英文 国际市场营销 chapter 09.pptVIP

Increasingly firms are entering foreign markets Acquiring a global perspective requires execution requires planning, organization, and a willingness to try new approaches—such as engaging in collaborative relationships This chapter discusses global marketing management, competition in the global marketplace, strategic planning, and alternative market-entry strategies Global Marketing Management thought has undergone substantial revision In the 1970s the argument was framed as “standardization vs. adaptation” In the 1980s it was “globalization vs. localization” or “Think local, act local” In the 1990s it was “global integration vs. local responsiveness” The basic issue is whether the global homogenization of consumer tastes allowed global standardization of the marketing mix The “Nestlé way” is to dominate its markets can be summarized in four points: think and plan long term decentralize stick to what you know, and adapt to local tastes Economies of scale in production and marketing can be important competitive advantages for global companies Unifying product development, purchasing, and supply activities across several countries it can save costs Transfer of experience and know-how across countries through improved coordination and integration of marketing activities Diversity of markets by spreading the portfolio of markets served brings an important stability of revenues and operations to many global firms The answers to three major questions are sought in Phase 2: Are there identifiable market segments that allow for common marketing mix tactics across countries? Which cultural/environmental adaptations are necessary for successful acceptance of the marketing mix? Will adaptation costs allow profitable market entry? market characteristics (such as potential sales, strategic importance, cultural differences, and country restrictions) company capabilities and characteristics, including the degree of near-market knowledge, marketing involvement, and comm