国际市场营销课件第六章 国际市场营销战略

§2 Corporate Strategic Planning
公司战略计划
Ⅰ.Defining the Corporate Mission
定义公司的使命
Mission statements (公司使命说明书) Good
mission statements have three major characteristics.
5.

Synergy
Synergy exists when the firm’s business, product-
markets, resource deployments and competences complement and reinforce one
other. Synergy enables the total performance of related business to be great than it would otherwise be: the whole becomes greater than the sum of its parts.
They focus on a limited number of goals. Mission statements stress the major policies and values
that the company wants to honor. They define the major competitive scope within which the company will operate.
2.波士顿咨询集团的增长-占有率矩阵
Market growth share
市 场 增 长 率
20%18%16%14%12%10%8%6%4%2%0
Stars明星类
4
Question marks问题类
3
5
Cash cow金牛类
?2
?
1
Dogs狗类
8
6
10 x 4x 2x 1.5x 1x
7
Relative market share相对市场占有率 low
Ⅱ. The components of strategy

More specifically, there are five components (or sets of issues) within a well-developed strategy:
1.

Scope:
The scope of an organization refers to the breadth of its strategic domain. The number and types of industries, product lines and market segments it competes in or plans to enter. Decision about an organization's strategic scope should Байду номын сангаасeflect management's view of the firm’s purpose mission.
Ⅱ.Defining the Competitive Scope
Competitive scope:
Industry scope (行业范围) Products and application scope (产品与应用范围) Competence scope (能力范围) Market-segment scope (市场细分范围) Vertical scope (垂直范围) Geographical scope (地理范围)
.5 x .4x .3x .2x .1x
high
The Boston Consulting Group Approach (BCG)
波士顿咨询集团模型
Ⅳ.Assigning Resources to Each SBU
为每个战略业务单位安排资源
To
invest more: Stars and question marks which may develop to stars To maintain actuality: strong cash cows To gain: weak cash cows and dog To abandon: dog and serious question marks
The General Electric Model: (a) Classification
BUSINESS STRENGTH Strong Medium Weak
Medium High
The General Electric Model: (b) Strategies
Chapter 6 International marketing strategy 国际市场营销战略
§1 Outline
Ⅰ.
A
What’s strategy?
strategy is a fundamental pattern of present and planned objectives, resource developments and interactions of an organization with markets, competitors and other environmental factors.
Ⅲ.Establishing Strategic Business Units
建立战略业务单位
1.Characteristics of SBU
(According to GE):
It is a single business or collection of related business
Marketing
strategy Target market definition Product-line depth and breadth Branding policies Product-market development plan Line extension and product elimination plans
4.

Identification of a sustainable competitive advantages:
A specification of how the organization will compete in each business and product-market within its domain. How can it position itself to develop and sustain a differential advantages over current and potential competitors? Managers must examine the market opportunities in each business and product-market and the company’s distinctive competencies or strengths relative to its competitors.
Scope
Corporate
strategy: 1.Corporate domain Which business should we be in? 2. Corporate development strategy Conglomerate diversification (expansion into unrelated business); vertical integration, acquisition and divestiture policies
that can be planned separately from the rest of the company. It has its own set of competitors. It has a manager who is responsible for strategic planning and profit performance and who controls most of the factors affecting profit.
This
definition suggest that a strategy should specify:
What:
objectives to be accomplished Where: on which industries and productmarkets to focus How: which resources and activities to allocate to each product-market to meet environmental opportunities and threats and to gain a competitive advantage
2.
Goals and objectives:
Strategies
should also detail desired levels of accomplishment on one or more dimensions of performance (such as volume growth, profit contribution, return on investment ) over specified time periods for each of those business and product market and for the organization as a whole.
Business
strategy 1. Business domain Which product-markets should we be in within this business or industry? 2. Business development strategy Concentric diversification (new products for existing customers or new customers for existing products )
Ⅲ. The hierarchy of strategies
1.
In most large, multi-product organizations there are three major levels of strategy: corporate strategy, business-level strategy and functional strategy. 2. In small, single-product-line companies, corporate and business-level strategic issues merge. In different hierarchy there are different content in those five basic dimensions.
3.
It
Resource deployment
means the company deciding how those resources are to be obtained and allocated across business, product–markets, functional departments and activities within each business or product-market. Because every organization has limited financial and human resources.