Leading, organizing, and controlling the global marketing effort

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<ul><li>1. 2005 Prentice Hall 16-1 Leading, Organizing, and Controlling the Global Marketing Effort </li></ul> <p>2. 2005 Prentice Hall 16-2 Leadership The leaders task is to articulate Beliefs Values Policies Intended geographical scope of activities 3. 2005 Prentice Hall 16-3 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 Provide potential access to a wide variety of markets Make a significant contribution to the perceived customer benefits Be difficult to imitate 4. 2005 Prentice Hall 16-4 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 5. 2005 Prentice Hall 16-5 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 6. 2005 Prentice Hall 16-6 Patterns of International Organizational Development Organizations vary in: Size Potential of targeted global markets Local management competence Conflicting pressures may arise For product and technical knowledge Functional area expertise Area and country knowledge 7. 2005 Prentice Hall 16-7 International Division Structure 8. 2005 Prentice Hall 16-8 International Division Structure Four factors that lead to this structure Top managements commitment to global operations has increased enough to justify the position Complexity of international operations requires a single organizational unity The firm has recognized the need for internal specialists to deal with the demands of global operations Management recognizes the importance of proactively scanning the global horizon for opportunities and threats 9. 2005 Prentice Hall 16-9 Regional Management Centers 10. 2005 Prentice Hall 16-10 Geographical and Product Division Structures 11. 2005 Prentice Hall 16-11 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 12. 2005 Prentice Hall 16-12 The Matrix Design Geographic knowledge understanding of economic, social, political, and governmental market and competitive dimensions Product knowledge and know-how Product managers that have a worldwide responsibility can achieve new levels of product competency 13. 2005 Prentice Hall 16-13 The Matrix Design Functional competence corporate staff with worldwide responsibility contributes toward the development of functional competence on a global basis 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 14. 2005 Prentice Hall 16-14 The Matrix Design 15. 2005 Prentice Hall 16-15 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 16. 2005 Prentice Hall 16-16 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 17. 2005 Prentice Hall 16-17 Global Management Control 18. 2005 Prentice Hall 16-18 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 19. 2005 Prentice Hall 16-19 Influences on Marketing Budgets Market Potential how large is the potential market Competition what is the level of competition in the market Impact of Substitute Products are there substitute products available in the market Process how are performance objectives determined 20. 2005 Prentice Hall 16-20 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 21. 2005 Prentice Hall 16-21 The Global Marketing Audit 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 22. 2005 Prentice Hall 16-22 Setting Objectives and Scope of the Audit One of the major tasks is data collection, a detailed plan is needed for Interviews Secondary research Review of internal documents 23. 2005 Prentice Hall 16-23 Conducting the Audit Meet with company executives and auditor to determine objectives, coverage, depth, data sources, report format, and time period Gather data Prepare and present the report 24. 2005 Prentice Hall 16-24 Components of a Marketing Audit The marketing environment audit The marketing strategy audit The marketing organization audit The marketing system audit The marketing productivity audit The marketing function audit 25. 2005 Prentice Hall 16-25 Conclusion Get directly into a job outside your home country or into a multicountry headquarters job in a global company 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 26. THANK YOU! 2005 Prentice Hall 16-26 </p>

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