国际市场营销课件第六章-国际市场营销战略.ppt

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1、Chapter 6 International marketing strategy国际市场营销战略1 Outline v. Whats strategy?vA strategy is a fundamental pattern of present and planned objectives, resource developments and interactions of an organization with markets, competitors and other environmental factors.vThis definition suggest that a st

2、rategy should specify:vWhat: objectives to be accomplishedvWhere: on which industries and product-markets to focusvHow: which resources and activities to allocate to each product-market to meet environmental opportunities and threats and to gain a competitive advantage. The components of strategyvMo

3、re specifically, there are five components (or sets of issues) within a well-developed strategy:v1. Scope: vThe scope of an organization refers to the breadth of its strategic domain.vThe number and types of industries, product lines and market segments it competes in or plans to enter.vDecision abo

4、ut an organizations strategic scope should reflect managements view of the firms purpose mission.v2. Goals and objectives:vStrategies should also detail desired levels of accomplishment on one or more dimensions of performance (such as volume growth, profit contribution, return on investment ) over

5、specified time periods for each of those business and product market and for the organization as a whole.v3. Resource deploymentvIt means the company deciding how those resources are to be obtained and allocated across business, productmarkets, functional departments and activities within each busin

6、ess or product-market.vBecause every organization has limited financial and human resources.v4. Identification of a sustainable competitive advantages:vA specification of how the organization will compete in each business and product-market within its domain. How can it position itself to develop an

7、d sustain a differential advantages over current and potential competitors?vManagers must examine the market opportunities in each business and product-market and the companys distinctive competencies or strengths relative to its competitors.v5. SynergyvSynergy exists when the firms business, produc

8、t-markets, resource deployments and competences complement and reinforce one other.vSynergy enables the total performance of related business to be great than it would otherwise be: the whole becomes greater than the sum of its parts. . The hierarchy of strategiesv1. In most large, multi-product org

9、anizations there are three major levels of strategy: corporate strategy, business-level strategy and functional strategy.v2. In small, single-product-line companies, corporate and business-level strategic issues merge. vIn different hierarchy there are different content in those five basic dimension

10、s.Scope vCorporate strategy:v1.Corporate domainvWhich business should we be in?v2. Corporate development strategyvConglomerate diversification (expansion into unrelated business); vertical integration, acquisition and divestiture policiesvBusiness strategyv1. Business domainvWhich product-markets sh

11、ould we be in within this business or industry?v2. Business development strategyvConcentric diversification (new products for existing customers or new customers for existing products )vMarketing strategyvTarget market definitionvProduct-line depth and breadthvBranding policiesvProduct-market develo

12、pment planvLine extension and product elimination plans公司战略计划公司战略计划 定义公司的使命定义公司的使命vMission statements (公司使命说明书公司使命说明书)vGood mission statements have three major characteristics.They focus on a limited number of goals.Mission statements stress the major policies and values that the company wants to ho

13、nor.They define the major competitive scope within which the company will operate.Competitive ScopevCompetitive scope:Industry scope (行业范围行业范围)Products and application scope (产品与应用范围产品与应用范围)Competence scope (能力范围能力范围)Market-segment scope (市场细分范围市场细分范围)Vertical scope (垂直范围垂直范围)Geographical scope (地理范

14、围地理范围)建立战略业务单位建立战略业务单位v1.Characteristics of SBU (According to GE):It is a single business or collection of related business that can be planned separately from the rest of the company.It has its own set of competitors.It has a manager who is responsible for strategic planning and profit performance

15、and who controls most of the factors affecting profit. 2.2.波士顿咨询集团的增长波士顿咨询集团的增长- -占有率矩阵占有率矩阵20%-20%-18%-18%-16%-16%-14%-14%-12%-12%-10%-10%- 8%- 8%- 6%- 6%- 4%- 4%- 2%- 2%- 0 03?Question marks问题类问题类?21Cash cow金牛类金牛类6Dogs狗类狗类871010 x 4x 2x 1.5x 1x x 4x 2x 1.5x 1x Relative market share相对市场占有率相对市场占有率.5

16、.5 x .4x .3x .2x .1x x .4x .3x .2x .1x Stars明星类明星类54 Market growth share市场增长率市场增长率highlow波士顿咨询集团模型波士顿咨询集团模型vTo invest more: Stars and question marks which may develop to starsvTo maintain actuality: strong cash cowsvTo gain: weak cash cows and dogvTo abandon: dog and serious question marks The Gener

17、al Electric Model: (a) ClassificationStrong Medium Weak BUSINESS STRENGTHLow MediumHigh MARKET ATTRACTIVENESSThe General Electric Model: (b) StrategiesProtect PositionBuild SelectivelyInvest to Build Build SelectivelySelectivity/Managefor EarningsLimited Expansionor HarvestDivestManage for EarningsP

18、rotect and RefocusSalesSales10105 50 0Time (yearsTime (years)DesiredsalesDesiredsalesIntegrative growthIntensive growthCurrentportfolioCurrentportfolioStrategic-Strategic-planningplanninggapgapDiversificationDiversification growthgrowth1.战略规划差距战略规划差距密集型成长密集型成长可口可乐 一体化成长一体化成长 vBackward integration 后向

19、一体化后向一体化vForward integration 前向一体化前向一体化vHorizontal integration 水平一体化水平一体化Colgate Goes to ChinaUsing aggressive promotional and educational programs, Colgate has expanded its market share from 7% to 35% in less than a decade.多样化成长多样化成长vConcentric diversification strategy 同心多样化战略同心多样化战略vHorizontal div

20、ersification strategy 水平多样化战略水平多样化战略vConglomerate diversification strategy 跨行业多样化战略跨行业多样化战略Many U.S. companies have made the world their market.v1. Business missionv2. SWOT analysisv3. Goal formulationv4. Strategic formulationv5. Program formulationv6. Strategy Implementationv7. Feedback and control

21、2. SWOT AnalysisvSWOT: Strengths , Weakness, Opportunity and threatvInternal environment analysis: analyze the firms strengths and weakness by the checklist for performing strengths/weakness analysis (公司绩效优势/劣势分析表)vExternal environment analysis : analyze the marketing opportunity (市场机会) by Opportuni

22、ty matrix (P187) and Environment threat (环境威胁) by Threat matrix (P188) and then have the outcomes as follows: ideal business, speculative business, mature business and trouble business.External environment analysisvOpportunity and threat analysis 机会与威胁分析机会与威胁分析A marketing opportunity is an area of b

23、uyer need in which a company can perform profitably.An environment threat is a challenge posed by an unfavorable trend or development that would lead, in the absence of defensive marketing action, to deterioration in sales or profit.(1)Political/legal vMonopolies legislationvEnvironmental protection

24、 lawsvTaxation policyvEmployment lawsvGovernment policyvLegislationvOthersvInflationvEmploymentvDisposable incomevBusiness cyclesvEnergy availability and costvOthersvDemographicsvDistribution of incomevSocial mobilityvLifestyle changesvConsumerismvLevels of educationvOthersvNew discoveries and innov

25、ationsvSpeed of technology transfervRates of obsolescencevInternetvInformation technologyvOthers 目标制定目标制定vManages by objectives (MBO, 目标管理目标管理)vThe units various objectives must meet:Hierarchically (有层次的有层次的)Quantitatively (数量上的数量上的)Realistic (现实的现实的)Consistent (一致的一致的)战略制定战略制定vThree types of strate

26、gies (by Michael Porter)Cost leadership成本领先成本领先Differentiation差别化差别化Focus集中化集中化vStrategic Alliances 战略联盟战略联盟Product or service alliances产品或服务联盟产品或服务联盟Promotional alliances促销联盟促销联盟Logistics alliances物流联盟物流联盟Pricing collaborations价格合作价格合作3 International Marketing Strategy 国际营销战略. Overview of marketing

27、 strategyv1. Whats the focus of marketing strategy?vThe primary focus of marketing strategy is to effectively allocate and coordinate marketing resources and activities to accomplish the firms objectives within a specific product-market.v2. Whats the scope of marketing strategy?vThe critical issue c

28、oncerning the scope of a marketing strategy is specifying the target market (s) for a particular product or product line.vThen the firms seek competitive advantage and synergy though a well-integrated program of marketing mix elements tailored to the needs and wants of potential customers in that ta

29、rget market.International market segmentation strategy v1. Whats market segmentation?vMarket segmentation is the process by which a market is divided into distinct customer subsets(子集) of people with similar needs and characteristics that lead them to respond in similar ways to a particular product

30、offering and strategic marketing program.v2. What would the researchers do after market segmentation?vThey will describe each segments demographics, lifestyle and media habits.vThen they would have to decide which segment (s) to target.vThe final thing is product positioning.v3. Whats market targeti

31、ng?vThe process that the researchers evaluate the relative attractiveness of each segment (size, revenue potential and growth rate), the benefits sought and the firms relative business strengths.v4. Whats product positioning?vProduct positioning is designing product offerings and developing strategi

32、c marketing programs that collectively create an enduring competitive advantages in the market, which would need to be undertaken.Attention:vThese three decision process market segmentation, market targeting and positioning are closely linked and have strong interdependence.vAll must be well conside

33、red and implement if the firm is to be successful in managing a given product market relation.vMore often than not, successful companies have been able to fitness this relationship and in so doing, distance themselves from their competitors.vIn fact, a firm has the option of adopting a market aggreg

34、ation strategy or a segmentation strategy.vBut most companies adopt the latter. Do you know why?vA market aggregation strategy is appropriate where the total market has few differences in customer needs or desire , especially the products can be standardized. Other case is that it is operationally d

35、ifficult to develop distinct products or marketing programs to reach different customer segments.vEven so , some firms have pursued at least a partial aggregation strategy. For instance, Lever 2000s multipurpose soap was designed to appeal to both sexes regardless of the individuals skin condition (

36、dry versus oily), fragrance preference and deodorant needs.v5. Why do the firms take market segmentation mainly?vMarket segmentation has become increasingly important in the development of marketing strategies for several reasons as follows:vFirst, population growth has slowed and more product-marke

37、ts are maturing.vSecond, the needs, tastes and lifestyles of the consumers have been varied and sophisticated as the social and economic forces changed in the worldwide area. vThis has led to an outpouring of goods and services that compete with one another for the opportunity of satisfying some gro

38、up of consumer. vThird, the new information technology has enabled firms to mass-customize many products as diverse as designer jeans and cars.vFor example, many automobile companies are using a flexible production system that can produce different models on the same production line, which enable th

39、e company to literally produce cars made-to-order.vFourth, many marketing organizations have facilitated the implementation of specialized marketing programs by broadening and segmenting their own groups.vFor example, new advising media offer advertisers the opportunities to target specific groups o

40、f people within their subscription base. vFinally, the segmentation offers the following benefits:vIt identifies opportunities for new-product development. For example, the laptop computer.vIt helps in the design of marketing programs that are most effective for reaching homogeneous groups of custom

41、ers.vIt improves the strategic allocation of marketing resources.v6. Identification of market segmentsvFor both consumer and industrial markets, marketers divide segmentation descriptors into four major categories: physical descriptors, person/firm related behavioral descriptors, product related beh

42、avioral descriptors and customer needs descriptors.v(1) Physical descriptorsvThese are used mainly to describe customer largely on the basis of such demographics as the following Exhibit.vOthers include martial status, home ownership, presence and age of children.vAmong these factors, geography, com

43、pany size and industry decide the industrial as macro-segmentation and others decide the micro-segmentation. DemographicExample if categoriesAgeUnder2, 2-5, 6-11, 12-17, 18-24, 25-34, 35-49, 50-64, 65 and overSexMale, femaleHousehold life cycleYoung, single; newly married, no children; older couples

44、 without dependent children; older couples retied; old, singleIncomeUnder 15000; 15000-24999;25000-74999OccupationProfessional, manager, clerical, sales, supervisor, blue collar, homemaker, student, unemployedEducationSome high school, graduated high school, some college, graduated collegeGeographyR

45、egions, countries, cities, metropolitan areas, counties, zip codes, blocksEventsBirthday, graduation, anniversaries, national holidays, sporting eventsRace originAfrican, Asian, Anglo-Saxon, Jewish, Scandinavianv(2) General behavioral descriptorsvLifestyle and social class decide consumer segmentati

46、on.vPurchase structure and buying situation decide macro-segmentation of industrial.v(3) Product-related behavior descriptorsvProduct usage, loyalty, present customers, purchase predisposition, innovativeness decide the consumer segmentation.vAmong these five factors, the front three factors decide

47、macro-segmentation of industrial and the latter two factors decide micro-segmentation of industrial.v(4) Customer needsv7. Requirement for effective segmentationv(1) Adequate sizev(2) Measurabilityv(3) Accessibilityv(4) Different response8. How to divide a market into segments?vThe process is as fol

48、lows:v(1) Choose criteria to measure attractiveness and competitive.v(2)Weight attractiveness and competitive positions factors to reflect their relative importance.v(3) Assess the current position of each potential target market on each factor.v(4) Project the future position of each market based o

49、n expected environment, customer and competitive trends.v(5) Evaluate implications of possible future changes for business strategies and resources requirements.vThe useful analytical framework managers are market attractiveness/ business position matrix.宝洁公司（中国）战略新思维宝洁公司（中国）战略新思维 -大飘柔背后的温柔革命宝洁和主要竞争

50、对手的产品介绍宝洁公司 欧莱雅公司基础化妆品 美发护发品 基础化妆品美发护发品 高档产品 SK 无 赫莲娜，兰寇，碧欧泉 无 中档产品 OLAY（玉兰油）妮维雅威娜（原德国） 薇姿，理肤泉，巴黎欧莱雅卡诗、欧莱雅 低挡产品 Cover girl 飘柔飘柔伊卡璐羽西美宝莲卡尼尔(含小护士）两大公司的背景分析v欧莱雅公司v旗下有500多个品牌，17个国际知名大品牌，站94%的销售总额，在中国已经引入十多个，去年刚收购了羽西和在中国大陆排名第三的小护士。v宝洁公司v1988年进入中国市场，16年来，在中国有一定地位的品牌有飘柔、海飞丝、舒肤佳等。宝洁调整后的营销战略v1、洗化市场的大品牌战略v（1）