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.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
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