市场营销Global-Marketing-Strategy

GlobalMarketingStrategyChapter10OutlineTheManagerialContextGlobalMarketPlanningMacro-segmentationTargetingStrategiesGlobalS-T-PStrategies11-2A.TheGlobalMarketer’sMindsetThetypicalcontextforglobalizedmarketingisnottheusual“closetocustomer”mindset.Rather,thepointisusuallytocoordinatemarketingactivitiesacrossawidevarietyofmarketswherethefirmdoesbusiness.Atop-downapproacheasilyleadstoinsensitivitytowardslocalcustomersandlocalrequirements,andconflictswithlocalsubsidiaries.11-31.Sellingorientation–sellwhatwemake,theproductlineisgiven.2.Standardizationofproductsasmuchaspossible.3.Coordinationvianewreportinglinestomakesureeveryoneisonboard.4.Centralizationofthemarketingefforttomakesureallspeakthesamelanguage.TheGlobalMarketer:oftenbadmarketing,notcustomer-oriented?11-4TheGlobalMarketer’sMindsetBecauseofthenaturalinclinationtoignorelocalvariationsincustomerpreferencesandlocalrequirements,globalmarketingcaneasilyleadtomis-positionedproductsandinappropriatepromotionalappeals.Itcanalso,ofcourse,leadtolocalresistanceandanimosity,notgoodconsideringanti-globalizationandanti-Americanismsentiments.Thekeyistostriketheoptimalbalancebetweenlocaladaptationandglobalefficiency.11-5B.GlobalMarketPlanningThetask:AllocatethemarketingresourcesefficientlyacrossproductsandmarketsRule:Theoptimalallocationiswherethemarginalpayoffisthesameacrossproductsandmarkets.Needed:Dataonsales,costs,andprojectedprofitability.Foreachproductandcountry.11-6TheBCGPortfolioMatrixBCG:TheGrowth-Sharematrix.4categories:Stars,CashCows,Dogs,QuestionMarksRule:AllocatefundsfromCashCowstoStars.GetridofDogs!Questionmarks??Context=multipleproducts,onecountrymarket11-711-8QuestionMarks•Highgrowth,lowshare•BuildintoStarsorphaseout•RequirecashtoholdmarketshareStars•Highgrowth&share•Profitpotential•MayneedheavyinvestmenttogrowCashCows•Lowgrowth,highshare•Established,successfulSBU’s•ProducecashDogs•Lowgrowth&share•LowprofitpotentialRelativeMarketShareHighLowMarketGrowthRateLowHigh?BostonConsultingGroupGrowth-ShareMatrixApproachTheGE/McKinseyMatrixExtendstheBCG:MarketAttractivenessisnotonlygrowth,butsize,entrybarriers,etc.CompetitiveStrengthisnotsimplylargemarketshare,butbrandstrength,etc.Rule:Allocateintoattractivemarkets,competitivestrength.Still:Multipleproducts,Onecountry.11-9BusinessStrengthHighMediumLowStrongAverageWeakABCDIndustryAttractivenessAnalyzingCurrentSBU’s:GE’sStrategicBusiness-PlanningGridExtendingtomultiplecountriesForanyoneproduct,theportfoliomatrixgeneralizesdirectlytoseveralcountries.Insteadof“Starproducts,”youget“Starcountries,”“CashCowcountrymarkets”,etc.Ex:Fordtractors.Thentheportfoliocanbeextendedbyanalyzingeachproductseparately,forallcountrymarkets.11-1111-1211-13GlobalResourceAllocationRule:Allocateresourcestothecountry-productpairsofcountrieswhichare“Stars,”etc.Forexample,product1mightbesupportedincountryAbutnotincountryB.AndcountryAmightnotgetmuchsupportforProduct2.Needtoadjustfor(1)spilloverofmarketingeffortsbetweencountriesand(2)differencesinthestageofthePLCbetweencountries.11-14AssessingcountryattractivenessandcompetitivestrengthCountryattractiveness:Foreachproductmarketedinthecountry,forecasttotalmarketsalesoftheproductcategorybytrendanalysis,analogy,orotherestablishedmethod.Assessroleofcountryregulations,tariffs,andotherentrybarriers,politicalstability,etc.Competitivestrengthisafunctionofmarketshareandrelativestrengthofdomesticandforeigncompetition.(Rememberthebasicforecastequation:Sales=MarketsalesxMarketshare.)11-1511-1611-17MarketShareFocusPortfoliomatricesassumethatahighmarketshareshouldbegivenmoresupportthanalowmarketshare-butthisisnotalwaysappropriate.Lowmarketsharemayindicategreaterfuturepotentialthanahighmarketshare.Theresourceallocationshouldtakethisintoaccount-itisthemarginalprofitcontributionthatmattersforanoptimalallocation.11-18C.Segmentation-Targeting-PositioningThetypicalwayofapproachingglobalmarketingstrategyissimilartotheso-calledS-T-Pframework:1.Segmentation–thesplittingupofthetotalmarketintosegmentsofmorehomogeneoussubgroups.2.Targeting–theselectionofwhichone(s)ofthesesubgroupsthecompanyshouldmarketitsproductto.3.Positioning–exactlyhowthecompanyshouldpresenttheproducttothetargetmarket(s)soitsperceptionismostadvantageousrelativetocompetition.11-19Two-StageGlobalSegmentationItiscommontodistinguishtwostagesofglobalsegmentation1.Macro-segmentation–thedivisionofanumberofcountriesintosubgroupsofmoresimilarclusters2.Micro-segmentation–theidentificationoflocalsegmentswhicharesimilaracrossthecountriesinacluster.Themicro-segmentationtechniquesusedinlocalmarketingarealsousefulinglobalsegmentation.11-20MACROSEGMENTATION–clusteringofcountriesonthebasisofcommoncharacteristicsdeemedtobeimportantformarketingpurposes,e.g.dataon:•Populationsize•Populationcharacter•Disposableincomelevels•Educationalbackground•Primarylanguages•Levelofdevelopment•RateofgrowthinGNP•Infrastructure•PoliticalaffiliationMacro-Segmentation11-21FactornumberNameandnumberofdescriptorsSelecteddescriptorsI.Aggregateeconomic,ofleve