營銷管理（亞洲版 第6版）英文課件 科特勒 Chapter 03 Gathering Information；Chapter 04 Conducting Marketing Research

CapturingMarketingInsights2

GatheringInformationandForecastingDemand3?PearsonEducationLtd.2018.AllrightsreservedLearningIssuesforChapterThreeWhatarethecomponentsofamodernmarketinginformationsystem?Whatareusefulinternalrecords?Whatisinvolvedinamarketingintelligencesystem?Whatarethekeymethodsfortrackingandidentifyingopportunitiesinthemacroenvironment?Whataresomeimportantmacroenvironmentdevelopments?3UnderstandingtheMarketingEnvironmentMakingmarketingdecisionsinafast-changingworldisbothanartandascience.Toprovidecontext,insight,andinspirationformarketingdecisionmaking,companiesmustpossesscomprehensive,up-to-dateinformationaboutmacrotrends,aswellasaboutmicroeffectsparticulartotheirbusiness.Holisticmarketersrecognizethatthemarketingenvironmentisconstantlypresentingnewopportunitiesandthreats,andtheyunderstandtheimportanceofcontinuouslymonitoring,forecasting,andadaptingtothatenvironment.4ComponentsofaModernMarketingInformationSystemThemajorresponsibilityforidentifyingsignificantmarketplacechangesfallstothecompany’smarketers.Marketershavetwoadvantagesforthetask:disciplinedmethodsforcollectinginformation,andtimespentinteractingwithcustomersandobservingcompetitorsandotheroutsidegroups.Somefirmshavemarketinginformationsystemsthatproviderichdetailaboutbuyerwants,preferences,andbehavior.5ComponentsofaModernMarketingInformationSystemEveryfirmmustorganizeanddistributeacontinuousflowofinformationtoitsmarketingmanagers.Amarketinginformationsystem(MIS)consistsofpeople,equipment,andprocedurestogather,sort,analyze,evaluate,anddistributeneeded,timely,andaccurateinformationtomarketingdecisionmakers.Itreliesoninternalcompanyrecords,marketingintelligenceactivities,andmarketingresearch.Thecompany’sMISshouldbeacrossbetweenwhatthemanagersthinktheyneedandwhattheyreallyneed,andwhatiseconomicallyfeasible.6Table3.1:InformationNeedsProbes7InternalRecordsandMarketingIntelligenceTospotimportantopportunitiesandpotentialproblems,marketingmanagersrelyoninternalreportsoforders,sales,prices,costs,inventorylevels,receivables,andpayables.8TheOrder-to-PaymentCycleTheheartoftheinternalrecordssystemistheorder-to-paymentcycle.Salesrepresentatives,dealers,andcustomerssendorderstothefirm.Becausecustomersfavorfirmsthatcanpromisetimelydelivery,companiesneedtoperformthesestepsquicklyandaccurately.ManyfirmsusetheInternetandextranetstoimprovethespeed,accuracy,andefficiencyoftheorder-to-paymentcycle.9SalesInformationSystemsMarketingmanagersneedtimelyandaccuratereportsoncurrentsales.10Panasonic—Panasonicmakesdigitalcameras,plasmatelevisions,andotherconsumerelectronics.Aftermissingrevenuegoals,thecompanydecidedtoadoptavendor-managedinventorysolution.Inventorydistributionthencameinlinewithconsumption,andtheavailabilityofproductstocustomersjumpedfrom70percentto95percent.TheaverageweeksthatproductsupplysatinPanasonic’schannelswentfrom25weekstojust5weekswithinayear,andunitsalesofthetargetedplasmatelevisionrosefrom20,000toapproximately100,000.BestBuy,theinitialU.S.retailercoveredbythevendormanagedinventorymodel,hassinceelevatedPanasonicfromaTier3toaTier1“Go-To”brandforplasmatelevisions.11SalesInformationSystemsSalesInformationSystemsCompaniesthatmakegooduseof“cookies,”recordsofWebsiteusagestoredonpersonalbrowsers,aresmartusersoftargetedmarketing.Companiesmustcarefullyinterpretthesalesdatasoasnottodrawthewrongconclusions.12Databases,DataWarehouses,andDataMiningCompaniesorganizetheirinformationintocustomer,product,andsalespersondatabases—andthencombinetheirdata.Companieswarehousethesedataforeasyaccessibilitytodecisionmakers.13TheMarketingIntelligenceSystemAmarketingintelligencesystemisasetofproceduresandsourcesthatmanagersusetoobtaineverydayinformationaboutdevelopmentsinthemarketingenvironment.Theinternalrecordssystemsuppliesresultsdata,butthemarketingintelligencesystemsupplieshappeningsdata.14TheMarketingIntelligenceSystemMarketingmanagerscollectmarketingintelligenceinavarietyofdifferentways,suchasbyreadingbooks,newspapers,andtradepublications;talkingtocustomers,suppliers,anddistributors;monitoringsocialmediaontheInternet;andmeetingwithothercompanymanagers.15Sevenstepstoimprovethequalityofitsmarketingintelligence:Acompanycantrainandmotivatethesalesforcetospotandreportnewdevelopments.Acompanycanmotivatedistributors,retailers,andotherintermediariestopassalongimportantintelligence.Acompanycanhireexpertstocollectintelligence.Acompanycannetworkinternallyandexternally.16Sevenstepstoimprovethequalityofitsmarketingintelligence:Acompanycansetupacustomeradvisorypanel.Acompanycantakeadvantageofgovernment-relateddataresources.Acompanycanpurchaseinformationfromoutsidesuppliers.17UsingtheSalesForceasIntelligenceGatherersHindustanUnilevertrainsitssalesforcetoreachouttoIndia’sruralvillagers.Itssalesforcecollectsinformationonvillagesize,composition,electricalcapacity,anduseofhygieneproductstohelpthecompanydevelopmoreeffectivemarketingprogramsforthiscustomergroup.18CollectingMarketingIntelligenceontheInternetDuetotheexplosionofoutletsavailableontheInternet,onlinecustomerreviewboards,discussionforums,chatrooms,andblogscandistributeonecustomer’sexperiencesorevaluationtootherpotentialbuyersand,ofcourse,tomarketersseekinginformationabouttheconsumersandthecompetition.19Fivewaysmarketerscanresearchcompetitors’productstrengthsandweaknessesonline:Independentcustomergoodsandservicereviewforums.Distributororsalesagentfeedbacksites.Combo-sitesofferingcustomerreviewsandexpertopinions.Customercomplaintsites.Publicblogs.20CommunicatingandActingonMarketingIntelligenceInsomecompaniesthestaffscanstheInternetandmajorpublications,abstractsrelevantnews,anddisseminatesanewsbulletintomarketingmanagers.Thecompetitiveintelligencefunctionworksbestwhenitiscloselycoordinatedwiththedecision-makingprocess.21AnalyzingtheMacroenvironmentSuccessfulcompaniesrecognizeandrespondprofitablytounmetneedsandtrends.22NeedsandTrendsEnterprisingindividualsandcompaniesmanagetocreatenewsolutionstounmetneeds.Afadis“unpredictable,short-lived,andwithoutsocial,economic,andpoliticalsignificance.”Atrendisadirectionorsequenceofeventsthathassomemomentumanddurability.Trendsaremorepredictableanddurablethanafad.Atrendrevealstheshapeofthefutureandprovidestrategicdirection.Megatrendsarea“l(fā)argesocial,economic,political,andtechnologicalchanges[that]areslowtoform,andonceinplace,theyinfluenceusforsometime—betweensevenandtenyears,orlonger.”23TrendsandMegatrendsTrendsandmegatrendsmeritcloseattention.Tohelpmarketers’spotculturalshiftsthatmightbringnewopportunitiesorthreats,severalfirmsoffersocial-culturalforecasts.24Fad,Trend,orMegatrend?IsAsians’crazeforallthingsKoreanafad,atrend,oramegatrend?Fadsareshort-livedwhiletrendshavemomentumandarelonglasting.25MegatrendsinChina26IdentifyingtheMajorForcesThebeginningoftheseconddecadeofthe21stcenturybroughtaseriesofnewchallenges:thefallingoilprice;theroutintheChinastockmarket,whichaffectedsavings,investment,andretirementfunds;corporatescandals;andtheriseofterrorism.Thesedramaticeventswereaccompaniedbythecontinuationofmanyexistingtrendsthathavealreadyprofoundlyinfluencedthegloballandscape.SixMajorForces:demographiceconomicsocial-culturalnaturaltechnologicalpolitical-legal27DemographicEnvironmentThemaindemographicforcethatmarketersmonitorispopulationbecausepeoplemakeupmarkets.Marketersarekeenlyinterestedinthe:Sizeandgrowthrateofpopulationsincities,regions,andnationsAgedistributionandethnicmixEducationallevelsHouseholdpatternsRegionalcharacteristicsandmovements28WorldwidePopulationGrowthWorldpopulationgrowthisexplosive:Earth’spopulationtotaled7.4billionin2015andwillexceed9billionbytheyear2045.Populationgrowthishighestincountriesandcommunitiesthatcanleastaffordit.Agrowingpopulationdoesnotmeangrowingmarketsunlessthereissufficientpurchasingpower.29Table3.2:TheWorldasaVillage30Table3.3:AsianPopulationStatisticsNote:Agrowingpopulationdoesnotmeangrowingmarketsunlessthesemarketshavesufficientpurchasingpower.31Companiesthatcarefullyanalyzetheirmarketscanfindmajoropportunities:China’s“LittleEmperors”Child-carefacilitiessuchasBabyCareareridingonChineseparents’indulgenceontheir“LittleEmperors.”Besidesconductingclassestodevelopyoungchildren’sspatialperceptionandmotorskills,BabyCarealsogeneratesrevenuefromsalesofsupplementsandeducationaltoys.32MarketingInsight:

FindingGoldatthebottomofthepyramidThereare5billionunservedandunderservedpeopleattheso-called“bottomofthepyramid.”O(jiān)nestudyshowedthat4billionpeopleliveon$2orlessaday.Firmsoperatinginthosemarketshavehadtolearnhowtodomorewithless.33PopulationAgeMixNationalpopulationsvaryintheiragemix.AtoneextremeisIndonesia,acountrywithayoungpopulationandrapidpopulationgrowth.AttheotherextremeisJapan,acountrywithoneoftheworld’soldestpopulations.Milk,diapers,schoolsupplies,andtoyswouldbeimportantproductsinIndonesiawhileJapan’spopulationwouldconsumemoreadultproducts.34PopulationAgeMixApopulationcanbesubdividedintosixagegroups:PreschoolchildrenSchool-agechildrenTeensYoungadultsage25to40Middle-agedadultsage40to65Olderadultsages65andupCohortsaregroupsofindividualsbornduringthesametimeperiodwhotravelthroughlifetogether.35EthnicandOtherMarketsCountriesalsovaryinethnicandracialmake-up.AtoneextremeisJapan,wherealmosteveryoneisJapanese;attheotheristheUnitedStates,wherepeoplecomefromvirtuallyallnations.Ethnicgroupshavecertainspecificwantsandbuyinghabits.Theyprefercertaintypesoffoodandclothing.36EthnicandOtherMarketsTheyspeakdifferentdialectsandlanguages,whichmaynecessitatetheemploymentofsalespeopleandtelemarketersofdifferentethnicitiesandlinguisticskills,andtheuseofsuitablytranslatedmarketingcommunicationsmaterialsandappropriatemediavehicles.Marketersalsoneedtobecarefulthattheydonotengageinmarketingtacticsthatmayoffendcertainethnicitiesorreligions.37AvoidOver-GeneralizingAboutEthnicGroupsMarketersmustbecarefulnottoovergeneralizeaboutethnicgroups.Withineachethnicgroupareconsumerswhoarequitedifferentfromeachother.Asia’sethnicdiversity,reflectedinTables3.4and3.5,showsthatthe12Asiancountrieshavemorethan20majorlanguagesand12majorreligions.Justassignificantisthenumberofmajorlanguagesandreligionsinsomeofthecountries,whichsuggestssubstantialdiversitywithintheirnationalborders.38Table3.4:MajorAsianLanguages39Table3.5:MajorAsianReligions40EducationalGroupsThepopulationinanysocietyfallsintofiveeducationalgroups:illiterates,highschooldropouts,highschooldegreeholders,collegedegreeholders,andprofessionaldegreeholders.ThedesireforAsianstoupgradetheirknowledgeandskillsspellahighdemandforqualitybooks,magazines,andeducationalprogramsintheregion.41EducationalGroupsManyuniversitieshaveestablishedoffshorecampusesinvariousAsiancountriesorhavepartneredlocalschoolstointroducejointdegreeandexecutiveprograms.42Asiansaremotivatedtoupgradetheirknowledgeandskills.Thishastranslatedintoahighdemandfortertiaryeducationandqualitybooks.HouseholdPatternsThe“traditionalhousehold”consistsofahusband,wife,andchildren(andsometimesgrandparents).InAsia,extendedfamiliesarecommon.Insomecountries,theremaybe“non-traditional”householdswhichincludesinglelive-alones,adultlive-togethersofoneorbothsexes,single-parentfamilies,childlessmarriedcouples,andempty-nesters.Morepeoplearedivorcingorseparating,choosingnottomarry,marryinglater,ormarryingwithouttheintentiontohavechildren.43DistinctiveNeedsofDifferentHouseholdGroupsEachgrouphasadistinctivesetofneedsandbuyinghabits.Thesingle,separated,widowed,anddivorcedneedsmallerapartments;inexpensiveandsmallerappliances,furniture,andfurnishings;andsmaller-sizefoodpackages.Marketersmustincreasinglyconsiderthespecialneedsofnon-traditionalhouseholds,becausetheyaregrowingrapidly.44GeographicalShiftsinPopulationThisisaperiodofgreatmigratorymovementsbetweenandwithincountries.Forexample,theestablishmentofSpecialEconomicZonesalongcoastalChinaledtomanyinlandersmovingtosuchcitiesasShenzhen.NeighboringHongKongershavealsoflockedtothecityforitsbetterjobprospectsandlowercostofliving.45GeographicalShiftsinPopulationThishasledtoanarrowingofpropertypricesbetweenthetwocities,andthelaunchofmorehousingprojectsinShenzhen.Witheconomicdevelopment,Chinasawasubstantialincreaseinits“floating”population—peoplelivingawayfromtheirhometownsforatleastsixmonths.Slightlymorethanhalfofits1.37billionpopulationliveinurbanareas.16MarketersareeyeingtheruralmarketsinChinaandIndia.46RuralMarketinginIndiaOvertheyears,theeconomicgrowthinruralIndiahasoutpacedgrowthinurbanareasbyalmost40percent.RuralIndiaaccountsfortwo-thirdsofoverallGDPand60percentofnationaldemand.Indiancompaniesaretargetingattheriseofthelow-endIndianconsumer.TheyknowthattheycannotbuildabrandpresenceinIndiawithoutastrategyforreachingthevillages.47RuralMarketinginIndiaEngagingthevillage-levelconsumersmeansthatIndiancompanieshavetotailor-makeinnovativeproductsandpricingstrategiesfortherisingmassesoftheruralsegment.Bhartiofferstheworld’slowestcallingrates;Reliancesellstheworld’scheapesthandsets;andTatatheworld’scheapestcar.48EconomicEnvironmentTheavailablepurchasingpowerinaneconomydependsoncurrentincome,prices,savings,debt,andcreditavailability.Marketersmustpaycarefulattentiontotrendsaffectingpurchasingpower,becausetheycanhaveastrongimpactonbusiness,especiallyforcompanieswhoseproductsaregearedtohigh-incomeandprice-sensitiveconsumers49IncomeDistributionTherearefourtypesofindustrialstructures:SubsistenceeconomiesRaw-material-exportingeconomiesIndustrializingeconomiesIndustrialeconomies50AsianCall-CenterandimpactonIncomeDistributionIndiatookoffasanoffshorecallcenterforseveralMNCs.Thishaschangeditsincomedistribution.Alongwithhigherincome,thesecall-centeremployees,trainedtospeakinAmericanaccent,havealsoembracednewideasaboutfamily,materialpossessions,andromance.ThePhilippinesisnowthenewcallcenterhubdespitethehighercostsbecauseAmericancustomersfindthemeasiertounderstandthantheydoIndianagents.51IncomedistributionpatternsMarketersoftendistinguishcountrieswithfivedifferentincome-distributionpatterns:VerylowincomesMostlylowincomesVerylow,veryhighincomesLow,medium,highincomesMostlymediumincomes52Intra-countryVariationsofIncomesAsidefromcross-nationalincomedifferences,companiesmustalsoconsiderintra-countryvariationsinincome.Procter&GamblehaswonoverconsumersinChina’shinterlandswithabudgetdetergentcalledTideCleanWhite,whileholdingontocityconsumerswiththemoreexpensiveTideTripleAction.53Intra-countryVariationsofIncomesGeneralMotorstargetsthewealthiestChinesewiththeCadillac,middlemanagementwiththeBuickExcelle,officeworkerswiththeChevroletSpark,andruralconsumerswiththeWulingminivan.Similarly,LenovonotonlymanufacturesPCscosting$2,000ormorethatdoubleashomeentertainmentcenters,butalsosimplemachinescostingafewhundreddollarsforpoorerfamilieswhowanttheirchildrentobecomputerliterate.54TargetingDifferentIncomeGroups55ChevySpark,asubcompacthatchback,isapopularchoiceamongyoungcar-buyersinAsiaforitsbrightcolors,affordableprice,fuelefficiencyandsafetyCadillac,aluxurysedan,isafavoritechoiceforwealthyChinese.Income,Savings,Debt,andCreditAvailabilityConsumerexpendituresareaffectedby:IncomeSavingsDebtCreditavailability56RespondingtoRecessioninJapan57Bargain-huntingJapanese—TheshrinkingJapaneseincomehasturnedmanyJapaneseintobargainhunters.Departmentstoreshavetooffercheapermerchandiseinabidtocompetewithlower-pricemerchants.TheMitsukoshidepartmentstoreinGinzahastocompetewithcasualwearstoresH&MandUNIQLO.Departmentstoresarealsofacingstiffcompetitionfromoperatorsofoutletmalls,sprawlingcomplexeslocatedawayfrombuilt-upareas.Suchcompetitionhasseendepartmentstoresadaptingtheirstrategies.ADaimaruoutletnowfeaturesaUNIQLOstore;aMatsuzakaya’sstorenowhasoneflooroccupiedbyMuji,whoseminimalistearth-coloredproductsarewellreceivedbyyoungJapanese;andTakashimayahasbroughtinpopularhandicraftschainYuzawayaintoitsshoppingcenter.ForluxurybrandLouisVuitton,Japanhasbeenitsmostprofitablemarket.However,withtheweakeconomy,LouisVuittonadapted.Thedaysofrelyingonalogoandchargingahighpricearealmostgone.Instead,Japanesearelookingforcraftsmanshipandvalueformoney.Topromotesales,LouisVuittonlaunchedlessexpensivecollectionsmadewithcheapermaterials.Thebrandalsoopenedinsmallercitieswherethelureofthelogostillworks.RespondingtoRecessioninJapanRecessioninJapanhasseenchangesinlifestyle.CompaniessuchasgenericbrandstoreMujiflourishedasdid100-yenstores.Japanesealsopreferredtoeatinthandineout.58Socio-CulturalEnvironmentSocietyshapesthebeliefs,values,andnormsthatlargelydefinethesetastesandpreferences.Peopleabsorb,almostunconsciously,aworldviewthatdefinestheirrelationshipstothemselves,toothers,toorganizations,tosociety,tonature,andtotheuniverse.59Socio-CulturalEnvironment60ViewsofthemselvesViewsofothersViewsofnatureViewsoforganizationsViewsofsocietyViewsoftheuniverseCoreCulturalValuesThepeoplelivinginaparticularsocietyholdmanycorebeliefsandvaluesthattendtopersist.MostAsiansstillbelieveinhardwork,filialpiety,marriage,andeducation.Corebeliefsandvaluesarepassedonfromparentstochildrenandarereinforcedbymajorsocialinstitutions—schools,religiousorganizations,businesses,andgovernments.Secondarybeliefsandvaluesaremoreopentochange.Believingintheinstitutionofmarriageisacorebelief;believingthatpeopleshouldwedearlyisasecondarybelief.Marketershavemorechanceofchangingsecondaryvaluesthancorevalues.61Sub-CulturesEachsocietycontainssubcultures,groupswithsharedvaluesemergingfromtheirspeciallifeexperiencesorcircumstances.62Cosplay—CosplayistheJapanesetermfor“costumeplay.”PopularamongJapanese,thistrendisbecomingpopularinSingapore.Peopledressincostumesandaccessoriestorepresentaniconiccharacteroridea,suchasLolitaordecora(shortfor“decorationlook”).TheLolitatrendinspiredclothinglabelstoselldoll-likeclothesforadults.TeenagersinTokyo’sHarajukudistrictpopularizedthelook.Thedecoralookisaboutcelebratingone’schildlikestateandnevergrowingup.Itispopularamongaccessory-crazedHarajukuyouthswhodressupinclothesandaccessoriesemblazonedwithcartooncharacterslikeHoneSempai’s

UsamomoorHelloKitty.Sub-cultures:MetrosexualsPersonalcarecompaniesaretargetingIndianmenasrisingincomesallowthemtobuymoredeodorantsandshavinggels.Metrosexuals—urban,heterosexualmenwhopaycloseattentiontogroomingandfashion—werepopularizedinIndiabyBollywoodactorssuchasShahRukhKhan.63NaturalEnvironmentThedeteriorationofthenaturalenvironmentisamajorglobalconcern.Inmanyworldcities,airandwaterpollutionhavereacheddangerouslevels.Thereisgreatconcernabout“greenhousegases”intheatmosphereduetotheburningoffossilfuels,aboutthedepletionoftheozonelayerduetocertainchemicals,andaboutgrowingshortagesofwater.64NaturalEnvironmentHowever,inmanylessdevelopedAsiancountries,suchenvironmentalconcernislacking.Air,water,andnoisepollutionarecommon.65ReconcilingEconomicObjectivesandEnvironmentalProtection–CaseofTheBanyanTreeThisSingapore-basedhotelandresortschainincorporatessustainabilitybenchmarkingandeducatinglocalcommunitiesaboutmarinelifeinitsresorts.Itspursuitofsustainabilitywithinitiativestargetingconservationofresourcesandclimatechangeawareness,withoutcompromisingonitsrevenueandprofit.66Singapore-basedBanyanTreeResortscontinuesitspursuitofsustainabilitywithinitiativestargetingconservationofresourcesandclimatechangeawareness,withoutcompromisingonitsrevenueandprofits.CorporateEnvironmentalismItrecognizestheneedtointegrateenvironmentalissuesintothefirm’sstrategicplans.Trendsinthenaturalenvironmentformarketerstobeawareofincludetheshortageofrawmaterials,especiallywater;increasedpollutionlevels;andthechangingroleofgovernments.67TechnologicalEnvironmentOneofthemostdramaticforcesshapingpeople’slivesistechnology.Innovation’smajorlong-runconsequencesarenotalwaysforeseeable.Mobilephones,videogames,andtheInternetarereducingattentiontotraditionalmediaaswellasface-to-facesocialinteractionaspeoplelistentomusicorwatchamovieontheirmobilephones.Whenoldindustriesfightorignorenewtechnologies,theirbusinessesdecline.68MonitoringtheKeyTrendsintheTechnologicalEnvironmentThemarketershouldmonitorthefollowingtrendsintechnology:AcceleratingpaceofchangeUnlimitedopportunitiesforinnovationVaryingR&DbudgetsIncreasedregulationoftechnologicalchange69AcceleratingPaceofChangeMoreideasthaneverareintheworks,andthetimebetweentheappearanceofnewideasandtheirsuccessfulimplementationisallbutdisappearing.Soisthetimebetweenintroductionandpeakproduction.Competitionhasacceleratedthepaceofchange.ShenzhenGreatLoongBrotherIndustrialclonedtheiPadevenbeforeitwasannounced.70UnlimitedOpportunitiesforInnovationSomeofthemostexcitingworkisbeingdoneinbiotechnology,computers,microelectronics,telecommunications,robotics,anddesignermaterials.Theyaredesigningrobotsforfirefighting,underwaterexploration,andhomenursing71VaryingR&DBudgetsAlthoughtheUnitedStatesleadstheworldinannualR&Dexpenditures,JapanisfastincreasingitsR&Dexpenditures,mostlyonnon-defense-relatedresearchinphysics,biophysics,andcomputerscience.Manycompaniesarecontenttoputtheirmoneyintocopyingcompetitors’productsandmakingminorfeatureandstyleimprovements.72IncreasedRegulationofTechnologicalChangeGovernmentshaveexpandedtheiragencies’powerstoinvestigateandbanpotentiallyunsafeproducts.Safetyandhealthregulationshavealsoincreasedintheareasoffood,automobiles,clothing,electricalappliances,andconstruction.Chinahasan“indigenousinnovation”regulationinwhichthegovernmentfavorstechnologydevelopedinChinawhenbuyingcomputersandothergoods.MultinationalswhoseproductsconformwithChineselawsandregulationsandtechnologypolicyareconsidered“indigenousinnovation”andcanbidforgovernmentcontracts.73Political–LegalEnvironmentThepoliticalandlegalenvironmentconsistsoflaws,governmentagencies,andpressuregroupsthatinfluencevariousorganizationsandindividuals.Sometimestheselawscreatenewbusinessopportunities.74IncreaseinBusinessLegislationBusinesslegislationisintendedto:protectcompaniesfromunfaircompetitionprotectconsumersfromunfairbusinesspractices,protecttheinterestsofsocietyfromunbridledbusinessbehaviourchargebusinesseswiththesocialcostscreatedbytheirproductsorproductionprocesses.75ExamplesoflegislationaffectingbusinessesinAsiaForexample,inTaiwan,junkfoodadsarebannedonchildren’sTVprogramstocurbobesity.InChina,outdooradvertisingthatpromoteshigh-endlifestylesisbanned.Wordssuchas“royal,”“l(fā)uxury,”or“highclass”arebanned.Thislegislationcameaboutbecauseofconcernsoverthewideningwealthgap.76TypesofLegislationAffectingbusinessLegislationaffectingbusinesseshasincreasedsteadilyovertheyears.Governmentsworldwidehavebeenexaminingandenactinglawscoveringcompetitivebehavior,productstandards,productliability,andcommercialtransactions.Othershavepassedstrongconsumerprotectionlegislation.77CounterfeitingRegulationsoncounterfeitingarealsoincreasing.AsianexportersareexpectedtofacetougherEuropeanUnioncustomscontrols.PopularcounterfeitedbrandsincludeChanel,ChristianDior,LouisVuitton,Timberland,andRolex.Evenclonesoffast-foodrestaurantsexist.78LegislationandProtectionismSometimes,legislationispassedtoprotecthomeindustries.InAsia,suchpracticesaremoreprevalentwherelocalbusinessesmaybelesscompetitivethanmultinationals.Example:CiscofacesstiffcompetitionfromHuaweiTechnologiesinChina.China’slaxintellectualpropertylawsisofconcerntoCisco.Tocountertheseprotectionisticpolic