1. Chapter 1 Introduction to Global Marketing

2. 1-2 http://www.youtube.com/watch?v=Fucq5BoEfEI

3. The 787 Dreamliner PartsSupplier Airframe sectionsKawasaki, Fuji, Mitsubishi, Japan Horizontal stabilizerAlenia, Italy Aft Cargo doorSaab, Sweden Landing gearMessier-Dowty, France (built in Gloucester, UK) Nose & cockpit sections Spirit Aerosystems, Canada Wing body fairingBoeing, Canada Trailing edge and flapsHawker de Havilland, Boeing Australia Fairing panels, rudder, leading edge Hafei, Chengdu, Shenyang, China Airplane designBoeing Design Center, Moscow Tail coneSouth Korea US suppliersPuget Sound, WA; Charleston, SC; Wichita, KS, Tulsa, OK 1-3

4. 1-4 The Blackberry Storm http://www.sou rcemap.org/obj ect/blackberry- storm UK, Singapore, South Korea, China, Japan, Malaysia, Scotland, The Netherlands, Taiwan, US (NJ, MA, CA, AZ, TX, ME)

5. 1-5 Globalization – Thomas L. Friedman Globalization is the inexorable integration of markets, nation-states and technologies to a degree never witnessed before—in a way that is enabling individuals, corporations and nation- states to reach around the world farther, faster, deeper and cheaper than every before… The degree of inter-dependence between nation states

6. What is a Globally Integrated Enterprise? A collection of various incorporated business units in different countries Bound together by a common, shared objective Part of the business value chain that extends from product inception to final consumption Activities in the value chain are performed by business units most skilled (in that activity) and at the lowest relative cost (on a global basis) 1-6

7. Sam Palmisano (Chairman and CEO of IBM) What is a globally integrated enterprise Global Integration allows companies to take advantage of talent and resources regardless of time zones and delivers value to customers regardless of geography 1-7

8. 1-8 Globalized Industries An industry is global to the extent that a company’s industry position in one country is interdependent with its industry position in another country The number of times business supply chains cross national borders Indicators of globalized industries Ratio of cross-border trade to total worldwide production (in an industry) Ratio of cross-border investment to total capital investment (in an industry)

9. 1-9 Global Marketing: What It Is and What It Isn’t Single Country Marketing Strategy Target market strategy Marketing mix Product Price Promotion Place Global Marketing Strategy Major world market participation thru’ sale of its products Marketing mix development 4 P’s: adapt or standardize? Concentration of marketing activities Coordination of marketing activities Integration of competitive moves

10. Why is Global Marketing important? High-growth and Low-growth countries Relative costs Risk of losing domestic business to foreign country competitors Segment simultaneity 1-10

11. 1-11 The Importance of Going Global For U.S. companies, 70% of total world market for goods and services is outside the country Coca-Cola earns 75% of operating income and two-thirds of profit outside of North America For Japanese companies, 90% of world market is outside the country 94% of market potential is outside of Germany for its companies

12. 1-12 Product/Market Matrix Global versus “regular” marketing Scope of activities are outside the home- country market Product/market growth matrix

13. 1-13 Competitive Advantage, Globalization, and Global Industries Focus Concentration and attention on core business and competence Nestle is focused: We are food and beverages. We are not running bicycle shops. Even in food we are not in all fields. There are certain areas we do not touch.... We have no soft drinks because I have said we will either buy Coca-Cola or we leave it alone. This is focus. Helmut Maucher, former chairman of Nestlé SA

14. 1-14 Standarization versus Adaptation Globalization (standardization) Developing standardized products marketed worldwide with a standardized marketing mix Essence of mass marketing Global localization (adaptation) Mixing standardization and customization in a way that minimizes costs while maximizing satisfaction Essence of segmentation Think globally, act locally

15. Quick example on glocalization Pepsi in India in 1990 Entered through a JV with Voltas & Punjab Agro-Industries Corp to develop vegetable and fruit farming techniques Introduced Pepsi under the name ‘Lehar Pepsi’ Advertising used local Bollywood and cricket celebrities. http://www.youtube.com/watch?v=fgKgEucccUc http://www.youtube.com/watch?v=is4X_Tw6nPQ http://www.youtube.com/watch?v=rfiF6VSFoGc 1-15

16. 1-16 Standarization versus Adaptation Arabic read right to left Chinese “delicious/happiness” The faces of Coca-Cola around the world

17. 1-17 McDonald’s Global Marketing Marketing Mix Element StandardizationLocalized Product Promotion Place Price Big Mac Brand name Advertising slogan “I’m Loving It” Free-standing Big Mac is $3.10 in U.S. and Turkey McAloo Tikka potato burger (India) Slang ’Macca’s (Australia) MakDo (Philippines) McJoy magazine, “Hawaii Surfing Hula” promotion (Japan) Home delivery (India) Swiss rail system dining cars $5.21 (Switzerland) $1.31(China)

18. 1-18 Global Marketplace – Local Markets Brands sold globally – McDonalds, Sony, Lego, Swatch, Burberry, etc. Local brands – Yum Brands’ East Dawning fast Food chain in China; Kiki competes with Vogue and Cosmo in Japan; Ford competes with Maruti in India Global brands and local brands Brands’ sense of identity with a country is blurring

19. In what country is the parent corporation located? 1-19 Firestone Tire & RubberMiller Beer Ray BanRollerblade Rolls RoyceWeed Eater RCA TelevisionsHoliday Inn JaguarWild Turkey Bourbon Dr. PepperThinkPad Ben & Jerry’s Homemade Wilson Sporting Goods BudweiserRight Guard GerberHummer

20. In what country is the parent corporation located? 1-20 Firestone Tire & RubberJapan (Bridgestone)Miller BeerGB (SABMiller) Ray BanItaly (Luxottica)RollerbladeItaly (Benetton) Rolls RoyceGermany (Volkswagen)Weed EaterSweden (Electrolux) RCA TelevisionsChina (TTE)Holiday InnGB (Intercontinental) JaguarIndia (Tata Motors)Wild Turkey BourbonFrance (Groupe Pernod Ricard) CoronaMexicoThinkPadChina (Lenovo) Ben & Jerry’s Homemade GB / Netherlands (Unilever) Wilson Sporting GoodsFinland (Amer) BudweiserBelgium (InBev)Right GuardGermany (Henkel) GerberSwitzerland (Nestle)Land RoverIndia (Tata Motors)

21. 1-21 Management Orientations Ethnocentric orientation Home country is superior to others Sees only similarities in other countries Assumes products and practices that succeed at home will be successful everywhere Leads to a standardized or extension approach

22. 1-22 Management Orientations Polycentric orientation Each country is unique Each subsidiary develops its own unique business and marketing strategies Often referred to as multinational Leads to a localized or adaptation approach that assumes products must be adapted to local market conditions

23. 1-23 Management Orientations Regiocentric orientation A region is the relevant geographic unit Ex: The NAFTA or European Union market Some companies serve markets throughout the world but on a regional basis Ex: General Motors had four regions for decades

24. 1-24 Management Orientations Geocentric orientation Entire world is a potential market Strives for integrated global strategies Also known as a global or transnational company Retains an association with the headquarters country Pursues serving world markets from a single country or sources globally to focus on select country markets Leads to a combination of extension and adaptation elements

25. 1-25  Similarities  perceptions  differences   own  control  decentralized  ethnocentric polycentric regiocentric geocentric

26. 1-26 Driving Forces Affecting Global Integration and Global Marketing Regional economic agreements Converging market needs and wants and the information revolution Transportation and communication improvements Product development costs

27. 1-27 Driving Forces Affecting Global Integration and Global Marketing Quality World economic trends Leverage

28. 1-28 Restraining Forces Affecting Global Integration and Global Marketing Management myopia Organizational culture National controls Opposition to globalization