Product or service to market in Ecuador (South America) International Planning Process
gsm123
Chapter12.pptxChapter 12
Global Marketing Management:
Planning and Organization
International Marketing
15th edition
Philip R. Cateora, Mary C. Gilly, and John L. Graham
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Global Marketing Management
The trend back toward localization
Caused by the new efficiencies of customization
Made possible by the Internet
Increasingly flexible manufacturing processes
From the marketing perspective customization is always best
Global markets continue to homogenize and diversify simultaneously
Best companies will avoid trap of focusing on country as the primary segmentation variable
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Benefits of Global Marketing
When large market segments can be identified
Economies of scale in production and marketing
Important competitive advantages for global companies
Transfer of experience and know-how
Across countries through improved coordination and integration of marketing activities
Marketing globally
Ensures that marketers have access to the toughest customers
Market diversity carries with it additional financial benefits
Firms are able to take advantage of changing financial circumstances
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International Planning Process
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Exhibit 12.1
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Alternative Market-Entry Strategies (1 of 2)
An entry strategy into international market should reflect on analysis
Market characteristics
Potential sales
Strategic importance
Strengths of local resources
Cultural differences
Country restrictions
Company capabilities and characteristics
Degree of near-market knowledge
Marketing involvement
Management commitment
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Alternative Market-Entry Strategies
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Exhibit 12.2
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Companies most often begin with modest export involvement
A company has four different modes of foreign market entry
Exporting
Contractual agreements
Strategic international alliances
Direct foreign investments
Alternative Market-Entry Strategies (2 of 2)
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Contractual Agreement (1 of 2)
Contractual agreements
Long-term,
Nonequity 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
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Contractual Agreement (2 of 2)
Franchising
Franchiser provides a standard package of products, systems, and management services
Franchise provides market knowledge, capital, and personal involvement in management
Expected to be the fastest-growing market-entry strategy
Two types of franchise agreements
Master franchise
Gives the franchisee the rights to a specific area with the authority to sell or establish subfranchises
Licensing
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Strategic International Alliances
Four characteristics define joint ventures:
JVs are established, separate, legal entities
The acknowledged intent by the partners to share in the management of the JV
There are partnerships between legally incorporated entities such as companies, chartered organizations, or governments, and not between individuals
Equity positions are held by each of the partners
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Strategic International Alliances
Consortia
Similar to joint ventures and could be classified as such except for two unique characteristics
Typically involve a large number of participants
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
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Direct Foreign Investment
Factors that 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
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