全球營銷英文版版教學課件第9章

1、Global MarketingGlobal MarketingGlobal Market Entry Strategies: Licensing, Investment and Strategic AlliancesChapter 99-1Global MarketingGlobal MarketiLearning ObjectivesLicensing and forms of foreign investmentsGlobal strategic partnershipsAsian cooperativesVirtual corporationMarket expansion strat

2、egiesIn 2012, Starbucks had 18,000 cafes in 62 countries and sales of $13.3 billion. Its goal is to reach 40,000 units worldwide.9-2Learning ObjectivesLicensing Investment Cost of Marketing Entry Strategies9-3Investment Cost of Marketing Which Strategy Should Be Used?It depends on:VisionAttitude tow

3、ard riskAvailable investment capital How much control is desired9-4Which Strategy Should Be UsedLicensingA contractual agreement whereby one company (the licensor) makes an asset available to another company (the licensee) in exchange for royalties, license fees, or some other form of compensationPa

4、tentTrade secretBrand nameProduct formulations9-5LicensingA contractual agreemeAdvantages to LicensingProvides additional profitability with little initial investmentProvides method of circumventing tariffs, quotas, and other export barriersAttractive ROILow costs to implementLicense agreements shou

5、ld have cross-technology agreements to share developments and create competitive advantage for each party9-6Advantages to LicensingProvideDisadvantages to LicensingLimited participationReturns may be lostLack of controlLicensee may become competitorLicensee may exploit company resources9-7Disadvanta

6、ges to LicensingLimiSpecial Licensing ArrangementsContract manufacturingCompany provides technical specifications to a subcontractor or local manufacturerAllows company to specialize in product design while contractors accept responsibility for manufacturing facilitiesFranchisingContract between a p

7、arent company-franchisor and a franchisee that allows the franchisee to operate a business developed by the franchisor in return for a fee and adherence to franchise-wide policies9-8Special Licensing ArrangementsFranchising QuestionsWill local consumers buy your product? How tough is the local compe

8、tition? Does the government respect trademark and franchiser rights? Can your profits be easily repatriated? Can you buy all the supplies you need locally? Is commercial space available and are rents affordable? Are your local partners financially sound and do they understand the basics of franchisi

9、ng? 9-9Franchising QuestionsWill locaInvestmentPartial or full ownership of operations outside of home country Foreign Direct Investment (FDI)FormsJoint venturesMinority or majority equity stakesOutright acquisitionIKEA spent $2 billion to enter Russia.9-10InvestmentPartial or full owneJoint Venture

10、sEntry strategy for a single target country in which the partners share ownership of a newly-created business entity Builds upon each partners strengthsExamples: Budweiser and Kirin (Japan), GM and Toyota, GM and Daewoo in S. Korea, Ford and Mazda, Chrysler and BMW9-11Joint VenturesEntry strategy fJ

11、oint VenturesAdvantagesAllows for risk sharingfinancial and politicalProvides opportunity to learn new environmentProvides opportunity to achieve synergy by combining strengths of partnersMay be the only way to enter market given barriers to entryDisadvantagesRequires more investment than a licensin

12、g agreementMust share rewards as well as risksRequires strong coordinationPotential for conflict among partnersPartner may become a competitor9-12Joint VenturesAdvantagesDisadvInvestment viaDirect Foreign InvestmentStart-up of new operationsGreenfield operations or Greenfield investmentMerger with a

13、n existing enterpriseAcquisition of an existing enterpriseExamples: Volkswagen, 70% stake in Skoda Motors, Czech Republic (equity), Honda, $550 million auto assembly plant in Indiana (new operations)9-13Investment viaDirect Foreign Examples of Market Entry & Expansion by Joint Venture9-14Examples of

14、 Market Entry & ExExamples of Equity Stake9-15Examples of Equity Stake9-15Global Strategic PartnershipsPossible terms:Collaborative agreementsStrategic alliancesStrategic international alliancesGlobal strategic partnershipsThe Star Alliance is a GSP made up of six airlines.9-16Global Strategic Partn

15、ershipsPThe Nature of Global Strategic Partnerships9-17The Nature of Global StrategiThe Nature of Global Strategic PartnershipsParticipants remain independent following formation of the allianceParticipants share benefits of alliance as well as control over performance of assigned tasksParticipants

16、make ongoing contributions in technology, products, and other key strategic areas9-18The Nature of Global StrategiFive Attributes of True Global Strategic PartnershipsTwo or more companies develop a joint long-term strategyRelationship is reciprocalPartners vision and efforts are globalRelationship

17、is organized along horizontal lines (not vertical)When competing in markets not covered by alliance, participants retain national and ideological identities9-19Five Attributes of True GlobalSuccess Factors of AlliancesMission: Successful GSPs create win-win situations, where participants pursue obje

18、ctives on the basis of mutual need or advantage.Strategy: A company may establish separate GSPs with different partners; strategy must be thought out up front to avoid conflicts.Governance: Discussion and consensus must be the norms. Partners must be viewed as equals.9-20Success Factors of Alliances

19、MiSuccess Factors (Cont)Culture: Personal chemistry is important, as is the successful development of a shared set of values. Organization: Innovative structures and designs may be needed to offset the complexity of multi-country management.Management: Potentially divisive issues must be identified

20、in advance and clear, unitary lines of authority established that will result in commitment by all partners.9-21Success Factors (Cont)CultureExamples of Global Strategic Alliances9-22Examples of Global Strategic Alliances with Asian CompetitorsFour common problem areasEach partner had a different dr

21、eamEach must contribute to the alliance and each must depend on the other to a degree that justifies the allianceDifferences in management philosophy, expectations, and approachesNo corporate memory9-23Alliances with Asian CompetitoCooperative Alliance in Japan:KeiretsuInter-business alliance or ent

22、erprise groups in which business families join together to fight for market shareOften cemented by bank ownership of large blocks of stock and by cross-ownership of stock between a company and its buyers and non-financial suppliersKeiretsu executives can legally sit on each others boards, share info

23、rmation, and coordinate prices9-24Cooperative Alliance in Japan:Horizontal KeiretsuBig Six: Mitsui, Mitsubishi, Sumitomo, Fuyo, Sanwa, DKB GroupsHorizontal keiretsu: intragroup relationships involve shared stock holdings and trading relationsLarge, powerful with revenues in hundreds of billionsCan b

24、lock foreign suppliers causing higher pricesPromotes corporate stability, risk sharing, long-term employment9-25Horizontal KeiretsuBig Six: MKeretsuiVertical keretsui: Hierarchical alliances between manufacturers and retailersMatshusita sells its products through its chain of National stores; 50-80%

25、 of products are Matshusita brands Panasonic, Technics, and QuasarManufacturing keretsui: vertical hierarchical alliances between automakers suppliers, and component manufacturers9-26KeretsuiVertical keretsui: HiCooperative Strategies in South Korea: ChaebolComposed of dozens of companies, centered around a bank or holding company, and dominated by a founding familySamsungLGHyundaiDaewoo9-27Cooperative Strategies in Sout21st Century Cooperative Strategies: Targeting the Digital FutureAlliances between