Global Strategy (1)

7/25/2019 Global Strategy (1)

1/22

Global Strategies


2/22

The alternative views of globalization

ch6/2


3/22

Forbes

2014


4/22


5/22

The alternative views of globalization (cont.)

ch6/


6/22


(cont.)

ch6/6


7/22ch6/!


(cont.)

The drivers ofglobalization

" #ar$et access

" #ar$et o%%ort&nities

" 'n&str stanars

" So&rcing

" *ro&cts + services

" Technolog

" ,&sto-er

re&ire-ents

" ,o-%etition

" ,oo%eration

" istrib&tion

" ,o--&nication

" ,o-%ans strateg

b&siness%rogra--es an

%rocesses


8/22ch6/


(cont.)


9/22ch6/3

lternative strategic res%onses


10/22ch6/10


(cont.)


11/22ch6/11

lternative strategic res%onses (cont.)


12/22ch6/12


(cont.)

Standardization and adaptation

" #ar$eting ob5ectives an strategies

#ore reail stanarize

" #ar$eting -i7 *ro&cts -ost easil stanarize

*ro-otion less so

istrib&tion an %ricing iffic&lt to stanarize

" 8%erational activities

The -ore o%erational the ecision the -ore li$el it

will be ifferentiate


13/22ch6/19

Continuum of standardizationPricing

Distribution

Sales ForceSales Promotion

Product

ImageObjectives

Strategy

Differentiation

Standardization

lternative strategic res%onses (cont.)


14/22ch6/14


(cont.)


15/22ch6/1


(cont.)

Forces driving a multidomesticapproach

"'n&str stanars re-ain iverse

",&sto-ers contin&e to e-an locall":eing an insier re-ains criticall

i-%ortant

"Global organisations are iffic&lt to-anage

"#anage-ent -o%ia


16/22ch6/16

lternative strategic res%onse (cont.)

Transnational strategies

" Transnational co-%anies ai- to b&il

three strategic ca%abilities;

Global scale efficienc anco-%etitiveness


17/22

ch6/1!

lternative strategic res%onse (cont.)

Transnational strategies

" Si-%le an co-%le7 inivi&al %ro&ct an-ar$et %olicies

" ,&sto-er seg-ents s%ecific an &ni&e tos%ecific -ar$et or transnational gro&%

" >or$ing closel with fir-s an si-&ltaneo&slens&ring that val&es of co-%an are -aintaine

an e-onstrate to sta$eholers" #aintaining / b&iling ae val&e in the s&%%lchain


18/22

ch6/1

International mar!eting management

for global firms


19/22

ch6/13

International mar!eting management

for global firms "cont#$

The emergence of %&'s from emergingmar!ets

" ?es%oning to the changing basis ofco-%etitive avantage

" 'ncreasing global a%%eal b b&iling the globalbran

" evelo%ing s&stainable strategies

" ,reating a global %resence b achieving globalreach

" #anage-ent of iverse an co-%le7 activities


20/22

'nternational -ar$eting -anage-ent for global

fir-s (cont.)

%anaging diverse and comple( activities across arange of often similar but often disparate mar!ets

and cultures

"Financial loss &e to ina%%ro%riate invest-ent

"a-age to fir-s re%&tation"@itigation

"Ane7%ecte co-%etitor res%onse

"'na%%ro%riate long ter- %artnershi%s or 5oint vent&res

"a-age to fir-s re%&tation

ch6/20


21/22

'nternational -are$ting -anage-ent

for global fir-s (cont.)

" The cornerstone of effective

-anage-ent is control; Set stanars relevant to cor%orate goals #eas&re %erfor-ance against stanars

,orrect eviations fro- the %lan

ch6/21


22/22

ch6/22

'nternational -ar$eting -anage-ent

for global fir-s (cont.)

)hat ma!es a good international manager" ble to co%e with cognitive co-%le7it

Anerstan iss&es fro- variet of co-%licate%ers%ectives

" Bave c&lt&ral e-%ath 'ncl&ing sense of h&-ilit an %ower of active listening

" Bave e-otional energ ,a%able of aing e%th an &alit to interaction

" e-onstrate %schological -at&rit c&riosit to learn orientation to ti-e %ersonal -oralit

Documents

Global Strategy (1)