global strategy (1)
TRANSCRIPT
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Global Strategies
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The alternative views of globalization
ch6/2
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Forbes
2014
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The alternative views of globalization (cont.)
ch6/
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The alternative views of globalization
(cont.)
ch6/6
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7/25/2019 Global Strategy (1)
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The alternative views of globalization
(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
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7/25/2019 Global Strategy (1)
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The alternative views of globalization
(cont.)
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7/25/2019 Global Strategy (1)
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lternative strategic res%onses
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7/25/2019 Global Strategy (1)
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lternative strategic res%onses
(cont.)
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7/25/2019 Global Strategy (1)
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lternative strategic res%onses (cont.)
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lternative strategic res%onses
(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< to stanarize
" 8%erational activities
The -ore o%erational the ecision the -ore li$el it
will be ifferentiate
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Continuum of standardizationPricing
Distribution
Sales ForceSales Promotion
Product
ImageObjectives
Strategy
Differentiation
Standardization
lternative strategic res%onses (cont.)
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lternative strategic res%onses
(cont.)
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7/25/2019 Global Strategy (1)
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lternative strategic res%onses
(cont.)
Forces driving a multidomesticapproach
"'n&str stanars re-ain iverse
",&sto-ers contin&e to e-an locall":eing an insier re-ains criticall
i-%ortant
"Global organisations are iffic< to-anage
"#anage-ent -o%ia
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lternative strategic res%onse (cont.)
Transnational strategies
" Transnational co-%anies ai- to b&il
three strategic ca%abilities;
Global scale efficienc anco-%etitiveness
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ch6/1!
lternative strategic res%onse (cont.)
Transnational strategies
" Si-%le an co-%le7 inivi&al %ro&ct an-ar$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-<aneo&slens&ring that val&es of co-%an are -aintaine
an e-onstrate to sta$eholers" #aintaining / b&iling ae val&e in the s&%%lchain
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ch6/1
International mar!eting management
for global firms
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ch6/13
International mar!eting management
for global firms "cont#$
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
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'nternational -ar$eting -anage-ent for global
fir-s (cont.)
%anaging diverse and comple( activities across arange of often similar but often disparate mar!ets
and cultures
"Financial loss &e to ina%%ro%riate invest-ent
"a-age to fir-s re%&tation"@itigation
"Ane7%ecte co-%etitor res%onse
"'na%%ro%riate long ter- %artnershi%s or 5oint vent&res
"a-age to fir-s re%&tation
ch6/20
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'nternational -are$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
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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<&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