INTERNATIONAL MARKETING MANAGEMENT SESSION 13: GLOBAL PORTFOLIO STRATEGY 1.
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Transcript of INTERNATIONAL MARKETING MANAGEMENT SESSION 13: GLOBAL PORTFOLIO STRATEGY 1.
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INTERNATIONAL MARKETING MANAGEMENT
SESSION 13:
GLOBAL PORTFOLIO STRATEGY
1
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CHANGING MARKET ORIENTATION
PHASE #1 PHASE #2 PHASE #3
domestic countries
firm firm
sub
firm
sub
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Country-focused international expansion (e.g. acquisition, local expansion)
Trend to industry consolidation and growth of global competition
Forces towards global market integration
Need to:
re-center direction for growth
Improve coordination across national boundaries
adopt global perspective3
TRIGGERS TO GLOBAL RATIONALIZATION
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PHASE 3: GLOBAL RATIONALIZATION
world markets
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PHASE 3: KEY STRATEGIC DECISIONS
Establish Global Portfolio of Countries, Products, Market Segments
Develop Global Marketing Strategy – Broad-Based, Focused, Hybrid
Improve Efficiency of Productionand Logistics
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Scale Efficiencies (Tangible and Intangible)
Learning
Transfer of Ideas, Products, Programs, Experience and Know-how (Best Practices)
LEVERAGING: SYNERGIES
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LEADING
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TYPICAL FIRMS IN INTEGRATION PHASE
FIRMTYPE
COMPETITIVETHRUST
STRATEGICIMPERATIVES
Firms targetingglobal segments(Body Shop, Gucci)
Large firms withbroad-based globalstrategies(Ford, IBM, P&G)
Globally focused
Globally integrated
Maintain focus andgrowth
Global restructuring
Strategic flexibility
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Products/Product LinesExisting New
Seg
men
ts/C
ust
om
ers
N
ew
E
xist
ing
Countries
/Reg
ions
Existin
g
New
Stage in Value Chain
Existing
New
GLOBAL MARKET GROWTH DIRECTIONS
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RE-ENGINEERING THE GLOBAL PORTFOLIO
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Mar
ket
Att
ract
iven
ess
low
h
igh
low highCompetitive Strength
Asia
Latin America
Africa
U.S.
Europe
SBU PORTFOLIOS: REGION
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COMPETITOR ACOMPETITOR A
Mar
ket
Att
ract
iven
ess
Low
Hig
h
Low HighCompetitive Strength
Japan
Argentina
Brazil
China
Germany
France
U.K.
U.S.
COMPETITOR BCOMPETITOR B
Mar
ket
Att
ract
iven
ess
Low
Hig
h
Low HighCompetitive Strength
Japan
S. Korea
Brazil
China
Germany
France
U.K.
U.S.
Hungary
Key Countries Key Countries
FOOD AND BEVERAGE PORTFOLIOS
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Macro-Economic
Import/Exports Between Countries
Air Traffic
Mail Flows
Communication (media links)
Tourist Flows
Geographic Proximity
Product-Market
Flows of Goods
Common Distributors Retailer Organization
Network of Service Organizations
Gray Markets and Parallel Importation
Presence of Same Competition
Presence of Same Customers
Firm Specific
Family Branding/Corporate Name
Common Production Facilities
Common Suppliers
Shared R&D Expenditure
Shared Warehousing Facilities
Shared Marketing Expenditure
Common Sales force
Shared Distribution Facilities
GEOGRAPHIC MARKET LINKAGES
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FOOD AND BEVERAGE EXPANSION OPTIONS FOR A COMPANY
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Growth vs. Mature Markets
Risk Diversification
Geographic Concentration (Market Interconnectedness)
BALANCING THE PORTFOLIO
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DragonDragon
Low High
GrowthMarkets
MatureMarkets
Market Interconnectedness
TigerTiger
GoatGoatOxOx
BALANCING THE GLOBAL PORTFOLIO
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Need to chart direction for long-run growth
Importance of balancing growth vs. mature markets
Growing integration of markets impacts expansion choice
IMPLICATIONS