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Mercadeo Internacional

Dra. Romn


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Journal of InternationalMarketing

Analyzing the Diffusion of GlobalCustomer Relationship Management: ACross-Regional Modeling Framework

Published 3/1/2011

Journal International Marketing,Volume 19, Number 1, March 2011


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Most recent research on customerrelationship management (CRM) has beenrestricted to developed economies such as

the United States. Researchers have done little work in

studying the growth of CRM in developingmarkets in Asia and South America, whichare becoming extremely relevant tobusiness today.


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With the changing business climate, firmsare beginning to embrace the concept ofmanaging customers rather than products.

This leads managers down the path ofcustomer centricity, and here lies therelevance of a truly global CRM (GCRM).


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Through its quantitative and qualitativerobustness, this study highlights the importanceof GCRM and its potential.

This study also enables managers to make

informed global marketing decisions about whenand where to introduce a technology tomaximize its diffusion.

The global cross-regional diffusion model

facilitates strategic market entry decisions, suchas whether to use the waterfall (sequentialmarket entry) or the sprinkler (simultaneousmarket entry) strategy.


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The results of this study suggest that a waterfallentry strategy would be apt when dealing withglobal CRM technology adoption because there

is a systematic learning effect between regions. Finally, the authors conclude by providing

strategic implications for the implementation andcalibration of GCRM technology, while

recognizing avenues of further research in thisnascent area of international marketing.


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International Marketing

Cateora, Guilly, Graham 14th

edition


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Events and TrendsAffecting Global Business (Cateora)

The rapid growth of the World TradeOrganization and regional free trade areas

The trend toward the acceptance of the free

market system among developing countries inLatin America, Asia, and Eastern Europe

The burgeoning impact of the Internet, mobilephones, and other global media on thedissolution of national borders

The mandate to properly manage theresources and global environment for the

generations to come


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Foreign Acquisitionsof U.S. Companies

Exhibit 1.1


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Selected U.S. Companiesand Their International Sales

Exhibit 1.2


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The International MarketingTask

Exhibit 1.3


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Environmental Adaptation

Ability to effectively interpret the influenceand impact of the culture in which youhope to do business Cultural adjustments

Establish a frame of reference

Avoid measuring and assessing marketsagainst the fixed values and assumptionsof your own culture


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The Self-Reference Criterionand Ethnocentrism

The key to successful internationalmarketing is adaptation to theenvironmental differences from one

market to another

Primary obstacles to success ininternational marketing

SRC

Associated ethnocentrism


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SRC and Ethnocentrism

SRC is an unconscious reference to

Ones own cultural values, experiences, and

knowledge as a basis for decisions

Dangers of the SRC Failing to recognize the need to take action

Discounting the cultural differences that exist amongcountries

Reacting to a situation in an offensive to your hosts Ethnocentrism

Notion that ones own culture or company knows best


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Ethnocentrism and the SRC can influencean evaluation of the appropriateness of adomestically designed marketing mix for a

foreign market

The most effective way to control theinfluence of ethnocentrism and the SRC is

to recognize their effects on our behavior

SRC and Ethnocentrism


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Frameworkfor Cross-cultural Analysis

1. Define business problem or goal

Home-country vs. foreign-country culturaltraits, habits, or norms

Consultation with natives of the targetcountry

2. Make no value judgments

3. Isolate the SRC influence Examine it carefully to see how it

complicates the problem

4. Redefine the problem

Without SRC influence


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Developing a Global Awareness

Tolerance of cultural differences:

Understanding cultural differences andaccepting and working with others whose

behavior may be different from yours

Knowledge of cultures, history, worldmarket potential, and global economic,

social, and political trends


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Chapter 9

Cateora

Gl b l P ti


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Global PerspectiveWal-Mart, Tide, and Three-Snake

Wine China and emerging markets will account for 75%of the worlds total growth next decade and beyond

New patterns of consumer behavior are emerging

Countries prosper

People are exposed to new ideas and behavior patternsviaglobal communication networks

Old stereotypes, traditions, and habits are cast aside or

tempered A pattern of economic growth and global trade will extend

well into the 21st century

Three multinational market regions

Europe, Asia, and America


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Consumption Patternsin Selected Countries

Exhibit 9.4


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Big Emerging Markets

Exhibit 9.6


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Latin America

Most countries have moved from military dictatorships todemocratically elected governments

The trend toward privatization of state-owned enterprisesfollowed a period in which governments dominated

economic life for most of the 20th century Today many Latin American countries are at roughly the

same stage of liberalization that launched the dynamicgrowth in Asia during the 1980s and 1990s

In a positive response to these reforms, investors haveinvested billions of dollars


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Asia

Asia has been the fastest-growing area in the world for the pastthree decades

Asian-Pacific Rim

Four Tigers (Hong Kong, South Korea, Singapore, Taiwan)

First countries in Asia to move from a status of developing

countries to newly industrialized countries China

After U.S., most important single market is China

Two major events that occurred in 2000 are having a profoundeffect on Chinas economy

Admission to the WTO

U.S. granting China normal trade relations on a permanent

basis


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Asia

China (continued)

China has two important steps to take if the road to economic growth is

to be smooth

Improving human rights

Reforming the legal system The American embassy in China has seen a big jump in complaints

from disgruntled U.S. companies

Two Chinas

One a maddening bureaucratic, bottomless money pit

The other an enormous emerging market


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Asia

Hong Kong

Hong Kong reverted to China in 1997 when it became a special

administrative region (SAR) of the Peoples Republic of China

The Hong Kong government negotiates bilateral agreements and

makes major economic decisions on its own The keys to Hong Kongs economic success

Free market philosophy

Entrepreneurial drive

Absence of trade barriers

Well-established rule of law

Low and predictable taxes

Transparent regulations

Complete freedom of capital movement


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SARC

Special Administrative RegionChinese
http://en.wikipedia.org/wiki/File:China-Special_Administrative_Regions.pnghttp://en.wikipedia.org/wiki/File:China-Special_Administrative_Regions.png


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Asia

Taiwan Mainland-Taiwan economic ties are approaching a crossroads as both

countries enter the World Trade Organization

Three direct links must be faced because each country has joined theWTO and the rules insist that members should communicate over tradedisputes and other issues

India Five-point agenda

Improving the investment climate

Developing a comprehensive WTO strategy

Reforming agriculture, food processing and small scale industry

Eliminating red-tape (duro de obtener contestaciones) Instituting better corporate government


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WTO

The World Trade Organization (WTO) is the onlyglobal international organization dealing with therules of trade between nations.

At its heart are the WTO agreements, negotiatedand signed by the bulk of the worlds trading

nations and ratified in their parliaments. Thegoal is to help producers of goods and services,

exporters, and importers conduct their business


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Newest Emerging Markets

The U.S. decision to lift the embargo against Vietnam

If Vietnam follows the same pattern of development as otherSoutheast Asian countries, it could become another Asian Tiger

The United Nations lifting of the embargo against South Africa

South Africa has an industrial base that will help propel it intorapid economic growth

The South African market also has a developed infrastructure

Vietnam and South Africas future development

Will depend on government action and external investment by

other governments and multinational firms


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Convergence and Divergence:Developing a Semiglobal MarketingStrategy

Author: SUSAN P. DOUGLAS AND C.SAMUEL CRAIG

Journal International Marketing,Volume 19, Number 1, March 2011


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SUSAN P. DOUGLAS AND C. SAMUEL CRAIG


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Journal International Marketing, Volume 19,Number 1, March 2011

Opportunities in developed countries havediminished because of a plateauing of growth,intense competition, and market saturation.

As a result, U.S. and European multinationalcorporations (MNCs) have increasingly focusedon expansion in emerging markets, such as theBRIC countries (Brazil, Russia, India, and

China), in particular, China and India.


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More recently, firms have also focused onsecond-tier emerging markets, includingcountries such as Turkey, Egypt, Mexico,

and Vietnam, all of which have growthrates significantly higher than those in theUnited States, Europe, and Japan.


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Douglas and Craig examine the implications ofthese dramatic changes for the marketingstrategies of large U.S. and European MNCs.

The new reality implies that companies need toradically revise their perspective and reformulatetheir global marketing strategies to focus onincorporating these new opportunities into their

plans and operations. In turn, this poses severalimportant challenges


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Nearly all major multinationals

are either American, Japanese or WesternEuropean, such as Nike, Coca-Cola, Wal-Mart,AOL, Toshiba, Honda and BMW. Advocates ofmultinationals say they create jobs and wealth

and improve technology in countries that are inneed of such development.

On the other hand, critics say multinationals canhave undue political influence overgovernments, can exploit developing nations aswell as create job losses in their own homecountries.


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On the one hand, MNCs need to continue to stimulatedemand and compete for market share in their traditionalmarkets in developed countries and in relation to thenewly emerging global consumer market segments.

On the other hand, they need to develop radically

different marketing strategies, reorganize theiroperations, and acquire new resources in terms ofcapabilities and skills to target growing consumermarkets in a range of different emerging marketeconomies.

Adding to the complexity, these emerging markets differsignificantly in terms of the nature of consumer demand,competition, market infrastructure, and environmentalcontext.

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