1. مارکتینگ بین المللی جلسه سوم 88/12/17
جلسه سوم 88/12/17
مارکتینگ بین المللی
پژمان جعفری, دانشکده مدیریت و اقتصاد , واحد علوم و تحقیقات تهران, دانشگاه آزاد اسلامی

2. Introduction What is Global Marketing?
How is it different from regular marketing?

3. Forces Affecting Global Integration and Global Marketing
Restraining Forces
Management myopia
Organizational culture
National controls
Driving Forces
Regional economic agreements
Market needs and wants
Technology
Transportation and communication improvements
Product development costs
Quality
World economic trends
Leverage
The next slide will show the interplay between the driving and restraining forces. This slide outlines what these forces include.
Regional economic agreements, converging market needs and wants, technology advances, pressure to cut costs, pressure to improve quality, improvements in communication and transportation technology, global economic growth, and opportunities for leverage all represent important driving forces; any industry subject to these forces is a candidate for globalization.
Despite the impact of the driving forces identified previously, several restraining forces may slow a company’s efforts to engage in global marketing. In addition to the market differences discussed earlier, important restraining forces include management myopia, organizational culture, national controls, and opposition to globalization. As

4. Forces Affecting Global Integration and Global Marketing
Driving Forces
Restraining Forces

5. Globalization of Markets
Definition of International Marketing:
“The performance of business activities designed to plan, price, promote and direct the company’s flow of goods and services to consumers or users in more than one nation for a profit” (4 P’s).
What is the difference between marketing domestically and internationally
Difference is that in international marketing ALL environments have to be taken into consideration when the marketing plan is developed and executed
Must consider the legal environment, governmental controls, climate & weather, cultural beliefs, buyer behavior… (uncontrollable elements)

6. The Importance of Global Marketing
For US-based companies, 75% of sales potential is outside the US.
About 90% of Coca-Cola’s operating income is generated outside the US.
For Japanese companies, 85% of potential is outside Japan.
For German and EU companies, 94% of potential is outside Germany.

7. Top 10 U.S. Players in the Global Game
Foreign
Revenues
($ Mil)
Foreign
Revenues
(% of Total)
Foreign
Profits
(% of Total)
Foreign
Assets
(% of Total)
Company
ExxonMobil
IBM
Ford Motor
General Motors
General Electric
Texaco
Citigroup
Hewlett-Packard
Wal-Mart Stores
Compaq Computer
115,464
50,377
50,138
46,485
35,350
32,700
28,749
23,398
22,728
21,174
71.8
57.5
30.8
26.3
31.7
77.1
35.1
55.2
13.8
55.0
62.7
49.6
N/A
55.3
22.8
54.1
58.0
8.2
101.4
63.9
43.7
44.2
38.0
47.4
45.2
41.0
51.5
36.0
28.2
SOURCE: Adapted from Brian Zajac, “Global Giants”. Forbes, July 24, 2000

8. Reasons for Global Marketing
Growth
Access to new markets
Access to resources
Survival
Against competitors with lower costs (due to increased access to resources)

9. Global Marketing: What it is and What it isn’t
Global marketing does not mean doing business in all of the 200-plus country markets
Global marketing does mean widening business horizons to encompass the world in scanning for opportunity and threat

10. International Marketing Task
The International Marketing Task
Marketing Plan (controllable)
Price, Promotion, Product, Place (distribution)
Domestic Environment (uncontrollable)
Political/legal, competition, economy
Foreign Environment (uncontrollable)
Structure of distribution, geography and infrastructure, culture, political/legal, economy, competition, level of technology…

11. Developing Global Awareness
To be globally aware, a company must have the following
Objectivity
Tolerance of cultural differences
Knowledge of cultures, history, world market potential, and global economic, social, and political trends

12. Standardization 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

13. Stages of International Marketing Involvement
1. No Direct Foreign Marketing
Company does not actively pursue customers in foreign markets, but receives them thru unintended channels
Products are bought abroad through domestic wholesalers/distributors, website on the internet
2. Infrequent Foreign Marketing
Company sells to foreign markets only when a temporary surplus of product exists
Once surplus is gone, foreign activity is gone
Few companies fit this model because of the need to develop long term relationships in foreign countries

14. Stages of International Marketing Involvement
3. Regular Foreign Marketing
Companies produce their products and services to primarily sell domestically, but also internationally
Through domestic/foreign middlemen, sales force in foreign countries
4. International Marketing
Companies are fully engaged in international marketing strategies
Companies are now international or multi-national

15. Stages of International Marketing Involvement
5. Global Marketing
Change from its marketing activities to all activities focused in a global perspective
In most cases companies sales revenues are more than ½ of its total revenues
Treat the world as one market
Market segment is no longer focused on national borders, rather such things as income levels, usage patterns, or other factors are looked across borders

16. Management Orientations
Ethnocentric:
Home country is
Superior, sees
Similarities in foreign
Countries
Polycentric:
Each host country Is
Unique, sees differences
In foreign countries
Geocentric:
World view, sees
Similarities and
Differences in home
And host countries
Ethnocentrism is sometimes associated with attitudes of national arrogance or assumptions of national superiority.
Company personnel with an ethnocentric orientation see only similarities in markets, and assume that products and practices that succeed in the home country will be successful anywhere.
The term polycentric describes management’s belief or assumption that each country in which a company
does business is unique. This assumption lays the groundwork for each subsidiary to develop its own unique business and marketing strategies in order to succeed; the term multinational company is often used to describe such a structure.
In a company with a regiocentric orientation, a region becomes the relevant geographic unit; management’s goal is to develop an integrated regional strategy.
A company with a geocentric orientation views the entire world as a potential market and strives to develop integrated world market strategies.
Regiocentric:
Sees similarities and
differences in a world
Region; is ethnocentric or
polycentric in its view of
the rest of the world