Professional Documents
Culture Documents
Micro-environment
Analysis
Is
determined
by
Combines with
Meso-environment
Combines with
Necessary for
Strategy
formulation
Is
determined
by
Macro-environment
Positioning and
Selection of entry mode
Marketing mix
Influences
Tactical
decisions
Is
determined
by
Combines with
After-sales service
Marketing metrics
Marketing dashboards
Combines
with
Marketing
control
Is
determined
by
Intl. research
Combines with
Data equivalence
Response styles
1.
Internal analysis:
Reviewing the
basics
2.
Analysis of the
firms international
capabilities
3.
Analysis of
competitors
Mission statement
Why do we exist?
o
o
o
o
o
Suppliers
o
o
o
Warehouses
Logistics
Marketing consultants
Financial groups
Media
Government
Locals
Public opinion/society
Internal groups
Potentially affect
marketings efficacy
and efficiency
Value chain
Service
Sales &
Marketing
Outbound
logistics
Operaties
Inbound logistics
Procurement
Financial
What is the marketing budget?
Debts
Effectiveness
Analysis of previous marketing actions
Current market share
Product strategy
Most companies sell more than 1 product or service
Main goal: Making profit on all products
o
BCG-matrix
Relative market share
Low
Stars
Problem children
Cash cows
Dogs
Low
Growth rate
High
High
BCG-matrix
Relative market share
High
Invest
High
Problem
Stars
Low
Invest
Low
Cash cows
Dogs
Milk
Terminate
Growth rate
children
BCG-matrix
Growth rate
High
Low
Stars
Problem children
C
B
Low
Cash cows
Dogs
E
F
G
1.
Internal analysis:
Reviewing the
basics
2.
Analysis of the
firms international
capabilities
3.
Analysis of
competitors
Barriers
Stimuli
International
marketing
Robert E. Morgan
Constantine Katsikeas
Source: Morgan, R.E. and Katsikeas, C.S. (1997). Obstacles to export initiation and
expansion. Omega International Journal of Management Science, 25(6), 677-690.
Strategic
barriers
Operational
barriers
Process-based
barriers
Informational
barriers
Source: Morgan, R.E. and Katsikeas, C.S. (1997). Obstacles to export initiation and
expansion. Omega International Journal of Management Science, 25(6), 677-690.
Strategic barriers
Availability of resources to take advantage of international
market opportunities
o Production
o Capital
o Personnel
Operational barriers
Primarily functional level considerations in marketing
o
Product
Price
Place/logistics
Promotion
After-sales service
Process-based barriers
International business requires interactions between the
firm and other parties
Informational barriers
Management is all about finding a fit between an
organizations strategy and its environment
Reasons to go international
External
Firm is passive
toward international
trade, but does it
because of external
pressure
Reactive
Proactive
Firms go
international
because of internal
conditions or events
Internal
Source: Westhead et al. (2002)
Firm is interested in
exploiting unique
internal
competencies or
market opportunities
To do
Sit together in groups for 15
Review the list with statements, and classify them as a
barrier or a stimulus for firms going international
o Consider the type of barrier or stimulus
o Explain why it is a barrier or stimulus
Low number of
barriers to
international trade
High number of
stimuli to
international trade
Ethnocentric
Polycentric
Regiocentric
Geocentric
EPRG framework
Represents the form in which a firm responds to global
marketing opportunities
o Based on managements assumptions and beliefs
Four worldviews
o
o
o
o
Ethnocentric
Polycentric
Regiocentric
Geocentric
Ethnocentric orientation
Home country is superior, and needs of the home country
are most relevant
Centralized control
Polycentric orientation
Each country is unique
o
o
Decentralized control
Regiocentric orientation
Companies start viewing similarities and differences
between countries
Geocentric orientation
The world is getting smaller and smaller
The firm may offer global product concepts but with local
adaptation
o Adaptation is kept to a bare minimum
o Done to add value to the customer
Preparedness for
internationalization
Mature
Adolescent
Immature
Local
Potentially global
Global
3. Enter new
business
6. Prepare for
globalization
9. Strengthen your
global position
2. Consolidate your
export markets
5. Consider
expansion in
international
markets
8. Seek global
alliances
1. Stay at home
4. Seek niches in
international
markets
7. Prepare for a
buyout
1.
Internal analysis:
Reviewing the
basics
2.
Analysis of the
firms international
capabilities
3.
Analysis of
competitors
Micro-environment
Analysis
Is
determined
by
Combines with
Meso-environment
Combines with
Necessary for
Strategy
formulation
Is
determined
by
Macro-environment
Positioning and
Selection of entry mode
Marketing mix
Influences
Tactical
decisions
Is
determined
by
Combines with
After-sales service
Marketing metrics
Marketing dashboards
Combines
with
Marketing
control
Is
determined
by
Intl. research
Combines with
Data equivalence
Response styles
Rivalry among
existing competitors
Threat of substitute
products or services
Bargaining power
of buyers
Bargaining power
of suppliers
Threat of
new entrants
Same product
Direct
competitors
Same type of
product
Generic
competition
Indirect
competitors
Strategic group
Benchmarking
Inert?
Fast?
Both?
Analysis of customer value
Competition is necessary
Source: http://publications.gc.ca/collections/collection_2012/agr/A74-1-35-2011-eng.pdf
Competitor benchmarking
Compare your own organizations performance with:
o
o
On value-creating dimensions
o
o
Competitor benchmarking
Customer
Low
importance
1
Own firm
Highi Bad
importancei performance
3
Main competitor
Goodi Bad
performancei performance
3
Goodi
performancei
3