You are on page 1of 40

National Research University Higher School of Economics

Nizhny Novgorod
Faculty of Management
Course Syllabus
“Global Governance and International Marketing”

38.04.02 – Management
Master Program in Management
Specialization “Global Business”

Prepared by:
Confirmed by Marketing Department «___»____________ 2014г.
Head of Marketing Department Fomenkov Denis _____________________
Recommended by Faculty of Management «___»_____________ 2014г.
Dean Kuznecova Julia _________________________
Approvedby UMS NRU HSE – Nizhny Novgorod «___»_____________2014г.
Chairman Prof. Bucharov Valeriy ______________________

Nizhny Novgorod, 2014

1. Course Description
Products and services around the world are transcending national and political
boundaries at incredible pace. Due to technological advances, particularly the
diffusion of digital technologies and communication devices, the landscape of
business has changed drastically creating a plethora of opportunities and challenges
at the same time. Companies are now confronted by the rapid globalization of
markets and competition that could favor the company to get benefits from unique
worldwide brand identity and economies of scale in R&D, marketing, and
manufacturing. However all these changes could bring down responsiveness to
local markets, slow down most marketing decisions and make worldwide brands
more vulnerable.
The environment that managers face is one that is filled with complexity and
contradictions. This requires global managers and especially marketers to possess a
global perspective. A global manager needs to develop special set of knowledge,
skills, and competencies allowing them to meet the changing, emerging, and
increasingly complex conditions associated with globalization and intricately bound
local markets. Apart from a common set of traits, global marketer requires a set of
specialized skills, capabilities, and competencies. It includes sensitivity to cultural
diversity, ability to use technology, information systems, and telecommunications
effectively to collect and integrate market information all around the world,
understanding of cross-cultural issues that impact marketing activities, ability to
scan of competitors on a global basis and so forth.
To master those skills, capabilities, and competencies the course is based more on
student-centered learning methods, with less use of direct instruction (chalk and
talk). Classroom discussions (student with student and instructor with student),
games, cooperative learning, guest lectures are the main teaching methods for the
course. On guest lectures, students will learn contemporary knowledge and tools
from prominent industry experts on such topics as global product management,
global advertising and global marketing research. Among guest lecturers are top
managers from Acronis, P&G, Intel and Unilever.
This course provides students with all rigor academic frameworks and models
whose application in real world is shown through cases, projects, and outside
speakers’ experience.
The main deliverables of the course are tasks from guest speakers, country snapshot
presentation, and final project on developing marketing plan for product launch in
foreign markets.
2. Student Outcomes and Competencies
At the completion of the course requirements, the student will be able to:
 Recognize cross-cultural differences and their impact on marketing activities.
Analyze those differences in terms of market opportunities and risks.

 Understand issues in international marketing and avoid major mistakes in
implementing marketing activities on international basis.
 Estimate economic, political, cultural, financial and legal environment of
countries for adjusting marketing strategy in accordance with local
opportunities and threats.
 Recognize the type of international environment.
 Understand the self-reference criterion, state the precise definition of global
research problem, and apply correct marketing research methods to collect
information for making strategic and tactical marketing decision in
international context.
 Develop research design for global market study. Collect the data (secondary
and primary) for international market research purposes. Fulfill translation
and scalar equivalence criteria.
 Understand cultural sensitivity in designing and running focus groups in
international marketing setting. Apply survey methods for cross-cultural
marketing research.
 Employ different methods to assess the size of the foreign market for any
given product.
 Do a preliminary screening of countries before identifying attractive market
 Understand the roles that product designers, engineers, production managers,
and purchasing managers play in global marketing decision making, and
contribute to global new product development;
 Apply different international market segmentation approaches.
 Develop uniform positioning strategy.
 Report and present the findings of the global marketing study.
 Develop market entry strategies and plans for a company, quantify
opportunity, and justify the revenue.
 Develop globally integrated marketing communications.
 Apply tools, frameworks and techniques to conduct opportunity assessments,
identify high potential markets, and develop channel and pricing strategy.

At the completion of the course requirements, the student will have the following
Способен принимать
решения, оценивать их
возможные последствия

Type of


Teaching methods to
develop competences

Know characteristics of
global environment and
their influence on
marketing decisions. Able

Enquiry-based learning;
Cooperative learning; Direct
instruction; Project-based


Type of

и нести за них

информацию, оценивать
ее в ходе
деятельности, при
восполнять и
информацию и работать
в условиях
многостороннюю (в
том числе,
коммуникацию и
управлять ею.


международной среде


социальные и
различия для
решения проблем в
профессиональной и




Teaching methods to
develop competences

to apply relevant
frameworks, models, and
techniques to make sound
decisions concerning
global product
management, international
communications strategies
and tactics, distribution,
and market entry.
Able to examine
marketing data in terms of
accuracy, age, reliability,
and comparability. Able to
integrate those data into
decision-making process
about different aspects of
global marketing.

Role playing; Case studies;
Texts; Research projects;
Critical Thinking Exercises;
Guest lectures

Know the main vocabulary
of international marketing
and able to use it in
negotiations. Able to
define goals of
international marketing
and run negotiations in
accordance with them.
Recognize cross-cultural
differences and their
impact on communication
and negotiation.
Understand cross-cultural
differences and their
impact on marketing
activities. Analyze those
differences in terms of
market opportunities and
Understand issues in
international marketing
and avoid major mistakes
in implementing marketing
activities on international
basis. Understand cultural
sensitivity in designing

Cooperative learning; Role

Research projects; Projectbased learning; Direct
instruction; Texts; Enquirybased learning.

Research projects; Projectbased learning; Texts; Guest
lectures; Case studies;
Direct instruction

Case studies; Texts;
Research projects; Critical
Thinking Exercises

cultural. Transform marketing strategy into Teaching methods to develop competences Project-based learning. and purchasing managers play in global marketing decision making. Critical Thinking Exercises Texts. Develop globally integrated marketing communications Know characteristics of global environment and their influence on marketing decisions and able to apply relevant frameworks. инициативностью ПК-8 Способен решать задачи управления деловыми организациями. связанные с операциями на мировых рынках в условиях глобализации ПК-20 Способен разрабатывать корпоративную стратегию. engineers. models. Guest lectures. Apply survey methods for cross-cultural marketing research. стратегию бизнеса и функциональные стратегии организации Способен планировать и осуществлять проекты и ПК-21 ПК-22 Descriptors and running focus groups in international marketing setting. and contribute to global new product development. Develop market entry strategies and plans for a company. Case studies. . Develop uniform positioning strategy. Texts Cooperative learning. Case studies Direct instruction. Enquiry-based learning. production managers. and justify the revenue. and market entry. and techniques to make sound decisions concerning global product management.Competence Type of competence социальной деятельности Способен порождать принципиально новые идеи и продукты. quantify opportunity. distribution. Cooperative learning. develop channel and pricing strategy Able to keep track of the global marketing strategy execution. Understand the roles that product designers. обладает креативностью. Projectbased learning. political. international marketing communications strategies and tactics. Estimate. and legal environment of countries for adjusting marketing strategy in accordance with local opportunities and threats. Project-based learning. Project-based learning.

Direct Research projects. and single-source data for making sound marketing decisions. Collect the data (secondary and primary) for international market research purposes. identify high potential markets. Fulfill translation and scalar equivalence criteria. government sponsored commercial delegations. осуществлять сбор данных и их обработку ПК-26 Способен выбирать и обосновывать инструментальные средства. современные информационные технологии для обработки информации в соответствии с поставленной задачей в сфере управления. Projectbased learning.Competence Type of competence мероприятия. Direct instruction. and develop channel and pricing strategy. syndicated datasets. Research projects. Project-based learning. необходимые для решения поставленных управленческих и предпринимательских задач. Able to analyze point-of-sale (POS) store scanner data. frameworks and techniques to conduct opportunity assessments. формировать и оценивать бизнес-идеи. Texts. Develop research design for global market study. Apply tools. направленные на реализацию стратегий организации Descriptors Teaching methods to develop competences tactical marketing in global context. Able to use SPSS tools to analyze global marketing data. consumer panel data. Case studies. Research projects. Enquiry-based learning. Employ different methods to assess the size of the foreign market for any given product. Critical Thinking Exercises. Projectbased learning. government publications. . Report and present the findings of the global Research projects. Enquirybased learning. анализировать результаты расчетов и обосновывать управленческие рекомендации Способен представлять результаты ПК-27 ПК-29 Do a preliminary screening of countries before identifying attractive market opportunities. Способен находить и оценивать новые рыночные возможности. разрабатывать бизнеспланы создания нового бизнеса ПК-25 Способен выявлять данные. Project-based learning. Able to obtain data from companies’ databanks on their operations.

instruction 3. Course Outline Duration (hours) № Topic Sum Unassisted preparation for classes (independe nt study) Lectures Practical training and workshops 6 10 6 12 6 12 12 14 14 6 8 6 8 6 8 6 6 6 48 48 48 8 8 8 4 6 8 4 6 6 8 4 8 8 11 8 6 6 8 36 38 51 1 year 1 2 3 4 5 6 Course Introduction Syllabus Overview Globalization Global environment Global marketing research (Guest speaker from P&G) Global Segmentation and Positioning Global Marketing Strategies Global Market Entry Strategies 2 year 7 Developing New Products for Global Market (Guest speaker from Acronis) 8 Marketing Products and Services 9 Global Pricing 10 Global Advertising 11 Global Distribution 12 Marketing Strategies for Emerging Markets 4. Outline of Lectures and Readings .Type of competence Competence проведенного исследования в виде отчета по консультационному проекту в сфере менеджмента Teaching methods to develop competences Descriptors marketing study.

Mar2005. Anon. Friedman.Course Introduction. Y. Ipswich.  Evolution of Global Marketing. (Part1. 2010. Hollis. 2013): Principles of marketing. The Myth of Globalization. Thomas Source: CIO Insight.  Ethnocentric. Polycentric. Gary (2014 [i. 4. Global Marketing.. Straus and Giroux. Geocentric.  Global Perspective and Global Mindset. Global Cooperation. International Marketing. Impact of Globalization.]: Pearson. Hoboken. From Connected To HyperConnected World. MA.The Changing Marketing Landscape) 3. “Rethinking Globalization. Global Managers: Developing A Mindset For Global 6p.. The Economist. Kotler. pp. Accessed June 11. 15th ed. (Chapter 1 Globalization Imperative) 2. 6. Kotabe. 2014. K. global ed. S. 8. New York: Farrar. Export Marketing. Issue 51. Globalization Key Issues  Why to study international marketing.  Issues in Global Marketing. Armstrong. Multinational Marketing. 7. Kedia B.. no. Global Managers. T.Columbia Journal of World Business. & Helsen. Journal Of World Business. M. "Flattening" Of the World. Globalisation and its critics. The World Is Flat: A Brief History of the Twentyfirst Century 1st edition. Friedman.  Saturation of Domestic Markets.34(3):230251. Domestic Marketing.economist.” Marketing Research 21. Emerging Markets. Global Competition.e. 5. 2005. . & Wind.. Available at:http://www. 1 Readings 2 1. Mukherji A. Fall99 1999.L. Philip. 1987. Syllabus Overview 1. Internet Revolution. Douglas. 2001.  Globalization of Markets: Convergence and Divergence. Harlow [etc. Regiocentric. Global marketing management. 22(4). 1 (Spring 2009): 12–18. p42-50. Benefits and Drawbacks of Marketing Globalization. Available from: Business Source Premier. Nigel. NJ: Wiley.19–29.

K. Global Environment Key Issues  Economic 2.. & Helsen.  Political and Legal Environment. Insights: Ideas for Change . Nguyen. Regulations on E-Commerce. Global marketing management.  Financial Environment. K. Philip. Emerging Economies.. Marketing Barriers in International Trade. 15th ed. M.weforum. global ed. 2. Country Competitiveness. NJ: Sabri. Oxford: Elsevier.Thomas Friedman . Adapting To Cultures. 2013): Principles of marketing. & Helsen. The Global Marketplace) 4. Kotabe. Gary (2014 [i. M. International Agreements. NJ: Wiley.” http://www. Harlow [etc.]: Pearson ( Chapter 19. Boubaker. (Chapter 3 Financial Environment) .9. (Chapter 2 Economic Environment) 5. Global marketing management. Duc Khuong (2014): Emerging markets and the global economy.World Economic Forum. Kotabe. Mohamed El Hedi. Readings 1. Cross-Cultural Comparisons. Online-Ausg. Elements of Culture. Global E-Commerce. Hoboken. Global Customer Relationship Management (CRM). Kotler. 2010.. 3.  Global Cultural Environment and Buying Behavior.e. Arouri. 2010. Culture and the Marketing Mix. Evolution of Cooperative Global Trade Agreements. Social Pressures and Political Risk. “The Global Competitiveness Index 2013-2014 .From Connected to Hyperconnected http://www. Hoboken.

2010.  New Market Information Technologies.. K. Global marketing management..  Market Size Assessment. 3 Readings 1. K. (2006): Bridging the Culture Chasm: Ensuring That Consumers Are Healthy. Ghoshal. Survey Methods for Cross-Cultural Marketing Research. 2010. pp. Wealthy. Arnould. NJ: Wiley.. Global marketing management. Jennifer L. & Helsen.J. Briley. Cultural clusters: methodology and findings. & Helsen. 868–882.6. NJ: Wiley. Horses for courses: organizational forms for multinational corporations.25. 12.. 2010. . pp. (2005): Consumer Culture Theory (CCT): Twenty Years of Research. Selecting a Research Agency. V. Eric J. & Dorfman. pp. In Journal of Public Policy & Marketing 25 (1).11–15. Global marketing research Key Issues  Research Problem Formulation  Secondary Global Marketing Research  Primary Global Marketing Research. Kotabe. 37(1). The WTO. (Chapter 6 Global Marketing Research) 2. Hoboken. Aaker. DOI: 10. and Wise. pp.. Kotabe. P.1509/jppm. Donnel A. . In brief http://www.wto.. Journal of World Business. Focus Groups. Global marketing management. N. DOI: 10.1086/426626. Craig J. Gupta..1108/02651330110381970. & Nohria. (Chapter 4 Global Cultural Environment and Buying Behavior) 7. 11. Jan-Benedict E. & Helsen. 34(2) 3. Hanges. 30–44... Hoboken. (Chapter 5 Political and Legal Environment) 8. 2002. DOI: 10. Sloan Management Review.53. 53–66. Thompson.htm 10.  Managing Global Marketing Research.  National Culture In International Marketing Research  Internet for Global Market Research Studies. Kotabe. M. In J CONSUM RES 31 (4).1. Hoboken. NJ: Wiley. (2001): The role of national culture in international marketing research. S.. P.. In International Marketing Review 18 (1). M. (1993). Observational Research. K.. Coordination of Multicounty Research. M. Steenkamp. 9.

]: Pearson. global ed. M.economist. 6. Peterson. And Local Consumer Culture Positioning 4 Readings 1 Kotler. (Part 3: Designing a Customer-Driven Strategy and Mix) 5 Kotabe. Gary (2014): Principles of marketing.  International Positioning Strategies. B. 2010. In J. B. K. DOI: 10. Entry Decisions.1007/BF02894350. Sci. In Journal of Marketing Research 34 (4). R. Available at:https://search. pp. Gerald (1997): Rethinking Market Research: Putting People Back In. K. DOI: 10. Positioning 54(3).1177/0092070399272004.  Global. updated on 7/3/2014 7. 25 (2). Robert B. p. Journal Of the Academy Of Marketing Science. (1999): Marketing Research: A State-of-the-Art Review and Directions for the Twenty-First Century. Singapore. NJ: Wiley. Philip. Zaltman.aspx? direct=true&db=bth&AN=75655123[Accessed June 26. Hocus-pocus (2008). Segmentation Scenarios. M. Professor Naresh Malhotra. Available online at http://www. 5. Senior Fellow. Woodruff. 4. of the Acad.ebscohost. pp. DOI: 10.. Mark. Foreign. 160– 183. 15th ed.432–434.. 25(2). 2012. (1997). Armstrong. Universal Positioning Appeals. Nanyang Technological University. Nanyang Business School.3. In Journal of the Academy of Marketing Science 27 (2). pp. Global Marketing Research. 4. (1997): Customer value: The next source for competitive advantage. Kleiser. 8.2307/3151962. Global marketing management. Woodruff.. Uniform versus Localized Positioning Strategies. 139–153. Malhotra.  International Market Segmentation Approaches. & Helsen. Country Screening. Global Segmentation and Positioning) . Customer Value: The Next Source for Competitive Advantage. N. 2014]. 424. Global Segmentation and Positioning Key Issues  Reasons for International Market Segmentation.  Bases for International Market Segmentation. (Chapter 7.International Journal of Market Research. Anon.. 139. S. Harlow [etc.

2307/1252002 8 Hassan.01. Marketing/R&D Interface. S. F. Competitive Advantage. ‘‘Lead Market’’ Concept. Hoboken. Global Marketing Strategies Key Issues  Information Technology and Global Competition. Armstrong. Hypercompetition. R. D. M. Benefits of Global Marketing. J. (1997). Interdependency. and Europe: The Role of Global Consumer Culture. Limits to Global Marketing. Hill. N. International market segmentation: issues and perspectives. & Batra. (1991). . Journal of Marketing. F. T.1016/S00246301(96)00095-7 11.2006.-B. Consumer attitudes toward marketplace globalization: Structure. (2002). 30(1). M. 77(2). (Chapter 8. 185–213. 75–87. Harlow [etc. 46–52. (1999). 2010. global ed. doi:10. R. L. M. K. SWOT analysis: It’s time for a product recall.1016/j.  Marketing Strategies for Emerging Markets. NJ: Wiley.  Global Marketing Strategy.. Steenkamp. Global Marketing Strategies) 9. L.  R&D. Cross-Subsidization of Markets. Brand Positioning Through Advertising in Asia. antecedents and consequences. Gary (2014): Principles of marketing.010 7 Alden. & T. Operations. 227– 239. R. Identification of Weak Market Segments. S. L. J. (1998). International Journal of Research in Marketing. doi:10. 10 Reading 1 Kotabe. Global marketing management. International Journal of Research in Marketing. doi:10. Survival strategies for local companies in emerging markets. 63(1). E. (2006). M.]: Pearson. Extending Marketing) 10.  Competitive Analysis. Long Range Planning.  Global Strategy. E.. (Part 4..-B.. Kotler. 3(2). Harvard business review. D. & Ter Hofstede. R&D/Operations Interface.1016/S0167-8116(02)00076-9 5. Philip. doi:10. 15th ed.6 Alden. Competing with giants. & Westbrook. & Katsanis.. E.ijresmar. P.1300/J046v03n02_03 9 Steenkamp. J. Identification of Global Consumer Segments:Journal of International Consumer Marketing.... Operations/Marketing Interface. D. North America. doi:10.. Steenkamp. 23(3). 11–28.-B. and Marketing Interfaces. & Helsen. Global Industry. & Batra. 19(3)..  Regionalization of Global Marketing Strategy. Competitive Industry Structure.

J. 13. Global Market Entry Strategies Key Issues  Target Market Selection. 12. K. C. Retrieved from http://europepmc. Transaction cost determinants and ownership-based entry mode choice: a meta-analytical review. & Suh. Lasserre. T. and Mark Elsner. Global Market Entry Strategies) 2 Kotler.. J. 263–87. Deciding How to Enter the Market) 15. Licensing. (2004). Global marketing management.jstor. J.’’ in Masaaki Kotabe and Kristiaan Helsen ed. Philip. (1998). 539–561. Drivers of Success for Market Entry into China and India..1509/jmkg. NJ: Wiley. global ed. Zhao. Franchising. 23(1). 11 Readings 1 Kotabe. Mode-Of-Entry Choice—Two Opposing Paradigms: A TransactionCosts Versus Resource-Based View.. 1–13..  Choosing the Mode of Entry. Armstrong. Johnson. Wholly Owned Subsidiaries.1016/0024-6301(94)00067-F 17. Hoboken. L. pp. M. Long Range Planning. & Loyka. Oliver Heil. 29(3). Gary (2014): Principles of marketing.. Harlow [etc.1 14. G. doi:10. (2008).. Buckley. doi:10. J. The SAGE Handbook of International Marketing. & Tellis.. doi:10.  Exit Strategies. 65– 79.  Timing of Entry.  Exporting. Journal of Global Marketing. Michael. Journal of International Business Studies. (Chapter 19. Analyzing Foreign Market Entry Strategies: Extending the Internalization Approach.1080/08911760903442176 6. T. & Helsen. 15th ed. Retrieved from http://www. ‘‘Global Competitive Marketing Strategy. Joint Ventures. (1995). Y. Adaptation of Marketing Mix Elements in International Markets. P. & Casson.119–29. 2010.]: Pearson. 2009.72. Grund. Strategic Alliances. 187. M. (Chapter 9. (2010). Luo. Powers. Contract Manufacturing (Outsourcing). H. 72(3). Journal of Marketing. 13–30. Corporate strategies for the Asia Pacific region..Journal of . 28(1). Decision Criteria for Mode of Entry. London: Sage Publications. 16.

B. (Chapter 10. 1–27. Journal of International Marketing.. & Lieberman. The International Market Entry Choices of Start-Up Companies in High-Technology Industries. K. Ireland. Journal of International Business Studies. Product and Communication Extension— Dual Extension. International Expansion by New Venture Firms: International Diversity. & Murray. A.Strategic Management Journal. M. Armstrong. 2010. Lee. 35(6). Academy of Management 20.19624 22. & Hitt. doi:10. In Academy of Management Journal 43 (5). D. Gary (2014): Principles of marketing. Location and Internalization Factors. Incremental Break-Even Analysis (Ibea).1002/smj. 12 Readings 1 Kotabe. S. doi:10.8.2. 31(2). Drivers toward Standardization. doi:10.  Multinational Diffusion. Product and Communications Adaptation—Dual Adaptation. & Helsen. Timing of Entry: Waterfall versus Sprinkler Strategies.804 7. 33–62.. (1992). A. NJ: Wiley. (2000).jibs. M. Product Invention. Developing New Products for Global Markets Key Issues  Global Product Strategies. R. Global marketing management.8400106 18. 925–950. New-Product Development and Product Life-Cycle Strategies) . 524–544. Agarwal.International Business Studies. doi:10. internal development as modes of market entry. Technological Learning. (2000). Mode of Market Entry. 140–158.1509/jimk. 19. A. Zahra. S. Retrieved from http://www.  Developing New Products for Global Markets.1057/palgrave. R. N. Burgel.. Modular and Core Product Approach. G.. (2010). Acquisition vs. Hoboken. S.33. M. S. A. Hitt. (2000): International Expansion by New Venture Firms: International Diversity. Kotler.jstor.. Product Adaptation—Communications Extension. K. Technological Learning. global ed. Philip. pp.. Global Product Policy Decisions I: Developing New Products for Global Markets) 23. And Performance... and Performance. Zahra.2307/1556420.  Standardization versus Customization. Mode of Market Entry.]: Pearson. 23(1). Harlow [etc. Choice of Foreign Market Entry Mode: Impact of Ownership. G. M. 43(5). 925–950. D. O. Ireland. 8(2). & Ramaswami. Product Extension—Communications Adaptation.. DOI: 10.2307/1556420 21. (Chapter 9. 15th ed. C.

18(2). The New Practice of Global Product Development.24. Journal of Marketing. Journal of Marketing. 84(3). 110–120. pp. Strategies to Cope With Coo Stereotypes.Walters and Brian Toyne. E. 58–66. 58–62. 429–458. Harvard Business Review. doi:10.  Global marketing of Services. McDonough.Industrial Marketing Management.2307/1248747 25. & Parry.  Country-Of-Origin (Coo) Effects. M. P. (2000). Wren.Journal of Product Innovation Management.1016/S00198501(00)00120-6 30. Souder. & Sakkab.Journal of Product Innovation Management..1460429 27. 419–441. G. U. D. N. Multinational Product Planning: Strategic Alternatives.1/87030 31. 14(6).1111/154029. Griffin. L. 24. (2001). Market Orientation and New Product Development in Global Industrial Firms. M. A. & Berkowitz. J. (2006). Journal of Product Innovation E. Local Branding. & Chitkara. B.15405885. M. Kahnb. PDMA Research on New Product Development Practices: Updating Trends and Benchmarking Best Practices. (2006).1111/15405885. E. B. Huston.  Product Piracy.2307/1251827 28. Challenges in Marketing Services Internationally. MIT Sloan Management Review. W. doi:10. & Barczaka. Retrieved from http://dspace. An investigation of the use of global. 33(1). and colocated new product development teams.2007. Song. 1–18. Columbia Journal of World Business. (2007). F.. (1997). (cover story). 61(2). Strategic Options against Product Piracy. doi:10. Marketing Products and Services Key Issues  Global Branding Strategies. Global or Local  Branding? Brand-Name Changeover Strategies  Management of Multinational Product Lines. CONNECT AND DEVELOP. doi:10. (1969). Product modification and standardization in international markets: strategic options and facilitating policies. K. Performance of Global New Product Development Programs: A Resource-Based View. 8. (1997). 1989. 26. R.24(5). & Salomo. 601–611. Kleinschmidt. virtual. Eppinger.. doi:10.. doi:10.x 32. Global Branding. A Cross-National Comparative Study of New Product Development Processes: Japan and the United States. J..00261. 29(6). 37–44. .. PeterG. D.. S. Global Service Marketing Strategies. W. A.. De Brentani. X. E.. Keegan.

How Global Brands Compete.1509/jimk. The Effects of Culture and Socioeconomics on the Performance of Global Brand Image Strategies. The Lure of Global Branding. doi:10.Harvard Business Review. & Nijssen.13 Readings 14 1 Kotabe.1108/10610420810875089 38. Douglas.. doi:10. The new imperatives for global branding: Strategy. M. (2000). 32(2). S.-Y. & Herbig. Motameni. Y. 116–125. doi:10.2. Journal of International Marketing. B. Products. Palumbo. Van Gelder. The multicultural context of brand loyalty.  Pricing In Inflationary Environments. (2001). Global brand strategy. Armstrong. Journal of Product & Brand Management. 12(1). Philip. doi:10. 7(4). J. E. Brand equity valuation: a global perspective. M. (Chapter 11.Harvard Business Review.. Key Issues  Drivers of Foreign market Pricing.]: Pearson. & Kim. Harlow [etc. and Japan. L. M. 97–114. 82(9).1057/palgrave. A. Quelch. and Brands Building Customer Value) 34. Global Pricing. P. (2008). E. 275–290. 3(3). P. 39–48. The Journal of Brand Management. Aaker.. (2005). global ed.. Craig. 9. M. S. 137–144. S.1108/10610429810229799 36. K. 17(3). 163–175. creativity and leadership..2307/3152045 37. 395–404.European Journal of Innovation Management. 12(5). The Journal of Brand Management. & Taylor. doi:10.. Kotler. A. & Shahrokhi.Journal of Product & Brand Management.2540200 40. Global marketing management. (2004). D. 2010. Brand analysis of a US global brand in comparison with domestic brands in Mexico.2540234 41. 42. S. Global Product Policy Decisions II: Developing New Products for Global Markets) 33. 77(6). Hoboken.. Korea. S. 9(2). 163–174. C. Integrating Branding Strategy Across Markets: Building International Brand Architecture.1108/14601060010334876 39. (1998). doi:10. 68–75. 15th ed. (1995).. (2004).  Managing Price Escalation.97. D. Knight. Lee. (Chapter 8. D. & Helsen. Roth. R.. NJ: Wiley.1057/palgrave. Gary (2014): Principles of marketing.Journal of Marketing Research.. doi:10.9. (1999). Van Gelder. . & Joachimsthaler. Holt. F. 35.. E.

& Helsen.2307/2555925 10. Kotler. Quelch. Marketing Science. Global Pricing and antidumping Regulation. 61–70. Transfer Pricing. The Columbia Journal of World Business. R. Strategic Pricing and Detailing Behavior in International Markets.. (Chapter 10. 42(1).1287/mksc. 66–78. Gary (2014): Principles of marketing. Harlow [etc. Armstrong. Verboven. Narayandas. Sloan Management Review.. global ed.. Harlow [etc. Media Infrastructure. Price Coordination Countertrade. 15 Readings 16 1 Kotabe. 31(4). Philip. Barriers to Standardization. 24(1). Armstrong.]: Pearson.0029 47. doi:10. Pricing for global markets. (1996). Trends in the Global Media Landscape. 2010. D. Pricing Strategies Additional Considerations) 45. Philip.]: Pearson. P.. (Chapter 11. doi:10.     Global Pricing and Currency Fluctuations. T. M. J...1030. (Chapter 12. Hoboken. Global Advertising Key Issues  Global Advertising and Culture. Kotler.  Setting The Global advertising Budget. F. 48. Pricing Understanding and Capturing Customer Value) 44. Global marketing management. Prepare Your Company for Global Pricing. The RAND Journal of Economics. International Price Discrimination in the European Car Market. 27(2).  Advertising Regulations.  Global Media Decisions. (2000). K. (1996). NJ: Wiley. & Swartz. Cavusgil.  Creative Strategy. & Desiraju. Chintagunta. global ed. Benefits of Standardization. Language Barriers. K. (2005). 67– 80.1016/S0022-5428(96)90033-2 46. 15th ed. doi:10. Global Pricing) 43. S.  Globally Integrated Marketing Communications 17 Readings . 15th ed. G.  Choosing an advertising Agency. Cultural Barriers. 240–268. Approaches to Creating Advertising Copy. Gary (2014): Principles of marketing.

Channel Management. Dallari. 54. F. K.]: Pearson. J. & Liu. K.. P. M.0. J. W..2. I. Armstrong. and Japanese Consumers. NJ: Wiley. & Melacini... A.. B. Creazza. Hornikx. M. Mueller. Leach. M. Journal of Advertising Research. 154–168. Coordinating International Advertising: The Goodyear Case Revisited for Latin America. Retrieved from http://www. Hoboken. Retailing Differences across the World. C. global ed. G. Global Consumer Culture Positioning: Testing Perceptions of Soft-Sell and Hard-Sell Advertising Appeals Between U.. R. 31(3). Global marketing management. NJ: Wiley. (1998). 18 Readings 1 Kotabe. L. Hanni. (2003). & Hill. Global marketing management. (Chapter 13. Channel Configurations. (Chapter 14. James. Supply Chain . 37(1/2).. (1991). Integrated Marketing Communications Strategy) 50. 3(2). & Taylor.. 18(2).1177/0021943610364524 53. S. 20–34.. S.1108/03090560310454028 52. van. The international advertising practices of multinational companies: A content analysis study.. Gary (2014): Principles of marketing. R. Armstrong.S. (Chapter 12. & Helsen.  International Retailing. & Vernon. Meurs. Journal of International Marketing. doi:10. Global Logistics and Distribution) 56. Jr. Psychology and Marketing. Gary (2014): Principles of marketing. 47(2). 83–98. global 51. Marketing Channels Delivering Customer Value) 57. F.jstor. S. Communicating Customer Value. Kotler. & Attour. 15th ed. English or a Local Language in Advertising? The Appreciation of Easy and Difficult English Slogans in the Netherlands. Harlow [etc. Communicating with the World Consumer) 49. D.2-8 55. 65–71. Philip. doi:10. 523–546.20 11.CO. The use of culturally relevant stimuli in international advertising. & Boer. Global Distribution Key Issues  International Distribution Channel. Hoboken. Journal of International Marketing.. 169–188. A. (2010).]: Pearson. 2010.. H. J. (2010).18. 15th ed. Kotler. Harlow [etc. Ryans. Okazaki.. doi:10.1002/(SICI)1520-6793(199809)15:6<523::AID-MAR3>3.. Harris. Journal of Business Communication. & Helsen. (2010). doi:10. International advertising messages: To adapt or not to adapt (that is the question).1 Kotabe. M. de. A. Evaluating logistics network configurations for a global supply chain. (1995). 15(6). K. European Journal of Marketing.. A. (Chapter 15.1509/jimk. Philip. 2010.

G.1509/jmr. & Saini. (2012b). Journal of Marketing. 50(3). Pellegrini. & Reddy. NJ: Wiley. & Helsen.. Mallapragada. K. Hamilton. Oxford: Oxford Univ.4. 2010. International Journal of Retail & Distribution Management. doi:10. The Distribution Challenge. Product Policy. . L. A. The largest retail firms: a comparison of Asia-. Entry Strategies for Emerging Markets. NY: Social Science Research Network. & Palepu. Retail and Marketing Channels (RLE Retailing and Distribution). G. 41-51. (2002). Musso. 166–182. 378–398. Retrieved from http://papers. McGurr. (2010). Why Focused Strategies May Be Wrong for Emerging Markets. Rochester. (2011). Harvard Business Review. T. (1997). (2013). Impact of Emerging Markets on Marketing: Rethinking Existing Perspectives and Practices.. K. Grewal.Journal of Marketing Research. 75(4). 30(3).and US-based retailers.1509/jmkg. 154–164. Technology. Innovation in Marketing Channels: Relationships. Press. N. Sheth. R. G. Pricing Strategy. Channel Structure (SSRN Scholarly Paper No.). Kumar. Marketing Channels in Foreign Markets: Control Mechanisms and the Moderating Role of Multinational Corporation Headquarters–Subsidiary Relationship.Management: An International Journal. Pellegrini.. Marketing Strategies for Emerging Markets Key Issues        Emerging Markets.. 60. Global marketing management. Retail and Marketing Channels (RLE Retailing and Distribution). Communication Strategies for Emerging Markets. & Reddy. A. F. K. 145–150. J. 19 Readings 20 Kotabe. 15(2)... 75(4).75. doi:10. Europe.0487 59. Targeting/Positioning Strategies in Emerging Markets. S.ssrn.1108/13598541011028750 58. 61. 62. (Ed. S. ID 2434292). (2011).11. Khanna. L.. (Chapter 18. doi:10. T. M. Routledge. (2012a). 63. The market makers: how retailers are reshaping the global economy. Marketing Strategies for Emerging Markets) 64.166 65. Routledge. 12. Hoboken. Characteristics of Emerging Markets. K.

doi:10. S. doi:10. 75. Mohamed El Hedi. (2011). Cavusgil.. Assignment from Acronis on global product management 2. & Akcal. Tarun. 187. V. A. 48(SPL). Gaurav. Khanna. Competing with giants. D. P. T. SAGE. N.. Duc Khuong (2014): Emerging markets and the global economy. K. (1999).. J. 40(1). B. A. 2(2). P. & Tobacman.. Oxford: Elsevier.. Govindarajan. Harvard business review. A road map for strategy and execution.23 73.1509/jmkr.. The Hidden Risks in Emerging Markets. 70. J. and global strategy. Boubaker. Case study (“Procter & Gamble India gap in the product portfolio”) 4. 88–95.. Online-Ausg. (2012). & Zelner. 119–129.Sloan Management Review.(2013): Winning in emerging markets. Ghauri. (2010). Palepu. S. Harvard Business Review. 67. 5. 72. Sharma. Cole.S150 71..77(2). (2011). Johnson. B. R. Sabri. Survival strategies for local companies in emerging markets. Henisz. S. Project_2 Marketing strategy for emerging market . Arnold. 42(2). Richard J. (2011).. Dawar. Overview – assignments Individual Assignments (in LMS) 1. J. & Terrell. & Quelch.1002/gsj.jstor. American Economic Journal: Macroeconomics. Nguyen. N. (1998). 89(10). Arouri. The CEO of Heinz on Powering Growth in Emerging Markets. 7–20. 194–226. A. Environmental analysis Group Assignments 1. Marketing Complex Financial Products in Emerging Markets: Evidence from Rainfall Insurance in India. Bullock. Retrieved fromhttp://www.48.2010. Krishna G.66. J. (2011).1057/jibs. Journal of International Business Studies. Harvard Business Review.. 88(4). (2010). & Ramamurti. A. W. doi:10. emerging markets. T. Reverse innovation. Doing Business in Emerging Markets. 74. J. Global Strategy Journal. New Strategies in Emerging Markets. Gorodnichenko. 1(3-4).Journal of Marketing Research. 285–306. 69. Project_1 Market entry strategy development 5. S150–S162. Y. Globalization and Innovation in Emerging Markets.16 76. 68.SPL. 191–205. 47–50. & Frost. Critical evaluation of international marketing strategy of a company 2. Terms of reference for global marketing research 3.. Country of origin effects in developed and emerging markets: Exploring the contrasting roles of materialism and value consciousness.

Global Market Research (focus group guide. Internet Marketing: Optimizing Sponsored Searches (spreadsheet with results). Environmental analysis (10 -15 pages. questionnaire. Critical evaluation of international marketing strategy of a company (5-8 pages. Projectbased learning. Given the importance of class participation. Teaching Strategy There will be different interactive teaching methods during the course. it contributes 40 percent of individual grade. 12 Times New Roman) 3 open questions (verbal) Homework (2) Final Exam 1 Continuous assessment Test Homework (2) Final Exam 2nd year 2 3 4 Test. Class participation is an important part of the course as direct instruction is only 10% of all lecture time. Guest speakers are invited to show the real world practice of global marketing. role playing cooperative learning. and models is one of the main objectives of the course. Types of control Control Continuous assessment Type of control Test 1 1st year 2 3 Description 4 Test. 25 questions (multiple choice. frameworks. critical thinking exercises. enquiry-based learning. 2. 1. and guest lectures are the most frequently used among them. true or false and open questions).6. To see the real application of concepts. 12 Times New Roman). case studies. 2. research projects. report structure) 3 open questions (verbal) 7. 1. Each speaker provides small task at the end of the workshop . 25 questions (multiple choice. Students are expected to read prepared texts carefully before class in order to be ready to discuss topics in question. true or false and open questions).

Students are supposed to solve those tasks in small groups and send them to guest lecturer for evaluation.3∗Qtest +0.4∗Q class participation Qfinal=0.3∗Q final exam .3∗Q individual assignments + 0. which are significant part of cooperative and project-based learning. Students will apply marketing frameworks.4∗Q class participation Qfinal=0.6∗Q individual +0.coming from his practice. Grading 1st year Qcumulative =0.3∗Q individual assignments + 0.3∗Qtest +0.4∗Qgroup assigments Qindividual=0.7∗Q cumulative +0.7∗Q cumulative +0. 8. models.3∗Q final exam 2nd year Qcumulative =0.6∗Q individual +0. and tools while working on team assignments.4∗Qgroup assigments Qindividual=0.

Licensing B. Standardization C. Adaptation E. adapts marketing to the unique and different aspect of each national market D. Multi-domestic organization views exporting as opportunistic activity (2 points) A. approaches. which transcend national differences while adapting to local differences as well 3. True . operates on the assumption that home country methods.APPENDIX A TEST EXAMPLE 1. C. multi-domestic environment B. and values are superior to those found elsewhere in the word. Customization G. develops strategy that recognizes similarities. global environment C. Joint venture 2. Polycentric company (3 points) A. PEST H. Franchising D. is focused on its domestic market B. transnational environment D. All of the following are market entry strategies except (3 points) A. placid environment 4. False B. Export management company F. Scientific measuring instruments fall into (3 points) A.

5. (8 points) . Write down the arguments that it is better to segment markets on a global market segment basis than a country-by-country basis. How does international marketing differ from domestic marketing? (6 points) 6.

___________________ . 6 – highest involvement) (3 points) ____ Export management company ____ International trading companies ____ Local representatives ____ Fully owned commercial subsidiary ____ Contract manufacturing ____ Joint ventures 10.lowest involvement. Put the names of international environments and 2-3 examples of industries for each type. (3 points) current demand exists but condition and trend suggests future latent demand. Multiple factor indices is based on (3 points) A. Incipient markets C. Rank the market entry strategies based on the level of marketing involvement (1. Latent markets 12. Existing markets B. linking the ratio of an economic indicator to a product demand . (8 points) Strong Forces for global  ___________________  ___________________  ___________________  ___________________  ___________________  ___________________  ___________________  ___________________  ___________________  ___________________  ___________________  ___________________ standardization Weak Weak Strong Forces for local responsiveness 11.9.

assumption that the demand for one product is correlated with another 13. using of multiple factors in the equation to forecast product demand D. International trading companies B. Why do customers pick global brands (principal factors from the research)? (5 points) 14. What segmentation criteria might be used for international market selection? (7 points) 15. assumption is that countries at different stages of development have different levels of demand and consumption. Export management companies C.B. To enter overseas market Acronis so far has been using (4 points) A. A comparison is made with another country with similar demand patterns on product release. What does “Applicability” mean in Heiz’s long-term emerging market strategy? What factors make Heinz include “Applicability” into strategy? (6 points) . Licensing 16. International sales representatives E. C. Independent local distributors D.

Experience with the brand 19. Advertising regulations G. Cappy is now owned by The Coca-Cola Company. Category development H. Cultural differences E. In Sweden and Norway advertising to children under the age of 12 is illegal. Manufactured by “Nidan Soki” (in 2010 was acquired by The Coca-Cola Company) Why does The Coca-Cola Company use similar positioning and almost same packaging but different brand names? 18. Found in Russia (“My family”). Competitive development C. Media environment D. What strategic challenges does P&G India face in 2011? (8 points) . Economic factors B. (6 points) Found in BILLA (Linz). Communication syntax F.17. It refers to (3 points) A.

What recommendations will you make to the P&G India team to help them achieve the targets set forth in Project 2-3-4? (14 points) .20. Assess P&G India’s product line policy. (12 points) 21.

Google Glass displays information in a smartphone-like handsfree format. One product. (12 points) Product Strategy Arguments (why) Google Glasses is a wearable computer with an optical head-mounted display.22. What international strategy1 is more applicable for the following products? Explain. that can communicate with the Internet via natural language voice commands 1 B. D. promotion extension Dual adaptation Product invention . one message globallyProduct extension. promotion adaptation Product adaptation. C.

Deliver farm fresh foods from the ground direct to home. and can mix items from multiple stores into one order.99 for three hour delivery and $14. apart from its website. Trader Joe’s. Whole Foods and Costco.Johnson Farm Fresh Foods Delivery. available on iOS and Android platforms.99 for one hour delivery. Customers can choose from a variety of local stores including Safeway. The company launched its service in San Francisco. Instacart is an Internet based grocery delivery service. Mountain View and Palo Alto. It charges a flat rate anywhere between $3. . It is mainly served through an app. The company makes its money on a cut in the service charge.

according to Consumer Reports. Uniqlo is a Japanese casual wear designer. Singapore.FlightCar lets people parking at the airport rent their vehicles out to other travelers. . the company operates in Australia (Spring 2014). South Korea. If you rent with us. The Model S is offered with two battery packs: a base model with a 60 kW·h battery expected to deliver 230 miles (370 km) and an 85 kW·h battery expected to deliver. the United Kingdom. retail deliveries started in the United States in June 2012. Macau. Bangladesh. The Tesla Model S is a full-sized electric five-door hatchback produced by Tesla Motors. First shown to the public at the 2009 Frankfurt Motor Show as a prototype. France. the Philippines. We'll pick you up and drop you off curbside and give you a free car wash. Russia. China. Depending on the type and model year of the vehicle. Every rental is insured up to $1 million. Hong Kong. and the United States. In addition to Japan. Indonesia. Thailand. you can also make up to 20¢/mile in cash. manufacturer and retailer. Taiwan. we'll throw in a free GPS and free insurance. Malaysia. To get free parking or to rent for less. 320 miles (510 km). and every renter is prescreened.


Choose and explain International strategy (Keegan). Customer behavior analysis. You can find consumer insight through conducting marketing research. What is the market’s competitive structure? What are the strengths and weaknesses of competitors? What are the product’s characteristics that distinguish it from competing products? 6. try to think out of the box). and competitors. Primary market research is welcomed but not required. How does globalization influence the market? Type of international environment (Goshal and Nohria). and memorable. You can get and prove you findings using only secondary data. Julia Reschauer Programmmanagerin JMGB). Segmentation analysis.Kult. In addition. What are the trends? What are the major innovations in the sector? What is the level of total advertising intensity? What are the most popular advertising media? 2. You will find supplementary reading enclosed herein that may help you. and appendix. consumer behavior. Trends. eye catching. Apply EPG Model (Howard V. Examine current communication of the program ( I handed out marketing collateral of the program during one of our classes.APPENDIX B TEAM ASSIGNMENT EXAMPLE The main objective of the case is to deliver compelling advertising campaign of Master program “Global Business” based on understanding international environment. Select particular segment to target (prove segmentation criteria). Marketing communication mix. please ask other groups. please find a link to a book about integrated marketing communications: … Please try to adhere to the following structure: 1. Times New Roman size 12 Power point presentation: number of slides is not defined (maximum time for giving presentation 15 minutes) Deadline: February 18 . What communication tools are the most effective for promoting the program? Develop the creative idea for advertising based on your findings (idea should be original. try to uncover consumer insight that will help you develop right advertising message and find appropriate channels. What is decision process adopted by the customer (use FCB grid). Think of consumer benefits. references. What are the main motivations of the buying decision? What are the benefits sought by the buyer? To which marketing factors are customers most responsive? 5. What is style/brand character? How to deliver advertising message? What are required resources to implement your advertising strategy? Requirements: Paper: length of 10 pages excluding pictures. 3. Is it the same in all three countries? 4. you may kindly ask Dipl. Competition analysis. Analysis of international environment. Please. If you don’t have the one. If you can’t get brochure of the program. Perlmutter). Give the reason why the consumer has to believe the benefit is offered. Mag.

3. and judging by nationality is never appropriate. For example. Germany. The business practices of a global company are always respectful to a culture of every nation. and Japan). The most important are factors that every team identified and analyzed. the fact that someone is not American should not imply that this person does not want to work outside business hours (even though it might be likely true).APPENDIX C GUEST SPEAKER TASK AND FEEDBACK EXAMPLE Acronis Task 1 How to manage the meeting among members of the product management team that lives in different countries (USA. Otherwise. DON’T CONFUSE with particularities of different markets – specific people (members of your team) are not markets. Propose and compare several options – 1 point max This way you can be sure that you really selected the best possible option. Do not discriminate – 2 points max For a global company it’s very important that employees feel they are equal. 2. and saying something like “they are Japanese – they will work late hours” would make people feel discriminated. Avoids perceived un-fairness – 2 points max If someone feels that the decision is not fair – it will demotivate and negatively affect the team’s spirit. The solution should: 1. but is not the best possible solution. with identical rules and attitude is essential for an efficient team. at what time the meeting should be arrange? Feedback from Guest Lecturer (Director Product Management. The feeling that everyone is equal. when you propose a specific solution and make arguments supporting it. there is a chance that your solution “just works fine”. Acronis USA): There is no” right” answer to the question. The solution should propose how to . Australia.

5 points Propose and compare several options Team B – 2 points Propose and compare several options Team E – 0.3 points Propose and compare several options Team D – 5.5 out of 1 (proposed but not compared) 0 out of 1 0 out of 1 0 out of 1 0.00PM in NYC is Saturday 6. Communicate and explain the decision to the team – 2 point max Ensuring that no one is confused.5 points Propose and compare several options 0. 5. the US will set clock 1 hour forward on March 9. 4.ensure that no one feels offended – for example by alternating the meeting time.5 out of 1 Do not discriminate Do not discriminate Do not discriminate Do not discriminate Do not discriminate 0 out of 2 0 out of 2 0 out of 2 0 out of 2 0 out of 2 Avoids perceived un- Avoids perceived un- Avoids perceived un- Avoids perceived un- . most people are not able to convert from UTC to their local time on a spot.5 point max For example. Choose “humane” solution – 1 point max Asking someone to have a business call at 2AM every week is not humane. is able to plan properly and not emotionally hurt.00AM in Japan. it’s not that easy 6. asking the team to choose the best time themselves or asking for a volunteer hero.5 point max Surprisingly. … including possible difference in day of week – 0. while Australia will set clock 1 hour backwards on April 6 (the Earth is round they have summer now) 8. … including effects of daylight saving time – 0. For example.8 points Propose and compare several options Team C – 2. 7. and there are calendar tools (such as Outlook scheduler) that perform this conversion automatically.5 point max For example in winter Friday 4. Have correct time calculations – 0. Team A – 3.

3 out of 0.5 … including effects of daylight saving time Choose “humane” solution 1 out of 1 … including possible difference in day of week Have correct time calculations 0.5 0 out of 0.5 … including possible difference in day of week … including effects of daylight saving time 0 out of 0.5 out of 0.5 out of 0.5 out of 1 Choose “humane” solution 1 out of 1 .9 a.5 (Friday 2PM in Berlin is already Saturday in Sydney) Have correct time calculations … including effects of daylight saving time … including possible difference in day of week 0 out of 0.5 … including effects of daylight saving time Choose “humane” solution 0 out of 0.5 out of 1 (6.5 out of 0.5 … including possible difference in day of week 0.8 out of 2 (UTC is confusing for most) 0 out of 2 0.5 (“8. in the USA” – the US has 3 time zones) Avoids perceived unfairness 0 out of 2 Have correct time calculations … including possible difference in day of week 0.5 out of 0.5 0.5 0 out of 0.5 0.00AM Saturday is not humane) 1.5 Choose “humane” solution Communicat e and explain the decision to the team Communicat e and explain the decision to the team … including effects of daylight saving time 0 out of 0.5 0 out of 0.5 0 out of 0. m.5 0.5 out of 0.5 out of 0.fairness fairness fairness fairness 0 out of 2 0 out of 2 2 out of 2 (good suggestion to alternate meeting time) Communicat e and explain the decision to the team Communicat e and explain the decision to the team 1 out of 2 (rotate the time schedule between daynight) 0 out of 2 0 out of 2 2 out of 2 (good suggestion to alternate meeting time and to have discussion within the team) Communicat e and explain the decision to the team Have correct time calculations Have correct time calculations 0.5 Choose “humane” solution 0 out of 1 (1AM every week for Sydney is not 0.

Acronis products are sold through two different channels at the same price: online and through partners. Understanding of the problem It looks like every team understood what the problem is – 1 point to everyone. because the online channel is not subjected to taxes (10%). Feedback from Guest Lecturer (Director Product Management. Acronis USA): The complete solution should demonstrate: 1. Take a look at edmunds. that in fact no one really buys research . Research Find some supporting facts – such as buying habits. Find a solution. and not through the traditional channel. Acronis receives complaints from partners about the fact that customers prefer to buy the products online. It might even happen. plus 1 point for understanding that consumer and business products are not the same Group D – no research Group C . online/offline sales statistics.humane) Acronis Task 2 In Singapore. local trends. and the actual price the customer can negotiate might be well below MSRP. etc. 2. Also important is a real street price. for example. and resellers just use the price difference as negotiating point (of course they always want more).com. Group A – no research Group B – 3 points for quite impressive research quoting survey data Group E – 3 points as well. Example – car sales in the US. Resellers are free to give discounts from their margin.

B. By including better support terms. This can be solved by allowing resellers to register the opportunity and get their margin independently on how customer bough the product. E. not ready to pay for them and still preferring a cheaper price online. And having such a program optimizes channel work – . The main risk is that customers might happen not to really value those extras. i. Some of potential solutions: Cut the channel at all. Very good solution. 1 point to no one Increasing reseller margin. As noted by several groups. Also might be an option to cut off online sales in specific geography completely. resellers help customers to buy the product. but worth considering. 2 points to group A Deal registration. 3 points to group A. It usually works very well for returning customers. The problem is that customer can ask reseller for a help. Viability of this option very much depends on a specific company and a product. there are many possible solutions. This is the basic fact (not a solution). Discriminating between online and offline. and then go and buy online. Cut the online at all. 3 points to group C Loyalty program. Plus 1 point to group B for suggesting implementing it by changing partner levels thresholds. Increase product value. The increased margin would allow resellers to offer higher discounts effectively reducing the street price. The more potential viable solutions are considered – the better. additional features or services.3. 2 points to all groups. To motivate resellers. 1 point to groups A. C. For example by offering offline-only promos. Proposed solutions (many) As always. B.e.

that save lives. Makes a lot of sense because local partners influence online demand a lot (for example. No analysis. There are always some negative effects in every solution – even airbags. Analysis of an impact Understand potential effects – both positive and negative. including risks. 3 points to group E and D Advertising. sometimes kill kids if not user properly. small customers only make partners lose money because the time they invest in relationship might not be covered by a margin from a couple of copies they sell. 1 point to group D. Group E – 3 points for thoughtfully analyzing consequences. This is someone close to increasing perceived value. Group A – 2 points for mentioning both negative and positive consequences Group B – 2 points for thoughtfully analyzing consequences Group C – 0 points. and others – do nothing and just get money. There are many formal models for this – using such would be a plus. so customers will learn about Acronis buy online). C 4. Usually. but in terms of service or help that the reseller can offer. However it’s not possible to fairly divide revenue by multiple partners in Singapore – some of them might be doing a lot. including numeric impact on revenue Group D – no analysis . 1 point to groups A and D Share online revenue with local partners.they will have more larger customers. while smaller customers who buy just 1 copy will prefer to buy online. Ideally for every risk there should be a mitigation plan as well. hey may run campaigns or participate in shows.

5. This is called “cost”. especially by decision makers who are always pressed in time Always recommend what option or combination of options to select (with reasoning). . weighted decision to choose one solution or combination of solutions. but people usually don’t mind investing. or even better – “investment”. Group C – 1 point for superficial Group E – 2 points for offering the final solution Group D – 2 points for offering a combination Several generic recommendations: Don’t talk about “sacrifices”. but not comparing or selecting from remaining options. A decision maker usually has much less understanding then you have – and without such proposal the selection might be nearly random. Decision Based on the analysis. Try to present options in a easy-to-understand format (like group C did). Text-based information is not always consumed well. No one wants sacrifices. When you propose the solution – it should sound positive. Group A – no comparison or selection Group B – 1 point for rejecting one of the options.