INTERNATIONAL MARKETING

KEY ISSUES TO BECOME AN INTERNATIONAL BRAND

MANAGING THE PRODUCT

LIFE CYCLE

Every product has a cycle life in a country, when it’s complete

begins the declining cycle. It is time to move other country

where it can be developed again.

THE ADVENTUROUS SPIRIT OF A YOUNGER

GENERATION

The younger generation of business families has international exposure,

they are willing to take risks and challenges which generates new

opportunities.

TECHNOLOGY ADVANTAGE

Some companies have outstanding technology through which they enjoy

core competence. There is a need for such technology in every country.

LABOUR ADVANTAGE

Many companies have a highly productive labour force.

Their unique skills might not be available throughout the world.

EARNING VALUABLE FORGEIN EXCHANGE

Foreign earning exchange is necessary to balance the payments for imports

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LISTENINGWHAT QUESTIONS SHOULD YOU CONSIDER BEFORE ENTERING AN OVERSEAS MARKET?

•Is the market place really attractive or not?

•Do you need a local partner?

•Is the country politically stable?

•Is there a real need for your product?

•How easy is to trade there?

•Who would the costumers be?

•Are there any unusual cultural characteristics to consider?

•Can you beat the present and future competition?

•Can they pay for it?

•Do they want the product?

VOCABULARY

PRODUCT MARKET

Retreat from

Launch

Pull out of

Break into

Penetrate

Introduce

Saturate

Withdraw

Get a foothold in

Roll out

License

Phase out

BUILDING RELATIONSHIPS

Tackling Problems

The chief executive of a non-profit organization asked meto come to a meeting of her management team to talk about the performance of staff.

When I arrived, she ushered me into a conference room. The four other members of the management team were already at the table.

“We want to tell you what’s going on,” she said.

“First, the staff doesn’t seem very motivated,” said one vice president. “I wish they would just do their jobs.”

“Everyone’s feeling overwhelmed,” said another v.p.

“They don’t show any initiative,” said another.

Tackling Problems

The conversation continued.

As they continued to criticize their staff, I picked up a few more clues. The CEO said she was trying to be more democratic in making decisions.

A senior v.p. said he hadn’t met recently with staff because of his workload. I jotted some notes in my notepad. “Management or staff?” I wrote. I decided to trust my instincts.

“Look, here’s what I think is going on,” I told the management team. “I think the problems with your staff begin with you.

I am guessing you are not communicating very well. Your meetings don’t have clear action items. Your delegations to staff aren’t clear.”

Tackling Problems

“Change happens in three ways,” I said. “It can be top down, bottom up, and inside out. In this case, I think the change you’re hoping to see in your staff begins with you.” I paused.

They were looking at me. “Can you help us?” one said.