CH13E 中山大学吴柏林教授Kotler营销管理第11版绝密资料.docx

CH13E 中山大学吴柏林教授Kotler营销管理第11版绝密资料.docx

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CH13E中山大学吴柏林教授Kotler营销管理第11版绝密资料

Chapter13—DesigningGlobalMarketOfferings

Overview

Companiescannolongerfocusonlyontheirdomesticmarket,nomatterhowlargethemarket.Manyindustriesareglobalindustries,andtheirleadingfirmsachievelowercostsandhigherbrandawareness.Protectionistmeasurescanonlyslowdowntheinvasionofsuperiorgoods;thebestcompanydefenseisasoundglobaloffense.Atthesametime,globalmarketingisriskyduetoshiftingborders,unstablegovernments,foreignexchangeproblems,technologicalpirating,highproduct-andcommunication-adaptationcosts,andotherfactors.Thestepsingoinginternationalinclude:

1.Understandtheinternationalmarketingenvironment,particularlytheinternationaltradesystem.Inconsideringaparticularforeignmarket,thefirmmustassesstheeconomic,political,legal,andculturalcharacteristics.

2.Considerwhatproportionofforeigntototalsalestoseek,whethertodobusinessinafewormanycountries,andwhattypesofcountriestoenter.

3.Decidewhichparticularmarketstoenter,andthiscallsforevaluatingtheprobablerateofreturnoninvestmentagainstthelevelofrisk.

4.Decidehowtoentereachattractivemarket.Manycompaniesstartasindirectordirectexportersandthenmovetolicensing,jointventures,andfinallydirectinvestment;thiscompanyevolutionhasbeencalledtheinternationalizationprocess.

5.Decideontheextenttowhichtheproduct,promotion,price,anddistributionshouldbeadaptedtoindividualforeignmarkets.

6.Developaneffectiveorganizationforpursuinginternationalmarketing.Mostfirmsstartwithanexportdepartmentandgraduatetoaninternationaldivision.Afewbecomeglobalcompanies,whichmeansthattopmanagementplansandorganizesonaglobalbasis.

LearningObjectives

Afterreadingthechapterthestudentshouldunderstand:

∙Theimportanceofinternationalmarkets

∙Theriskinessofinternationalmarkets

∙Howtomakeinternationalmarketingdecisions

∙Differingentrystrategies

∙Differingmarketingorganizations

ChapterOutline

I.Introduction:

competingonaglobalbasis

II.Decidingwhethertogoabroad—considerfactorsthatmightdrawacompanyintotheinternationalarena

A.Pro—globalexposure,counterattacktohomeattacks,higherprofits/marginsforinternational,reducedependence,internationalservicingdomesticcustomers

B.Con—understandoverseaspreferences,foreignbusinessculture,underestimateforeignregulationsandcosts,lackmanagerswithinternationalexperience,commerciallaws/currency/political/expropriationproblems

III.Decidingwhichmarketstoenter—firmshoulddefineitsinternationalobjectivesandpolicies

A.Howmanymarketstoenter

B.Regionalfreetradezones

1.theEuropeanunion

2.NAFTA

3.Mercosul

C.Evaluatingpotentialmarkets

1.Wheretostart—psychicproximity

2.Riskvariables—highrankonmarketattractiveness,lowinmarketrisk,competitiveadvantage

IV.Decidinghowtoenterthemarket

A.Indirectanddirectexport

1.Indirect—workthroughindependentintermediariestoexportproducts

2.Direct—companyhandlesitsownexports,throughadomesticdepartment,overseassalesbranch,travelingreps,orforeign-baseddistributors/agents

B.Licensing—sellaforeigncompanytherightstoyourmanufacturingprocess,trademark,patent,tradesecret,etc.,forafee

C.Jointventures—joinwithlocalinvestorstoshareownershipandcontrol

D.Directinvestment—directownershipofforeign-basedoperations

E.Internationalizationprocess:

1.Noregularexportactivities

2.Exportviaindependentreps

3.Establishmentofoneormoresalessubsidiaries

4.Establishmentofproductionfacilitiesabroad

V.DecidingontheMarketingProgram

A.Product—straightextension,productadaptation,productinvention

B.Promotion—communication（promotion）adaptation,dual（productandpromotion）adaptation

C.Price—uniformprice,market-basedprice,cost-basedprice

D.Place（distributionchannels）—linksincludeseller’sinternationalmarketingheadquarters,channelsbetweennations,andchannelswithinnations

VI.Decidingonthemarketingorganization

A.Exportdepartment—firmshipsgoodstoothercountries.

B.Internationaldivision—firmbecomesinvolvedinseveralinternationalmarketsandventures

C.Globalorganization—firmnolongerthinksofitselfasanationalmarketer,allmanagementandstaffareinvolvedinworldwidepursuits

VII.Summary

Lecture1—WinningintheGlobalConsumerMarketplace

Thislectureanddiscussionfocusesonproductdevelopmentstrategyinaglobalmarketingsetting.

TeachingObjectives

∙Tostimulatestudentstothinkaboutthecriticalissues,proandcon,forafirmwhenitconsidersinternationalorglobalmarketdevelopment

Pointstoconsiderinevaluatingglobalmarkets

Theroleofglobalmarketingstrategiesandpoliciesinhelpingthefirmachieveabalancedinternationalcorporateandbrandstrategyandtoplanpossibleactionsforthefuture

Discussion

IntroductionandBackground—theGlobalShavingLegacy

Gillette,the$10billionBoston-basedconsumerproductsgiant,hasformorethan100yearsbuiltacorporateculturearoundfindingbetterwaystoremoveunwantedhairfromhumanbeings.Inaddition,GilletteisasmuchapartoftheAmericanlifestyleasCampbellSoupandCocaCola.

GillettealsosellsDuracellbatteries,BraunappliancesandParkerpensaroundtheworld.Still,bladesandrazorsarethebedrockofGillette’sglobalbrandingeffort.Likeothergreatmarketers,Gillettesimplyknowsitscustomersbetterthanitscompetitors.Ittests,measuresandratesproductsandpreferencesceaselesslyaroundtheworld.

Thecompanyhasparlayeditsfocusonitsmarketplace,anditsunmatchedabilitytoforecastwhatmenandwomenwillbuy,intoa72percentmarketshareinboththeUnitedStatesandEurope.Thisdominanceisbornfromarelentlesspursuitofbettershavingtechnologies,awillingnesstoinvestwhateverisrequiredtomanufactureitsproductseffectively,withanintegratedmarketingstrategythatworkseverywhere.

BLADEHISTORY

∙In1971,GillettedramaticallychangedtheshavingmarketplacewhenitintroducedTracII,thefirsttwinbladerazorwithtwoparallelbladeedgeshousedinasinglecartridge.

∙WithAtrain1977,Gilletteincreasedperformanceandpressedits“comfortandcloseness”marketinglinewithaninnovativepivotinghead.Duringthesametimeperiod,GillettefoughtwithBic,theFrenchcompanythatdevelopedGoodNews,thefirsttwinbladeddisposable.

∙Bythemid1980s,withdisposablerazorstakingupawhopping50percentofthemarket,Gilletteexecutivesdecidedtobreakoutofwhattheysawasadeadendstrategy.Withdisposables,therazorhadbecomeacommodity,andthebuyingdecisionwasbasedsolelyonpriceandconvenience.ForacompanylikeGillette,thiswasadebilitatingsituation.

∙Gilletteneededadifferentiator,aproductuponwhichthebrandcouldbeelevatedandmarketsharesubstantiallyincreased.Ratherthancompeteontheexistingplayingfield,Gillettesimplycreatedanewcategory,theshavingsystem,andtookcontrolofitwhileatthesametimeerodingthemarketshareofthedisposablescategory.

∙In1990,after10yearsofresearchanddevelopment,GilletteintroducedtheSensortwinbladeshavingsystem.AswithTracIIandAtra,thebladecartridgesweredisposable.Buttherewasmore.Withbladesmountedonspringsthatallowedtherazortoadjusttoaman’sfaceasheshaved,Sensorraisedtheshavingbartonewheights.Theshavereallywasbetter—significantlybetter.ThedesignnotonlyproducedmarkedlyclosershavesbutalsobroughtGilletteoutofthedisposablesmorassandbackintoanindisputableleadershipposition.

Gillette,neverafirmtorestonitslaurels,decidedthatiftwobladescouldproduceacloseshave,threebladescoulddoevenbetter.Inordertoinsurethatconsumerswouldnotsimplyscoffatthreebladesasamarketinggimmick,theshavehadtobedemonstrablybetter.Thegoal:

“Theclosestshaveeverinfewerstrokes—withlessirritation.”

Likeothergreatmarketingcompanies,Gilletteacknowledgesthatproductqualityisthecorevaluepropositionaroundwhicheverythingelseswirls.“Ifyouhaveasignificantlyanddemonstrablysuperiorproductorservice,itreallyisquitemeaningful.”

“Procter&Gamblehastradedonthesameconcept.Whentheyintroduceanewandimprovedproduct,itreallyisnewandimproved.Itreallysolvesapersonalproblem.WhatGillettehasdoneisdevelopanewtechnologythatworked.Thetoughertaskisgettingpeopletotryit.”

Manysuperiortechnologieshaveslippedaway,unnoticedandunrewarded,inthehistoryofconsumerproducts.AtGillette,gainingconsumers’confidenceisanartform.Gettingthemtotryanewproductandofferinga“reasontobelieve”hasneverbeenbetterorchestratedthanwithMach3.Thefirstandmostimportantstepiscreatingaclearvaluepropositionfortheconsumer.

NewProductGoals

Foranewproductthatafirmwishestotakeglobal,thevaluepropositionhastobecompelling,succinctandeasilyunderstoodbyavastconsumerbasearoundtheworld.Thevaluehastobethereforawidecrosssectionofshavers,fromtheserioussystemusertothedisposablesuser.IthastoworkforthebluecollarworkerinDesMoinesaswellastheexecutiveinMilan.

Notsurprisingly,menaroundtheworldcravethesamething:

aclose,clean,comfortableshavewithoutnicksandcuts.Mostmentakebetween100and500strokeswhentheyshave,oftengoingoverthesameareaagainandagain.Soabridgewasneededtogetfromtheideaofacloseshavetoalessirritatingshave.Addtothatmixthedisposablesuser,whovaluest