CH12 中山大学吴柏林教授,Philip Kotler 营销管理,绝密资料

C HAPTER 12--
D ESIGNING G LOBAL M ARKET O FFERINGS OVERVIEW:
Companies no longer can focus only on their domestic market, no matter how large the market.
Many industries are global industries, and their leading firms achieve lower costs and higher
brand awareness. Protectionist measures can only slow down the invasion of superior goods; the best company defense is a sound global offense. At the same time, global marketing is risky due
to shifting borders, unstable governments, foreign exchange problems, technological pirating,
high product- and communication-adaptation costs, and other factors. The steps in going
international include:
1)understand the international marketing environment, particularly the international trade
system. In considering a particular foreign market, the firm must assess the economic,
political, legal, and cultural characteristics.
2)consider what proportion of foreign to total sales to seek, whether to do business in a few
or many countries, and what types of countries to enter.
3)decide which particular markets to enter, and this calls for evaluating the probable rate of
return on investment against the level of risk.
4)decide how to enter each attractive market. Many companies start as indirect or direct
exporters and then move to licensing, joint ventures, and finally direct investment; this
company evolution has been called the internationalization process.
5)decide on the extent to which the product, promotion, price, and distribution should be
adapted to individual foreign markets.
6)develop an effective organization for pursuing international marketing. Most firms start
with an export department and graduate to an international division. A few become global
companies, which means that top management plans and organizes on a global basis. LEARNING OBJECTIVES:
After reading the chapter the student should understand:
∙The importance of international markets
∙The riskiness of international markets
∙How to make international marketing decisions
∙Differing entry strategies
∙Differing marketing organizations
CHAPTER OUTLINE:
I.Introduction
II.Deciding Whether to Go Abroad - there are several factors that might draw a company
into the international arena
III.Deciding which Markets to Enter - a company must define its international objectives and
policies
IV.Deciding How to Enter the Market
A.Indirect Export - work through independent intermediaries to export products
B.Direct Export - a company handles its own exports, through a domestic
department, overseas sales branch, traveling reps, or foreign-based
distributors/agents.
C.Licensing - sell a foreign company the rights to your manufacturing process
D.Joint Ventures - join with local investors to share ownership and control
E.Direct Investment - direct ownership of foreign-based operations
F.The lntemationalization Process: no regular export activities, export via
independent reps, establishment of one or more sales subsidiaries, establishement
of production facilities abroad.
V.Deciding on the Marketing Program
A.Product - straight extension, product adaptation, product invention
B.Promotion - communication (promotion) adaptation, dual (product and
promotion) adaptation
C.Price - uniform price, market-based price, cost-based price
D.Place (Distribution Channels) - links include seller’s international marketin g
headquarters, channels between nations, and channels within nations
VI.Deciding on the Marketing Organization
A.Export Department -firm ships goods to other countries.
B.International Division - firm becomes involved in several international markets
and ventures
C.Global Organization - firm no longer thinks of itself as a national marketer. All
management and staff are involved in worldwide pursuits.
VII.Summary
Marketing and Advertising
1. A BC Carpet, which is headquartered in New York City, placed this ad to let U.S. consumers know that its carpets and floor coverings are also sold in the main branch of the Harrods department store in London, England. Why would A BC want to announce this arrangement to consumers in New York City? Is this an example of exporting, a joint venture, or direct investment? How would A BC benefit from entering the UK market in this way?
Answer: ABC may have two reasons for announcing that its carpets are sold in London as well as in New York City. First, it can enhance its own image by connection with the prestigious Harrods department store. Second, it may have found through research that some U.S. consumers also travel to London, so it wants to let these consumers know that ABC carpets can be purchased there, as well. This is an example of exporting, because ABC is sending its carpets to be sold at Harrods; it is not setting up a special business jointly with Harrods, nor is it directly investing in facilities in Harrods or in London. ABC would benefit from this arrangement by avoiding the expense, risk, and commitment that joint ventures and direct investment entail while testing sales opportunities through exporting.
Focus on Technology
Details, details—the exporter's day is filled with details, including a blizzard of government paperwork. Now technology is helping exporters cut through the federal paper chase. The U.S. Customs Service, U.S. Department of Commerce, and other federal agencies have jointly developed the Automated Export System (AES), an electronic version of the multiple forms exporters used to have to complete by hand for several government agencies. With AES, exporters input data only once, using the Electronic Data Interchange (EDI) format, then transmit the form to the U.S. Customs Service. This system streamlines the exporting process, saving time and improving the accuracy of the data collected.
Visit the U.S. Customs Service Web site (/). Follow the Importing/Exporting link to the Exporting section, then click on Automated Export System to read a little about AES. Does this
system affect the distribution channels between nations or the channels within foreign nations? Why do you think the U.S. government developed AES? Who benefits from exped iting the paperwork associated with exporting? Explain your answers.
Answer: The Automated Export System affects the distribution channels between nations, because it deals with the way products are exported from the United States to distributors in other countries. Once products leave the United States, the AES has no influence on the channels within foreign nations. The U.S. government probably developed this system to speed up the detailed, complex process of exporting products while gathering more accurate data about the products being exported. Both exporters and the government benefit from needing fewer people to handle the paperwork and to check the accuracy of the data.
Marketing for the Millennium
Marketers participating in global e-commerce need to speak the languages of their target customers. Two good examples are the Web sites of Reebok (/) and Nestlé
(/html/network.html). The Reebok home page is a gateway for specialized Web sites designed for consumers in Europe, France, Germany, Italy, Spain, the United Kingdom, Hong Kong, and Korea. The Nestlé site links to company sites for Taiwan, Australia, Brazil, Chile, New Zealand, Switzerland, Spain, Germany, France, Japan, Sweden, Greece, and the United Kingdom.
Point your Web browser to either the Reebok or the Nestlé Web site, then follow two of the links to company sites in other languages. What visual differences and similarities do you notice between the sites in other languages? Which of the sites (if any) allow online purchases? How do the sites encourage consumers to contact the company? Why are local contact points (phone, mail, address) important for local customers?
Answer: Students' answers will vary according to their choice of Web sites. In general, sites based in other countries or using other languages will have some visual differences. Few if any of these sites allow online purchases because Nestlé and Reebok both emphasize distribution through retail channels. Many of the sites invite feedback via e-mail, although some also provide addresses and phone numbers of regional offices. Local contact points allow local customers to get help with problems or have qu estions answered in their own language.
YOU'RE THE MARKETER: SONIC MARKETING PLAN
Global marketing offers a way for companies of all sizes to grow by expanding their customer base beyond the domestic market. However, the complexities of global marketing demand careful planning and proper execution.
As Jane Melody's assistant, you are researching the global market for Sonic's shelf stereo systems. Review the company's current situation and the research you have already gathered for your marketing plan. Then answer these questions about Sonic's global marketing strategy (noting the need for additional research where necessary):
∙If Sonic wants to start marketing its products in other countries, should it use exporting, licensing, joint ventures, or direct investment? Why?
∙What international markets seem most promising for Sonic? For data about international trade and marketing in specific countries, visit the Web site of the U.S. Department of Commerce
International Trade Administration (); also check the links on the Web site of
the University of Michigan Center for International Business Education and Research
(/busres.htm).
∙Is global standardization or adaptation most appropriate for Sonic? To answer, you will have to research electronics standards in your chosen market(s) as well as consumer behavior and
competitive products. How can you collect such data?
What marketing-mix strategy and tactics are most appropriate for Sonic to use in other countries?
After you have examined potential global markets and marketing mix-strategies and tactics, summarize your ideas in a written marketing plan or them into the appropriate sections of th e Marketing Plan Pro software, including Markets, SWOT and Issue Analysis, and Marketing Strategy.
Answer: To get started in global commerce, Sonic should begin by exporting its products to other countries. This minimizes the investment, risk, and commit ment and allows the company to fairly easily change its mind and stop selling in other countries. Sonic may want to first investigate Canada and Mexico as potential markets for its products, if local economies are sound and competition is not too fierce. Shipping products to those markets is less expensive than shipping to overseas markets. Also, Canada and Mexico are major trading partners with the United States, so much assistance is available to exporters targeting those countries. Through research, students may identify additional countries that seem promising.
Some global adaptation is a must for Sonic, because of the variation in electrical standards around the world. Also, consumers in different markets may have different needs and preferences; and the competition can vary widely from country to country, which will affect Sonic's marketing strategy. Sonic may be able
to obtain this kind of information from distributors in other countries as well as from U.S. agencies that assist companies with exporting. Students will have many different ideas for marketing mix strategy and tactics; these should be consistent with Sonic's overall goals and mission and with all the other strategy elements.。