Strategic Market Management Global Strategies参考.pptVIP

? Copyright 2010 John Wiley Sons Ltd Strategic Market Management Global Perspectives David A. Aaker and Damien McLoughlin ISBN: 978-0-470-68975-2 /college/aaker ? Copyright 2010 John Wiley Sons Ltd * Chapter Thirteen Global Strategies “It has been said that arguing against globalisation is like arguing against the laws of gravity.” Kofi Annan “A powerful force drives the world toward a converging commonality, and that force is technology…The result is a commercial reality - the emergence of global markets for standardized consumer products on a previously unimagined scale of magnitude” Theodore Levitt “My ventures are not in one bottom trusted, nor to one place.” William Shakespeare, The Merchant of Venice A Global Strategy Global perspective to realize Synergies Economies of scale Strategic flexibility Opportunities to leverage insights, programs and production economies Chapter 13 - Global Strategies PPT 13-* Global Brand Associations Access Low-Cost Labor/Materials Access National Investment Incentives Cross- Subsidization Access Strategically Important Markets Dodge Trade Barriers Obtaining Scale Economies Figure 13.1 Global Strategy Motivations Global Strategies Standardization Leverage great branding and marketing Economies of scale Better resources are available Easier to manage brands Standardization Not Always Optimal Market share positions Government contexts Brand images Customer trends Distribution channels Social and Economic stages Local heritage Preempted position Customer responses Goal is Not standardization but Strong brands Global brand management to create global strategies Expanding the Global Footprint A strong core Repeatable formula Customer differentiation that travels Industry economics Which Countries? Is the market attractive in terms of size and growth? Can the firm add value? Competition intensity? Can business model be implemented abroad? Are there political uncertainties that will add risk? Critical mass be achieved