Samenvatting
Boek: Essentials of global marketing (Svend Hollensen, second edition)
Vak: Internationale strategische marketing
,Inhoud Samenvatting:
Part 1: The decision to internationalize (Chapters 1-4)
Chapter 1. Global marketing in the firm
Chapter 2. Initiation of internationalization
Chapter 3. Internationalization theories
Chapter 4. Development of the firm’s international competitiveness
Part 2: Deciding which markets to enter (Chapters 5-7)
Chapter 5. The political and economic environment
Chapter 6. The sociocultural environment
Chapter 7. The international market selection process
Part 3: Market entry strategies (Chapters 8-10)
Chapter 8. Some approaches to the choice of entry mode
Chapter 9. Export, intermediate and hierarchical entry modes
Chapter 10. International buyer-seller relationships
Part 4: Designing the global marketing programme (Chapters 11-12)
Chapter 11. Product and pricing decisions
Chapter 12. Distribution and communication decisions
Part 5: Implementing and coordinating the global marketing programme (Chapters 13-14)
Chapter 13. Cross-cultural sales negotiations
Chapter 14. Organization and control of the global marketing programme
,Part 1: The decision to internationalize (Chapters 1-4)
Chapter 1. Global marketing in the firm
1.2 The process of developing the global marketing plan
1.3 Should the company internationalize at all?
LSE
Large scale enterprises > 250 employees
SME
Small and medium enterprises 50 - 250 employees. It occurs commonly in the EU and in international organizations. In the EU, SMEs
constitute approximately 99% of all firms.
Economies of scale:
When a company goes abroad , scaled operations will expand as well.
- More production means creating a competitive advantage.
- Reduce operating costs.
- Power over suppliers.
- Build technology and excellence
Economies of scope
A bundle of identical products or services across multiple
Figure 1.3 the nine strategic windows:
, Globalization
The development and selling of products or services intended for the global marketing, but adapted to suit local culture and behaviour.
Think globally, act locally.
Internationalization
Doing business in many countries of the world, but limited to a certain region. How to develop the global marketing concept.
1.4 Development of the global marketing concept
EPRG framework > World view of firms business activities
Four orientations:
- Ethnocentric Home country is superior. Needs of the home country are most relevant. Controls are highly centralized.
- Polycentric Each country is unique and there for should be targeted in a different way. Control with affiliates is highly decentralized
and communication between headquarters and affiliates is limited.
- Regiocentric World consist of regions (e.g. Europe, Asia, Middle East). Marketing programs are integrated and coordinated within
regions, but not across them.
- Geocentric World is getting smaller and smaller. The firm may offer a global concept but with local adaptations. (think global, act
local)
Global marketing
Is defined as the firms commitment to coordinate its marketing activities across national boundaries in order to find and satisfy global
customer needs better than the competition.
Glocalization
The development and selling of products or services intended for the global market, but adapted to suit local culture and behavior.
(think globally act locally)
1.5 Forces for global integration and market responsiveness
Global Integration
Recognizing the similarities between international markets and integrating them into the overall global strategy.
Market responsiveness
Responding to each market’s needs and wants
Deglobalization
Moving away from the globalization trends and regarding each market as special with its own economy culture and religion.
1.6 The value chain as a framework for identifying international competitive advantage
Value chain
A categorization of the firms activities providing value for the customers and profit the company.
It Provides a systematic means of displaying and categorizing activities.
Extra Note:
The value chain consists of value activities and margin. Value activities are the physically and technologically distinct activities that a
firm performs. These are the building blocks by which a firm creates a product valuable to its buyers. Margin is the difference between
total value (price) and the collective cost of performing the value activities.
Competitive advantage is a function of either providing comparable buyer value more efficiently than competitors (lower cost), or
performing activities at comparable cost but in unique ways that create more customer value than the competitors are able to offer and
hence, command a premium price (differentiation). The firm might be able to identify elements of the value chain that are not worth
the costs. These can then be unbundled and produced outside the firm (outsourced) at a lower price.
5 Primary activities of the organization:
- Inbound logistics receiving, storing and distributing the inputs to the product/ service
- Operations transformation of various inputs into the final product/service like machining, packaging, assembly testing etc.
- Marketing and Sales sales administration, advertising, selling etc.
- Services these are all the activities that enhance or maintain the value of a product/ service
4 area’s of support activities:
- Procurement the process of acquiring the various resource inputs to the primary activities ( not to the resources themselves). As such,
it occurs in many parts of the organization.
- Technology development
- Human recsource management
- Infrastructure The systems of planning, finance, quality control etc.
Boek: Essentials of global marketing (Svend Hollensen, second edition)
Vak: Internationale strategische marketing
,Inhoud Samenvatting:
Part 1: The decision to internationalize (Chapters 1-4)
Chapter 1. Global marketing in the firm
Chapter 2. Initiation of internationalization
Chapter 3. Internationalization theories
Chapter 4. Development of the firm’s international competitiveness
Part 2: Deciding which markets to enter (Chapters 5-7)
Chapter 5. The political and economic environment
Chapter 6. The sociocultural environment
Chapter 7. The international market selection process
Part 3: Market entry strategies (Chapters 8-10)
Chapter 8. Some approaches to the choice of entry mode
Chapter 9. Export, intermediate and hierarchical entry modes
Chapter 10. International buyer-seller relationships
Part 4: Designing the global marketing programme (Chapters 11-12)
Chapter 11. Product and pricing decisions
Chapter 12. Distribution and communication decisions
Part 5: Implementing and coordinating the global marketing programme (Chapters 13-14)
Chapter 13. Cross-cultural sales negotiations
Chapter 14. Organization and control of the global marketing programme
,Part 1: The decision to internationalize (Chapters 1-4)
Chapter 1. Global marketing in the firm
1.2 The process of developing the global marketing plan
1.3 Should the company internationalize at all?
LSE
Large scale enterprises > 250 employees
SME
Small and medium enterprises 50 - 250 employees. It occurs commonly in the EU and in international organizations. In the EU, SMEs
constitute approximately 99% of all firms.
Economies of scale:
When a company goes abroad , scaled operations will expand as well.
- More production means creating a competitive advantage.
- Reduce operating costs.
- Power over suppliers.
- Build technology and excellence
Economies of scope
A bundle of identical products or services across multiple
Figure 1.3 the nine strategic windows:
, Globalization
The development and selling of products or services intended for the global marketing, but adapted to suit local culture and behaviour.
Think globally, act locally.
Internationalization
Doing business in many countries of the world, but limited to a certain region. How to develop the global marketing concept.
1.4 Development of the global marketing concept
EPRG framework > World view of firms business activities
Four orientations:
- Ethnocentric Home country is superior. Needs of the home country are most relevant. Controls are highly centralized.
- Polycentric Each country is unique and there for should be targeted in a different way. Control with affiliates is highly decentralized
and communication between headquarters and affiliates is limited.
- Regiocentric World consist of regions (e.g. Europe, Asia, Middle East). Marketing programs are integrated and coordinated within
regions, but not across them.
- Geocentric World is getting smaller and smaller. The firm may offer a global concept but with local adaptations. (think global, act
local)
Global marketing
Is defined as the firms commitment to coordinate its marketing activities across national boundaries in order to find and satisfy global
customer needs better than the competition.
Glocalization
The development and selling of products or services intended for the global market, but adapted to suit local culture and behavior.
(think globally act locally)
1.5 Forces for global integration and market responsiveness
Global Integration
Recognizing the similarities between international markets and integrating them into the overall global strategy.
Market responsiveness
Responding to each market’s needs and wants
Deglobalization
Moving away from the globalization trends and regarding each market as special with its own economy culture and religion.
1.6 The value chain as a framework for identifying international competitive advantage
Value chain
A categorization of the firms activities providing value for the customers and profit the company.
It Provides a systematic means of displaying and categorizing activities.
Extra Note:
The value chain consists of value activities and margin. Value activities are the physically and technologically distinct activities that a
firm performs. These are the building blocks by which a firm creates a product valuable to its buyers. Margin is the difference between
total value (price) and the collective cost of performing the value activities.
Competitive advantage is a function of either providing comparable buyer value more efficiently than competitors (lower cost), or
performing activities at comparable cost but in unique ways that create more customer value than the competitors are able to offer and
hence, command a premium price (differentiation). The firm might be able to identify elements of the value chain that are not worth
the costs. These can then be unbundled and produced outside the firm (outsourced) at a lower price.
5 Primary activities of the organization:
- Inbound logistics receiving, storing and distributing the inputs to the product/ service
- Operations transformation of various inputs into the final product/service like machining, packaging, assembly testing etc.
- Marketing and Sales sales administration, advertising, selling etc.
- Services these are all the activities that enhance or maintain the value of a product/ service
4 area’s of support activities:
- Procurement the process of acquiring the various resource inputs to the primary activities ( not to the resources themselves). As such,
it occurs in many parts of the organization.
- Technology development
- Human recsource management
- Infrastructure The systems of planning, finance, quality control etc.
