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Czinkota and Ronkainen (2002), International Marketing, Thomson South-Western. De Mooij (2003), Global Marketing and Advertising, Understanding Global Paradoxes, Sage. Keegan and Green (2005), Global Marketing, Prentice Hall. Kotler and Armstrong (2006), Principles of Marketing, Prentice Hall. Prime et Usunier (2004), Marketing international, Développement des marchés et management interculturel, Vuibert. Usunier (2000), Marketing across Cultures, Prentice Hall. Periodicals: MOCI, HBR, JIBS, JM, JMR«
What is international business?
Wide range of activities involved in conducting business transactions across national boundaries Described as being heterogeneous, universal and sequential Comprehensive approach to operations of both large and small firms engaged in business abroad Concerns all activities of the firm (selling, procurement, outsourcing«) About seizing global opportunities (market expansion or diversification) Driving forces (regional economic agreements, converging needs and wants, communication improvements, quality, leverage«) and restraining forces (management myopia, corporate culture, national controls, globaphobia«)
Orientations: Export, Internationalization, Globalization
EPRG Model Ethnocentric: everything is centered on the domestic market. Polycentric: several important foreign markets exist. Regiocentric: the market is composed of several large economic regions. Geocentric: the world is one large global market.
EPRG Model .Characteristics Ethnocentric Approach International operations are secondary Centered on the domestic market Searching for identical segments in foreign markets Polycentric Each country is relatively independent Each market is unique Taking into consideration differences in foreign markets Subsidiary in each country Division for each zone Geocentric The world is one common market Global vision of the world Unifying differences in the world market World headquarters Matrix structure Vision Priority Planning center National headquarters Structure International division .
Adaptation.Characteristics Ethnocentric Staff Marketing strategy Management style Production Polycentric Geocentric Most qualified Extension. licensing Joint-ventures Domestic market Local market share share . Creation Integrated and interactive Low-cost sources of supply Strategic alliances World market share Citizens from the Citizens from domestic market each market Extension Adaptation Centralized Domestic Decentralized Local Partnerships Performance measures Agent.EPRG Model .
value .´ (Kotler) Process.Introduction What is marketing? ³Marketing is a social and managerial process by which individuals and groups obtain what they need and want through creating. exchange. offering. and exchanging products of value with others.
Marketing process Create value for customers and build customer relationships Capture value from customers in return Understand the marketplace and customer needs and wants Design a customerdriven marketing strategy Construct a marketing program that delivers superior value Build profitable relationships and create customer satisfaction Capture value from customers to create profits and customer quality Marketing technology Global markets Ethics and social responsibility .
global and local .It is a tool used to obtain improvement of the firm¶s position in the global market .Introduction What is international marketing? transactions across national borders to create exchanges that satisfy the objectives of individuals and organizations´ (Czinkota and Ronkainen) .³International marketing focuses its resources on global market opportunities and threats´ (Keegan and Green) .Strategy and action.³International marketing is the motor of the internationalization process of the firm´ (Usunier) .³International marketing is the process of planning and conducting .
Introduction International Marketing Decisions Deciding whether to go abroad Deciding which markets to enter Deciding how to enter the market Deciding on the marketing program Deciding on the marketing organization .
key success factors are the same« ± Differences: more strategic. legal constraints. more variables. cultural differences. more complex. information sources. managing distances. entry mode choice« .Introduction What are the similarities and differences between international marketing and domestic marketing? ± Similarities: basic concepts. practices and tools are almost identical.
multi-cultural marketing .Introduction International marketing concept Export marketing Global marketing Inter-cultural.
Course Outline Culture and international marketing International marketing research International marketing strategy and programs .
Chapter 1 Culture and international marketing .
Culture and international marketing Concepts of culture Dimensions and models of culture Examples and international marketing consequences .
it encompasses a number of people who were conditioned by the same education and life experience´ (Hofstede) Culture both affects and describes human behavior. norms and values´ (Antonides and Van Raaij) ³Culture is the collective mental programming of the people in an environment.What is culture? ³Culture is the integrated sum total of learned behavioral traits that are shared by members of a society´ (Hoebel) ³Culture is the entirety of societal knowledge. it is essential in international marketing . Culture is not a characteristic of individuals.
It is a distinctive way of life. .Fundamentals of culture ± Culture is a total pattern of behavior that is consistent and compatible in its components. ± Culture is behavior that is shared by a group of people. It depends on environment. It is not biologically transmitted. a society. not heredity. It is not a collection of random behaviors« ± Culture is a learned behavior.
Cultural patterns help people to live together in a society. acts. . Culture is what members of a group have in common. ³It is the glue that binds groups together´ (De Mooij) Human nature depends on culture: ideas. values. emotions« are cultural products. personality Personality is the individual¶s unique personal set of mental programs that he/she does not share with any other human being.Culture vs.
Manifestations of culture
Symbols Heroes Rituals Values and Norms
Expressions of culture
Symbols are words, gestures, pictures, or objects that carry a particular meaning recognized only by those who share a culture. This is the most superficial manifestation of culture. New symbols are easily developed and old ones quickly disappear. Symbols from one cultural group are regularly copied by others.
Heroes are people, alive or dead, real or imaginary, who possess characteristics that are highly prized in a society. They serve as role models for behavior. They can become globally known, but their stories often become local.
Rituals are the collective activities considered socially essential within a culture. They are carried out for their own sake. They are easily observed, but not always understood.
Values are among the first things children learn.Values Values are at the core of culture. Values are stable beliefs regarding desired behavior or end states. they vary across cultures and are not likely to change frequently. Core values are resistant to globalization. ideological or humanistic background. not consciously but implicitly. They often have a religious. . Goals are derived from values.
.Norms Norms and values are part of the ³non-material´ culture. Norms are beliefs regarding how to behave and how not to behave (do¶s and don¶ts). People differ in the extent to which they accept and comply with norms. They create expectations and criteria regarding the conduct of others.
behavior. implicit culture Explicit culture: languages. know-how. institutions (directly observable) Implicit culture: moral values.Explicit vs. beliefs and representations (subconscious) . learning process.
traditions of a culture. learned through education (manners. cultural perspective on time and space«) How do these cultural norms influence international business and marketing? . written norms of a society (laws. sunken part of the iceberg (facial expressions. courtesy«) 60% of norms are informal: ± implicit. rules. body language. moral and transmissible. etc«) 30% of norms are formal: ± explicit.According to Hoebel« There are 3 types of cultural norms in terms of behavior: 10% of norms are technical: ± explicit. instinctive and imitated. logical and transferable. technical manuals.
buyers. partners) Internal cultural diversity ± Observed within all MNCs (identity and corporate culture) ± Cultural differences that affect the way subsidiaries work together .Two levels of cultural diversity in international business External cultural diversity ± Cultural determinants influencing purchasing and consumption behaviors (Who buys? What? Where? How? Why?) ± Cultural determinants influencing negotiations (relationships with suppliers.
Four levels of culture in marketing DOMINANT CULTURE Non-material consumer culture Material culture of products (market) Non-material culture of the firm (corporate culture) .
who have been socialized in different cultures. Acculturation: transfer of culture to adults who have grown up in different cultures.Transfer of culture Two main cultural transfer processes: Socialization: transfer of culture to new generations. education. . ethnic minorities. multicultural societies. older generation to younger generation.
Cultural transfer and change SOCIALIZATION Agents LEARNING BY OBSERVATION CULTURAL TRANSFER AND CHANGE. DYNAMIC PROCESS Agents ACCULTURATION .
intellect . social recognition Honesty. teachers Friends Church Sport. social recognition Ambition. forgiveness Ambition. salvation. logical behavior Courage. peace.Agents involved in cultural transfer Agents Parents Siblings Schools. cleanliness. honesty Responsibility. courage Pleasure. capability. clubs Mass media Age (years) 0 2 6 6 6 12 12 Most important values Obedience.
age effects. . innovative forces are less conservative and may challenge the status quo.Processes of cultural change Socialization and acculturation usually imply a gradual cultural change because transfer agents tend to favor cultural continuity rather than jeopardize their powerful position. 4 processes: cohort effects. In contrast. democratization and exclusivation.
They are spread in society because young people grow older and the ³old´ values gradually disappear with the extinction of the older cohorts. .Cohort effects Acceptance of new values and behaviors begins at a young age. Implies a slow cultural change. These values and behaviors are retained over the years.
Age effect Certain values or behaviors are associated with a particular age group. Possible reverse socialization. . Age-bound consumer behavior. Behaviors are modified as age groups change.
trickle-up. Mechanisms of democratization: trickle-down. Results from an increasing level of general welfare. the influence of mass media and the stress on the equality ideal. trickle-across. .Democratization Cultural ³leveling´ or ³spreading´ Cultural differences across social classes decrease.
goods and behavior. .Exclusivation Reverse of democratization Occurs less frequently Implies limited social spreading of values. Cultural change is limited to a certain group (³elite´. ³leading edge´).
Dimensions of culture What makes one culture different from another culture? How can we compare cultures or cluster cultures according to behavioral characteristics? Stereotypes vs. Ethnocentrism and SRC . cultural dimensions Different cultures have different stereotypes of other cultures.
Cultural dimension models Hall ± High-context vs. low-context cultures Kluckhohn ± Relationship to nature Hofstede ± Five dimensions of culture .
low-context cultures .Hall¶s cultural model Focuses on communication patterns found within cultures Four essential dimensions in terms of communication patterns: ± ± ± ± Context Time Space Information flow High-context vs.
and unambiguous High-context ± Less information is contained in the verbal part of the message ± Much more information resides in the context of communication (background. data) ± Effective verbal communication is expected to be explicit. direct. basic values of the communicators) ± Verbal mode is only one part of communication.Low-context and high-context cultures Low-context ± Messages are explicit ± Words carry most of the information in communication (facts. symbols. associations. nonverbal is often seen as having greater importance Degree of context of cultures: comparison of law (US and France) .
Dimensions of time: ± Closure: a task must be completed. present or future ± Linear or circular (tangible or intangible) ± M-time and P-time ± Cause and effect ± Time as symbol (³time is money´. This can explain differences in behavior. discretionary time) . short-term thinking ± Orientation toward past.Time Different cultures have different concepts of time. if not perceived as ³wasted´ ± Long-term vs. efficiency. waiting.
linear Proceed quickly Common Japan. China. Middle East US.A few examples« Factors Lawyers A person¶s word Responsibility for error Space Time Negotiations Competitive bidding Examples High-context Less important To be trusted Low-context Very important Get it in writing » Taken by the highest level Pushed to the lowest level People breathe on each other Polychronic. Germany. Switzerland . circular Are lengthy Infrequent People maintain a bubble of private space Monochronic.
Kluckhohn¶s cultural model 3 types of relationships between humanity and nature: ± Mastery-over-nature (man is to conquer nature) ± Harmony-with-nature (man is to live in harmony with nature) ± Subjugation-to-nature (man is dominated by nature) Further developed with: nature of people. mode of activity. temporal orientation« . duty. privacy of space.
subtle intimacy Subjugation-to-nature -People are dominated by nature -Supernatural forces play a dominant role in religion Use in international marketing? . Japan Africa. North America Asia. exchange. South America Harmony-with-nature -No distinction between humanity.Humanity and Nature Mastery-over-nature -Humanity is separate from nature -Nature should be controlled -³To move a mountain´ -Identification with nature -Nothing can be done to control nature ³Western´ world. nature and supernatural -Communion.
comparative data. Reference in international business and international marketing .Hofstede¶s cultural model Hofstede¶s 4D or 5D model Quantitative and longitudinal study of cultural differences between countries Why some concepts of motivation do not work in all countries in the same way ³Culture¶s Consequences´ and ³Cultures and Organizations: Software of the Mind´ Scores for each country explain why people and organizations in various countries differ.
extended to nearly 90 Five different poles make up the cultural index: .Masculinity .Uncertainty avoidance .(Long term orientation) .116.72 countries and 20 languages Original scores for 56 countries.National character survey .000 IBM employees .Power distance .Individualism .How do we measure cultural distance? Geert Hofstede¶s Cultural Index .
5D Model PDI 100 LTO 100 100 Work-related values to consumptionrelated values 100 IDV UAI 0 100 MAS .
Low PDI ³the extent to which less powerful members of a society accept and expect that power is distributed unequally´ Reflected in the values of both the less powerful and more powerful members of society Influences the way people accept and give authority Shows class or social structure Focuses on the degree of equality. between people in the country¶s society . or inequality.Power distance (PDI) High PDI vs.
show of emotions is accepted . search for truth and belief in experts Conflict and competition are threatening Higher level of anxiety.Uncertainty avoidance (UAI) High UAI vs. Low UAI ³ the extent to which people feel threatened by uncertainty and ambiguity and try to avoid these situations´ Strong UAI = need for rules and formality to structure life.
Individualistic vs. Collectivistic ³people looking after themselves and their immediate family only, versus people belonging to in-groups that look after them in exchange for loyalty´ ³I´-conscious and ³we´-conscious Focuses on the degree the society reinforces individual or collective achievement and interpersonal relationships Distinguishes between societies where the group and being a member is important (collectiveness) and societies where the group is less important (individualism)
Masculine vs. Feminine ³the dominant values in a masculine society are achievement and success; the dominant values in a feminine society are caring for others and quality of life´ Focuses on the degree the society reinforces, or does not reinforce, the traditional masculine work role model of male achievement, performance, control and power Shows the importance of status in societies Indicates the degree of gender differentiation and the importance of masculine values (assertiveness, money, material goods, success«)
Long-term orientation (LTO)
Long-term vs. Short-term orientation Chinese value survey, ³Confucian dynamism´ ³the extent to which a society exhibits a pragmatic future-oriented perspective rather than a conventional historic or short-term point of view´ High LTO = perseverance, ordering relationships by status, thrift, sense of shame, family ties, long-term thinking, paternalism Focuses on the degree the society embraces, or does not embrace, longterm devotion to traditional, forward thinking values Indicates whether the country prescribes to the values of long-term commitments and respect for tradition
Examples of Hofstede¶s Dimensions
Some country examples Country Australia Belgium Denmark PDI 36 65 18 UAI 51 94 23 IDV 90 75 74 MAS 61 54 16 LTO 31 France Germany Great Britain India Italy Japan Netherlands Spain USA 68 35 35 77 50 54 38 57 40 86 65 35 40 75 92 53 86 46 71 67 89 48 76 46 80 51 91 43 66 66 56 70 95 14 42 62 29 80 44 31 25 61 World average 57 65 43 49 50 .
com .geert-hofstede.Comparison of cultural dimensions More information on www.
independence. low-context. low UAI. individualistic. (De Mooij) . short-term orientation Other dimensions: success. education for competitiveness. man must conquer nature. obsession with change (new and better). innovativeness. strong role differentiation. ethnocentrism. low PDI. education teaches students to be critical (ask ³why´ not ³how´). credit card culture.American culture Classical dimensions: M-time culture. linear timepattern. high MAS. private opinions expressed. creativity.
education has an intrinsic value. shame-based society. obsession with cleanliness. avoid jolting social harmony. education (³how´ instead of ³why´). status is important (success) but avoid standing out in a crowd. cash culture. strong role differentiation. masculine. high-context. long-term orientation Other dimensions: pressure to behave like neighbors. private opinions not expressed.Japanese culture Classical dimensions: P-time culture. strong UAI. collectivistic. circular time concept. thrift and perseverance. high PDI. harmony with nature« (De Mooij) . dependence.
flawed assumptions. ³storytelling´«) Original objective: how values in the workplace are influenced by culture Three discrete cultures ± Organizational ± Occupational ± National ? Questionnaire ± quantitative data Differences in location ± intracultural differences. reductive. subcultures . simplistic (unproven and unprovable.Limits to Hofstede¶s model Generalization.
Intracultural differences Few cultures are homogeneous in terms of cultural traits and norms Consequence of globalization? Intracultural differences (nationality. religion. language or geographic areas) result in the emergence of distinct subcultures Existence of cross-cultural and intracultural differences: opportunities and threats . race.
To summarize on culture« Culture is complex and multi-dimensional. but classification is important in business Cultural distance is essential in international marketing Culture influences perceptions and drives how we communicate and what we communicate SRC and ethnocentrism can explain the failure of many companies in the international arena Acculturation (adjusting and adapting to a specific culture other than one¶s own) is one of the keys to success in international operations .
negotiating« Marketing research is much more difficult to conduct from a methodological perspective Buying patterns and behaviors will vary in different cultural contexts Marketing mix will be perceived differently from one country to another Management styles will be directly related to culture« . advertising.How does culture affect international marketing? Languages and the use of language in communicating.
communication styles Advertising messages. intra-national Adapt or standardize product attributes Brand perception. country of origin. PR. corruption. cross-cultural attitudes. distributor relationships Values. symbols. ³made in´ Price-quality ratio. styles« . global Cross-national equivalences Global strategy vs.Marketing and cultural differences Marketing area Consumer behavior Marketing research Global marketing strategy Segmentation & targeting Product policy Brand image Pricing policy Distribution channels Communication Advertising Sales Negotiation Source: Usunier Influence of cultural differences Decision-making. adaptation of strategy Sales force management. customized strategy Inter-national (regional. results. ethics Negotiation strategies. global) vs. process. visions of the world. local vs. influence of price in decision-making Type of channel.
Culture¶s consequences on international marketing Marketing research (understanding consumers) Segmentation (classifying consumers) Product policy (satisfying consumers) Distribution channels (reaching consumers) Advertising (communicating with consumers) .
Chapter 2 International Marketing Research .
International marketing research Review of marketing research techniques Specific problems in international markets .
Review of marketing research techniques General principles of marketing research Qualitative research Quantitative research .
and reporting of data and findings relevant to a specific marketing situation facing the company. and accurate information to marketing decision makers. and procedures to gather. and distribute needed. . analysis. timely. sort.What is marketing research? Marketing research is the link between the marketer and the market« It is the starting point of marketing« Marketing research is the systematic design. collection. analyze. evaluate. equipment. MIS: consists of people.
Marketing process Create value for customers and build customer relationships Capture value from customers in return Understand the marketplace and customer needs and wants Design a customerdriven marketing strategy Construct a marketing program that delivers superior value Build profitable relationships and create customer satisfaction Capture value from customers to create profits and customer quality Marketing technology Global markets Ethics and social responsibility .
Position of marketing research ANALYSIS MARKETING RESEARCH PLANNING MARKETING STRATEGY IMPLEMENTATION MARKETING RESEARCH CONTROL .
competitor. environmental analysis . consumer. distributor.Marketing research goals UNDERSTAND DESCRIBE EXPLAIN MEASURE FORECAST VERIFY Product.
Marketing research process Define problem and research objectives Develop the research plan Analyze the information Collect the information Present the findings .
Contents: ± Goals ± Information sources ± Variables ± Survey method ± Sampling method ± Data analysis ± Calendar ± Budget Internal validity External validity . It is the methodological framework of the research.Research design The research design formally describes the characteristics of the survey and the procedures used to conduct the study.
Types of marketing research -Documentary EXPLORATORY -Qualitative DESCRIPTIVE -Documentary -Quantitative CAUSAL -Experimentation -Observation .
Audit: inventories.Mechanical: scanning.Quantitative research: surveys. EDI. in-store tests.Market/store tests: laboratory stores. mobile stores. facing.Product/concept tests: prototype. city tests« Ad hoc research . eye camera« Experimental research . opinion polls« . comparative or not .Qualitative research: interviews. focus groups« . catalog sales.Research methods Observational research . pantry check« .
If ³why?´ or ³how?´ QUALITATIVE RESEARCH If ³how many?´ or ³how much?´ QUANTITATIVE RESEARCH .Qualitative and quantitative research The distinction between qualitative and quantitative research depends on the nature of the research problem.
AD HOC These sources can be internal or external.Information Sources Secondary sources: Existing data. DESK RESEARCH Primary sources: Data collected for a specific situation at company¶s request. resources« . All forms of documentary research. objectives. The choice will depend on the marketing problem. FIELD RESEARCH.
precise«? .Documentary Research First step to marketing research 4 steps ± ± ± ± Define the topic (clear. feasible. pertinent) Identify key words associated to the topic Search for available sources of information Consult. sort and summarize information Questions to ask ± ± ± ± Does the data correspond to the situation? Is there a risk of obtaining biased information? Was the research design technically coherent? Are the findings clear.
They can give 2 types of information: ± Standardized periodic information: panels. Firms subscribe to this information. . longitudinal studies. This is a primary information source.Research and polling institutes These institutes collect information for resale. ± On-order studies: reserved solely for one company or omnibus studies. This is a secondary information source.
Advantages and disadvantages of information sources Secondary Advantages Low in cost Diversity Available Problem definition Familiar with market Incomplete. up-to-date Not available to competitors Disadvantages Costly Difficult to collect Time consuming . outdated Inadequate False information Difficult to control Primary Adapted information Recent.
Sequence and relationship between different sources of information SECONDARY SOURCES (Desk Research) Internal External PRIMARY SOURCES (Field Research) Qualitative Quantitative .
Qualitative marketing research .
What is qualitative marketing research? Collecting and analyzing psycho-sociological elements which explain facts. motivations and behaviors of all people involved in a given marketing situation Qualitative research methods are used for in-depth exploratory studies of the decision-making process and psychological mechanisms that affect individual or group behavior . opinions. attitudes.
Why use qualitative research? Qualitative research studies lead to understanding the causes or the basis for behaviors. results cannot be extrapolated. However. They cannot be considered as being representative of the entire population. Sample size = 10 . They are often based on analyzing how a product or company is perceived by individuals or consumers. attitudes and opinions.70 .
Qualitative research is used in the following cases: Defining the marketing problem is difficult (explore market) Finding causes. decision-making criteria of consumer behavior Secondary information is insufficient Constructing questionnaire for a survey Explaining surprising results of quantitative research Promoting creativity .
motivations. opinions are studied -Reveals deep feelings and thoughts Disadvantages -Non-representative sample -Research design is difficult to plan -Quality of the study depends on researcher skills .Advantages and disadvantages of qualitative research Advantages -Quick and flexible (maximum 70 people) -Less costly -Allows exploration -Attitudes.
Different types of qualitative research Two ways of classifying qualitative studies: ± Degree of induction (level of consciousness) Unstructured interview (pure exploration) Centered or focus interview (exploration and in-depth analysis) Structured interview (identification and verification) ± Number of people being interviewed Individual Group .
Choosing a Type of Interview Levels of consciousness OPINIONS Structured interview ATTITUDES Centered or Focus interview MOTIVATIONS / BELIEFS Unstructured interview or centered with projective tests .
Unstructured interviews Conducted in a face-to-face situation Large. but reformulation techniques Use in marketing . ambiguous opening Funnel approach The respondent is free to express his feelings as wishes and for as long as he wishes Non-directive.
Unstructured interviewing steps Present research objectives Reformulation techniques ( mirror effect ») Respondent goes further in-depth Large opening statement or questions Researcher adopts a non-directive attitude auto-exploration » .
different versions allowed) This is the most popular form of qualitative research .Centered or focus interviews Same general structure and basic principles as the unstructured interview However. an interview guide is used This guide is composed of topics or questions to be addressed during the interview The interviewer will bring up topic if and only if respondent does not spontaneously address issues This is NOT a questionnaire (no order. modifications possible.
courtesy bias. ambiguous Different tests ± ± ± ± ± ± Word association Sentence completion Story completion Frustration or cartoon test TAT (Thematic Apperception Test) Haire test . subconscious«) or to go further in-depth Visual or written stimuli The respondent will overcome hesitations Difficult to analyze.Projective techniques Used to avoid psychological obstacles (taboos. reluctance.
Example ± Nescafé (Haire test) List 1 1 lb. of carrots Roast beef 1 can of Delmonte corn Heinz ketchup Nescafé instant coffee Tide laundry detergent 3 onions ? ? . of carrots Roast beef 1 can of Delmonte corn Heinz ketchup Folgers ground coffee Tide laundry detergent 3 onions List 2 1 lb.
the questionnaire is only composed of open-end questions Questionnaire facilitates the research process as well as analysis Confusion between qualitative and quantitative research It is theoretically incorrect to extrapolate or generalize the findings .Structured interviews Most directive method in qualitative marketing research A questionnaire is used However.
summaries. group discussion is directed by interviewer) About 7 to 10 participants per group The role of the interviewer is very important Interviewer must manage the group in terms of participation. etc« Organization and logistical aspects . conflict.Focus groups Nearly always use the centered approach (interview guide. domination.
rules of the game. thoughts. individual introductions. group dialogue. gift« .Focus group phases Three phases during the group interview: ± Presentation (warming up): explanations. star technique (circept). anonymous responses« ± Exchange: each participant gives his or her opinions. repeats. tests« ± Summarize: verify all topics of interview guide.
7 to 10 participants per group (§ 5000 to 8000 ¼) .Comparing different types of interviews Unstructured : large opening statement and nondirective attitude (§ 500 to 800 ¼) Centered : interview guide to center » discussion (§ 250 to 500 ¼) Structured : qualitative questionnaire (§ 150 to 200 ¼) Focus group : centered interview.
Comparing individual interviews and focus groups Advantages Individual -Personal. competitors) Focus -More information during groups discussion -Quicker to conduct -Possible to study interactions and influences during the decision process -Stimulate ideas and creativity Disadvantages -Researcher training -Analyzing findings -Long to conduct -No in-depth motivations -Risk of conformity. strong group influence -Organizational and logistic difficulties . in-depth questions interview -Lower cost per respondent -Only solution in some cases (B to B.
but variety of individuals is important No important profiles should be excluded Sequential procedure (arborescence) is used: ± ± ± ± ± List of criteria explaining differences of behavior Rank criteria from most important to least important List possibilities for each criteria Build arborescence Verify coherency of arborescence .Qualitative sampling No representative sample.
Sampling in focus groups Same basic principles (arborescence) All participants must feel ³equal´ However. there are two important rules: ± Group must be heterogeneous (cover all of the profiles of the populations) ± Group must be homogeneous (for criteria that may lead to an unbalanced group) Many groups may be need to be organized in order to avoid unbalanced groups or inter-group pressure .
³verbatims´ ± Content analysis Requires re-transcribing of all interviews Specialized software Quantification. scientific rigor Time and budget .Qualitative data analysis Two different methods can be used: ± Summaries of interviews.
Quantitative marketing research .
Differences compared to qualitative research Associated with descriptive research Objectives are different: verify.. margin of error Data analysis is more sophisticated . measure. estimate. Sampling methods are different Large sample size (300 ± 1000+) Methods of administration change Precision of an estimation..
intentions«) -Extrapolation possible -Representative sample -Superior objectivity -Statistical techniques -Inter-group comparisons -Longitudinal studies Disadvantages -Does not explain why or how -Precision tool. market share.Advantages and disadvantages of quantitative research Advantages -Delivers precise numerical estimations (forecasting. not a discovery tool -Self-report data -Broad but shallow data -Long and costly -Difficult in B to B -Participation is unrewarding (direct marketing) .
Categories of quantitative research Census ± Collect information from each member of the population ± Complete canvass of the population ± Depends on the size of the target population Survey ± Most familiar of all market research methodologies ± Collect information from a portion of the population ± Procedure in which a fixed set of questions is asked of a sample of respondents ± On the basis of information collected on the subset. it is possible to infer something about the larger group ± Inference depends on the sampling method .
survey rate or sampling rate Exhaustive or non-exhaustive survey Generalization and extrapolation of findings . Survey Census: n = N Survey: n/N = subset of the population.Census vs.
Validity of quantitative research Representative sample sampling method and response rate Precision sample size and margin of error Quality of questionnaire and administration Researcher training and experience Quality of information processing Quality of data analysis .
.What is sampling? n N 70% 70% + e Sampling is necessary every time the population size is too large to be able to collect information from all elements of the population.
non-probability sampling Probability ± Each population element has a known. precision (sampling error) cannot be evaluated .Probability vs. non-zero chance of being included in the sample ± Final elements are selected objectively by a specific process ± Equal probabilities are not necessary ± Allow an assessment of the amount of sampling error likely to occur ± Requires an exhaustive sample frame Non-probability ± No way of estimating that probability that any population element will be included in the sample ± Rely on personal judgment somewhere in the process ± Statistically.
Quantitative sampling methods PROBABILITY SAMPLES NON-PROBABILITY SAMPLES Simple random sample Cluster sample Area sample Level random sample Stratified random sample Quota sample Random route sample Judgment sample (onthe-spot sample) Convenience sample .
LRS: random sampling occurs at several different levels of the population. then a random sample of the subset is selected. Cluster and area: first parent population is divided into mutually exclusive and exhaustive subsets.Probability sampling SRS: each population element has a know and equal chance of being selected. the sample mean will be normally distributed). . Stratified: population is divided into strata or subpopulations and random sampling occurs in each stratum (proportionate and disproportionate). central-limit theorem (when n is large.
Random route: each field worker is given a random route to follow. Judgment: sample elements are handpicked because it is expected that they can serve the research purpose and it is believed that they are representative of the population of interest (purposive samples). leading to the selection of people to interview. Convenience: sometimes called accidental samples because those composing the sample enter by accident (volunteers. radio shows«) .Non-probability sampling Quotas: attempt to ensure that the sample is representative by selecting sample elements in such a way that the proportion of the sample elements possessing a certain characteristic is approximately the same as the proportion of the elements with the characteristic in the population.
Choosing a sampling method Do we have a sample frame? Yes No Is SRS too costly? No Yes Yes Do we have a frame of clusters? No Yes Is the population stratified? No Yes Is it too costly? No Are there frames at different levels? Yes No SRS Stratified sample Cluster or area sample Level random sample .
Do we know the structure of the population for several variables that explain differences in behavior? Yes No Quota sample Is the population widely dispersed? Yes No Are there mandatory passage points? Yes No Random route Judgment or on-the-spot sample Snowball or other convenience sample .
. To double precision. confidence level. confidence interval and margin of error Probability sampling methods or Kish coefficient Precision of an estimation is not proportional to sample size.Sample size and precision With probability samples. but to the square root of the sample size. the sample size must be multiplied by four. precision and minimal sample size can be determined Sample size must be greater than 30 Estimation.
Sample size and margin of error n=t 2 pq e 2 Non-exhaustive sample n¶ = (n x N) / (n + N) e = s t ¥pq n n = budget ± fixed costs direct cost per unit Exhaustive sample Margin of error for probability samples Budget approach .
Procedure for developing a questionnaire Specify what information will be collected Determine type of questionnaire and method of administration Determine content of individual questions Determine form of response to individual questions Determine wording of each question Determine sequence of questions Determine physical characteristics of questionnaire Reexamine and revise Pretest questionnaire and revise if necessary .
etc«): response rate is generally low (< 20%) Questionnaires completed with researcher (direct personal interviewing. phone): longer questionnaire and higher response rate (50%) . questionnaire in magazine. Internet.Type of questionnaire and method of administration These two decisions are interdependent The length of the questionnaire will influence the choice of the method of administration Self-administered questionnaires (mail.
Form of response Open-ended Dichotomous: 2 possible answers Multiple choice: 3 or more possible answers Likert scale: a statement with which the respondent shows the amount of agreement or disagreement (strongly agree ± strongly disagree) Semantic differential scale: a scale connecting two bipolar words. respondent selects the point that represents his/her opinion (enthusiastic ± unenthusiastic) Importance scale: rates the importance of some attribute (extremely important ± extremely unimportant) Rating scale: rates some attribute from ³poor´ to ³excellent´ Intention-to-buy scale: describes respondent¶s intention to buy a product or service (definitely buy ± definitely not buy) Avoid halo effect (change direction in scales to avoid repetition) .
Question wording The phrasing of a question can directly affect the responses. General rules: ± ± ± ± ± ± Use simple words Avoid technical vocabulary in consumer research Avoid double negations Avoid ambiguous words and questions Avoid leading questions Avoid double-barreled questions Examples .
General rules: Questionnaire should be very logical and easy to respond to. Use simple, interesting opening question. Use the funnel approach (start with broad questions and progressively narrow down in scope). Avoid jumping around from topic to topic. Use transitions. Design branching questions with care. Place difficult or sensitive questions late in the questionnaire. Ask for classification information last.
Knowledge and awareness questions Factual behavior questions Attitude questions Intention questions Classification questions
Data collection should never begin without an adequate pretest of the instrument. Can be used to assess both individual questions and their sequence. Small sample of 10 to 30 Questionnaire followed by interview to identify problems and misunderstandings Pretest results are not included in the final results of the survey ³The pretest is the most inexpensive insurance the marketer can buy to ensure the success of the questionnaire and the entire research project´
Quantitative data analysis
Univariate analysis descriptive statistics and graphical information Multivariate analysis cross-tabulations, Chi square tests, correlation analysis, multiple regression analysis, cluster analysis (perceptual mapping), factor analysis«.
Cost factors affecting surveys Sample size Accessibility Survey length Analysis § 100 ¼ per respondent .
Specific problems in international markets .
tools. scanners. but change at different rates in different parts of the world Challenge of conducting high quality research as quick as possible in multiple diverse settings Research conducted simultaneously in developed and developing world Unbalanced spread of marketing research expenditures Multi-faceted issues (where. CAPI. comparisons«) New technologies (CATI. who.General context of international marketing research Globalization. how. Internet«) .
3 specific problems in international marketing research Who will conduct the research? degree of research centralization Is the information comparable? cross-cultural research equivalences What are the sources of bias? five bias types .
domestic research firm.Who will conduct international marketing research? The firm can use internal or external research services. The unknown competitive situation and different cultural backgrounds complicate the choice between internal and external research. foreign research firm . Problem: exclusive contracts with marketing research firms« To what degree should international marketing research be centralized? Three choices: internal marketing department.
Low in cost. Cultural bias. Good. Specific project fees. . Variable. Low risk of ignoring essential information. Very good. Adaptation to firm¶s problem Excellent. Monitoring Cost Low access. Limited. Travel expenses and use of staff. Competitive analysis difficult.The degree of centralization of international marketing research Access to information Internal marketing department Information sources Quality and reliability of information Risk in terms of analysis. but only local. Easy to monitor during the research process. Excellent. High in cost. Risk of nonconformity with initial objectives. Excellent. Depends on the informal network. Language problems. The firm may be unknown. Good if the firm has an important local network. Language problems. Risk in terms of analysis. Foreign research firm Very good. Limited. Network problem. Easy to clarify if problems. Perhaps limited in foreign market. Limited knowledge of sources in foreign market. Domestic research firm Excellent in France. Excellent in foreign market.
.Is the information comparable? This question is very important in cross-cultural or comparative studies. Equivalences must be verified before conducting research on ³foreign´ consumer behavior. concepts. ideas. etc« will have different meanings in different cultural contexts. practices. Research equivalence is necessary. Some words. but not always easy to achieve.
do adjectives have the same strength and distances? Respondent equivalence: who should answer questions? same social role? sampling unit« Sampling frame equivalence: how will sample be chosen? .International equivalences Functional equivalence: do products serve the same function? Conceptual equivalence: do relevant concepts have the same meaning and/or importance? Category equivalence: does the product belong to the same category or domain? Translation equivalence: cross-check. odd/even. translation-retranslation Metric equivalence: scaling.
acculturation« Research plans must be adapted to reduce the risk of biased responses . incorrect or false compared to reality« Biased responses are more likely to occur in international marketing research than in domestic research and are harder to avoid Importance of control.Sources of bias Bias = distorted results. pre-test.
coefficients Non-response bias: non-response style varies according to country.5 sources of bias Courtesy bias: concerns the social desirability of answers. gender. ranking). MAS«) Response style bias: some responses are more or less extreme in some cultures (scaling. the respondent hopes to please the interviewer Subject bias: concerns the way a society perceives an issue as being more or less sensitive Cultural-trait bias: a given cultural trait can alter the findings (IDV. race« .
Practical consequences in international marketing« Qualitative research only accounts for less than 20% of research expenditures around the world (emerging markets. concepts/rituals«) Recent developments in international marketing research . individualistic societies. CAGI/CATI«) Focus groups are very culture-bound (collectivistic vs. local authorizations«) Cross-cultural research is limited (comparison is difficult. statistics. sampling base«) Collecting information is difficult (level of economic development. but this is increasing Length of interview and compensation will vary from one market to the other (monochronic and low-context = shorter interviews and larger compensation) Some techniques are unknown or unfeasible (projective techniques. brand renewal«). disagreement«) Sampling techniques are limited (reliable information is not widely available. innovation. social status. on-line surveys. illiteracy.
Chapter 3 International Marketing Strategy and Programs .
Expanded marketing process model Create value for customers and build customer relationships Understand the marketplace and customer needs and wants Construct a marketing program that delivers superior value Product and service design: build strong brands Pricing: create real value Distribution: manage demand and supply chains Promotion: communicate VP Marketing technology Global markets Capture value from customers Capture value from customers to create profits and customer quality Design a customer-driven marketing strategy Build profitable relationships and create customer satisfaction Research consumers and market Manage marketing information and customer data Select customers to serve: segmentation and targeting Decide on a value proposition: differentiation and positioning CRM and CEM: build strong relationships with chosen customers Partner relationship management: build strong relationships with marketing partners Create satisfied loyal customers Capture customer lifetime value Increase share of market and share of customer Ethical and social responsibility .
Corporate strategy vs. marketing strategy Strategic segmentation Strategic positioning Market segmentation Market targeting SBU SBU Core market S1 S2 S3 SBU Target segment Consumer preferences Competitor positioning Market positioning Firm advantages Positioning Marketing mix -Sales objectives -Budgets -4 Ps .
different offers for different types of buyers Market segmentation represents an effort to increase a company¶s targeting precision. needs. attitudes. .Market segmentation What is it? ± Identifying and profiling distinct groups of buyers who might require separate products and/or marketing mixes ± Clustering consumers in terms of behavior. opinions« Why? ± Buyers/consumers differ in many ways ± They do not respond to the same stimuli in the same way ± So.
Levels of market segmentation
± Mass production, distribution and promotion of one product for all buyers ± Largest potential market, ³one size fits all´ ± Lowest costs = lower prices or higher margins
± Large identifiable group within a market ± Buyers differ in their wants, purchasing power, location, attitudes and habits«but the company is not willing to customize its offer to each individual customer ± More appropriate products and services, distribution and communication easier, fewer competitors
± More narrowly defined group, a small market whose needs are not being well served ± Smaller companies can become more competitive through specialization ± Better understanding of customers who willingly pay a price premium
± Segments of one, customized marketing, one-to-one marketing« ± More frequent in B to B than in B to C ± New technologies allow ³mass customization´ ; ability to prepare on a mass basis individually designed products and communications to meet each customer¶s requirements
Market segmentation procedure
Market segments and niches can be identified by applying successive variables to subdivide a market. 3 steps: Research stage: gain insight into consumer motivations, attitudes and behavior and collect important data (attributes and ratings, brand awareness and rating, product-usage patterns, attitudes toward product category, customer characteristics«). Analysis stage: factor analysis to remove highly correlated variables and cluster analysis to create a specific number of maximally different segments. Profiling stage: each cluster is profiled in terms of its distinguishing attitudes, behavior, customer characteristics«
Market segmentation must be redone periodically because market segments change over time, especially in international markets
Geographic -Nations -States -Regions -Cities« Demographic -Age and life-cycle stage - VALS or psychographics -Gender -Income -Generation -Social class«
-Consumer responses to benefits sought, use occasions or brands (consumer-response segments) -Hierarchy of attributes in choosing a brand, shifts in consumer priorities (market partitioning) -Marketing mix variables: product, price, placement, promotion (price-quality-type dominant)
In international marketing, broader market segments compared to domestic segments, transnational segments
Example 1: culture-based segmentation
Cluster 1 Austria, Germany, Switzerland, Italy, GB, Ireland Cluster 2 Belgium, France, Greece, Portugal, Spain, Turkey Cluster 3 Denmark, Sweden, Netherlands, Norway 203
Preference for ³high performance´ products, use ³successful-achiever´ them in advertising, desire for novelty, variety and pleasure, fairly risk-averse market. Appeal to consumer¶s status and power position, reduce perceived risk in product purchase and use, emphasize product functionality.
Relatively weak resistance to new products, strong consumer desire for novelty and variety, high consumer regard for ³environmentally friendly´ marketers and socially conscious firms.
freedom of information«) Westernization »: ± Countries¶ proximity to the West ± The duration and the extent of their openness to Western influence and culture . competition. increased product availability and variety. and overall attempt to close the living standards gap with developed countries ± Reflects a set of institutional values and cultural requirements for the operation of effective private markets (materialistic values as a stimulus for greater production.Example 2 : segmentation of CEE markets Marketization »: ± Countries¶ exposure to global communications.
CEE clusters High Marketization Cluster 1 Low Westernization Cluster 3 High Westernization Cluster 4 Cluster 2 Low Marketization Source: Lascu. Manrai and Manrai Clusters are likely to have common characteristics and share similar consumer needs and purchasing behavior .
Croatia. more urbanized ± Cultural: Slavic languages. Czech and Slovak Republics. Slovenia) ± Geographic: Central Europe. more urbanized ± Cultural: Slavic languages (except Hungary). Serbia. but less than cluster 1 . border developed countries. primarily Eastern Orthodox and Muslim ± Economic: more developed. primarily Catholic religion ± Economic: more developed Cluster 2: Low-marketization and high-westernization (Bosnia. Poland. Macedonia) ± Geographic: Central Europe. Montenegro.Central and Eastern European clusters Cluster 1: High-marketization and high-westernization (Hungary.
Central and Eastern European clusters Cluster 3: High-marketization and low-westernization (Bulgaria and Romania) ± Geographic: Balkan peninsula. Eastern Orthodox religion ± Economic: slower in the development process Cluster 4: Low-marketization and low-westernization (Albania and Western countries of the former Soviet Union) ± Geographic: Less urbanized than cluster 3 ± Cultural: Slavic languages (Russian is the primary commercial language). urbanized to a lesser extent than cluster 2 ± Cultural: Latin and Slavic languages. Eastern Orthodox and Muslim ± Economic: formerly ³fierce´ dictatorships. slower development .
the firm must: Evaluate the various segments Decide how many and which ones to target .Market targeting After identifying different markets and market segments.
absolute non-consumers)? ± Brand loyalty vs.Evaluating the market segments Overall attractiveness of the segment ± Size. profitability. scale economies. growth. dissatisfied buyers Company¶s objectives and resources ± Do segments correspond to the company¶s long-term objectives? ± Does company possess the skills and resources needed to succeed in the segment? ± The company should only enter market segments in which it can offer superior value . low risk« ± How easy is it to persuade buyers to shift their purchases (consumers. relative non-consumers.
Selecting market segments 5 different target market strategies: Single-segment concentration ± ± ± ± ± Concentrated marketing Strong knowledge of segment¶s needs Strong market position in segment Economies through specialization = high returns Risks are higher than normal Selective specialization ± Several segments that are objectively attractive ± Little or no synergy among segments but each is profitable ± Diversification of firm¶s risk .
channel for all new products ± Risk of decreased buying power in the group Full market coverage ± ± ± ± Serve all customer groups with all products they need Limited to very large firms Undifferentiated: ignore segment differences.Selecting market segments Product specialization ± Concentrate on certain product to several segments ± Strong reputation in specific product area ± Risk of technology Market specialization ± Concentrate on serving many needs of a particular customer group ± Strong reputation with group. one offer for entire market Differentiated: operate in several segments with different programs for each .
Market positioning Market positioning: act of designing the company¶s offering and image so that they occupy a meaningful and distinctive competitive position in the target customer¶s mind. refers to the consumer¶s perception of a product or brand amongst other brands Objective: attaining a prominent place for company¶s brand amongst other brands in the minds of consumers Positioning mainly results from marketing communication regarding brands. international coherency . social communication and personal experience Categorization and positioning within category Product differentiation.
Importance of product differentiation Market segmentation Product differentiation Demand side Heterogeneous markets are divided into homogeneous submarkets (market segmentation) Supply side Homogeneous products can be differentiated into products tuned to these homogeneous market segments (market positioning) .
Differentiation attributes Product Features Performance Conformance Price Quality Durability Reliability Repairability Style Design Services Ordering ease Delivery Installation Customer training Customer consulting Maintenance Warranty Personnel Channel Image Value proposition Emotional power Symbols Media Atmosphere Events Coverage Competence Expertise Courtesy Performance Credibility Reliability Responsiveness Communication Different attributes in different markets. cultural influence .
³best service´. clarity. between markets and between segments . two benefits must be compatible (³safest´ and ³most durable´) The number of differences should be limited (communication. credibility) Coherency in international markets is essential.Promoting the difference How many difference should a firm promote? USP: ³best quality´. ³best value´. search for special niche within the target segment. ³most advanced technology´« Double-benefit positioning: if two or more firms are claiming to be best on the same attribute. ³fastest´. ³safest´. ³most convenient´. ³lowest price´.
the firm must communicate the positioning effectively Mentally distinguish offerings.Communicating the firm¶s positioning Once positioning strategy chosen. enter into the minds of consumers Communication through physical signs and cues Marketing mix is used to communicate the company¶s positioning .
formalized in marketing plan . marketing mix. and resource allocation ± Internal cultural diversity ± External cultural diversity Marketing mix allows firm to communicate and implement its strategy.From marketing strategy to marketing programs Marketing strategy must be implemented through marketing programs Managers must decide on marketing expenditures.
Marketing mix Marketing mix is the set of marketing tools that the firm uses to pursue its marketing objectives in the target market. 4 Ps (McCarthy): ± Product ± Price ± Promotion 4 Cs (Lauterborn) -Customer needs and wants -Cost to the customer -Communication ± Place -Convenience .
logistics. locations. assortments.The four P¶s of the marketing mix Product Product variety. direct marketing« Channels (direct. payment period. packaging. quality. public relations. services. exclusive. discounts. warranties. selective. advertising. coverage. inventory. credit terms« Sales promotion. sizes. indirect. brand name. features. intensive). transport« Price Promotion Place . sales force. design. returns« List price.
global/local paradox . Degree of adaptation. adaptation Debate in marketing since Buzzell (1968) and Levitt (1983) Factors encouraging standardization ± ± ± ± ± ± Economies of scale in production Economies in R&D Economies in marketing Global competition ³Shrinking´ of world market ³Converging.Standardization vs. homogeneous cultures´ Factors encouraging adaptation ± ± ± ± ± Differing use conditions Government and regulatory influences Local competition Differing consumer behavior patterns ³True´ to marketing concept Degree of standardization.
High Need for adaptation Degree of cultural grounding Low Industrial/Technology intensive Nature of product Source: Czinkota and Ronkainen Consumer .
Factors affecting adaptation Consumption patterns Psychosocial characteristics Cultural criteria .
Consumption patterns Pattern of purchase ± Is the product purchased by relatively the same consumer income group from one country to the other? ± Do the same family members motivate the purchase or dictate brand choice in all target countries? ± Do most consumers expect a product to have the same appearance? ± Is the purchase rate the same regardless of the country? ± Are most purchases made at the same kind of retail outlet? ± Do most consumers spend the same amount of time making the purchase? Pattern of usage ± ± ± ± Do most consumers use the product for the same purpose? Is the product used in different amounts from one area to another? Is the method of preparation the same in all target markets? Is the product used along with other products? .
and economic factors motivating the purchase and use of the product the same for all target markets? ± Are the advantages/disadvantages of the product in the minds of consumers basically the same from one country to another? ± Does the symbolic content of the product differ from one country to another? ± Is the psychic cost of purchasing and using the product the same? Attitudes toward the brand ± ± ± ± Is the brand name equally known and accepted in all target countries? Are customer attitudes toward the package basically the same? Are customer attitudes toward pricing basically the same? Is brand loyalty the same throughout target countries for the product? . social.Psychosocial characteristics Attitudes toward the product ± Are the basic psychological.
Cultural criteria Does society restrict the purchase and/or use of the product to a particular group? Is there a stigma attached to a product? Does the usage of the product interfere with tradition in one or more of the targeted markets? Does the message of the product correspond to core cultural values? How do the different dimensions of culture influence the purchase and use of the product? .
Product ³A product is anything that can be offered to a market to satisfy a want or need´ (Kotler) ± ± ± ± ± ± Physical goods Services Persons Places Organizations Ideas Common product problems: Developing new products Managing life-cycle strategies Managing product lines Managing brands« Product policy. product mix .
values. brand loyalty ± Global branding and international coherency Degree of adaptation in FMCG . distribution channels. culture. production. benefits. etc«) Branding ± Identifies the company at six different levels: attributes. brand preference. personality and user ± Brand awareness.Product mix: product lines and brands Product lines ± Width: how many product lines the firm carries ± Length: how many items in each product line ± Depth: how many variants are offered of each product in the line ± Consistency: how closely related the various product lines are (end use. brand acceptability.
Elements of a product Installation Augmented product Tangible product Packaging Brand name Delivery and credit Quality Features Core benefit or service Styling Aftersale service Core product Warranty Global variations. adapt or standardize? .
made in effect Preference for national brands Global branding (mono. line. umbrella) Brand equity and extension International standards Product protection Product adaptation .Specific international product policy problems Country of origin.
International product policy Existence of global product? International standard? Three common strategies ± Straight extension ± Product invention ± Product adaptation Technical adaptation Commercial adaptation Consumer products vs. industrial products .
prices. and offers Select final price .Pricing Select pricing objective Determine demand Estimate costs Select pricing method Analyze competitors¶ costs.
rather than on costs or demand Sealed-bid pricing: competitive-based pricing based on expectations of how competitors will price Yield pricing: discriminatory pricing depending on customer segment and inventory level . not the seller¶s cost.Common pricing methods Mark-up pricing: add a standard mark-up to the product¶s cost Target-return pricing: determine price that would yield its target rate of return (ROI) Perceived-value pricing: buyers¶ perception of value. is the key to pricing Value pricing: low price for fairly high-quality (EDLP) Going-rate pricing: prices are largely based on competitors¶ prices.
too high in some countries ± Market-based price: ignores costs. copies« .International pricing policy International price escalation problem Four types of strategies ± Uniform price everywhere: different profit rates. parallel importations ± Cost-based price: standard markup everywhere. too high in some countries ± Identical pricing position: compare to local competition in each market Transfer prices and dumping Gray-market problem.
purchase« Design message: content. source« Select communication channels: personal. knowledge. structure. non-personal Promotion budget: weight of promotion in marketing mix« Promotion mix: allocation between advertising. preference. appeals. sales promotion.Promotion Identify target audience: research. format. conviction. public relations. liking. sales force and direct marketing« Measure results: research« . image analysis« Determine communication objectives: awareness.
Promotion mix ± communication platforms Advertising Sales promotion Contests Sampling Gifts Fairs and trade shows Demonstrations Coupons Rebates Entertainment Loyalty programs Tie-ins Public Relations Press kits Speeches Annual reports Sponsorships Publications Community relations Lobbying Company magazine Special events Sales force Direct marketing Catalogs Websites Mailings Telemarketing On-line sales TV shopping Print and broadcast ads Packaging Motion pictures Brochures Directories Billboards P-P displays Symbols and logos Sales presentations Sales meetings Incentive programs Samples Fairs and trade shows .
consumer¶s desires. but brand/product communication is harder to standardize . etc«) Institutional communication: communicate the firm¶s values to the public and inside the organization Brand or product communication: image. performance.International promotion policy Three different levels of communication: Corporate communication: inform firm¶s partners (shareholders. press. technical characteristics. suppliers. etc« Corporate and institutional communication are easily standardized. administrations.
they are culture-bound The role and importance of advertising/media also vary from one country to another Cultural factors affecting communication: ± ± ± ± High-context vs. implicit Direct vs. low-context Explicit vs. emotional .Communication and advertising Advertising is a form of communication A product¶s position or difference is transmitted to target segment through communication Communication styles vary from country to country. indirect Informational vs.
groups Masculinity/Femininity ± MAS: winning. technology. caring. presence and importance of elders. change. nature. domination. master-learner relationships« ± Low: independence. well-groomed ± Low: results are important. structure. ³empowered´ consumers Individualism/Collectivism ± IDV: low context. subtle LTO/STO ± STO: sense of urgency. I«). data. reverse sexism« ± FEM: less endorsement. direct style ± LTO: build trust. entertainment . testing. entertainment. symbols.Cultural dimensions and advertising appeals Power distance ± High: status symbols. less role differentiation Uncertainty avoidance ± High: explanations. explicit (you. persuasion. design. indirect. success. comparative advertising. we. facts ± COL: high context. direct.
France«) . IDV (Netherlands. MAS. persuasive and direct ± US. UK. Austria« Involvement model ± Build relationships between consumers and brands by creating emotional closeness ± Brand becomes a ³personality´. buying intention. demonstrations. ³buy now´ strategy. Switzerland. Scandinavia. short term effect ± Low PDI. IDV. and brand preference through providing arguments ± ³Lecture´ form (presenters. Low UAI (Anglo-Saxon model) Persuasion model ± Short term shift in attitude.Advertising models and culture (1/2) Sales-response model ± Simple stimulus-response model ± Very direct. Germany. indirect style ± FEM. testimonials).
build trust. south of Europe) . self-expression.. emotion often linked with product category ± Low IDV. indirect ± Low IDV (Spain. stability«) ± High PDI.Advertising models and culture (2/2) Awareness model ± Create awareness to differentiate brands from similar brands ± Associations.. Latin America.) Emotions model ± Create positive attitude and brand loyalty ± Builds connections between brands and emotions. metaphors. High UAI. humor. cohesion to subculture ± Very culture specific (symbols of status. make friends to build trust and dependence ± Japan. China Symbolism model ± Turn the brand into a symbol/code. Africa) Likability model ± Liking the advertisement will lead to liking the brand ± Indirect. Low-Mid IDV (Asia. Latin America. entertaining/story. France. low MAS (Spain. Asia. success.
Marketing Channels What is a marketing channel (or distribution channel)? ³Marketing channels are sets of interdependent organizations involved in the process of making a product or service available for use or consumption by the consumer or business user´ (Kotler) What about international marketing channels? These interdependent organizations allow goods and services to cross national boundaries. SCM.Place . BtoC and BtoB. IMM .
types of transport. etc«). financing and risk management« 2. decisions concerning types of intermediaries (agents. Channels between countries: gets the products to the borders of the foreign market. is a marketing activity that is performed close to the market. trading companies. decisions concerning types of retailers (franchising. local channels Channels of distribution vary considerably among countries. by its nature.International channels Seller Channels between countries Channels within foreign countries Final buyers 1. Distribution. etc«). supermarkets. . Channels within foreign countries: gets the products from entry point to final buyers and users.
contractual arrangements« Managing retailing. number of intermediaries (exclusive. multi-channel marketing systems« Most difficult part of the mix to standardize . VMS. conflict. intensive). wholesaling and market logistics« Selecting. HMS.Channel management Channel design: types of intermediaries. motivating and evaluating channel members (cooperation. selective. competition) Channel dynamics: traditional.
Entry mode choice Considered by many as the most important aspect of a firm¶s internationalization strategy Entry mode will determine long-term success or withdrawal from foreign markets Poor decisions can be very costly for the firm .
Factors in the entry mode decision Target country market factors Target country environmental factors Target country production factors Home country factors External factors Internal factors Entry mode decision Company resource and commitment factors Company product factors .
Elements of market entry strategies Entry operation Choice of target product/market Setting objectives and goals Choice of entry mode Design the marketing plan Target market Control systems: monitoring operations / Revising entry strategy .
competitive alliances) . commercial modes) Foreign direct investment (industrial strategy. integrated modes) Associated or contractual modes (contractual strategy.Different types of entry modes Exporting (commercial strategy.
Entry mode continuum Exporting Contractual modes FDI Commitment. profit potential + . risk. control.
Types of exporting Indirect exporting ± Distributor / export merchants ± Export agent ± EMC Direct exporting ± Export department ± Export sales representatives ± E-business Cooperative exporting ± Export groups ± Piggyback exporting .
manufacturing or sales facilities The company can buy part or full interest in a local company (M&A) or build its own facilities (GFI.Foreign direct investment (FDI) The ultimate form of foreign involvement Direct ownership of foreign-based assembly. ex nihilo) Considered the ³preferred´ mode of entry .
customers. distributors Better adaptation Full control of investments Long term objectives Disadvantages High initial and operating costs High level of risk . raw materials. etc«) Better image in host country Deeper relationship with government. incentives.Advantages and disadvantages of FDI Advantages Cost economies (labor. freight savings. local suppliers.
FDI options Make-or-buy decision ± Greenfield investment / Ex nihilo ± Mergers and acquisition Branch or subsidiary? ± Structure ± Legal status Analyzing FDI project ± Assessing profitability ± Discounted cash flow analysis .
Associated entry modes Newest. most recent forms of international business Transfer of technology or know-how between two firms Shared risks Only option in countries where the government requires foreign firms to use local capital Better access to local market knowledge .
± Industrial franchising ± Distribution franchising B. patent. Franchising is based on some unique product. service or method of doing business.F. ± Service franchising .F.Types of associated entry modes Joint venture: foreign and local investors share ownership and control of local operations Licensing: licensor licenses a foreign company to use a manufacturing process. wholesaler or service organization) and franchisees (independent business people who buy the right to own and operate units in the franchise system). separation between ownership and management International Franchising: contractual association between a franchisor (manufacturer. trade secret or other item of value for a fee Management contracts: firm exports management services instead of a product. trademark.
Example of international franchising entry modes Direct modes ± Direct franchising (16%) ± Subsidiary (19%) ± Area development agreements (14%) Indirect modes ± Joint venture (16%) ± Master franchising (34%) .
International franchising comparative matrix Strong Distance / Adaptation Master franchising Direct franchising Joint venture FDI Area development agreement Direct franchising Weak Weak Commitment / Control Strong .
Hierarchical model of entry mode choice International franchising Environmental factors Level of commitment Equity Organizational factors Non-equity Environmental factors Direct or indirect mode Organizational factors FDI Joint venture Direct franchising or ADA Master franchising .
Determinants of entry mode choice in international franchising Environmental factors Level 1 (commitment) Economic risk Market size Political risk Competitive situation Level of economic development Organizational factors Financial and human resources Management attitudes and orientation Recruiting and training franchisees Price-bonding ratio Brand image Experience Need for control Type of product/service Degree of standardization Brand recognition Dispersion of units Level 2 Financial situation of partners (direct/indirect) Brand protection Local regulations Cultural differences Tax System Geographic distance Franchisor¶s national culture .
control. contribution of know-how«) . depending on each specific market situation Comparative approach to entry mode choice (commitment. adaptation. risk. culturally diverse countries or limited potential markets Desired degree of control over international operations influences choice of entry mode Loss of control yields limited returns No market entry strategy is appropriate in all circumstances Most firms will have a vast portfolio of entry modes.Entry mode choice summary Entry modes vary in terms of resource or equity commitment to foreign markets Low-commitment modes can allow firm to reduce risk in high-risk countries.
Comparing different entry mode options High Franchising Licensing Management contract FDI Wholly owned subsidiary (M&A) Branch office Contribution of know-how AD / Concessionaire EMC Piggy back ITC / distributor Agent Minority shareholding through partial acquisition Majority JV investment (local partner know-how) Low Foreign buying department Low Level of ownership High .
Choosing the right entry mode All entry modes Internal factors External factors Rejected entry modes All feasible entry modes Comparative profit contribution analysis Comparative risk analysis Comparative analysis for nonprofit objectives Ranking by overall comparative assessment Target market The right entry mode Marketing channels within markets .
in proper condition and/or ready to use ± Information utility: availability of answers to questions and general communication about useful product features and benefits . prepared. perform all the activities required to link producers with users to accomplish the marketing task´ (AMA) They perform functions that add utility to a product or service: ± Place utility: availability of a product or service in a location that is convenient to a potential customer ± Time utility: availability when desired by a customer ± Form utility: availability of the product processed.Local marketing channels (within markets) What is a marketing channel or channel of distribution? ± ³an organized network of agencies and institutions which. in combination.
wholesalers« . distributors. retailers« Business-to-business channels ± Deliver products to manufacturers that use them as inputs in the production process or in day-to-day operations ± Alternatives: internal sales force.B to C vs. agents/brokers. sales force. B to B channels Business-to-consumer channels ± Designed to put products in the hands of people for their own use ± Alternatives: direct marketing. internal sales force. franchising. wholesalers.
franchising M Agents. etc« Companyowned.Marketing channel alternatives for consumer goods M M M MSF Internet. house party. door-todoor. brokers M MSF M MSF W W R R R R Consumers . mail order.
Problems in international marketing channels Global retailing ± Case of hypermarkets Multi-channel strategies ± Case of franchising-Internet Market-specific channels ± Case of wine distribution .
hypermarkets« Factors affecting the success of hypermarkets: culture. but many variations« Differences in the importance and types of retailing channels: shopping malls.Global retailing Global retailing since 1970s. market fragmentation. department stores. income. locations. category killers. wholesale clubs. discount stores. traditional stores. demography« Global retailing market entry Wal-mart case . outlet centers.
Global retailing market entry strategy framework Culturally close Organic growth Easy to enter Chain acquisition Difficult to enter Franchising Joint-venture Culturally distant .
Concept of multi-channel strategies ± franchising and Internet BRICK AND MORTAR CLICK AND MORTAR Coexistence of traditional and virtual marketing channels ³brick and click´ Antagonostic or complementary? .
Some practical advice« Brand structure rather than channel structure (reduce risk of network competition) Sell all products on-line Ensure multi-channel coherency Back-office motivation Use Internet to increase visits (locations. maps) Limit use of e-mail« « But does this apply to franchising? .
Multi-channel strategies in franchising Franchising firms are plural form networks » Internet is another distribution channel Internet seems to be a priority Internet is revolutionizing » franchising « But. franchisors offering on-line sales are limited ± 32% in the US ± 30% in the UK ± Less than 20% in France .
Opportunities and threats of multi-channel strategies (Franchising-Internet) Opportunities New marketing channel Increased sales Network image Positive internal effects Threats Cannibalism Restriction franchisee sales Non-conformity websites Exclusive territories Definition catchment area Limits some entry modes .
Coexistence of franchise system and internet Are mixed networks » complementary? Opportunities and threats? Consequences? Internet practices? The future of franchising and Internet? .
Some results« Major -Better communication with franchisees consequences -Reduces distance -Cost-effectiveness. 23% on-line sales -2010: 98% website. not dissuasive -Promotional tool for services -Recruiting and training franchisees Activities -2005: 80% website. 54% on-line sales .
Click to brick Internet explains evolution of entry modes« . franchise-Internet are complementary Opportunities > Risks B to B advantages > B to C advantages Better franchisor-franchisee relationship Service franchising > Distribution franchising Communication strategy > Sales strategy « Internal sale » of website before « external sale » Brick to click vs.Interpretations Optimistic.
. complex regulatory requirements. New World Transportation via freight forwarder or shipping agent. Old World vs. distribution must be performed ³close´ to market« Why?. physical distribution. Tradition.. complex choice of distributor/broker« .Market-specific channels ± wine distribution Wine distribution varies enormously from one market to the next.
Wine distribution choices Four possibilities for exporting ± ± ± ± Import distributor (négociant) Broker (courtier. on-premise) ± ± ± ± ± Supermarkets/Hypermarkets (FMCG) Specialized wine shops Duty-free HORECA Estate. bulk ± Brand image. packaging« B to C approach ± Unbranded. agent) Export groups Direct sales End of channel (off-premise. e-commerce« Bottle vs. supply chain « B to B approach .
levels of marketing and market access Three types of systems around the world: ± Regulated open market: normal FMCG ± Controlled markets: government intervention in nearly all aspects of wine marketing ± Mixed systems: both open and controlled .Wine distribution systems Regulatory framework.
S.U. wine distribution system 18th Amendment (1919 ± Prohibition). 21st Amendment (1933 . FAA Act Aim: separate suppliers and retail outlets (tied-house relationship) Result: three-tier system of distribution with independent licensed wholesaler in between the retailer and the supplier/exporter 31 ³open´ states. 19 ³control´ or ³monopoly´ states .authority to states).
Three-tier system Open States Winery. Supplier Distributor / Wholesaler Tier II Control States Supermarkets. transportation. etc« Tier III State controlled retail stores HORECA. HORECA. etc« Consumers Consumers . wine shops. bars. Supplier Control States Tier I Winery. clubs.
if not. strong service focus and CRM. low level of interest in experimental styles and varieties Independent / specialist Tends to cater to wine consumers with higher level of knowledge. excluded from market State monopoly retailer Hall and Mitchell. high level of service. small volumes Importance of being stocked. convenience of location ³hand selling´. access to a wide range of suppliers Each outlet must be serviced and supplied individually. national or regional access to market Disadvantages to producer Lack of freedom. high brand awareness. 2007 . interested in experimental styles or uncommon varieties High volume purchases can be made. high level of wine knowledge. low margins and low retail prices.Comparing wine retail outlets Outlet Supermarket / Hypermarket Characteristics High volume sales. small producers Overall aim is to promote healthy drinking. help with mass appeal. usually low level of wine knowledge of staff Advantages to producer Quantity purchases.
HBR. Look for distributors capable of developing markets. Treat local distributors as long-term partners. maintain control over marketing strategy. rather than those with a few good customer contacts. 2005 . managers. and proven marketing ideas. Don¶t let them select you.Conclusion ± 7 Rules of International Distribution Select distributors. Arnold. not temporary market-entry vehicles. From the start. Build links among national distributors at the earliest opportunity. Source: D. Support market entry by committing money. Make sure distributors provide you with detailed market and financial performance data.
it is the most difficult to assess SRC: the unconscious reference to one¶s own cultural values SRC is the root of many international marketing problems Recognizing and admitting SRC is quite often difficult Analytical approach to reduce the influence of one¶s own cultural values (A.Conclusion: SRC and cultural risk Cultural risk is the most subjective of international business risks.C. Samli) .
4. Define the problem or goal in terms of foreign cultural traits.4 step process to reducing SRC 1. Redefine the problem without the SRC influence and solve for the optimal goal situation. Isolate de SRC influence in the problem and examine it carefully to see how it complicates the problem. habits or norms. 3. Make no value judgments. Define the problem or goal in terms of domestic cultural traits. habits or norms. 2. .
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