Vous êtes sur la page 1sur 24

Global Marketing

Strategic Planning
Global Marketing
 “…the world is becoming more
homogenous…”

 “...distinctions between national


markets are fading and may
disappear…”
Global Marketing Evolution

Develop Core
Business Strategy
Core Business Strategy

Internationalize
the Strategy

Globalize Country Country Country Country


the Strategy A B C D
Globalization Drivers
 Market Factors
 new consumer groups, developed

infrastructures, globalization of
distribution channels, cross-border
retail alliances
 Cost Factors

 avoiding cost inefficiencies and

duplicated efforts
Globalization Drivers
 Environmental Factors
 reduced governmental barriers,

rapid technological evolution


 Competitive Factors

 rapid product innovation,

introduction, distribution
The Strategic Planning
GlobalProcess
Strategy Formulation

Assessment and Adjustment of Core Strategy


Market/Competitive Analysis - Internal Analysis

Formulation of Global Strategy


Choice of Target Countries, Segments, and Competitive Strategy

Development of Global Marketing Program

Implementation
Organizational Structure - Control
The Strategic Planning
Process
 Understanding and adjusting the core
strategy begins with a clear definition
of the business for which the strategy
is to be developed
 The Strategic Business Unit

 Based on product market similarities


 Similar needs or wants to be met
 Similar end user customers to be targeted

 Similar products or services used to meet

needs of specific customers


Market and Competitive
Analysis
 First, understand the structure of
the global market industry; the
common features of customer
requirements and choice factors
 Internal analysis

 Examine the readiness and capability


of the firm to undertake strategic
moves with its
current resources.
Formulating Global Marketing
Strategy
 Formulation begins with a series of
strategic decisions
 Choice of competitive strategy
 Cost leadership

 Differentiation

 Focus
Formulating Global Marketing
Strategy
Country markets choices
 Concentration or diversification

 Factors in country markets

selection
 The stand-alone attractiveness of the
market
 Global strategic importance of the

market
 Possible synergies offered by the

market
Competitive Strategies
Source of Competitive Advantage
Competitive Low Cost Differentiation
Scope
Cost Broad
Industrywide Leadership Differentiation

Single
Segment Focus
Segmentation

Market Segment A

Market Segment B

Market Segment C
Single or Multiple Segment
Decision
Segment A

Single,
Multiple
or Segment B
All
Segments ?
Segment C
Bases for Global Market Segmentation
Bases for International
Market Segmentation

Marketing
Environmental
Management
Variables
Variables

Geographic Political Economic Cultural


Variables Variables Variables Variables

Product Promotion Price Distribution


Variables Variables Variables Variables
Global Marketing Program
Development
 Development Decisions
 Product offering
 The degree of standardization and
adaptation in the product offering
 The marketing approach
 The marketing program beyond the product
variable
Global Marketing Program
Development
 Development Decisions
 The location and extent of value-adding
activities
 Pooling production
 Exploiting factor costs or capabilities

 Strategic alliances

 Concurrent engineering

 Competitive moves to be made


 Cross-subsidization using resources
accumulated in one market to wage a
competitive battle in another.
Implementing Global
Marketing
 Success will come from a balance
between local and regional / global
concerns.
 “Think globally, act locally” is the

operative phrase for global marketers


competing in country markets.
 Product choices should consider

individual markets as well as transfer


products from one region to another.
Global Marketing Pitfalls to Avoid
 Insufficient local market research
 The tendency to overstandardize the

product
 Inflexibility in planning and

implementation
Global Marketing Pitfalls to Avoid
 The “Not-Invented-Here” syndrome
(NIH)
 How to avoid the NIH syndrome
 Ensure that local managers

participate in the development of


global brand marketing strategies
 Encourage local managers to develop

ideas for regional or global use


Localizing Global Marketing
 Achieving a balance between in-
country managers and global product
managers at corporate headquarters
will require action to develop and
implement a global strategy.
 Management processes

 Enhance the global transfer of


communications
 Interchange personnel to gain
experience abroad
Localizing Global Marketing
 Headquarters should coordinate and
leverage resources
 Permit local managers to develop

their own programs within defined


parameters
Localizing Global Marketing
 Maintain a product portfolio that
includes local as well as regional or
global brands
 Allow local managers control over

marketing budgets to respond to


local customer needs and counter
global competition
Localizing Global Marketing
 Organization structures
 The shift to global account management
 Corporate culture
 The world is not one single market
 Plan and execute programs on a
worldwide basis
 A global Identity favors no specific
country.
Thank you!!!