1、Module One,Deciding Whether to Internationalize,In face of globalization, many firms attempt to:expand their sales into foreign markets to increase their competitiveness make greater profits, acquire larger global market share facilitate access to new products ideas and latest technology,Introductio
2、n,Companies must first decide after thorough consideration-whether to enter international markets -which market to enter -how to enter this market -how to develop marketing strategies to adapt to the market -how to implement and control the international marketing program.,Introduction,Task One,Prep
3、aration for International Marketing,1. Definition of International Marketing International marketing refers to the process of searching and analyzing international environment and foreign customers, planning and executing product design, pricing, promotion and distribution of goods and services to s
4、atisfy individual and organizations in more than one country for a profit.Look at Mini-Case 1.1,I Basic Knowledge of International Marketing,2. Environment and Challenges of International Marketing,Difference in Foreign Society and Culture-Look at Mini-Case 1.2Difference in Distribution, Infrastruct
5、ure and TechnologyDifference in Politics, Economics and Legal SystemTrade and Non-Trade BarriersInternational Competition,2 Environment and Challenges of International Marketing,Discuss in groups the following questions: (1) What companies you think have met challenges when they enter Chinese market
6、? Examples? (2) How can they overcome all the difficulties? (3) What can Chinese companies learn from the above mentioned examples?,Skill Training 1.1,Export MarketingDomestic Marketing Extension Concept Firms believe that their domestic marketing strategy can provide effective framework for oversea
7、s strategy formulation.Look at Mini-Case 1.3,3. Levels of International Marketing Involvement and Marketing Concepts in Each Level,Multinational MarketingMulti-domestic Marketing Concepts To cater for the differential customers, companies stress the separate marketing mixes in each country according
8、 to the business climate there.Look at Mini-Case 1.4,3. Levels of International Marketing Involvement and Marketing Concepts in Each Level,Multinational MarketingMulti-regional Marketing Concepts Companies view world regions as distinct markets which share similar economic, political and cultural tr
9、aits.,3. Levels of International Marketing Involvement and Marketing Concepts in Each Level,Global MarketingGlobal Marketing Concept Companies believe that consumers from different countries have similar demands and preferences. They do not focus on the country difference, but on the demographic, ps
10、ychological and other variables.,3. Levels of International Marketing Involvement and Marketing Concepts in Each Level,The decision of internationalization follows these steps:information search Analyzing international expansion drivers identification decision making,II The Decision Whether to Inter
11、nationalize,For large companies, the information search is usually done by the professional research agencies.For the SMEs, managers usually acquire information through internal reports, government agencies, personal contacts and the internet.,1. Information Search,Drivers of international expansion
12、 are usually in two categories: drivers in business environment company-based drivers,2. Identify Drivers of International Expansion,CompetitionRegional Economic Integration China-ASEAN (the Association of Southeast Asian Nations) Free Trade Area and European UnionTechnology,Drivers in Business Envi
13、ronment,Improvement in Transportation and TelecommunicationLook at Mini-Case 1.5High Demand in Developed Countries and Economic Development in Developing CountriesLook at Mini-Case 1.6,Drivers in Business Environment,Product Life-Cycle ConsiderationsHigh New-Product Development CostsEconomies of Sca
14、le and Cheap LaborExperience Transfers to Make Higher Profits and Occupy Larger Global Market ShareAcquisition of Technology and Natural Resources,Company-based Drivers,Once companies find business opportunities in foreign markets and its resources fit with the opportunities, they will:decide to ini
15、tiate export marketing or international marketing and some of them may eventually become multinational companies,Decision Making,(1) Analysis of the International Marketing Environment and Customers(2) Internal Analysis and Marketing Objectives Setting(3) Selection of Target Markets and Entry Modes(
16、4) Development and Implementation of International Marketing Program(5) Control of Marketing Process,III International Marketing Management Process,Skill Training 1.2Before you look at the next part, please try to think about what qualities you think an international marketer should have. You may lo
17、ok back your part-time jobs and discuss in groups.,IV Prepare You for a Good International Marketer,Strong Sense of Dedication and ResponsibilityAbility to LearnCapabilities of Planning and ExecutionAbilities to Analyze and SummarizeGood Communication SkillsMarketing SensitivityTeamwork Spirit,Quali
18、ties an international marketer should have,Globalization 全球化 Segment 细分 Internationalize 国际化 Product Life Cycle 产品生命周期 multinational companies 跨国公司 Exclusive Agreement 独家协议 Infrastructure 基础设施 channel of distribution 销售渠道 China-ASEAN 中国-东盟 cross-cultural management 跨文化管理,营销实训练习-营销英语技能训练,1. 联想为什么要收购I
19、BM？我国加入WTO后，由于全球化竞争加剧，低成本已不再是中国本土企业的优势。只有走出国门，获得世界级技术资源，对全球技术资源整合和利用，置身于全球的竞争中，获取全球开拓与经营经验，才能开辟出新空间，掌握核心技术，获得可持续的成长和发展。,案例分析,2. 联想收购后遇到了什么问题？遇到管理整合、跨文化整合和客户流失风险的问题。收购之后，联想要解决如权力与资源的重新分配问题，尤其是对不同文化和背景的高级管理人员而言，这是非常棘手的问题。联想并购接管了来自世界各地的员工，面临的问题包括组织变化、管理人员变化、员工队伍融合、沟通、商业政策采用、雇员引导等，这对联想也是一个挑战。另外，中美之间的文化、
20、消费、资本等方面的差异很大，会影响雇员的激励和约束机制，尤其是高级管理人员薪酬二元体系会给联想的管理造成很大的压力。原来购买IBM产品的大客户是否认可联想，是否相信联想的技术和服务能力，也是一个问题。,3 联想可以做什么预备措施，尽量减少这些问题或这些问题带来的影响？走出去不仅需要自己，更需要对不同资源进行整合，其中人力资源的整合最复杂，因为国外公司涉及不同文化的人员，既有东道国，也有母国，甚至有第三国。这就要求走出去的公司首先要对目标收购企业进行详细研究，分析其人力资源情况。其次是应该聘请有跨国整合经验的高端管理人才来管理收购后的过渡工作，进行必要的人员和资源整合。高端人才也是中国企业最需要
21、同时最缺乏的，因此建立高端人才培养体系，从外面高薪招聘高端管理人才，都是跨国企业需要做到的。,跨文化整合的问题应该是在收购还没有完成的时候就作为一项重要任务来进行研究和分析企业与东道国被收购企业或部门建立一种双方都能接受的企业文化品牌的整合，生产资源和财务资源的整合，都应该根据企业的战略目标，充分考虑,案例分析,小肥羊在国际扩张几年后，调整策略，把国内业务视为战略重点的原因:小肥羊把中心重新放回在国内主要因为国内市场发展空间依然很大, 还有待进一步开拓，同时由于公司熟悉国内文化，而国外市场却经营不善，导致战略收缩, 因此决定把中心转回国内。,营销实战,国外经营失败这主要体现在：（1） 市场定位
22、狭窄，由于小肥羊国际经营经验不足，因此主要针对当地华人消费群，没有很好地考虑到当地其他消费群的需求，也没有在当地很好地宣传中国独特的火锅文化，难以带动当地其他人群消费，没有做到当地化。,营销实战,（2） 缺谋事之基，即缺乏对当地经营环境进行科学的市场调研和分析，采取了国内营销模式国际延伸的方法，即统一经营方式，统一汤底，给经营带来很多麻烦，如国内厨师到国外工作受限制，国内汤底出口受到当地很多规定管制等等。,营销实战,（1）准确的市场定位。麦当劳的跨国经营属于全球营销模式，采用全球营销观念，定位于青少年和有小孩子的家庭市场， 产品针对性强。（2）科学的经营理念。麦当劳采用标准化管理，确保一流的产品，周到的服务，清洁的环境和让顾客感到物有所值，对顾客产生的持续吸引力。麦当劳还采取特许经营的方式，减少了资金和经营风险。（3）美国饮食和管理文化通过电影，电视等许多渠道传播，使美国的食品和餐饮企业的管理模式容易受到当地人的接受。,营销实战-麦当劳的经验:,小肥羊在开始国际化时，应该对国际营销环境做详细的调研和分析考虑如何宣传中国特色火锅文化，让消费者对小肥羊有更多认识尽量做到取材当地化和用人当地化，这样既能获得东道国政府的支持，也减少国外管制带来的麻烦针对不同地区的特点，可以增加一些既有当地特色，又可以用来搭配火锅的菜式，这样才有助于吸引更多当地消费者。,营销实战,
