市场营销英文PPT演示课件

ModuleOne DecidingWhethertoInternationalize 1 Infaceofglobalization manyfirmsattemptto expandtheirsalesintoforeignmarketstoincreasetheircompetitivenessmakegreaterprofits acquirelargerglobalmarketsharefacilitateaccesstonewproductsideasandlatesttechnology Introduction 2 Companiesmustfirstdecideafterthoroughconsideration whethertoenterinternationalmarkets whichmarkettoenter howtoenterthismarket howtodevelopmarketingstrategiestoadapttothemarket howtoimplementandcontroltheinternationalmarketingprogram Introduction 3 TaskOne PreparationforInternationalMarketing 4 1 DefinitionofInternationalMarketingInternationalmarketingreferstotheprocessofsearchingandanalyzinginternationalenvironmentandforeigncustomers planningandexecutingproductdesign pricing promotionanddistributionofgoodsandservicestosatisfyindividualandorganizationsinmorethanonecountryforaprofit LookatMini Case1 1 IBasicKnowledgeofInternationalMarketing 5 2 EnvironmentandChallengesofInternationalMarketing 6 DifferenceinForeignSocietyandCulture LookatMini Case1 2DifferenceinDistribution InfrastructureandTechnologyDifferenceinPolitics EconomicsandLegalSystemTradeandNon TradeBarriersInternationalCompetition 2EnvironmentandChallengesofInternationalMarketing 7 Discussingroupsthefollowingquestions 1 WhatcompaniesyouthinkhavemetchallengeswhentheyenterChinesemarket Examples 2 Howcantheyovercomeallthedifficulties 3 WhatcanChinesecompanieslearnfromtheabovementionedexamples SkillTraining1 1 8 ExportMarketingDomesticMarketingExtensionConceptFirmsbelievethattheirdomesticmarketingstrategycanprovideeffectiveframeworkforoverseasstrategyformulation LookatMini Case1 3 3 LevelsofInternationalMarketingInvolvementandMarketingConceptsinEachLevel 9 MultinationalMarketingMulti domesticMarketingConceptsTocaterforthedifferentialcustomers companiesstresstheseparatemarketingmixesineachcountryaccordingtothebusinessclimatethere LookatMini Case1 4 3 LevelsofInternationalMarketingInvolvementandMarketingConceptsinEachLevel 10 MultinationalMarketingMulti regionalMarketingConceptsCompaniesviewworldregionsasdistinctmarketswhichsharesimilareconomic politicalandculturaltraits 3 LevelsofInternationalMarketingInvolvementandMarketingConceptsinEachLevel 11 GlobalMarketingGlobalMarketingConceptCompaniesbelievethatconsumersfromdifferentcountrieshavesimilardemandsandpreferences Theydonotfocusonthecountrydifference butonthedemographic psychologicalandothervariables 3 LevelsofInternationalMarketingInvolvementandMarketingConceptsinEachLevel 12 Thedecisionofinternationalizationfollowsthesesteps informationsearchAnalyzinginternationalexpansiondrivers identificationdecisionmaking IITheDecisionWhethertoInternationalize 13 Forlargecompanies theinformationsearchisusuallydonebytheprofessionalresearchagencies FortheSMEs managersusuallyacquireinformationthroughinternalreports governmentagencies personalcontactsandtheinternet 1 InformationSearch 14 Driversofinternationalexpansionareusuallyintwocategories driversinbusinessenvironmentcompany baseddrivers 2 IdentifyDriversofInternationalExpansion 15 CompetitionRegionalEconomicIntegrationChina ASEAN theAssociationofSoutheastAsianNations FreeTradeAreaandEuropeanUnionTechnology DriversinBusinessEnvironment 16 ImprovementinTransportationandTelecommunicationLookatMini Case1 5HighDemandinDevelopedCountriesandEconomicDevelopmentinDevelopingCountriesLookatMini Case1 6 DriversinBusinessEnvironment 17 ProductLife CycleConsiderationsHighNew ProductDevelopmentCostsEconomiesofScaleandCheapLaborExperienceTransferstoMakeHigherProfitsandOccupyLargerGlobalMarketShareAcquisitionofTechnologyandNaturalResources Company basedDrivers 18 Oncecompaniesfindbusinessopportunitiesinforeignmarketsanditsresourcesfitwiththeopportunities theywill decidetoinitiateexportmarketingorinternationalmarketingandsomeofthemmayeventuallybecomemultinationalcompanies DecisionMaking 19 1 AnalysisoftheInternationalMarketingEnvironmentandCustomers 2 InternalAnalysisandMarketingObjectivesSetting 3 SelectionofTargetMarketsandEntryModes 4 DevelopmentandImplementationofInternationalMarketingProgram 5 ControlofMarketingProcess IIIInternationalMarketingManagementProcess 20 SkillTraining1 2Beforeyoulookatthenextpart pleasetrytothinkaboutwhatqualitiesyouthinkaninternationalmarketershouldhave Youmaylookbackyourpart timejobsanddiscussingroups IVPrepareYouforaGoodInternationalMarketer 21 StrongSenseofDedicationandResponsibilityAbilitytoLearnCapabilitiesofPlanningandExecutionAbilitiestoAnalyzeandSummarizeGoodCommunicationSkillsMarketingSensitivityTeamworkSpirit Qualitiesaninternationalmarketershouldhave 22 Globalization全球化Segment细分Internationalize国际化ProductLifeCycle产品生命周期multinationalcompanies跨国公司ExclusiveAgreement独家协议Infrastructure基础设施channelofdistribution销售渠道China ASEAN中国 东盟cross culturalmanagement跨文化管理 营销实训练习 营销英语技能训练 23 1 联想为什么要收购IBM 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 24 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 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 25 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 26 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 27 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