobs worldwide. A Detroit global council determines $7 billion annual budget allocation for new product development. One goal is to save 40% on cost of radios by using only 50 instead of 270 different ones. Basil Drossos, president of GM Argentina said “We are talking about becoming a global corporation as opposed to a multinational company; that implies that the centers of expertise may reside anywhere that best reside.” Other examples: Harley-Davidson (U.S.), Waterford (Ireland), Gap (U.S.)
- DRIVING FORCES Regional agreements: NAFTA, EU expansion and single currency. WTO (1994) Market needs and wants and IT: There are cultural universals as well as differences. Common elements in human nature provide the opportunity to create and serve global markets, i.e. soft drinks. Companies must recognize that product adaptation is not always necessary and that competitors may be serving global customers. The information revolution which Thomas Friedman calls the democratization of information is one reason for the trend to convergence. CNN and MTV allow people in remote areas to compare their lifestyles to others. Advertising overlapping national boundaries like in Asia or Europe and the mobility of consumers in these markets has allowed for pan-regional positioning. The Internet is perhaps the strongest force that allows people everywhere to buy and sell. Transportation and communication: Jets allow around the world travel in less than 48 hours. 1970: 75 million international passengers. 2003: 540 million. Airlines sell each other’s seats thanks to modern technology. International phone calls are inexpensive and there are many other ways to communicate like fax, e-mail, video conferencing, wi-fi and broadband internet. Transportation costs have fallen. Due to specially designed ships, the cost of shipping autos from Japan to the U.S. is less than the cost to ship from Detroit to either U.S. coast. Intermodal transportation uses 20 to 40 foot containers that may be transferred from trucks to railroad cars to ships. Product Development Costs: New pharmaceutical cost in 1976 = $76 million; today = $400 million and up to 14 years to get a drug approved. Pharmaceutical companies go global to spread the costs. However, only seven countries account for 75% of sales.
- Quality: Global and domestic companies may each spend 5% of sales on R&D but the global company has much more revenue from its markets. Global companies “raise the bar” for all industry competitors. Nissan, Matsushita, and Caterpillar have achieved world-class quality. World Economic Trends: Economic growth in key developing countries = major market opportunities. Slowing growth in developed countries has compelled managers to look abroad. Rapid economic growth, in a country such as China, has caused policymakers to open markets to outsiders. Competition can strengthen domestic companies. Domestic companies seek more governmental protection if markets are not growing. Worldwide movement to free markets, deregulation, and privatization is another driving force. As independent private managers take over running businesses (steel, railroads, telephones, airlines, utilities, restaurants, nightclubs) from governments, they are are likely to seek the best deals, regardless of the nationality of the supplier. Leverage: A company enjoys some type of advantage by virtue of the fact that it has experience in more than one country. Experience transfers mean that a company can leverage its experience in any part of the world. It can use management practices, strategies, products, advertising appeals, or sales or promotional ideas that have been test-marketed in one country or region and apply them in comparable markets. Since Chevron has drilled for oil under all conditions and recorded them, managers with a problem know how it has been handled in the past. Scale economies can be gained in manufacturing and by centralizing functional activities. Resource utilization means that global companies can scan the entire world to identify people, money and raw material that will enable it to compete most effectively in world markets. Rising and falling “home country” currency is not an issue as the world is full of currencies and a global company seeks financial resources on the best available terms. It uses them where there is the best opportunity to serve a need at a profit. Global strategy is a design to create a winning offering on a global scale. A global strategy is built on an information system that scans the world business environment to identify opportunities, trends, threats, and resources. When opportunities are identified, the global company leverages its skills and focuses its resources to create superior value for customers and achieve competitive advantage.
- Management Myopia and Organizational Culture: Ethnocentric companies will not expand geographically. Managers tend to dictate when they should create strong local teams that they can rely upon for market information. Know-it-all local teams won’t listen to management and all-knowing managers won’t listen to local experts. Successful global companies have learned to integrate global vision and perspective with local market initiative and input. National controls: Every country tries to protect its home industries and services through tariff and non-tariff controls. Thanks to organizations like GATT, WTO, NAFTA, EU, and other economic agreements, tariffs have been largely removed in high-income countries. Non-tariff barriers to trade include “Buy Local” campaigns, food safety rules and other bureaucratic obstacles. Opposition to Globalization: Globophobia is the term used to describe an attitude of hostility toward trade agreements, global brands, or company policies that appear to result in hardship for some individuals or countries while benefiting others. Opponents to globalization include college or university students, NGOs and labor unions. Some Americans believe that globalization has sent American jobs—both blue-and white-collar—overseas and also depressed wages at home. In developing countries, many believe that free trade agreements benefit the world’s most advanced countries. An unemployed miner in Bolivia said, “Globalization is just another name for submission and domination. We’ve had to live with that here for 500 years and now we want to be our own masters.”