Chapter 1:

• The growing importance of global marketing is one aspect of a sweeping transformation that has profoundly affected the people and industries of many nations during the past 160 years.

• Three decades ago, the phrase global marketing did not even exist. Today savvy business people utilize global marketing for the realization of their companies’ full commercial potential. However, there is another, even more critical reason why companies need to take global marketing seriously: survival.  A management team that fails to understand the importance of global marketing risks losing its domestic business competitors with lower costs, more experience, and better products.

• What is global marketing? How does it differ from “regular” marketing?

  Marketing is an organizational function and a set of processes for creating, communicating, and delivering value to customers and for managing customer relationships in ways that benefit the organization and its stakeholders.

  One difference between "regular" marketing and "global" marketing is the scope of activities. Marketing activities center on an organization’s efforts to satisfy customer wants and needs with products and services that offer competitive value. The marketing mix (product, price, place, and promotion) comprises a contemporary marketer’s primary tools. Marketing is a universal discipline – as applicable in Argentina as it is in Zimbabwe.

An organization that engages in global marketing focuses it resources and competencies on global market opportunities and threats. A fundamental difference between “regular” marketing and “global” marketing is the scope of activities.

Global marketing may also take the form of a diversification strategy in which a company creates new products or services and introduces them into new geographical markets.  Companies that engage in global marketing frequently encounter unique or unfamiliar features in specific countries or regions of the world.

Lecture Outline

Principles of Marketing: A Review

• Marketing is one of the functional areas of business – distinct from finance and operations. It is the set of activities and processes that (along with product design, manufacturing, and transportation) comprises a firm’s value chain.

• Decisions at every stage of the process – from idea conceptualization to customer support after the sale – should be assessed in terms of their ability to create value for customers.

• The core of marketing is to surpass the competition in creating perceived value for customers. The value equation is the guide to this:
  Value = Benefits / Price (money, time, effort, etc.)

• The marketing mix is central to this equation because benefits are a combination of the product, promotion, and distribution components of the mix.

• Value to the customer can be increased in two ways – 1. an improved bundle of benefits or 2. a lower price (or both).

  • Marketers may improve the product, design new channels of distribution, communicate better – or a combination of all three.

  • Marketers may seek ways to cut costs or lower the price. Nonmonetary costs may be lowered by decreasing the time and effort customers must expend to learn about or acquire a product.

• If a company is able to offer a combination of superior product, distribution, and promotion of the benefits AND offer lower prices than its competition, it should enjoy an advantageous position.
   

Competitive Advantage, Globalization, and Global Industries:

• When a company succeeds in creating more value for customers than its competitors, that company is said to enjoy competitive advantage in an industry. Competitive advantage is measured relative to rivals with whom you compete in the industry – whether that is on a local, national, or global level.

• Global marketing is essential if a company competes in a global industry or one that is globalizing.

• What is “globalization”?

  • The process of globalization is the transformation of formerly local or national industries into global ones.

  • A global industry, as noted by Michael Porter, is one in which competitive advantage can be achieved by integrating and leveraging operations on a worldwide scale. An industry is global to the extent that a company’s position in the industry is interdependent with its industry position in other countries.

• Achieving competitive advantage in a global industry requires executive to maintain focus.  Focus is the concentration of attention on the core business or competence (e.g. Nestle). However, focus can change as a part of an overall strategy shift (Coca-Cola, Volvo, and Electrolux are examples).

• Value, competitive advantage, and focus are universal in their relevance and they should guide marketing efforts in any part of the world.

• Fundamental Premise: Companies that understand and engage in global marketing can offer more overall value to customers than companies that do not.

Global Marketing: What it is and what it isn’t

• The discipline of marketing is universal.  It is natural, however, that marketing practices will vary from country to country, for the simple reason that the countries and peoples of the world are different.  A successful marketing approach in one country may not necessarily succeed in another.

• To what extent marketing plans and programs can extend worldwide and to what extent they must be adapted is one of the important tasks of the global marketing manager.

• The way a company addresses this task is a reflection of its global marketing strategy (GMS). Just as in single-country marketing, the core issues of a firm’s GMS are: choosing a target market and developing a marketing mix. GMS includes

  • Global market participation – the extent to which a company has operations in major world markets.

  • Standardization versus adaptation – the extent to which each marketing mix element can be standardized (used the same way) or must be adapted (used in different ways) in different country markets.

  • Concentration of marketing activities – the extent to which activities related to the marketing mix (such as pricing decisions) are performed in one or only a few country locations.

  • Coordination of marketing activities – the extent to which marketing activities related to the mix are planned and executed interdependently around the globe.

  • Integration of competitive moves – the extent to which a firm’s competitive marketing tactics in different parts of the world are interdependent.

• GMS should enhance the firm’s performance on a worldwide basis.

• Some brands are found in virtually every county of the world. Coke is an example. However, companies that engage in global marketing do not necessarily have to be in every country. The recorded music market is an example – 12 countries make up 70 percent of sales.

• Global marketing does mean widening business horizons to encompass the world in scanning for opportunities and threats.

• The four emerging markets of Brazil, Russia, India, and China represent significant growth opportunities. They are known as BRIC. Adding South Africa to this list makes it BRICS.

• The issue of standardization versus adaption has been at the center of a long-standing controversy among both academicians and business practitioners.  Much of the controversy dates back to the days of Theodore Levitt’s “homogenized global market.” Levitt envisioned a global community where standardized, high-quality world products would be marketed in a standardized manner. The “homogenized global market” view didn’t work. Even those companies that have become global successes have not done so through total standardization of the product. Global marketing made Coke a worldwide success. However, that success was not based on a total standardization of marketing mix elements. Coca-Cola succeeded through the application of global localization, i.e., think globally, act locally.

• Global marketing may include a combination of standard and nonstandard approaches. Global marketing requires marketers to think and act in a way that is both global and local by responding to similarities and differences in world markets. The particular approach to global marketing that a company employs will depend on industry conditions and it sources of competitive advantage. For example,

  • McDonald’s global marketing strategy is based on a combination of global and local marketing mix elements.

  • Harley-Davidson’s competitive advantage is based in part on “Made in the USA.” Moving production to a low-wage country would tarnish its image.

  • Toyota’s success in the US has come through its ability to transfer world-class manufacturing skills to America and advertising that the Camry is “Made in the USA” by Americans.

  • Several hundred Gap stores are located outside of the U.S.

The Importance of Global Marketing

• The largest single marketing in the world in terms of national income is The United States, representing roughly 25% of the total world market for all products and services. U.S. companies that wish to achieve maximum growth potential must “go global” because 75% of the world market potential is outside of their home country. Non-US companies have an even greater incentive to “go global;” their potential markets include the 300 million people in the US. Likewise,

  • Japan is the second largest market on the planet (by dollar value), yet the market outside of Japan accounts for 85% of the world potential for Japanese companies.

  • Even though Germany is the largest single country market in Europe, 94% of the world market potential for German companies is outside of Germany.

• The companies that survive and prosper in the 21^st Century will be global enterprises. Less fortunate companies will be absorbed by their more dynamic competitors – or simple cease to exist.

Management Orientations

• The form and substance of a company’s response to global market opportunities will depend greatly on management’s assumptions and beliefs – both conscious and unconscious - about the nature of the world.

• The world view of a company’s personnel can be described as ethnocentric, polycentric, regiocentric, and geocentric.

  Ethnocentric	A person who assumes that his/her home country is superior to the rest of the world. Associated with national arrogance or feelings of national superiority. At some companies, the ethnocentric orientation means that opportunities outside of the home country are routinely ignored (domestic companies). Ethnocentric companies that conduct business outside their home country are known as international companies – they believe products that succeed in the home country are superior. Leads to a standardized or extension approach – the belief that products can be sold everywhere without adaptation. Foreign operations or markets are viewed as inferior or subordinate to the home market. Headquarters knowledge is applied everywhere; local knowledge is viewed as unnecessary.
  Polycentric:	The opposite view of ethnocentrism. The belief that each country in which you do business is unique. This assumption allows each subsidiary to develop its own unique marketing strategies in order to succeed. The term multinational company is often used to describe such a structure. Leads to a localized or adaptation view that assumes products MUST be adapted to succeed.
  Regiocentric	The region becomes the relevant geographic unit. Management’s goal is to develop a regional integrated strategy (e.g. NAFTA or the EU). May be viewed as a variant of the multinational view (polycentric).
  Geocentric:	Views the entire world as a potential market and strives to develop integrated global strategies. These companies are known as global or transnational companies. Serves world markets from a single country or sources globally for the purposes of focusing on select country markets. Tend to maintain their association with a particular headquarters country. (Harley-Davidson and Waterford serve world markets from the US and Ireland, respectively.) Transnational companies serve global markets and utilize global supply chains. Transnational companies both serve global markets and utilize global supply chains and  often have a blurring of national identity. A true transnational would be stateless. (Toyota and Honda are examples of  companies that exhibit key characteristics of transnationality (see Exhibit 1-7) A key factor that distinguishes global and transnational companies from international or multinational companies is mind-set:  At global and transnational companies, decisions regarding extension and adaptation are not based on assumptions but rather on made on the basis of ongoing research into market needs and wants. It is a synthesis of ethnocentrism and polycentrism – it is a “world view.” Seeks to build a global strategy that is responsive to local needs and wants.

  The ethnocentric company is centralized in it marketing management; the polycentric company is decentralized; and the regiocentric and geocentric companies are integrated on a regional and global scale, respectively.

• What is the key global challenge facing organizational leaders today?

  The key challenge facing organizational leaders today is managing a company’s evolution beyond an ethnocentric, polycentric, or regiocentric orientation to a geocentric one.

Forces Affecting Global Integration and Global Marketing

The remarkable growth of the global economy over the past 65 years has been shaped by the dynamic interplay of various driving and restraining forces.  Regional economic agreements, converging market needs and wants, technology advances, and pressures to cut costs, pressures to improve quality, improvements in communications and transportation technology, global economic growth, and opportunities for leverage all represent important driving forces.

• Multilateral Trade Agreements:

  • NAFTA (North American Free Trade Agreement) has expanded trade among the US, Mexico, and Canada.

  • GATT (General Agreement on Tariffs and Trade) has created the WTO (World Trade Organization) to promote and protect free trade.

  • EU (European Union) is lowering boundaries to trade within the region.

• Converging Market Needs and Wants and the Information Revolution

  • A person studying markets around the world will discover cultural universals as well as differences.  Most global markets to not exist in nature – marketing efforts must create them. (For example, no one needs soft drinks.)

  • Evidence is mounting that consumer needs and wants around the world are converging today as never before. This creates an opportunity for global marketing.

  • Multinational companies pursuing a strategy of product adaptation run the risk of falling victim to global competitors that have recognized opportunities to serve global customers.

  • The information revolution is one reason for the trend toward convergence. Thanks to satellite dishes and globe-spanning TV networks (CNN, MTV), it seems as though almost everyone has the opportunity to compare their lives against everyone else’s.

  • The Internet is an even stronger driving force. When a company establishes a presence on the Internet, it is automatically a global company.

• Transportation and Communication Improvements

Discussion Questions

Test your knowledge

1.

  True

  False

A management team that fails to understand the importance of global marketing risks losing its domestic business to competitors with lower costs, more experience, and better products.

2.

  True

  False

Global marketing may take the form of diversification strategy in which a company creates new products or services for the domestic market.

3.

  True

  False

As Wal-Mart expands into Guatemala and Central American countries, it is implementing a market development strategy.

4.

  True

  False

If Nestlé decides not to market biscuits (cookies) in the United States due to competitive reasons, it is considered as a lack of strategic focus and missed opportunity.

5.

  True

  False

The perceived value equation can be represented as Value = Price/Benefits.

6.

  True

  False

Nike dropped their well known tagline "Just do it" in advertising women's clothing in Europe and replaced it by the slogan "Here I am" since college-age women in Europe are not as competitive about sports as men are.

7.

  True

  False

Global localization means that a successful global marketer must have the ability to think locally and act globally.

8.

  True

  False

The Coca-Cola Company supports its Coke, Fanta, and PowerAde brands with marketing mix elements that are both global and local.

9.

  True

  False

That Gillette uses the same packaging for its flagship Mach3 razor everywhere in the world is an example of how companies have successfully pursued global marketing by creating strong global brands.

10.

  True

  False

McDonald's global marketing strategy is based primarily on local marketing mix elements.