Associate professor Yang Lihua Phone: 13787319536 Email: yangyer0000163.com 8/1/20248/1/20241 1CourseRequirementsFinalExam(50%)CaseWrite-ups(20%)1MajorCaseWriteupsWorkinginGroupsClassParticipation(30%)PresentationReadingsClassattendanceHomework8/1/20248/1/20242 2TextStructureuIntroductiontoInternationalMarketinguTheInternationalMarketingEnvironmentuInternationalMarketingStrategy(STP)uInternationalMarketingEnteringModesuCompetitiveStrategyuInternationalMarketingMix8/1/20248/1/20243 3CHAPTER1IntroductiontoInternationalMarketing8/1/20248/1/20244 4Content1HowDoWeDefineMarketing2CoreConceptsofMarketing3CompanyOrientationsTowardtheMarketplace4Marketinginthe21Century5WhatIsInternationalMarketing8/1/20248/1/20245 5TermsandkeywordsConsumervalueConsumer/customersatisfactionMarketingPricingPromotionDistributioncustomerorientationtomeet/satisfycustomersneedsmarketingconceptsTargetMarketsSegmentationPositioning8/1/20248/1/20246 6DiscussionMarketing&Selling/sales8/1/20248/1/20247 71WhatismarketingAsamanagerialdefinition,marketinghasoftenbeendescribedas“theartofsellingproducts.”ButPeterDruckersaysthat“theaimofmarketingistomakesellingsuperfluous.Theaimofmarketingistoknowandunderstandthecustomersowellthattheproductorservicefitshimandsellsitself.Ideally,marketingshouldresultinacustomerwhoisreadytobuy.”Intheory,goodmarketingwouldmakesalessuperfluous,butinpracticeeveryonesellseventhebestmarketers.RefertoP3-48/1/20248/1/20248 8Therearemanydefinitionsofmarketing.Thebetterdefinitionsarefocuseduponcustomerorientationandsatisfactionofcustomerneeds. Weseemarketingmanagementastheart and scienceofapplyingcoremarketingconceptsto choosetargetmarketsandget, keep, and growcustomersthroughcreating,delivering,andcommunicatingsuperiorcustomer value.(Source:PhilipKotler)8/1/20248/1/20249 9WhatismarketingCon.SeeS.CartersdefinitioninP3(tobuild lasting relationshipthrough)RefertoFigure1-1(P4-)8/1/20248/1/20241010CompetitionCompanyCustomerProductMarketMarketingManagementCompanyAnalysisCustomerAnalysisCompetitorAnalysisProductPricePromotionPlaceAMarketingManagementFramework(3Cs+4Ps)8/1/20248/1/20241111ManagingtheMarketingProcessCustomerCustomerCompetitionCompetitionCompanyCompanySegmentationegmentationTargetargetPositionositionProductPricePromotionPlace8/1/20248/1/20241212TargetMarkets&SegmentationNeeds,Wants,andDemandsProductorOfferingValueandSatisfactionExchangeandTransactionsRelationshipsandNetworksMarketingChannelsSupplyChainCompetitionMarketingEnvironment22CoreConceptsofMarketingCoreConceptsofMarketing8/1/20248/1/20241313Needs, Wants, and DemandsNeeds需要需要 P4-A human needs is a state of deprivation of some basic satisfaction.人类的需要是指没有得到某些基本满足的感受状态。人类的需要是指没有得到某些基本满足的感受状态。Needsdescribebasichumanrequirementssuchasfood,air,water,clothing,andbelonging.(RefertoMaslowsHierarchyofNeeds(fivelevelsofneeds)8/1/20248/1/202414148/1/20248/1/20241515Needs, Wants, and DemandsWants欲望欲望Theseneedsbecomewantswhentheyaredirectedtospecificobjectsthatmightsatisfytheneed.Wantsaredevicesforspecificitemsthatcansatisfythoseneeds.P4-Clearly,needsareabasicfeatureofallhumansociety,however,wantsareshapedbyonessociety.AnAmericanneedsfoodbutwantsahamburger,Frenchfries,andasoftdrink.ApersoninSouternChinaneeds foodbutwants rice,vegetable,andpork.8/1/20248/1/20241616Needs, Wants, and DemandsDemandsarewantsforspecificproductsbackedbyanabilityandwillingnesstopay.P4- A A 特定种类（品种）特定种类（品种） B B 特定品牌特定品牌Wantsbecomedemandswhensupportedbypurchasingpower.当具有购买能力时当具有购买能力时,欲望便转化成需欲望便转化成需求。求。ManypeoplewantaMercedes;onlyafewareableandwillingtobuyone.8/1/20248/1/20241717Domarketerscreateneeds?However,marketersdonotcreateneeds:Needspreexistmarketers.MarketersmightpromotetheideathataMercedeswouldsatisfy apersonsneedforsocialstatus.Theydonot,however,create theneedforsocialstatus.Marketers,alongwithothersocietalinfluences,influencewants.8/1/20248/1/20241818Market-drivenormarket-driving?Sonyhasintroducedmanysuccessfulnewproductsthatcustomerneveraskedfororeventhoughtwerepossible:Walkmans,VCRs,andsoon.Sonygoesbeyondcustomer-ledmarketing;itisamarket-drivingfirm,notjustamarket-drivenfirm.Itdirectstheneedsforrecreationtotheirproducts.8/1/20248/1/20241919productorofferingRefertoP4-ProductsareanythingthatcanbeofferedtoanindividualtosatisfyaneedorwantP4-8/1/20248/1/20242020Consumer valueIntermsofmarketing,theproductorofferingwillbesuccessfulifitdeliversvalue and satisfactiontothetargetbuyer.Customervalueisthedifferencebetweenthevaluesthecustomergainsfromowningandusingaproductandthecostsofobtainingtheproduct.Refer to P5-Wedefinevalueasaratiobetweenwhatthecustomergetsandwhathegives.Definition1Definition28/1/20248/1/20242121“ “顾客让渡价值顾客让渡价值顾客让渡价值顾客让渡价值” ”（CustomerDeliveredCustomerDeliveredValueValue） 是指顾客总价值（是指顾客总价值（是指顾客总价值（是指顾客总价值（TotalCustomerTotalCustomerValueValue）与顾客总成本（）与顾客总成本（）与顾客总成本（）与顾客总成本（TotalCustomerTotalCustomerCostCost）之间的差额。）之间的差额。）之间的差额。）之间的差额。Review8/1/20248/1/20242222Question1Basedonthisequation,themarketercanincreasethevalueofthecustomerofferingby?(1)raisingbenefits,(2)reducingcosts,8/1/20248/1/20242323Question2Cancustomersjudgeproductvalueobjectively?Oftennot.Theyactonperceivedvalue.Customersatisfactionistheextenttowhichaproductsperformancematchesabuyersexpectations.RefertoP58/1/20248/1/20242424ValuefromtheCustomersPerspectiveZeithaml(1988)statesfourexpressionsofvalue:1.ValueiswhatIgetforwhatIgive(P5-)-netvalue2.Valueislowprice-discounts,specialdeals,seasonalpricingandintroductorypricing3.ValueisthequalityIgetforthepriceIpay-prestigepricing4.ValueiswhateverIwantinaproduct-offeringmoreorlessfordifferentmarketsegmentsSource:Zeithaml,V.A.(1988),Consumerperceptionsofprice,quality,andvalue:ameans-endmodelandsynthesisofevidence,JournalofMarketing,Vol.52No.July,pp.2-22.8/1/20248/1/20242525Relationships and NetworksRelationship marketingaimstobuildlong-termmutuallysatisfyingrelationswithkeypartiescustomers,suppliers,distributorsinordertoearnandretaintheirlong-termpreferenceandbusiness.Relationshipmarketingbuildsstrongeconomic,technical,andsocial ties amongtheparties.Itcutsdownontransactioncostsandtime.8/1/20248/1/20242626Relationships and NetworksTheultimateoutcomeofrelationshipmarketingisthebuildingofauniquecompanyassetcalledamarketing network.Amarketingnetworkconsistsofthecompanyanditssupportingstakeholders(customers,employees,suppliers,distributors,universityscientists,andothers)withwhomithasbuiltmutually profitablebusinessrelationships.8/1/20248/1/20242727MarketingChannelsToreachatargetmarket,themarketerusestwomainkindsofmarketingchannels.Communication channelsdelivermessagestoandreceivemessagesfromtargetbuyers.Theyinclude.Themarketerusesdistribution channelstodisplayordeliverthephysicalproductorservice(s)tothebuyeroruser,whichincludewarehouses,transportationvehicles,andvarioustradechannelssuchasdistributors,wholesalers,andretailers.8/1/20248/1/20242828Marketing mixMarketing mixisthesetofmarketingtoolsthatthefirmusestopursueitsmarketingobjectivesinthetargetmarket.McCarthyclassifiedthesetoolsintofourbroadgroupsthathecalledthefourPsofmarketing.8/1/20248/1/202429298/1/20248/1/20243030However,RobertLauterborn(罗伯特劳特明)suggestedthatthesellersfourPscorrespondtothecustomersfourCs.（NewMarketingLitany:4PsPasse;C-WordsTakeOver，1990）8/1/20248/1/20243131Exercisesfor2P15-Multiplechoices#1、6、88/1/20248/1/202432323COMPANYORIENTATIONSTOWARDTHEMARKETPLACEInfact,therearefivecompetingconceptsunderwhichorganizationsconductmarketingactivities:-Productionconcept（cost）-Productconcept(quality)-Sellingconcept(promotion)-Marketingconcept(consumer)-Societalmarketingconcept8/1/20248/1/20243333Exercisesfor3P15-Multiplechoices#2、3、4、5、98/1/20248/1/202434343Cs8/1/20248/1/20243535Theclienthasonemajorcompetitorinbeverage,butnomajorcompetitorintheirfoodsportfolio.Thebeverageportfolioconsistsofsodas,waters,juices,teas,healthdrinks,andnewspecialtybottleddrinksnoalcoholicbeverages.Thefoodportfolioconsistsprimarilyofsnackfoodsforthroughouttheday(ie,breakfast,lunch,andlater).Theclientsmaincompetitorisamajorbeveragecompanybuttheydonthaveanysortoffoodportfolio.-Theclientsshareis17%acrossthefoodservicemarket.Butwithinthismarket,themarketsharefortheclientvariesinthedifferentsegmentsandsubsegments.Therearethreeprimarysegmentsinthefoodservicemarket:cafeteria/workplacefoodservice,restaurants(whichiscomprisedoffastfood,slowfastfood/alternativefastfood,andother),entertainment/themeparkvenues,and4)misc.Amongstthesesegments,restaurantsisdefinitelythelargest70%ofthemarket.-Withinrestaurants,thereareafewsubsegments:1)fastfood(Wendys,BK,McDonalds),2)slowfastfood/alternativefastfood(Chipotle,AuBonPain,Cosi,CaliforniaPizzaKitchenExpress,WolfgangPucks).Thefastfoodsegmentisdominatedbyourmajorcompetitor,whohasa70%marketshareinthesegment.Slowfastfood/alternativefastfoodisasmallersegment,butitisgrowingat30%ayear,asapartofatrendofeatinghealthier.8/1/20248/1/20243636Chapter1Introduction(Con.)8/1/20248/1/202437374Marketinginthe21CenturyIn21stcentury,thethreedevelopmentsspellendlessopportunitiestothecompanies.Globalizationtechnological advancesderegulation8/1/20248/1/20243838GlobalismTrendsGlobaleconomy-tradingblocsGlobalcommunicationsandmediaInformation,services,cultures,brandsGlobalindustriesExamplesinclude:finance,media,computers,telecommunications,autos,processedfoodsStandardising products and marketing programsRationalising R&D and production activities Management networksSupportingindustries8/1/20248/1/20243939technological advances尤其是信息技术（IT）的迅猛发展，催生了新型的业态E-Business,E-Services。网上银行、网上零售商店、网上书店、网上订票系统等的出现，不仅代表着一种新的服务传递方式，更是以全球的观点来重新定义竞争市场。8/1/20248/1/20244040Company Responses and Adjustments20世纪世纪90年代三大管理方法：年代三大管理方法： Reengineering:Fromfocusingonfunctionaldepartmentstoreorganizingbykeyprocesses,eachmanagedbymultidisciplineteams.Alliances:Fromtryingtowinalonetoformingnetworksofpartnerfirms.Benchmarking(标杆管理标杆管理): Fromrelyingonself-improvementtostudyingworld-classperformersandadoptingbestpractices.起源于起源于20世纪世纪70年代末年代末80年代初，在美国学习日本年代初，在美国学习日本的运动中，施乐公司（的运动中，施乐公司（V.S佳能）首开先河。佳能）首开先河。8/1/20248/1/20244141Company Responses and Adjustments E-commerce:MakingvirtuallyallproductsavailableontheInternet.B2BpurchasingisgrowingfastontheInternet,andpersonalsellingcanincreasinglybeconductedelectronically.Outsourcing:Frommakingeverythinginsidethecompanytobuyingmoreproductsfromoutsideiftheycanbeobtainedcheaperandbetter.Virtualcompaniesoutsourceeverything,sotheyownveryfewassetsand,therefore,earnextraordinaryratesofreturn.Decentralized: Frombeingmanagedfromthetoptoencouragingmoreinitiativeand“entrepreneurship”atthelocallevel.(empowerment)Individualization:Fromsellingthesameofferinthesamewaytoeveryoneinthetargetmarkettoindividualizingandcustomizingmessagesandofferings.8/1/20248/1/202442425WhatIsInternationalMarketingDefinition(comparedwith)International Marketing has been defined as the matching of company resources to foreign customer needs in the context of achieving company goals. 国际营销学是市场营销学的延伸与发展，是一门研国际营销学是市场营销学的延伸与发展，是一门研究企业如何满足国外消费者和客户需要的科学。究企业如何满足国外消费者和客户需要的科学。ThelevelsP7-ReasonsforInternationalMarketingInternationalmarketingchallengeInternationalmarketingProcess8/1/20248/1/20244343DifferencesBetweenInternationalMarketingandDomesticMarketingTheonlydifferenceinthedefinitionsofdomesticandinternationalmarketingis.in more than one nation (environment)uScope of activities uNature of activitiesuMore challenges ；More variables；More complex 不可控制的，必须通过自我调整，适应这些因素。不可控制的，必须通过自我调整，适应这些因素。Formoredetails,plsrefertoP8-98/1/20248/1/202444447TheInternationalMarketingTaskPolitical/legalforcesEconomicforces12EnvironmentaluncontrollablescountrymarketAEnvironmentaluncontrollablescountrymarketBEnvironmentaluncontrollablescountrymarketCCompetitivestructureCompetitiveForcesLevelofTechnologyPriceProductPromotionChannelsofdistributionGeographyandInfrastructureForeignenvironment(uncontrollable)StructureofdistributionEconomicclimateCulturalforces34567Political/legalforcesDomesticenvironment(uncontrollable)(controllable)8/1/20248/1/20244545Figure : Internationalisation driversDriversofthedecisiontointernationaliseReduction in trade barriers, regional trade groupings, privatisation of government business8/1/20248/1/20244646WHYGOGLOBALuGrowthnAccesstonewmarkets（绕开壁垒，巨大市场）nAccesstoresources(land,labour,capital)ntoobtain-IncreasedMarketSizeIncreasedMarketSize-ReturnonInvestmentReturnonInvestment-EconomicofScaleandLearning-EconomicofScaleandLearning-LocationAdvantages-LocationAdvantagesuSurvivalnAgainstcompetitorswithlowercosts(duetoincreasedaccesstoresources)8/1/20248/1/20244747WhyGoGlobal?ForUS-basedcompanies,75%ofsalespotentialisoutsidetheUS.About90%ofCoca-ColasoperatingincomeisgeneratedoutsidetheUS.ForJapanesecompanies,85%ofpotentialisoutsideJapan.ForGermanandEUcompanies,94%ofpotentialisoutsideGermany.8/1/20248/1/20244848theMainBarrierstoInternationalMarketingSelf-ReferenceCriterion自我参照标准自我参照标准P74- - an unconscious reference to ones own cultural values, experiences and knowledge as basis for decisions. - understanding the world using our own experience and context.当当20世纪世纪70年代的石油危机是否导致西方国家对自行车年代的石油危机是否导致西方国家对自行车需求的增加？需求的增加？8/1/20248/1/20244949SRCaffectsourabilitytoobserveandinterpretleadstomisunderstanding,failednegotiations,failedproductsandprojectsmisunderstandingbodylanguagemisinterpretingwhatwesee(anddontsee)要要“自以为非自以为非”，不要，不要“自以为是自以为是”8/1/20248/1/20245050CASESTUDY美国出口商与德国进口商签订了一笔合约美国出口商与德国进口商签订了一笔合约, ,付运一批付运一批30 00030 000磅美国新鲜磅美国新鲜冻猪肝冻猪肝, ,通常可售品质水平通常可售品质水平, ,上等品牌上等品牌.货物是按照美国市场的苛刻标准货物是按照美国市场的苛刻标准准备的准备的, ,出口商以为这笔交易可以一帆风顺地完成了出口商以为这笔交易可以一帆风顺地完成了. .可当猪肝运到德国可当猪肝运到德国时时, ,买方却提出了这样的异议买方却提出了这样的异议:我们订购的是通常可售水平的猪肝我们订购的是通常可售水平的猪肝可你们运来的有可你们运来的有40%40%却是母猪的肝却是母猪的肝. 谁在乎这些肝是母猪身上的还是公猪身上的谁在乎这些肝是母猪身上的还是公猪身上的 出口商问道出口商问道. .“我们在乎我们在乎, ,”德国人说德国人说, ,“在德国我们可不能把海绵状的母猪肝充着结在德国我们可不能把海绵状的母猪肝充着结实的公猪肝来卖实的公猪肝来卖. .这批货卖不出我们预期的价钱。要避免全部损失这批货卖不出我们预期的价钱。要避免全部损失, ,惟一惟一的处理方法就是降价。你们必须给我们的处理方法就是降价。你们必须给我们10001000美元的价格折扣美元的价格折扣.美国商人拒绝降价，他如此执著美国商人拒绝降价，他如此执著, ,部分原因或许是因为他觉得这等于是部分原因或许是因为他觉得这等于是侮辱美国消费者的口味。美国人想侮辱美国消费者的口味。美国人想: :“只要是猪肝只要是猪肝, ,母猪肝也好公猪肝也母猪肝也好公猪肝也好好, ,倘若美国人觉得美味可口的倘若美国人觉得美味可口的, ,那么对谁来说都是一样的那么对谁来说都是一样的”. .看来卖方看来卖方和买方在饮食习惯问题上永远不可能取得一致。和买方在饮食习惯问题上永远不可能取得一致。讨论在这个案例中自我参照标准可能起了什么样的影响。讨论在这个案例中自我参照标准可能起了什么样的影响。8/1/20248/1/20245151InternationalMarketingProcessRefertoP10-whywhetherwherehow8/1/20248/1/20245252BeingGloballyAwareuforobjectivityFknowoneself,onesownculturalbiasesFCulturalawarenessistheabilitytounderstandculturesyourownandtheothersbymeansofobjective,nonjudgmentalcomparison.utoleranceofculturaldifferencesFbewaretrapoffallinginlovewithanothercultureuknowledgeof:FculturesFhistoryFworldmarketpotentialFglobaltrends:economic,socialandpolitical8/1/20248/1/20245353ReferencesCateora.P.RandJ.L.Graham,Internationalmarketing,IrwinMegraw-Hill2004TaylorWMeloanandJohnLGraham，internationalandglobalmarketing.机械工业出版社机械工业出版社2005MarketingManagement.MilleniumEdition，CustomEditionforUniversityofPhoenix，2002国际市场营销学国际市场营销学(英文版第英文版第2版版)米洛安（米洛安（Meloan,T.W.）等著等著.机械工业出版社机械工业出版社.2006.1国际营销专业英语国际营销专业英语江春江春等对外经济贸易大学出版社等对外经济贸易大学出版社.2006.108/1/20248/1/20245454Mini-casestudyOurclientisanItalianpapermanufacturer.Theymakehigh-endglossyandmattepaperthatsusedincorporatebrochures,magazineadsforGucciandPrada,etc.Itsacommodityproduct.Theyhaveonefactorythatproduces150,000tonsofpaperayear.90%ofthisissoldintotheItalianmarket,whichgivesitabouta20%marketshare.Theother10%issoldoutsideofItaly.Theywouldliketobuildanotherfactorytoproduceanother150,000tonsayear.Thiswouldcost$100million.Theywouldlikeustotellthemwhetherornotthisisagoodidea.8/1/20248/1/20245555RecommendedapproachHavingtheThreeCsinyourheadwillhelpyouasktherightquestions:Customers:Whoarethey?Isthereenoughmarketdemandforadditionalcapacity?Competitors:Whoarethey?Wherearethey?Whatmarketsharedotheyhave?Howaretheirpricesrelativetoours?Canwecaptureanyoftheirshare?Company:Howmuchwillthisadditionalexpansioncostthecompany,andwhatwillthebenefitsbe?Doesthisfitwiththecompanyscurrentplans?8/1/20248/1/20245656KeyfactsTheItalianmarketwillcontinuetogrowatabout10%.Germanyisveryhotandgrowingatabout15%.OtherEasternEuropeanmarketsaregrowingaswell.YourlargestItaliancompetitorhas40%share.Aninternationalcompetitorhas10%andtheother30%isfragmentedamongsmallplayers.Thereareabout12playersandonly2papermachinemanufacturersinEurope.Everyoneknowswhateveryoneelseisdoingandnobodyelseisinvestinginadditionalcapacityrightnow.8/1/20248/1/20245757Questions:Determinewhetheritmakessensetoaddcapacity.Youcanalsoprobewhetheranewfactoryistherightwaytogo,orwhetheritmightbemorefeasibleandprofitabletoaddcapacitytoanexistingplant,acquireanothercompany,etc.8/1/20248/1/202458588/1/20248/1/20245959Chapter2InternationalmarketingenvironmentCulture8/1/20248/1/20246060Keywords-Valuesandbeliefs-SocialInstitutions-BusinessEthics-MannersandCustoms-Religions-Language-context-SocialInstitutionsSocialnormsRegulationsethicsMaterialElementsAestheticsBusinessEthicsTabooEthnocentrism8/1/20248/1/20246161ContentDefinitionofcultureClassificationofcultureElements-Valuesandbeliefs-SocialInstitutions-BusinessEthics-MannersandCustoms-ReligionsManagementImplications8/1/20248/1/20246262CultureCulture is a system of learned, shared, unifying, and interrelated beliefs, values, and assumptions. (P64 in textbook)Ways of living, built up by a group of human beings, transmitted from one generation to anotherHowever, cross-national interactions are principally influenced by three distinct, yet highly inter-related constructs:national characterorganizational cultureindividual competence and personality factors.8/1/20248/1/20246363High-ContextculturesV.Slow-ContextculturesContext语言沟通无论怎样不精确，都是明确表达的，但很多的商语言沟通无论怎样不精确，都是明确表达的，但很多的商务沟通却要依赖于无法用语言表达的弦外之音务沟通却要依赖于无法用语言表达的弦外之音IntheEdwardT.HallsTheory,contextrelatesto:theframework,background,andsurroundingcircumstancesinwhichcommunicationoraneventtakesplace.ItincludesVocal&Physicallanguage,suchaseyecontact,gesture,facialexpression,space,etc.EdwardT.Hall把文化分为把文化分为（P64-65）high-contextculture高语境文化高语境文化low-contextculture低语境文化低语境文化8/1/20248/1/20246464HighandLowContextCulturesHighContextEmphasisonbackground,basicvaluesLessemphasisonlegalpaperworkFocusonpersonalreputationAsia(Japan)LatinAmericaMiddleEast(SaudiArabia)LowContextWordscarryallinformationRelianceonlegalpaperworkFocusonnon-personaldocumentationofcredibilitySwitzerland,US,Germany低语境文化中低语境文化中字词句的意思明确清晰字词句的意思明确清晰8/1/20248/1/20246565日语阿拉伯语拉丁语西班牙语意大利语英国英语法语美国英语斯堪地那维亚语德语瑞士语High-contextculturelow-contextculture8/1/20248/1/20246666ElementsofCultureLanguageverbalnon-verbalValuesandAttitudesMannersandCustomsSocialnorms(regulations),ethicsSocialInstitutions(organization)ReligionMaterialElementsAestheticsEducationSocio-economicsReference:语言是挡在中国企业走向世界上的一座山语言是挡在中国企业走向世界上的一座山，钱颖一，钱颖一 ，http:/www.cenet.org.cn/cn/ReadNews.asp?NewsID=260558/1/20248/1/20246767LanguageMessageCommunicationwiththemiddlemanandcustomers信息沟通问题信息沟通问题Interpretation语言之间的翻译问题语言之间的翻译问题ChevynovainEnglish,nova-anewstar;inSpanish-dosentgo.ItfailedinLatinAmerica.Cocacola:“口渴口蜡口渴口蜡”(初入中国市场时初入中国市场时)为了防止忌讳和各种可能的隐喻，最好使产品名称在为了防止忌讳和各种可能的隐喻，最好使产品名称在世界各地都能发音，而且没有具体的含义。比如：柯达世界各地都能发音，而且没有具体的含义。比如：柯达（Kodak）、埃克森（）、埃克森（Exxon）就是两个成功的商标。）就是两个成功的商标。8/1/20248/1/20246868法语的国际地位法语的国际地位Englishisthelanguageofinternationalbusiness;itspreciseandconciseandithasalargenumberofbusiness-relatedwords.P65-FrenchisevenmorepreciseandconcisethanEnglish.法语属于分析型语言，优雅、准确、法语属于分析型语言，优雅、准确、严谨，一向被推崇为外交和法律语言。严谨，一向被推崇为外交和法律语言。即使在英语占领主导地位的今天，在国际性大机即使在英语占领主导地位的今天，在国际性大机构中，法语仍是官方和工作语言。构中，法语仍是官方和工作语言。法国上下对捍卫法语的国际地位依然不遗余力，法国上下对捍卫法语的国际地位依然不遗余力，包括法国前总统希拉克在内，法国的官员在国际包括法国前总统希拉克在内，法国的官员在国际场合大多拒绝说英语，以此捍卫法语的国际地位。场合大多拒绝说英语，以此捍卫法语的国际地位。8/1/20248/1/20246969ValuesandbeliefsBeliefs:whataculturethinksistrue(holdstobetrueabouttheworld).Values:Whatisimportant.Weholdthesetruthstobeself-evident,thatallmenarecreatedequal,thattheyareendowedbytheirCreatorwithcertainunalienableRights,thatamongtheseareLife,Liberty,andthepursuitofhappiness(source:theDeclarationofIndependence)ThehighestvalueinUSA:individualfreedom,self-reliance,independence8/1/20248/1/20247070Cross-culturalValuesFreedomIndependenceSelf-relianceEqualityIndividualismCompetitionEfficiencyTimeDirectnessOpennessBelongingGroupharmonyCollectivenessAge/seniority资历GroupconsciousnessCooperationQualityPatienceIndirectnessGo-betweenAmericansJapaneseElashmawi&Harris19938/1/20248/1/20247171MannersandCustomsPotentialproblemareasformarketersarisefromaninsufficientunderstandingof:differentwaysofthinking（refertodifferentwaysofacceptingcomplimentsonP66-）.thenecessityofsavingface(refertogiftgivingonP66).thedecision-makingprocessandpersonalrelations(refertodoingdealsinSingaporeonP68).theallocationoftimefornegotiations.8/1/20248/1/20247272CustomandHabitudeWhenP&GfirstintroduceddisposablediapersinJapan,interestwaslimited.Mainreasonsare:Product fit产品适应性：ThediapersleakedbecausethedesignwastoolargeformostJapanesebabies.Culture clash文化冲突文化冲突:Atthattime,mostJapanesemotherswereexpectedtodedicatethemselvestocaringfortheirbabies.Manywomenwhocouldaffordtheconvenienceofdisposablediapersfeltguiltyusingthem.Counter-measurements:JapanesefirmsofP&Glaterusedadstoemphasizethatdisposableswerebestforthebaby.Thatappealrelievedthemothersguilt.Evenso,ittooktimeforbasicattitudestochange.8/1/20248/1/20247373ThedifferenceofworkingstyleTheworkingstyleofAmericanisquitedifferentfromthatofBritishandChinese.BritishmanagerismorekindthanAmerican,hebalancesamongtask,individualandteamwhileAmericanpeopleismoretask-oriented.Chineseguyisquiteflexible,hisstylevariesdependingontheboss.当日本人为个人关系而谈判时，美国人也许为合同本身谈判。中国人趋向于接受环境而不是改变它，努力适应环境并与之和谐相处，而西方人则试图控制他们的环境。这种深深扎根于各自文化的行为对商业行为和营销体系有着巨大的影响。8/1/20248/1/20247474SocialOrganizationsP71-Socialorganizationreferstothewaypeoplerelatetoeachother.P71-Kinshiprelationships亲戚属关系immediateandextendedfamilySocialstratification社会阶层（upper/middle/grass-root）ReferencegroupsPrimaryreferencegroupsfamily,coworkersSecondaryreferencegroupsprofessionalassociations,tradeorganizations8/1/20248/1/20247575DominateReligionsofTheWorldChristianity-2.0billionfollowersIslam-1.2billionfollowersHinduism-860millionfollowersBuddhism-360millionfollowersConfucianism-150millionfollowersAtheist-2.3%oftheworldpopulationbelievesnogod8/1/20248/1/20247676Depictions of Mohammed ControversyoverthepublicationofimagesdepictingMohammedintheDanish丹麦丹麦newspaperhaseruptedintoaninternationalfuror.WhileMuslimsworldwidearecallingforaboycottofDenmarkandanyothernationwhosepressreprintsthecartoons,EuropeansaretryingtostandupforWesternprinciplesoffreedomofspeech.8/1/20248/1/2024777720062006年年年年2 2月月月月1 1日，伊拉克人在巴格达街头举行示威，抗议欧洲报纸登默罕默德漫日，伊拉克人在巴格达街头举行示威，抗议欧洲报纸登默罕默德漫日，伊拉克人在巴格达街头举行示威，抗议欧洲报纸登默罕默德漫日，伊拉克人在巴格达街头举行示威，抗议欧洲报纸登默罕默德漫画。画。画。画。 8/1/20248/1/20247878（中新网（中新网2 2月月6 6日），为了抗议刊登亵渎穆斯日），为了抗议刊登亵渎穆斯林先知林先知穆罕默德漫画的举动，伊朗总统穆罕默德漫画的举动，伊朗总统下令撤销与部分欧洲国家的经济合同。下令撤销与部分欧洲国家的经济合同。 据中国日报网站消息，伊朗政府官员据中国日报网站消息，伊朗政府官员2 2月月7 7日日宣布，伊朗从即日起暂停和丹麦之间所有的宣布，伊朗从即日起暂停和丹麦之间所有的贸易及经济联系，并禁止丹麦产品进入伊朗。贸易及经济联系，并禁止丹麦产品进入伊朗。“丹麦的日用品将不会得到登记表，而从丹丹麦的日用品将不会得到登记表，而从丹麦来的货物将被禁止通过海关。麦来的货物将被禁止通过海关。”并打算提并打算提高向停靠在伊朗码头的丹麦船只所征收的费高向停靠在伊朗码头的丹麦船只所征收的费用用. . 目前，在一些中东国家依然在抵制丹麦商品，目前，在一些中东国家依然在抵制丹麦商品，导致一间丹麦奶制品公司的产品滞销。导致一间丹麦奶制品公司的产品滞销。8/1/20248/1/20247979BusinessEthicsBribery行贿&extortion勒索Anti-corruptionpracticeabroadlTheForeignCorruptPracticesAct(FCPA，反海外贿赂法)prohibitsU.S.companiesoremployeesofU.Scompaniesfrombribing(1)foreigngovernmentofficials;(2)officersofpoliticalpartiesinforeigncountrieslInadditiontoU.S.laws,the29membernationsoftheOECD(OrganizationforEconomicCooperationandDevelopment)establishedstringentrulesbanningbriberyinNov.1997.8/1/20248/1/20248080ASurveyonCorruptionCorruptionremainsamajorobstacletointernationalbusinessaccordingtoanewsurveycommissionedbyControlRisksandSimmons&Simmons.Despitenewlawscriminalisingforeignbribery（refertoFCPA）,honestcompaniesarestilllosingouttodishonestcompetitorsonalargescale.Hostcountriesloseoutbecausehighlevelsofcorruptiondiscouragereputablebusinessesfrominvesting.（SOURCE:Internationalbusinessattitudestocorruptionsurvey2006）8/1/20248/1/202481818/1/20248/1/20248282MakingCultureWorkEmbracelocalculture.Buildrelationships.Employlocalstogainculturalknowledge.Helpemployeesunderstandyou.Adaptproductsandprocessestolocalmarkets.Coordinatebyregion.8/1/20248/1/20248383ReferencesChaper14EthicalChallengesofInternationalManagement.Internationalmanagement,5e.PaulW.Beamish,AllenJ.Morrison.中国人民大学出版社.2005.P242-255InternationalMarketing,12e.Philip.R.Cateora,JohnL.Hill.中国人民大学出版社.20058/1/20248/1/202484848/1/20248/1/20248585Chapter2Environment-TheRoleofGovernments8/1/20248/1/20248686StateSovereignty,Dignity&SecurityBasicPrinciplestoGuideMarketActivitiesStateSovereigntyisprotectedininternationallaws国际法赋予国家这样的国际法赋予国家这样的主权主权，即它可以同意或禁止在其政，即它可以同意或禁止在其政治疆域内从事经营活动，也可以控制其国民经营的地域范治疆域内从事经营活动，也可以控制其国民经营的地域范围。围。TradeControlsareintroducedininternationalpractice.任何国家在处理国内贸易和国际贸易都会采用不同标准的任何国家在处理国内贸易和国际贸易都会采用不同标准的限制措施限制措施8/1/20248/1/20248787ExportControlU.S.exportcontrolsystemsExportAdministrationAct(CommerceDepartment)Munitions军需品ControlAct(StateDepartment)DeterminantsforexportcontrolsNationalsecurity(Military/Economy/TechnologySecurity)foreignpolicy(EmbargotoCubaandNorthKorean)shortsupplynuclearnonproliferation.防止核扩散防止核扩散Exportlicense8/1/20248/1/20248888USAsProtectionofNationalBrandBuyAmericanAct(governmentprocurement)规定美国联邦政府机构除特殊情况外，必须购买本国产品，工程和相关服务也必须由国内供应商提供。在GATT的东京回合(TokyoRound)谈判中，达成政府采购自由化的协议，规定除国防开支、通讯设备和部份能源设备外，各国政府采购应接受公开竞争性的国际投标。Section301“301条款”，美国可以对任何损害本国商业利益的国家进行贸易制裁，从而为本土品牌提供优厚的庇护。8/1/20248/1/202489891PoliticalEnvironmentFreeTradev.sTradeProtection自由贸易与自由贸易与保护贸易的博弈保护贸易的博弈TradeBarriersfromHostingCountry东道国东道国设置的贸易壁垒设置的贸易壁垒InterventionfromHomeCountry母国政府的干母国政府的干预预(Embargo;export/importcontrol)8/1/20248/1/20249090TradeInterventionTradeProtectioninAgriculturalIndustryandServiceIndustriesP48-49Foodsecurityhastoppriorityonthepoliticalagendaofmostcountries.EvasionofWTOregulation(non-tarrifsbarriersinthepracticeofenvironmentalprotection,Anti-DumpingandAnti-Subsidy)Embargo抵制和禁运抵制和禁运：美国对古巴、伊朗、伊拉克的美国对古巴、伊朗、伊拉克的禁运。公众抵制禁运。公众抵制+政府抵制政府抵制8/1/20248/1/20249191TradeBarriersTarrifsInspectionsImportlicensingEnvironmentalcontrolsTechnologytransfersCustomsdelaysAnti-dumpinglaws反倾销惩罚反倾销惩罚QuotasVoluntaryexportrestraints自愿出口限制自愿出口限制：常见于纺织品、常见于纺织品、服装、钢材、农产品、汽车等行业。服装、钢材、农产品、汽车等行业。货币壁垒：货币壁垒：货币封锁、差别汇率、外汇审批。货币封锁、差别汇率、外汇审批。Standard标准标准8/1/20248/1/20249292UnofficialInterventionP50-PublicrelationsNationalismReligionEthnicproblemsSocietyEducationEnvironmentScience8/1/20248/1/20249393Case:Excerptfrom“WhyToyotaisAfraidofBeingNo.1”?Withadeftcombinationofmarketing,publicrelations,andlobbying,Toyotahasdonearemarkablejoboverthepast20yearsofsellingitselfasanAmericancompany.完美的市场行销、公关和对美国政府上层的完美的市场行销、公关和对美国政府上层的游说，丰田在过去游说，丰田在过去20年正在不懈地做着一项不平常的工作年正在不懈地做着一项不平常的工作,把自己推把自己推销成为一家地道的美国公司。销成为一家地道的美国公司。HeresChryslercommunicationschiefJasonVines:ThethingIresentisToyotawrappingthemselvesintheAmericanflag,hesays.Westillemploymorepeopleandcontributemoretotheeconomy”.正如克莱斯正如克莱斯勒的发言人杰森勒的发言人杰森-维勒斯（维勒斯（JasonVines）说：）说：“丰田总是用美国的国丰田总是用美国的国旗来包装他们自已，这令我感到愤恨旗来包装他们自已，这令我感到愤恨”。他表示：。他表示：“是我们雇佣着更是我们雇佣着更多的美国工人，是我们在为美国经济做着更多的贡献。多的美国工人，是我们在为美国经济做着更多的贡献。”8/1/20248/1/20249494Weconstantlyneedtothinkaboutthepotentialbacklashagainstus,ToyotaCEOKatsuakiWatanabetellsBusinessWeekinanexclusiveinterview.ItsveryimportantforourcompanyandproductstoearncitizenshipintheU.S.Weneedtomakesureweareaccepted.“我们总会遇到一些潜在的阻力我们总会遇到一些潜在的阻力”，丰田的，丰田的CEO，渡边，渡边捷昭表示，捷昭表示，“我们不仅仅是在美国赚取利润，我们还要在美国赢得我们我们不仅仅是在美国赚取利润，我们还要在美国赢得我们的的公民身份公民身份，我们努力使美国接受丰田。，我们努力使美国接受丰田。”Sotopreventabacklash,thecompanyisampingupthecharmlaunchingliteracyprogramsinSanAntonio,vowingtosharetechnologywithFord,andpouringmoneyintolobbying,morethandoublingsince2002theamountitspendseachyear,to$5.1million.SaysJimSanFillippo,ananalystwithAutomotiveMarketingConsultantsInc.:Toyotaisthebestatgoingnative.8/1/20248/1/20249595PoliticalRiskTheriskoflosswheninvestinginagivencountrycausedbychangesinacountryspoliticalstructureorpolicies.由于东道国政权变更由于东道国政权变更或政策的变化给投资企业带来的可能损失。或政策的变化给投资企业带来的可能损失。TypesofpoliticalriskOwnershiprisk(propertyandlife)所有权风险所有权风险Operatingrisk(ongoingoperationsinterference)经营风险经营风险TransferRisk(inshiftingfundsbetweencountries)资金转移风险资金转移风险GoHomeForeigners8/1/20248/1/20249696ToreducepoliticalrisksthroughMarketingActivitiesTobuildjointventure建立合资企业建立合资企业使用当地资源使用当地资源LocalizationofOperationAlliance扩大投资基础扩大投资基础与银行一起参与在东道国的投资，如果政府以征用或其与银行一起参与在东道国的投资，如果政府以征用或其他形式的接管相威胁，参与投资融资的银行便有足够的他形式的接管相威胁，参与投资融资的银行便有足够的力量与东道国政府抗衡。力量与东道国政府抗衡。Technologytransfer转让资本、技术或技能转让资本、技术或技能Providejobs创造就业机会创造就业机会Paytaxestohostcountry向东道国纳税向东道国纳税Goodpublicrelations搞好公共关系搞好公共关系，公益活动8/1/20248/1/20249797Chapter3Globalstrategies8/1/20248/1/20249898Content1MarketingInformationSystem2MacroSegmentationInGlobalMarket3MicroSegmentationInGlobalMarket4MarketTargeting5MarketPositioning8/1/20248/1/20249999KeytermsMarketinginformationsystemAssessinginformationneedPrimarydataChambersofcommerceInternalrecordMarketingintelligenceMarketingresearchDistributinginformationStatisticalpackageExploratoryresearchInformationcollectingandanalyzingInterpretationandreporting8/1/20248/1/20241001001MarketingInformationSystemMarketingInformationSystemconsistsofpeople,equipment,andprocedurestogather,sort,analyze,evaluateanddistributeneeded,timely,andaccurateinformationtomarketingdecisionmakers.营销信息系统（MarketingInformationSystem-MIS）是指由人、设备和程序组成的一个持续的，彼此关联的结构。其任务是准确、及时地对有关的信息进行收集、分析、评估和分发，供营销决策者运用，以便使营销计划、执行和控制具有高度的科学性和准确性。8/1/20248/1/2024101101P85-8/1/20248/1/2024102102MISInternalrecordssystemP88-以内部会计系统为基础，它的主要作用是报告企业的订货、以内部会计系统为基础，它的主要作用是报告企业的订货、库存、销售、费用、现金流量以及应收应付款等方面的数库存、销售、费用、现金流量以及应收应付款等方面的数据资料。据资料。订单订单-收款处理子系统收款处理子系统销售报告子系统销售报告子系统Marketingintelligencesalesforces营销人员日常收集营销人员日常收集middleman鼓励分销商、零售商和其他营销中介把重要的情报鼓励分销商、零售商和其他营销中介把重要的情报及时反馈给公司；及时反馈给公司；Customer建立顾客咨询小组建立顾客咨询小组日立数据系统公司日立数据系统公司(HitachiDataSystems)每每9个月与个月与20位顾客咨询小位顾客咨询小组成员举行组成员举行3天的会议。天的会议。Marketingresearch对与某项具体的营销决策有关信息进行系统地收集、分析和报告的过程。对与某项具体的营销决策有关信息进行系统地收集、分析和报告的过程。ResearchapproachesinprimarydatacollectionP88-8/1/20248/1/2024103103KeywordsforSTPStrategiesConcentratedstrategyDifferentiatedstrategyProductspecializationMarketspecializationFullmarketcoverageMarketNicheMarketcoveragestrategyMacrosegmentationMicrosegmentationSelectingtargetmarketSegmentationvariablesDifferentiatedmarketingUndifferentiatedmarketing8/1/20248/1/2024104104MarketSegmentationStepsinSTP(refertoP100-figure)DefinitionofmarketsegmentationP101-Dividingamarketintodistinctgroupsofbuyerswithdifferentneeds,characteristics,orbehaviorwhomightrequireseparateproductormarketingmixes-Amarketsegmentconsistsofalargeidentifiablegroupwithinamarketwithsimilarwants,purchasingpower,geographicallocation,buyingattitudes,orbuyinghabits.BenefitsofmarketsegmentationP101-TrendsinmarketsegmentationP101-8/1/20248/1/20241051052MacroSegmentation在国际营销中，市场细分分为两个层次：在国际营销中，市场细分分为两个层次：macrosegmentation-DividethewholeworldmarketintoseveralregionssuchasAsia,Europe,NorthAmerican.microsegmentation-Alsocalledin-countrysegmentation.eg:8/1/20248/1/20241061062MacroSegmentationGeographicSegmentation(integration)-Region:West/EastEurope,North/SouthAmerica,etc.-Countrysize；Citysize；PopulationDensity；ClimateEconomicSegmentationCulturalSegmentationLanguage,religion,values,social,etc.8/1/20248/1/2024107107Economic Segmentation1.主要细分变量：主要细分变量：以人均以人均GNP（GNPperCapital）作为衡量指标。）作为衡量指标。2.世界银行的划分标准：世界银行的划分标准：Lower-IncomeCountries$93863.CASE：联合丽华（联合丽华（Unilever）用人均）用人均GNP高低把世界洗涤用品市场分为四类：高低把世界洗涤用品市场分为四类：第一类最低，销售肥皂。第一类最低，销售肥皂。第二类国家居中，销售洗衣粉；第二类国家居中，销售洗衣粉；第三类国家居中，销售洗衣机用洗衣粉；第三类国家居中，销售洗衣机用洗衣粉；第四类国家最高，生产纤维软化剂（第四类国家最高，生产纤维软化剂（fabricconditioner）。）。8/1/20248/1/2024108108用组合法细分国际市场1980年年ElinsG.Rizkallah提出。具体方法：提出。具体方法：从三个方面分析世界各国，从三个方面分析世界各国，从而把各国分为从而把各国分为18种类型。种类型。（1 1）国家潜量国家潜量（country potentialcountry potential）指企业的产品在一国市场上的销售潜量。衡量标准包括：人口、经济增指企业的产品在一国市场上的销售潜量。衡量标准包括：人口、经济增长率、实际长率、实际GDP、人均国民收入、人口分布、工业生产和消费模式。、人均国民收入、人口分布、工业生产和消费模式。（2 2）企业在目标市场上的竞争力（）企业在目标市场上的竞争力（competitive strengthcompetitive strength）内部因素包括：该企业在该国市场上所占份额（内部因素包括：该企业在该国市场上所占份额（marketshare）、企业）、企业资源、便利条件，以及该企业适应该国特点的能力和优势。资源、便利条件，以及该企业适应该国特点的能力和优势。外部因素包括：该行业中竞争对手的竞争力、来自替代产品行业外部因素包括：该行业中竞争对手的竞争力、来自替代产品行业（industriesofsubstituteproducts）的竞争，以及国内外的行业结）的竞争，以及国内外的行业结构。构。（3 3）风险（）风险（riskrisk）指该企业在该国面临的政治风险、财务风险和业务风险（如消费者偏好指该企业在该国面临的政治风险、财务风险和业务风险（如消费者偏好的转移）、以及各种影响利润、资金流动和其它经营结果的因素。的转移）、以及各种影响利润、资金流动和其它经营结果的因素。8/1/20248/1/2024109109影响因素权数细分市场评分细分市场加权得分美国西欧日本美国西欧日本市场现实需求量0.24050308106市场潜在需求量0.3608040182412人均国民收入0.1908090989竞争状况0.3609080182724产品生产周期状况0.1907080978合计1627659。8/1/20248/1/20241101103MicroSegmentationnConsumerMarketSegmentation(refertoP102-)nBusinessMarketSegmentation8/1/20248/1/20241111114SegmentingconsumermarketsConsumersegmentationBehaviouralBenefitssoughtPurchaseoccasionStatusUsageattitudeLifestylePersonalityDemographicSocio-economicGeographicPsychographicProfileSocialclass8/1/20248/1/2024112112消费者市场细分标准消费者市场细分标准地理因素地理因素地区地区城市规模城市规模密度密度气候气候人文因素年龄性别家庭规模家庭类型家庭生命周期家庭收入职业教育宗教种族国籍心理因素社会阶层生活方式个性行为变量时机holidays追求的利益使用者的地位使用率忠诚度准备阶段对产品的态度8/1/20248/1/2024113113DemographicsegmentationbasesAge12-1718-34AndsoonMaritalStatusSingleMarriedEducationSecondaryBachelors,etc.OccupationProfessionalWhite-collarBlue-collarIncome$20,001-$30,000$30,001-$40,000Andsoon8/1/20248/1/2024114114Example:TheForumsegmentingbylifecyclestageHealth and wellness center http:/www.theforum.org.au8/1/20248/1/2024115115PsychographicsegmentationPsychographicresearchisalsoreferredtoaslifestyleanalysis生活方式市场细分法OftenconsidersconsumersAIOsP103-：消费者积极参加的活动（Activities），如工作、嗜好、社交、度假、娱乐及购物；与消费者利益相关的事物（Interests）；消费者对自身以及周围世界的观点和看法（Opinions)ActivitiesWorkInternetSportInterestsHomeFashionFoodOpinionsPoliticsSocialeventsThefuture8/1/20248/1/20241161168/1/20248/1/20241171178/1/20248/1/2024118118SUMMARY：BasesforSegmentingConsumerMarketsGeographicNations,states,regions,counties,cities,neighborhoodsDemographicAge,gender,familysize,lifecycle,race,occupation,income8/1/20248/1/2024119119BasesforSegmentingConsumerMarketsPsychographicLifestyleorpersonalityBehavioralOccasions,benefits,uses,attitudes,loyalty,buyer-readinessMulti-AttributeSmallerandbetterdefinedtargetgroups8/1/20248/1/20241201204MarketTargetingDefinitionP106-Theprocessofevaluatingeachmarketsegmentsattractivenessandselectingoneormoresegmentstoenter.分为两层含义：分为两层含义：（一）在众多的国家中选择某个或某些作为目标市场。（一）在众多的国家中选择某个或某些作为目标市场。沃尔玛自沃尔玛自19911991年开始从美国向海外拓展；首先选择了墨西哥年开始从美国向海外拓展；首先选择了墨西哥（19911991年）、巴西（年）、巴西（19941994年）、加拿大（年）、加拿大（19941994年）与阿根廷年）与阿根廷（19951995年）作为海外发展的突破口。年）作为海外发展的突破口。（二）在一国众多的子市场中选择某个或某些作为目（二）在一国众多的子市场中选择某个或某些作为目标市场。标市场。8/1/20248/1/2024121121CriteriaforTargeting:9WsWhobuysourproduct?Whodoesnotbuyit?Whatneedorfunctiondoesitserve?Whatarecustomersbuyingtosatisfytheneedforwhichourproductistargeted?Whatpricearetheypaying?Whenistheproductpurchased?Whereisitpurchased?Whyisitpurchased?8/1/20248/1/2024122122CriteriaforAssessingGlobalOpportunityCurrentSizeoftheSegmentAnticipatedGrowthPotentialCompetitionCompatibilitywithcompanysoverallobjectivesFeasibilityofsuccessfullyreachingdesignatedtarget8/1/20248/1/2024123123MarketTargetingProcedureProcedureP106-AnalyzingconsumerdemandP106-EvaluatingMarketSegments-SelectingTargetMarkets-DecidingMarket-coverageStrategy8/1/20248/1/2024124124Step1EvaluatingMarketSegmentsSegmentsizeandgrowthP107Population,incomeSegmentstructuralattractivenessP107波特波特认为有认为有5种力量决定整个市场或其中任何一个细分市场的长期的内在种力量决定整个市场或其中任何一个细分市场的长期的内在吸引力。吸引力。PLC;Competition;Accessibility,customer家乐福家乐福-中国中国V.S日本日本CompanyobjectivesandresourcesP1078/1/20248/1/2024125125FiveForcesDeterminingSegmentStructuralFiveForcesDeterminingSegmentStructuralAttractivenessAttractivenessPotentialEntrants(ThreatofMobility)Buyers(Buyerpower)Substitutes(Threatsofsubstitutes)Suppliers(Supplierpower)IndustryCompetitors(Segmentrivalry)8/1/20248/1/2024126126行业吸引力行业吸引力:这项业务有多好这项业务有多好?是否有需求是否有需求?这项业务是否有利可图这项业务是否有利可图?该业务是否有风险该业务是否有风险?规模规模增长增长质量质量分层分层竞争的强度竞争的强度价格战价格战利润压力利润压力可变性可变性不连续性不连续性业务驱动力业务驱动力?8/1/20248/1/2024127127MarketingObjectiveMarketShareObjectiveScopeofOperations8/1/20248/1/2024128128Step2Selectingtargetmarket8/1/20248/1/2024129129Step3DecidingMarket-coverageStrategyTargetoneormoresegments?Withthesameordifferentmarketingmix?8/1/20248/1/2024130130StrategiestotargetthemarketsegmentsUndifferentiatedMarketingP107-(大量行銷massmarketing)one-size-to-fit-allAmarket-coveragestrategyinwhichafirmdecidetoignoremarketsegmentdifferencesandgoafterthewholemarketwithoneoffer.PostOfficeProductPricePromotionDistributionEverybodyORGANISATIONMARKETINGMIXTARGETMARKET8/1/20248/1/2024131131StrategiestotargetthemarketsegmentsP107-Concentratedmarketingn(利基行銷利基行銷nichemarketing)1segmentonlyGoodforsmallfirmsGoodforfirmsnewtotheindustry8/1/20248/1/2024132132RydgesHotelstargetingthecorporate(govt),holidayandfrequenttraveller8/1/20248/1/2024133133UtilitarianCustomerTrendy-CasualPriceshopperMainstreamTradition-alistLEVIsMarketingMix1MarketingMix2MarketingMix3MarketingMix4MarketingMix512Differentiatedmarketing2ormoresegments,withadifferentmarketingmixForstronger,moreestablished,firms8/1/20248/1/2024134134175MarketPositioning1. Marketsegmentation2. Targetmarket3. DifferentiatedadvantagePositioningWhereandhowwecompeteKeytasksinpositioning8/1/20248/1/20241351355MarketPositioningDefinitionP108-Positioningisthedevelopmentofaserviceandamarketingmixtooccupyaspecificplaceinthemindsofcustomerswithintargetmarkets.JaguarspositioningPositioning=Targeting+Differentiation+CommunicationWhenpositioning,wemustconsider-customersdemand；-productcharactersofyourcompetitors8/1/20248/1/2024136136PositioningacrossmarketsP109-Firmsoftenhavetomakeatradeoffbetweenadapting their products totheuniquedemandsofacountrymarketorgaining benefitsof standardization（costsavingsandthemaintenanceofaconsistentglobalbrandimage）.是定制化还是标准化？Successfulfirmsusuallymaintainacleardifferentialadvantageanddonotmakeviolentchangestotheirmarketposition.与企业定位一致的差别化8/1/20248/1/2024137137Whatdoescompetitiveadvantagemean?lowerpricesormorevalueaddedbenefitsthancompetitorsBenefits:goods,services,personnel,image,speedBeinggoodatthenecessaryfunctions,suchasPositionTargetgroupFocusCompetenciesExamplesLowpricePricesensitivecustomersInternalefficiencyCostcontrolsystemsJetstar,TigerAirwaysSuperiorqualityPremiumdemandingcustomersQualityandimagemanagementQM,gapanalysis,brand&reputationmgtLuxuryHotels,InvestmentBanksSuperiorserviceServicesensitivecustomersRelationshipbuildingSkilledstaff,feedbacksystems,efficientqueuesStarbucks,GloriaJeansDifferentiatedbenefitsSegmentsseekingspecificattributesVeryspecifictargetingMarketsensing,creativityIBMGlobalServicesHotelChains,MgtConsulting8/1/20248/1/2024138138Self-studyConceptualmapsP1098/1/20248/1/2024139139Anexampleofpositioningmap:PositioningofHotelsHighCostSundownerHighQualityParkHyattHiltonFormula1IBISCountryComfortLowQualityLowCostPeppersNovotelSheratonWestinMecureGrandMecureBestWesternAirportInnTravelodgeCrownePlazaRitzCarltonMeridianVibeBudgetValueBoutiquePremiumLuxuryLuxuryQuality8/1/20248/1/2024140140CASE1ChineseCarsCASEQUESTIONOurclientisalargeChineseconglomeratewithalotofcashonitshands.Theydecidedtoinvestthismoneyinaplantthat,bytheendofthisyear,willhaveafullproductioncapacityof8millionaluminumwheelsannually.Managementassumesthatitwillbeabletosell20%ofitsproductioninthedomesticChinesemarket.ThecompanyhiredRolandBergertodetermineifitcanselltheremaining80%ofitsproductiontotheUSmarket,whichisthelargestvehiclemarketintheworld.Whatdoyouthink?8/1/20248/1/2024141141Data17millionvehiclesproducedintheUSeachyear.70%equippedwithaluminumwheels.10%ofusedcarownerswhosecarsarelessthan5yearsoldbuyaluminumwheels85millioncarsinthe“aftermarket,”24millionofwhicharelessthan5yearsoldMostcompanieswillselectonesupplierwhowillsupplythealuminumwheelsfortheentirelife-timeofacarmodel.Suppliersareusuallyselected24monthsbeforeanewmodelgoesintoproductionandhavestringentqualitycontrols.8/1/20248/1/2024142142CASE1ChineseCars(Con.)RecommendedapproachThiscaseisessentiallyaskingyoutodotwothings:1)DeterminethesizeoftheUScarmarketsothatyoucanunderstandtherelativeimpactoftheChinesecompanysgoals.2)AssessthefeasibilityofenteringtheUSmarketandprovidesuggestionsonhowthiscompanymightgoaboutdoingso.8/1/20248/1/2024143143CASE1ChineseCars(Con.)Market Sizing:DeterminehowmanywheelsyourclientcouldsupplytotheUSmarketThenaskaboutthesizeoftheUSnewcarmarketandthesecondarymarkettodeterminewhatsharethecompanywouldneedtocapturetosell80%ofitsproductionintheUS.Feasibility and Possible Actions:HowdoOEMsgetthewheelsforthecarstheyproduce?HowwouldaChinesecompanydistributeitswheelstotheUSmarket?Directlyorthroughintermediaries?Howentrenchedaresupplierrelationships?DoOEMsbuybasedonpriceonly,ordotherelationshipsmattertoo?WhatregulationsareinvolvedinsupplyinganOEM?8/1/20248/1/2024144144Capability:For2millioncars80%ofthatis1.6millioncarsPotentialmarketsize(14.3)17million*70%(newcarmarket)24million*10%(aftermarket)8/1/20248/1/2024145145Weprobablywouldhavetoaddanother12monthstoevengetonacompanyspreferredsupplierlist,whichincreasestheleadtimetoabout3yearsbeforewecanhopetosupplyaluminumwheelstoamajorUScarmanufacturer.AssumingthatyourclientcanproducequiteabitcheaperinChinathanmostcompetitorscanintheUS,itmightmakesensetosub-contractsomeofthisproductioncapacitytosuppliersofthemajorUScarmanufacturers.8/1/20248/1/2024146146ExercisesP111-113No.1-108/1/20248/1/20241471478/1/20248/1/2024148148CHAPTER4StrategiesforEnteringInternationalMarkets8/1/20248/1/2024149149KeywordsInternalization内部化Externalization外部化Assetspecificity资产专业性Transactionfrequency交易频率Riskaverse风险厌恶ProductdifferentiationadvantageIntermediatemodeHierachicalmodeLicensingFranchisingStrategicallianceMergerandAcquisition(M&A)8/1/20248/1/2024150150ABriefIntroductiontoDunningsTheoryItisafurtherdevelopmentofthetheoryofinternalization企业进入国际市场的方式选择或者发生FDI的前提OLIParadigm（范式）国际生产折衷理论OwnershipAdvantageLocationInternalization8/1/20248/1/2024151151OwnershipadvantagesAlsocalledFirmSpecificAdvantages所有权特定优势Basedonintangibleassets由于独占无形资产所产生的优势Oreconomyofscale由企业规模经济所产生的优势P118firmsize/returnstoscaleinternationalexperienceproductcomplexityproductdifferentiationadvantage(trademark,)productiontechnique8/1/20248/1/2024152152Locationadvantages区位特定优势AlsocalledCountrySpecificAdvantagesAttractivenessofhostcountrymarket东道国拥有的优势东道国拥有的优势E-Economicadvantages：quantitiesandqualitiesofthefactorsofproduction,transportandtelecommunicationscosts,scopeandsizeofthemarket,andetc.如东道国不可移动的要素禀赋所产生的优势，如自然资源丰富、地理位置方便等；P-PoliticalAdvantages：thecommonandspecificgovernmentpoliciesthatinfluenceinwardFDIflows,intrafirmtradeandinternationalproduction.东道国的政治经济制度，政策法规灵活等形成的有利条件和良好的基础设施等(lowwages,specialtaxesortariffs)。S-Social,culturaladvantages：psychicdistancebetweenthehomeandhostcountry,languageanculturaldiversities,generalattitudetowardsforeignersandtheoverallpositiontowardsfreeenterprise.8/1/20248/1/2024153153InternalizationadvantagesInternalizationadvantages内部化特定优势内部化优势是指跨国公司尽量在内部组织生产交易以节约或消除交易成本的能力。内部化的根源在于外部市场失效（marketfailurecausedbytransitioncost交易成本高）由于交易渠道不畅或信息不畅而导致的市场失效(交易性市场失效)东道国贸易壁垒所引起的市场失效(结构性市场失效)8/1/20248/1/2024154154WhentoInternalize?Transactioncostsaredeterminedbythesefactors:Transactionfrequency交易频率Uncertainty不确定性(包括行为和环境的)Assetspecificity资产专用程度Tacitnatureofknow-how隐性专业技能；隐含知识如果这些是高值的，应采用内部管理(IncreasingInternalization)8/1/20248/1/2024155155InternalizationV.SExternalizationDunning把跨国企业利用所有权优势在国外直接投资的方式称之为Internalization。跨国企业出售或非股权转让的方式称之为Externalization。8/1/20248/1/2024156156邓宁折衷理论的结论邓宁折衷理论的结论国际市场国际市场进入模式进入模式所有权优所有权优势势O内部化优内部化优势势I区位优势区位优势L出口贸易出口贸易YYN契约模式契约模式YNY直接投资直接投资YYY说明企业拥有的说明企业拥有的所有权优势难以所有权优势难以在内部利用，只在内部利用，只能将其转让给外能将其转让给外国企业国企业意味着缺乏有利意味着缺乏有利的海外投资场所，的海外投资场所，只能将优势在国只能将优势在国内加以利用内加以利用8/1/20248/1/2024157157EntryModeOptionsExporting（indirectexportingV.SdirectexportingP118-119）ContractualAgreementsForeignDirectInvestmentsEntryModeSelectionTradeoffsContractualEntryModesP120-121Licensing许可经营Franchising特许经营e.g.StarbucksinternationalexpansionManagementContracts管理合同Strategicalliances战略联盟Turnkeycontracts总包（交钥匙）合同总包（交钥匙）合同LicensingDefinitionP120-是指企业向国外企业出售工艺、商标、专利使用权。LicensingcontractP120-121许可贸易表明企业参与了比出口更深一层的国际营销活动，因为企业的产品已被在国外市场上生产出来。8/1/20248/1/2024160160Whychooselicensing？Thefirmdonothavetomakecashpaymentstostartbusiness,andcansimplyreceiveincomeintheformofroyalty.最少量的资本投入即可在国外市场经营，风险低。Theycanbenefitfromlocaladvantagesofforeignoperation.合作企业的本土化优势8/1/20248/1/2024161161FranchisingDefinitionP121-Itcanberegardedasaspecialformoflicensing.可视为一种专业化的许可协议。可视为一种专业化的许可协议。8/1/20248/1/2024162162Differencesbetweenlicensing&franchisingThefranchiserhasmorecontroloverandprovidesmoresupportforthefranchisee.特许协议下，许可人要将无形财产转让给被特许协议下，许可人要将无形财产转让给被许可人，而且还要求被许可人遵守严格的经许可人，而且还要求被许可人遵守严格的经营规则。营规则。8/1/20248/1/2024163163ManagementContractingDefinitionP122-Whychoosemanagementcontracting?ForGovernmentWidelyusedinHotelindustry8/1/20248/1/2024164164GovernmentperspectivesWhenagovernmentforbidsforeignownershipincertainindustriesitconsiderstobeofstrategicimportancebutlackstheexpertiseforoperation,managementcontractsmaybeapracticalchoice.在政府认为具有战略意义而又缺乏经营管理经在政府认为具有战略意义而又缺乏经营管理经验的企业，政府禁止外资的进入，但可以采取验的企业，政府禁止外资的进入，但可以采取管理合同的方式，让外资企业管理本国企业，管理合同的方式，让外资企业管理本国企业，却不出让企业的所有权。却不出让企业的所有权。8/1/20248/1/2024165165CASE:酒店管理合同酒店管理合同二战后，酒店管理合同这种经营模式伴随着希尔顿等二战后，酒店管理合同这种经营模式伴随着希尔顿等酒店管理公司的业务拓展而逐渐为业内认可且效仿。酒店管理公司的业务拓展而逐渐为业内认可且效仿。internationalbrandimage+managementsystem+managementstaff酒店管理合同是以其酒店系列品牌、管理体系、营销体系为主要依托，酒店管理合同是以其酒店系列品牌、管理体系、营销体系为主要依托，以国际酒店管理公司进行管理输出和品牌输出。以国际酒店管理公司进行管理输出和品牌输出。Theimportofbrandandmanagementexpertise酒店管理公司以酒店业主的名义，拥有经营自主权，获取管理酬金。酒店管理公司以酒店业主的名义，拥有经营自主权，获取管理酬金。作为委托人，酒店业主为酒店提供土地使用权、建筑、家具、设备设作为委托人，酒店业主为酒店提供土地使用权、建筑、家具、设备设施、运营资本等，并根据合同约定承担相应法律与财务责任。施、运营资本等，并根据合同约定承担相应法律与财务责任。8/1/20248/1/2024166166StrategicalliancesDefinitionP121-ExamplesP122-8/1/20248/1/2024167167FDIEntryModesaGreenfieldinvestments“绿地投资”，直接投资a-Whollyownedsubsidiaries-JointventuresaMergersandacquisitions(M&A，并购，“褐地投资”)联想收购联想收购IBM的的PC业务业务，首开先河，首开先河EntryModeSelectionTradeoffsControlRiskReturnResourcecommitment资源投入资源投入8/1/20248/1/2024169169Advantages&Disadvantages8/1/20248/1/2024170170Entrymodesmatrix?WOSExportJVsDemandPotentialPoliticalRiskLowLowHighHigh8/1/20248/1/2024171171FactorsInfluencingtheChoiceofEntryModesInternalfactorsP117-118firmsize,国际化经验,产品复杂程度和差异化优势ExternalfactorsDesiredmodecharacteristics各进入模式的特征Transaction-specificbehavior特定交易行为transaction frequencyAsset specificityTransaction cost8/1/20248/1/2024172172开始开始特殊资产优势？特殊资产优势？停止停止否否特殊资产内化特殊资产内化优势？优势？许可证贸易许可证贸易转让价格？转让价格？转让条件？转让条件？终止条件？终止条件？产地优势何在？产地优势何在？出口出口直接？直接？间接？间接？易货？易货？本国本国跨国直接投资跨国直接投资新建企业？独资兼并现有企业？控股程度合资合资伙伴选择合资企业方案现在？投资时机将来？否是是是外国外国“市场进入战略市场进入战略”选择流程图选择流程图8/1/20248/1/2024173173RulesfortheSelectionofEntryModesP116-117NaverulePragmaticruleStrategyrule8/1/20248/1/2024174174国际化的两种模式渐进模式，即渐进模式，即“先易后难先易后难”模式模式目标市场的选择目标市场的选择如内地许多企业在海外的投资从香港开始，地理位置接近，如内地许多企业在海外的投资从香港开始，地理位置接近，文化基本相同。文化基本相同。如我国如我国20世纪世纪70年代末开始的海外工程承包活动，是从尼年代末开始的海外工程承包活动，是从尼泊尔、坦桑尼亚等国开始，因为我国对这些国家提供过大泊尔、坦桑尼亚等国开始，因为我国对这些国家提供过大量的经援项目，中国的工程公司对这些国家的文化和经营量的经援项目，中国的工程公司对这些国家的文化和经营环境比较了解。环境比较了解。经营方式的先易后难经营方式的先易后难出口出口设立海外销售办事处设立海外销售办事处海外直接投资海外直接投资“全球启动全球启动”模式，一成立就是跨国公司模式，一成立就是跨国公司(bornglobalfirmssuchasknowledge-intensivefirms/high-techfirms)8/1/20248/1/2024175175中国企业的国际化模式中国企业的国际化模式海尔模式海尔模式出口一联合设计一设立贸易公司出口一联合设计一设立贸易公司当地生产当地生产1995年在香港成立贸易公司；年在香港成立贸易公司；1996年在印尼成立莎年在印尼成立莎保罗有限公司；保罗有限公司；1997年在菲律宾成立海尔一年在菲律宾成立海尔一LKG电电器有限公司；在马来西亚组建海尔工业（亚细安）有器有限公司；在马来西亚组建海尔工业（亚细安）有限公司。以上的投资，尤其是菲律宾，都是海尔为进限公司。以上的投资，尤其是菲律宾，都是海尔为进入美国市场练兵。入美国市场练兵。1995年以年以OEM的方式向美国出口冰箱的方式向美国出口冰箱出口用自出口用自己的品牌己的品牌5年后设立年后设立“海尔美国贸易有限责任公海尔美国贸易有限责任公司司”和投资建立和投资建立“海尔美国生产中心海尔美国生产中心”8/1/20248/1/2024176176目标市场以新兴市场或目标市场以新兴市场或发展中国家市场为主发展中国家市场为主华为华为:“我们从新兴市场入手，如东欧市场，我们从新兴市场入手，如东欧市场，那里的品牌忠诚度较低，这降低了我们的市那里的品牌忠诚度较低，这降低了我们的市场进入成本，然后我们再考虑进军发达市场。场进入成本，然后我们再考虑进军发达市场。”奇瑞到伊朗，因为西方的汽车商不去。如按奇瑞到伊朗，因为西方的汽车商不去。如按风险分析，伊朗的政治风险可能很高，但市风险分析，伊朗的政治风险可能很高，但市场风险却很小。场风险却很小。8/1/20248/1/2024177177中国企业偏好的国际化模式中国企业偏好的国际化模式在我们访谈的中国高管中，有在我们访谈的中国高管中，有55%的人表的人表示，并购和联盟是其长期全球化战略的核示，并购和联盟是其长期全球化战略的核心方式。而在近期，大多数公司侧重于出心方式。而在近期，大多数公司侧重于出口，很少在海外建立据点。口，很少在海外建立据点。8/1/20248/1/2024178178中国企业国际化的动机中国企业国际化的动机Resourceseeking确保确保自然资源自然资源的供给（大多通过收的供给（大多通过收购方式）购方式）_50%(Policydriven政策驱动型政策驱动型)Marketseeking国内市场增长放缓，希望到海外开拓新国内市场增长放缓，希望到海外开拓新的市场（电视行业，如的市场（电视行业，如TCL模式模式，TCL并购汤姆逊和阿并购汤姆逊和阿尔卡特尔卡特（55的股权），利用合资企业再在海外设厂）的股权），利用合资企业再在海外设厂）Technologyobtaining从海外获得知识产权（通常是技从海外获得知识产权（通常是技术，也包括产品设计、品牌或业务流程）（如联想；术，也包括产品设计、品牌或业务流程）（如联想；明明基并购西门子手机业务失败基并购西门子手机业务失败）Locationadvantage获得战略优势或区位优势（如奇获得战略优势或区位优势（如奇瑞在国外的投资办厂）。瑞在国外的投资办厂）。8/1/20248/1/2024179179中国企业国际化的动机中国企业国际化的动机2005年中海油竞购美国优尼科公司；年中海油竞购美国优尼科公司；2007年中铝收购力拓总股本年中铝收购力拓总股本9%的股权，在不到的股权，在不到2个月时间之内个月时间之内亏掉了亏掉了07年全年盈利的两倍年全年盈利的两倍07年年11月月22日中冶与江西铜业联合击败来自俄罗斯、加拿大、日中冶与江西铜业联合击败来自俄罗斯、加拿大、美国等国的竞争对手，成功竞得阿富汗艾娜克铜矿资源开发项目美国等国的竞争对手，成功竞得阿富汗艾娜克铜矿资源开发项目2008年年1月底，瑞贝卡以收购方式控股刚果月底，瑞贝卡以收购方式控股刚果(金金)一家拥有一家拥有5个铜钴个铜钴矿区勘探权的矿业公司矿区勘探权的矿业公司2008年年1月，中金岭南有色金属公司与与印度尼西亚安塔公司联月，中金岭南有色金属公司与与印度尼西亚安塔公司联合收购了澳大利亚先驱资源公司合收购了澳大利亚先驱资源公司100%股权。股权。中国五矿和江西铜业联合收购加拿大北秘鲁铜业公司成功，获得中国五矿和江西铜业联合收购加拿大北秘鲁铜业公司成功，获得了秘鲁北部的了秘鲁北部的ElGaleno铜金矿和铜金矿和Hilorico金矿等资产。金矿等资产。8/1/20248/1/2024180180Chapter5CompetitiveStrategy8/1/20248/1/2024181181KeywordsCompetitiveadvantageBarrierstoenter(BTE)merger&acquisitionGenericstrategiesMarketpositioningFocusstrategyFocuserDifferentiationDifferentiatorStrategicintent8/1/20248/1/2024182182ContentCompetitiveadvantageUnderstandingcompetitiveadvantagesfrom“5forcesmodel”SourcesofcompetitiveadvantagesGenericstrategiestocreatecompetitiveadvantageCostleadershipDifferentiationFocusGenericstrategiesunderdifferentindustryCompetingunderdifferentmarketpositionMarketleaderMarketchallengerMarketfollowerMarketnicher8/1/20248/1/2024183183“竞争三部曲竞争三部曲”出版，奠定了波特作为全球第一战略权威的大师地位。出版，奠定了波特作为全球第一战略权威的大师地位。CompetitiveStrategy:TechniquesforAnalyzingIndustriesandCompetitorsCompetitiveAdvantage:CreatingandSustainingSuperiorPerformancetheCompetitiveAdvantageofNations8/1/20248/1/2024184184GreatachievementsHismainacademicobjectivesfocusonhowafirmoraregioncanbuildacompetitiveadvantageanddevelopcompetitivestrategy.Portersstrategicsystemconsistsprimarilyof:PortersFiveForcesAnalysis五力模型五力模型thegenericstrategiesofcostleadership,productdifferentiation,andfocus三种通用型竞争战略三种通用型竞争战略themarketpositioningstrategiesofvarietybased,needsbased,andaccessbasedmarketpositions三种市场定位战略三种市场定位战略globalstrategy国际化战略国际化战略Portersclustersofcompetenceforregionaleconomicdevelopment集群竞争力集群竞争力Diamondmodel钻石模型钻石模型8/1/20248/1/2024185185HonorsandAwardsofPorter在在2002年世界管理思想家年世界管理思想家50强排行榜强排行榜上，上，PorterrankedNo.1.In2003,theAcademyofManagementrecognizedProfessorPorterwithitshighestaward,forscholarlycontributionstomanagement.In2008,hereceivedthefirsteverLifetimeAchievementAwardfromtheUnitedStatesDepartmentofCommerceforhiscontributiontoeconomicdevelopment.8/1/20248/1/2024186186Understandingcompetitiveadvantagesfrom“5forcesmodel”MiniCasefromCokeandPepsiCo.Marketshare市场份额(90年代末)Coke（可口可乐）（可口可乐）:43%的美国市场份额的美国市场份额Pepsi（百事）（百事）:31%的美国市场份额的美国市场份额Accountingfor74%of(美国市场份额美国市场份额)CanyoudescribetheindustrystructureofsoftdrinkinUSAintermwith“5forcesmodel”?P130-8/1/20248/1/2024187187IndustrystructuredrivescompetitionandprofitabilityHighBTE高的进入壁垒高的进入壁垒Fewsubstitutes极少有威胁力的极少有威胁力的替代产品替代产品Loyalcustomer被套住的购买者被套住的购买者SuppliersControlledcompetition(有管理的竞争有管理的竞争)8/1/20248/1/2024188188Thechooseofcompetitivetools(price/promotion/product)其产业结构是可乐和百事早期选择竞争工具的结果：其产业结构是可乐和百事早期选择竞争工具的结果：扩大市场，但不是用价格战，而在扩大市场，但不是用价格战，而在增加沉没成本增加沉没成本sunkcost（如广告）方面竞争（如广告）方面竞争沉没成本的增加沉没成本的增加（广告）（广告）concentration集中化集中化退出退出&兼并兼并进入壁垒进入壁垒在位者的价格能力在位者的价格能力（现金流）（现金流）利润利润品牌忠诚品牌忠诚Why?8/1/20248/1/2024189189Implications重要经验重要经验ControlledCompetition有控制的竞争有益于获得较好的有控制的竞争有益于获得较好的长期利润长期利润竞争工具的选择竞争工具的选择tacitcooperationtoavoidpricewar默认的合作来避免价格竞争,以在广告、产品多样化(productvariety)和对瓶装厂商的渗透方面进行竞争.CompetitionSituation：whogains,wholoses?(Unknownbrands)thebuildingofBTE战略就是构造壁垒来加强竞争战略就是构造壁垒来加强竞争Remember:theindustrystructureisdynamic.SoCreatingandSustainingcompetitiveadvantages8/1/20248/1/2024190190Resource-basedAsset-based(mostareintangible)Capability-basedUniquenessofendowmentorlocation(OPEC)Grantedfranchiseorprivilege(specialzonearea)laboursupplier优先获得供应商优先获得供应商capital廉价资本廉价资本Experience累积数量形成的低成本态势累积数量形成的低成本态势Expertise专有加工技术专有加工技术(wine/watch/perfume/cigar)Marketingnetwork销售网络销售网络(e-business)Brandequity/reputation良好的品牌良好的品牌/声誉声誉Patent专利专利know-how专有的科技知识专有的科技知识Managementtechniques管理的杰出能力管理的杰出能力(JIT/qualitycontrolknowledge/informationmanagement/)newproductdevelopment更快的产品开发更快的产品开发SourcesofCompetitiveAdvantages8/1/20248/1/2024191191twobasictypesofstrategiestobuildcompetitiveadvantagesLowcostP132-Withcostleadershipafirmhasalowercostthancompetitorsofproducingequivalentbenefits.成本领先成本领先的公司能以比竞争对手更低的成本创造同等的价值。DifferentiationP132-拥有特色特色的公司以独特的产品价值足以抵消高成本的不利因素。CB成本领先CB特色CB8/1/20248/1/2024192192CostleadershipstrategyDominatedin1970swiththeapplicationof“Experiencecurve”随着随着经验曲线的流行而得到普遍应用。SuccessfulexamplesPremisesofcostleadershipstrategy8/1/20248/1/2024193193成本战略与经验曲线效果成本战略与经验曲线效果 累计生产累计生产$10$7$4.9100200400竞争者竞争者C竞争者竞争者B竞争者竞争者Atherelationshipbetweentheproductionaccumulationandaveragecost产品累计生产量产品累计生产量与平均成本的关系(“经验经验”)每增加一倍，单位总每增加一倍，单位总成本按一个特定百分比下降成本按一个特定百分比下降(通常为通常为20%至至30%)Learningeffect+economiesofscale单位总成本单位总成本8/1/20248/1/2024194194SuccessfulexamplesoflowcoststrategyToyota(在在70年代开始大举占领美国市场，价格低廉，年代开始大举占领美国市场，价格低廉，成本领先）。成本领先）。QM、costmanagement、operationmanagementJustInTimeSystem使美国用使美国用“反倾销反倾销”来对付日本的企图也未能实现。来对付日本的企图也未能实现。8/1/20248/1/2024195195Question:Whendoescostleadershipstrategymakesense?Itsprice-sensitiveordifficulttodifferentiate.价格敏感性价格敏感性/产品产品很少有机会能够增加可感很少有机会能够增加可感知的利益知的利益/(demand)Ongoingmarketgrowth持续持续的的市场市场增长增长(market)masssale突破价格约束，实突破价格约束，实行大规模批销行大规模批销standardizedormass-production标准化、大规模生标准化、大规模生产的产品产的产品(company)resourcesandcapabilities公司公司有足够的资源执行这种战略有足够的资源执行这种战略financingpowertosupportpricewarCapabilitiesintechniquesinnovation强调工艺创新强调工艺创新8/1/20248/1/2024196196DifferentiationStrategiesP132-Differentiationmakesitpossibletoavoiddirectpricecompetition.差异化赋予产品特色，能避免直接的价格竞争。差异化赋予产品特色，能避免直接的价格竞争。TangibleDifferentiationisconcernedwiththeobservablecharacteristicsofaproductorservice（看看得见的产品独特性）得见的产品独特性）:productperformance,after-salesservices,speedtoupgrade,etc.IntangibleDifferentiationisconcernedwithsocial,emotional,ethicalconsiderations基于人们的社会、基于人们的社会、情感情感或伦理感受。或伦理感受。Example:BodyShop/(Environmentalandsocialresponsibility）8/1/20248/1/2024197197ApproachestoDifferentiatingbrandimageBentleyinluxurysportycar宾利宾利Harley-Davidson男人的精神图腾男人的精神图腾dealernetwork戴尔的成功核心则是首创网络直戴尔的成功核心则是首创网络直销的渠道创新模式和个性化定制销的渠道创新模式和个性化定制的销售服务方式的销售服务方式technologyIntelinsidecustomerserviceRitz-carltonFeatures/design/techniquesCOHIBABehike高斯巴雪茄每根售高斯巴雪茄每根售价约价约471美元，整盒出售，每盒美元，整盒出售，每盒40根根；限量生产；限量生产4000根，完全由费尔根，完全由费尔南德斯一个人卷成南德斯一个人卷成8/1/20248/1/2024198198Question:Whenisdifferentiationstrategyreasonable?lesspriceelasticity市场价格敏感度市场价格敏感度较低较低characteristicsoftheproducts产品产品的性质的性质:Experienceproduct经验产品经验产品(在购买和使用之前，难以了解该在购买和使用之前，难以了解该产品的质量、声誉、产品的质量、声誉、信誉信誉)Professionalorintangibleservices难以观察的产品难以观察的产品(不易形成对产品的精确判断不易形成对产品的精确判断;买买方需要学习方需要学习)。Companyscapabilityquality零件和材料的质量零件和材料的质量newproductdevelopment通过灵通过灵活的跨部门小组快速开发新产品活的跨部门小组快速开发新产品brandimage强调产品形象强调产品形象customizedproduction产品定制产品定制after-saleservice加强售后服务加强售后服务8/1/20248/1/2024199199FocusstrategyThetwobasictypesofcompetitiveadvantagecombinedwiththescopeofactivities,leadtothreegenericstrategies:costleadership（widescope）differentiation（widescope）focus（narrowscope）8/1/20248/1/2024200200FocusThefocusstrategyhastwovariants.(a)CostFocus:P133-afirmseeksacostadvantageinitstargetsegment.Eg.SWA(b)DifferentiationFocus:P133-afirmseeksdifferentiationinitstargetsegment.Eg.(LandRover)8/1/20248/1/2024201201Summaryofgenericstrategies8/1/20248/1/2024202202HybridmodesInreality,numeroussuccessfulcompaniespursuebothcostleadershipanddifferentiation(e.g.Swatch,McDonald,BurgerKing).Inmanyindustries,marketleadershipisheldbyfirmthatachievesmodestdifferentiationatanacceptablecost(GM,Toyota,Volkswagen).Similarly,firmsthataimatdifferentiationcannotneglectcosts.Often,adifferentiationadvantageisimportantinsecuringthescaleandlearningeconomiesnecessaryforcostleadership.Companiesfrequentlygetaroundthetradeoffsbyoutsourcingcostsensitivepartsoftheirvaluechainorcreatingseparatedivisions.8/1/20248/1/2024203203ConclusionTobecontingent.进入初期进入初期实力实力focus;积累实力积累实力differentiationorcostleadership差异化或总成本领先战略差异化或总成本领先战略更大更大的市场份额。的市场份额。Differentresourcecommitmentandmanagementstyleleadtodifferentchoicesineachgenericstrategy.成功地贯彻每一类成功地贯彻每一类基本战略都意味着投入不同的资源、力量、基本战略都意味着投入不同的资源、力量、组织安排以及管理风格。一个公司对三种组织安排以及管理风格。一个公司对三种基本战略均适宜的情况绝无仅有。基本战略均适宜的情况绝无仅有。8/1/20248/1/2024204204CompetingunderdifferentpositionFourmaintypesofpositioningstrategyMarketleaderMarketchallengerMarketfollowerMarketnicher8/1/20248/1/2024205205MarketLeaderDefinitionP135-Thefirminanindustrywiththelargestmarketshare;itusuallyleadsotherfirmsinpricechanges,newproductintroductions,distributioncoverage,andpromotionspending.Examples8/1/20248/1/2024206206StrategiesforMarketLeaderP135-toexpandtotaldemand.总体市场扩大时，受益总体市场扩大时，受益最大的是市场领导者。最大的是市场领导者。ButHow?toprotectthecurrentmarketsharethroughgooddefensiveandoffensiveactions.toexpandtheirmarketsharefurther,evenifmarketsizeremainsconstant.8/1/20248/1/2024207207HowtoexpandtotaldemandExplorenewcustomers(marketdevelopment)Expandproductnewusage(productdevelopment).扩大产品用途扩大产品用途Increasinguse增加使用量增加使用量(penetration,salepromotion)8/1/20248/1/2024208208DefensivestrategiesofmarketleaderToprotectthecurrentmarketshare,defensivestrategyisafundamentalstrategyformarketleader.防御策略是市场领导者的竞争基调。防御策略是市场领导者的竞争基调。（1）阵地防御）阵地防御PositiondefensePositiondefense。（2）侧翼防御）侧翼防御FlankdefenseFlankdefense。Substitutes（3）反攻防御）反攻防御Counter-offensivedefenseCounter-offensivedefense.遭到进攻遭到进攻后，加以有力的反击。后，加以有力的反击。（4）收缩防御）收缩防御ContractiondefenseContractiondefense。如战线过长，。如战线过长，难以抵挡竞争者的进攻，可以主动收缩战线。难以抵挡竞争者的进攻，可以主动收缩战线。8/1/20248/1/2024209209MarketChallengerP135-Arunner-upfirminanindustrythatisfightinghardtoincreaseitsmarketshare.Inthemarketchallengercategory,anorganizationmaypubliclyannounceitsintentiontotakeoverthenumberonepositioneitherbypriceadvantage,productinnovationorpromotion.8/1/20248/1/2024210210AttackStrategiesofMarketChallengerAttackerDefender(3)Encirclementattack(2)Flankattack(4)Guerillaattack(1)Frontalattack8/1/20248/1/2024211211AttackStrategiesforMarketChallenger（1）Frontalattack正面进攻。集中其资源正面与竞争对正面进攻。集中其资源正面与竞争对手展开竞争（百事可乐对可口可乐的攻击）。手展开竞争（百事可乐对可口可乐的攻击）。（2）Flankattack侧翼进攻。侧翼进攻。“集中优势兵力打击对方集中优势兵力打击对方弱点弱点”。如美国汽车公司向豪华型轿车方向发展时，日本。如美国汽车公司向豪华型轿车方向发展时，日本汽车公司却选择生产制造小型的、省油的轿车汽车公司却选择生产制造小型的、省油的轿车（3）Encirclementattack包围进攻。包围进攻。（4）Guerillaattack游击进攻。主要指对竞争者进行不同游击进攻。主要指对竞争者进行不同领域的、小规模的、断断续续的攻击，以骚扰对手，使其领域的、小规模的、断断续续的攻击，以骚扰对手，使其士气衰落，特别适合那些缺乏实力的小企业，比如可以实士气衰落，特别适合那些缺乏实力的小企业，比如可以实行选择性削价，实施袭击和促销大战等。行选择性削价，实施袭击和促销大战等。8/1/20248/1/2024212212MarketFollowerArunner-upfirminanindustrythatwantstoholditssharewithoutrockingtheboat.Afollowercangainmanyadvantages.P135-FollowerorchallengerP135-1368/1/20248/1/2024213213MarketNicherP136-Afirminanindustrythatservessmallsegmentsthattheotherfirmsoverlookorignore.Insteadofpursuingthewholemarket,orevenlargesegments,thesefirmstargetsub-segments,orniches.Nichersareoftensmallerfirmswithlimitedresources.Firmswithlowsharesofthetotalmarketcanbehighlyprofitablethroughsmartniching.8/1/20248/1/2024214214StrategiesforMarketNicher:Specialization最终最终顾客顾客专业化。如专业化。如“妇女儿童用品商店妇女儿童用品商店”。特定顾客专业化。服务对象限定在某一个或少数几个顾客。如上海自行车集团特定顾客专业化。服务对象限定在某一个或少数几个顾客。如上海自行车集团公司主要向凤凰、永久两大自行车公司提供配件。公司主要向凤凰、永久两大自行车公司提供配件。产品或产品线专业化。只生产一大类产品以供市场使用，如上海自行车辐条厂。产品或产品线专业化。只生产一大类产品以供市场使用，如上海自行车辐条厂。质量（价格）专业化。专门生产某一质量档次的产品。如美国质量（价格）专业化。专门生产某一质量档次的产品。如美国HP公司专门生公司专门生产高质量、高价格的袖珍计算器。产高质量、高价格的袖珍计算器。服务专业化。专门提供一种或几种独特的服务项目服务专业化。专门提供一种或几种独特的服务项目。垂直专业化。指企业在生产销售过程中的某一层次实行专业化经营。如专门从垂直专业化。指企业在生产销售过程中的某一层次实行专业化经营。如专门从事铸铁加工的铸造中心事铸铁加工的铸造中心”。地区专业化。企业只在某个地方或世界某一区域进。地区专业化。企业只在某个地方或世界某一区域进行营销活动。行营销活动。市场补缺者一般应选择在两个以上的领域实行专业化经营。市场补缺者一般应选择在两个以上的领域实行专业化经营。8/1/20248/1/2024215215StrategicIntentStrategicintentisahigh-levelstatementofthemeansbywhichyourorganizationwillachieveitsvision.Itisastatementofdesignforcreatingadesirablefuture(statedinpresentterms).Fourapproaches(RefertoP134-)8/1/20248/1/2024216216（1）Layerofadvantages建建立优势层级立优势层级通过逐层建立优势而巩固优势通过逐层建立优势而巩固优势组合。组合。（2）Loosebricks寻找薄弱寻找薄弱缝隙缝隙当竞争对手的注意力集中于当竞争对手的注意力集中于某一特定子市场或某一特定某一特定子市场或某一特定地理市场时，企业可以利用地理市场时，企业可以利用它们防御工事中的某些它们防御工事中的某些“缝缝隙隙”来取得竞争优势。来取得竞争优势。8/1/20248/1/2024217217（3）Changingtherules改变行业规则改变行业规则企业可以通过拒绝按产企业可以通过拒绝按产业领先者制定的业领先者制定的“游戏游戏规则规则”行事来获得优势。行事来获得优势。（4）Collaborating合作合作合作的形式有多种，比合作的形式有多种，比如许可、合资或合作。如许可、合资或合作。Strategicalliance8/1/20248/1/2024218218AboutEmersonEmersonisadiversifiedglobalmanufacturingandtechnologycompany.Weofferawiderangeofproductsandservicesintheareasofprocessmanagement,climatetechnologies,networkpower,storagesolutions,professionaltools,appliancesolutions,motortechnologies,andindustrialautomation.Recognizedwidelyforourengineeringcapabilitiesandmanagementexcellence,Emersonhasmorethan140,000employeesandapproximately265manufacturinglocationsworldwide.8/1/20248/1/2024219219Question1Thesourcesofcostadvantage?Theyarevariedanddependonthestructureoftheindustry.Theymayincludethepursuitof8/1/20248/1/2024220220SourcesofdifferentiationThespecificityofthefirmsproductmustbedefendable,inotherwordsnoteasilyimitablethrough:公司产品的特点必须有下列因素的保障，即必须不易模仿propertyrights产权(Intel)intangibleassets无形资产(marketingchannel,networks,brandequity,etc)brandnames商标品牌Theuniquecharacteroftheproductmustbeperceivedbythemarket(differencedoesnotmeandifferentiated)产品的特色必须得到市场的认可(区别并不意味着特色)8/1/20248/1/2024221221