Global Marketing Effort

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When we think to enter to global market, there is some point that should be noted


<ul><li> 1. enter site </li> <li> 2. About Me The young protg, Marketer &amp; Business Scholar Powered by: </li> <li> 3. LEADERSHIP Powered by: </li> <li> 4. Leadership Leadership is not about hierarchy or title or status: It is about having influence and mastering change. Leadership is not about bragging rights or battles or even the accumulation of wealth; its about connecting and engaging at multiple levels. . Leaders can no longer view strategy and execution as abstract concepts, but must realize that both elements are ultimately about people Powered by: </li> <li> 5. The leaders task is to articulate Beliefs Values Policies Intended geographical scope of activities Leadership Powered by: </li> <li> 6. Top Management Nationality Powered by: </li> <li> 7. NEXT ON Organization Leadership and Core Competence Executives were judged on their ability to identify, nurture, and exploit the organizations core competencies in the 1990s Core competencies must 1. Provide potential access to a wide variety of markets 2. Make a significant contribution to the perceived customer benefits 3. Be difficult to imitate Powered by: </li> <li> 8. ORGANIZATION Powered by: </li> <li> 9. Organization The goal is to find a structure that: Enables the company to respond to relevant market environment differences Ensures the diffusion of corporate knowledge and experience throughout the entire system Organizations must balance: The value of centralized knowledge and control The need for individualized response to local markets Powered by: </li> <li> 10. NEXT ON Int. Organization Organization In global marketing there is not a single best structure Leading-edge global competitors share one key organizational design characteristic: Structure is flat and simple In the 21st century corporations will have to find new, more creative ways to organize Must be flexible, efficient, and responsive to meet the demands of globalizing markets Powered by: </li> <li> 11. Pattern of International Organizational Development Organizations vary in: 1. Size 2. Potential of targeted global markets 3. Local management competence Conflicting pressures may arise 1. For product and technical knowledge 2. Functional area expertise 3. Area and country knowledge Powered by: </li> <li> 12. NEXT ON Regional Management International Division Structure Powered by: </li> <li> 13. NEXT ON Regional Management International Division Structure Four factors that lead to this structure 1. Top managements commitment to global operations has increased enough to justify the position 2. Complexity of international operations requires a single organizational unity 3. The firm has recognized the need for internal specialists to deal with the demands of global operations 4. Management recognizes the importance of proactively scanning the global horizon for opportunities and threats Powered by: </li> <li> 14. NEXT ON Geo Division Regional Management Centers Powered by: </li> <li> 15. NEXT ON Geo Division Regional Management Centers This stages manage layer between the country organization &amp; international division headquarter The advantages are: Regional management can probably achieve the best balance of geographic, product, &amp; functional consideration Powered by: </li> <li> 16. NEXT ON Matrix Design Geographical and Product Division Structures This stages involves the assignment of operational responsibility for geographic areas of the world to line managers Powered by: </li> <li> 17. NEXT ON Matrix Design Geographical and Product Division Structures The product structure works best: 1. When a company product line is widely diversified, 2. When product go to into variety of end use markets, &amp; 3. When a relatively high technological capability is required. Powered by: </li> <li> 18. NEXT ON Structure &amp; National Origin The Matrix Design Product or business, function, area, and customer know-how are simultaneously focused on the organizations worldwide marketing objectives Management must achieve organizational balance that brings together different perspectives and skills to accomplish organizational objectives Powered by: </li> <li> 19. NEXT ON Structure &amp; National Origin The Matrix Design These competencies are follows: 1. Geographic knowledge understanding of economic, social, political, and governmental market and competitive dimensions 2. Product knowledge and know-how Product managers that have a worldwide responsibility can achieve new levels of product competency 3. Functional competence corporate staff with worldwide responsibility contributes toward the development of functional competence on a global basis 4. Knowledge of customer or industry and its needs staff with responsibility for serving industries on a global basis assist organizations in their efforts to penetrate specific customer markets Powered by: </li> <li> 20. Organizational structure and national origin (Lean Production: Organizing the Japanese Way) Compares craft production, mass production, and lean production Craft production meant one worker created one product Mass production gained advantages because one worker could do far more specialized work do to the moving assembly line Lean production uses less factory space, smaller inventories, and quality control methods, increased efficiency by 50% over typical mass production Powered by: </li> <li> 21. Structuring for Global Brand Global brand requires a much greater emphasis on integrating the marketing process at a worldwide level for make arrangements on: 1. 2. 3. 4. 5. 6. 7. 8. Global co ordinations group Strategic planning groups Lead country concept Global brand managers Starburst Cluster organization Strategic alliances, joint venture, mergers, acquisition Network structure Powered by: </li> <li> 22. NEXT ON Global Audit Implication for Changing Organizational Structure 1. Declining profitability and share holder value 2. A charismatic or transformation style of leadership is helpful 3. Those who implement change need a firm grasp on all aspects of the business 4. A correct balance between long term strategic objective and short term attention to shareholder value 5. Loose tight balance 6. Employees need to learn to have behave differently and a learning culture helps to achieve this Powered by: </li> <li> 23. GLOBAL MARKETING MANAGEMENT AUDIT Powered by: </li> <li> 24. NEXT ON Formal Control Global Management Control Control is defined as the process by which managers ensure that resources are used effectively and efficiently in the accomplishment of organizational objectives Planning process can be divided into two phases Strategic planning is selection of product and market opportunities Operational planning is the process in which strategic product or market objectives are translated into specific projects and programs Powered by: </li> <li> 25. NEXT ON Formal Control figure strategic control and planning Global Management Control Powered by: </li> <li> 26. Formal Control Methods Planning Determines desired sales and profit objectives and projected marketing program expenditures in unit and money terms Budgeting Expresses the objectives and expenditures of planning in a formal document Powered by: </li> <li> 27. NEXT ON Marketing Audit Influences on Marketing Budgets In preparing a budget or plan, these factors are important. 1. Market Potential how large is the potential market 2. Competition what is the level of competition in the market 3. Impact of Substitute Products are there substitute products available in the market 4. Process how are performance objectives determined Powered by: </li> <li> 28. The Global Marketing Audit A comprehensive, systematic examination of the marketing environment and company objectives, strategies, programs, policies, and activities Tool for evaluating and improving company or business unit operations Characteristics: Formal and systematic Conducted periodically Powered by: </li> <li> 29. NEXT ON Set Objective The Global Marketing Audit Classification Internal Conducted in-house Provides critical understanding of firm and industry, but may lack objectivity Independent Conducted by person or firm free of influence from organization being audited Provides objectivity but may lack industry expertise Powered by: </li> <li> 30. Setting Objectives and Scope of the Audit One of the major tasks is data collection, a detailed plan is needed for gathering Secondary research Review of internal documents Powered by: </li> <li> 31. Conducting the Audit 1. Meet with company executives and auditor to determine objectives, coverage, depth, data sources, report format, and time period 2. Gather data 3. Prepare and present the report Powered by: </li> <li> 32. Components of a Marketing Audit 1. 2. 3. 4. 5. 6. The marketing environment audit The marketing strategy audit The marketing organization audit The marketing system audit The marketing productivity audit The marketing function audit Powered by: </li> <li> 33. SUMMARY Powered by: </li> <li> 34. SUMMARY Global Marketing Effort Leading, Organizing, Controlling 1. Get directly into a job outside your home country or into a multicountry headquarters job in a global company 2. Get company experience in an industry that prepares you for promotion to a job with multicountry responsibility or to an assignment outside your home country Powered by: </li> <li> 35. Thank You 2010 Powered by: </li> </ul>