Additional Information
Book Details
Abstract
"All good marketing is local. Global companies know this and are going "glocal".There is also a trend towards the ‘Internet of Everything’, which revolutionizes the whole marketing discipline. Svend Hollensen has captured all the latest trends very well with the new cases in his seventh edition of Global Marketing."
Philip Kotler, S. C. Johnson & Son Distinguished Professor of International Marketing, Kellogg School of Management, Northwestern University
In this era of increased globalisation, if there’s one textbook that today’s students and tomorrow’s marketers need to read, it’s Svend Hollensen’s world renowned text. For over fifteen years Global Marketing has been the definitive, truly international guide to marketing. During that time, borders have become ever more transient and this book more central to the work of marketers all around the world.
Now into its seventh edition, Global Marketing continues to be the most up-to-date and thorough text of its kind, with cutting-edge case studies and a focus on the impact of new technologies and perspectives on international marketing. This seventh edition expands on a number of new topics, including: shared economy solutions, social media, e-services and smartwatch app marketing, as well as many more.
It is ideal for undergraduate and postgraduate students studying international marketing, and for any practitioners who want to take their global marketing strategies to the next level.
"The world today truly is flat, and a sound global perspective is an absolute must for all students. Svend Hollensen's Global Marketing provides a thorough and comprehensive treatment that delivers on this need."
Michael R. Solomon, Professor of Marketing, Haub School of Business, Saint Joseph's University, USA, and Professor of Consumer Behaviour, University of Manchester, UK
“The best textbook on global marketing I have come across! The case studies, many of them available online, provide an excellent basis for class discussion.”
Elisabeth Götze, Vienna University of Economics and Business
“Excellent level of detail in each chapter to support learning around strategic global marketing decisions. The video case studies are a huge bonus and really help to bring the subject alive. “
Giovanna Battiston, Senior Lecturer in Marketing, Sheffield Hallam University
Key Features include:
- A clear part structure, organised around the five main decisions that marketing people in companies face in connection to the global marketing process
- End of part and end of chapter case studies helping students to understand how the theory relates to real world application
- Video case studies (available at www.pearsoned.co.uk/hollensen), showing how practitioners are using Global Marketing in their work
About the author
Svend Hollensen is Associate Professor of International Marketing at the University of Southern Denmark and has worked as a marketing consultant for several international companies and organizations. As well as this book, he is the author of other Pearson texts, including Marketing Management and Essentials of Global Marketing.
Student resources specifically written to complement this textbook are at www.pearsoned.co.uk/hollensen
Table of Contents
| Section Title | Page | Action | Price |
|---|---|---|---|
| Cover | Cover | ||
| Half Title Page | i | ||
| Title Page | iii | ||
| Copyright Page | iv | ||
| Brief Contents | v | ||
| Contents | vii | ||
| Preface | xviii | ||
| Acknowledgements | xxxiv | ||
| Publisher’s acknowledgements | xxxvi | ||
| Abbreviations | xli | ||
| About the author | xlv | ||
| PART I THE DECISION WHETHER TO INTERNATIONALIZE | 3 | ||
| Part I Video case study: Uber | 4 | ||
| 1 Global marketing in the firm | 5 | ||
| Learning objectives | 5 | ||
| 1.1 Introduction to globalization | 6 | ||
| 1.2 The process of developing the global marketing plan | 6 | ||
| 1.3 Comparison of the global marketing and management style of SMEs and LSEs | 7 | ||
| Exhibit 1.1 LEGO’s strategic drift | 14 | ||
| Exhibit 1.2 Economies of scale with Nintendo Game Boy | 16 | ||
| Exhibit 1.3 Ford Focus Global Marketing Plan | 18 | ||
| 1.4 Should the company internationalize at all? | 19 | ||
| 1.5 Development of the ‘global marketing’ concept | 20 | ||
| Exhibit 1.4 Helly Hansen is using ‘localization’ through geo-targeting technology | 23 | ||
| Exhibit 1.5 Persil Black & Persil abaya = glocalization (same product, but different packaging and market communication) | 23 | ||
| 1.6 Forces for global integration and market responsiveness | 24 | ||
| Exhibit 1.6 McDonald’s is moving towards a higher degree of market responsiveness | 27 | ||
| 1.7 The value chain as a framework for identifying international competitive advantage | 28 | ||
| 1.8 Value shop and the ‘service value chain’ | 34 | ||
| 1.9 Global experimental marketing | 38 | ||
| Exhibit 1.7 Case Construction Equipment is using experiential marketing | 41 | ||
| Exhibit 1.8 IKEA’s use of AR | 42 | ||
| 1.10 Information business and the virtual value chain | 43 | ||
| 1.11 Summary | 44 | ||
| Case studies | 45 | ||
| 1.1 Green Toys, Inc.: a manufacturer of eco-friendly toys is going international | 45 | ||
| 1.2 Hunter Boot Ltd: The iconic British brand is moving into exclusive fashion | 50 | ||
| 1.3 Video case study: Nivea | 52 | ||
| Questions for discussion | 53 | ||
| References | 53 | ||
| 2 Initiation of internationalization | 55 | ||
| Learning objectives | 55 | ||
| 2.1 Introduction | 56 | ||
| 2.2 Internationalization motives | 56 | ||
| Exhibit 2.1 Jägermeister: the famous herbal liqueur is going global as a result of ‘managerial urge’ in the family-owned company | 58 | ||
| Exhibit 2.2 Global marketing and economies of scale in Japanese firms | 61 | ||
| Exhibit 2.3 Internationalization of Haier – proactive and reactive motives | 64 | ||
| 2.3 Triggers of export initiation (change agents) | 65 | ||
| 2.4 Internationalization barriers/risks | 69 | ||
| Exhibit 2.4 De-internationalization at British Telecommunications (BT) | 73 | ||
| 2.5 Summary | 75 | ||
| Case studies | 75 | ||
| 2.1 LifeStraw: Vestergaard-Frandsen transforms dirty water into clean drinking water | 75 | ||
| 2.2 Elvis Presley Enterprises Inc. (EPE): internationalization of a cult icon | 78 | ||
| 2.3 Video case study: TOMS Shoes | 79 | ||
| Questions for discussion | 80 | ||
| References | 80 | ||
| 3 Internationalization theories | 82 | ||
| Learning objectives | 82 | ||
| 3.1 Introduction | 83 | ||
| 3.2 The Uppsala internationalization model | 85 | ||
| 3.3 The transaction cost analysis (TCA) model | 89 | ||
| 3.4 The network model | 92 | ||
| 3.5 Born globals | 94 | ||
| Exhibit 3.1 K-pop – a ‘born global’ phenomenon has worldwide success | 95 | ||
| 3.6 Summary | 99 | ||
| Case studies | 100 | ||
| 3.1 Zumba: a dance phenomenon is going global | 100 | ||
| 3.2 Dreamworks Classics: internationalization of Postman Pat | 103 | ||
| 3.3 Video case study: Reebok | 104 | ||
| Questions for discussion | 104 | ||
| References | 104 | ||
| 4 Development of the firm’s international competitiveness | 107 | ||
| Learning objectives | 107 | ||
| 4.1 Introduction | 108 | ||
| 4.2 Analysis of national competitiveness (the Porter diamond) | 108 | ||
| 4.3 Competition analysis in an industry | 113 | ||
| 4.4 Value chain analysis | 118 | ||
| Exhibit 4.1 Hilti is selling the ‘use’ – not the product | 120 | ||
| 4.5 The sustainable global value chain | 131 | ||
| 4.6 Corporate social responsibility (CSR) | 131 | ||
| Exhibit 4.2 Chiquita – integrating CSR in the resource base | 133 | ||
| 4.7 The value net | 135 | ||
| Exhibit 4.3 Value net – cooperation/competition between competitors within each airline alliance. The three alliances are competing against each other | 136 | ||
| 4.8 Blue ocean strategy and value innovation | 137 | ||
| Exhibit 4.4 Hotel Formule 1 – value innovation in action | 139 | ||
| 4.9 Summary | 141 | ||
| Case studies | 142 | ||
| 4.1 Nintendo Wii: Nintendo’s Wii took first place on the world market – but it didn’t last | 142 | ||
| 4.2 DJI Technology Co. Ltd: a Chinese ‘born global’ is dominating the world market for drones with its Phantom | 148 | ||
| 4.3 Video case study: Nike | 152 | ||
| Questions for discussion | 152 | ||
| References | 152 | ||
| Part I Case studies | 155 | ||
| I.1 Zara: the Spanish retailer goes to the top of world fashion | 155 | ||
| I.2 Manchester United: still trying to establish a global brand | 161 | ||
| I.3 Adidas: the No. 2 in the global sportswear market is challenging the No. 1, Nike | 165 | ||
| I.4 Cereal Partners Worldwide (CPW): the No. 2 world player is challenging the No. 1, Kellogg | 172 | ||
| PART II DECIDING WHICH MARKETS TO ENTER | 181 | ||
| Part II Video case study: HondaJets – Honda enters the small-sized business jet market | 183 | ||
| 5 Global marketing research | 185 | ||
| Learning objectives | 185 | ||
| 5.1 Introduction | 186 | ||
| 5.2 The changing role of the international researcher | 186 | ||
| 5.3 Linking global marketing research to the decision-making process | 187 | ||
| 5.4 Secondary research | 189 | ||
| 5.5 Primary research | 193 | ||
| 5.6 Other types of marketing research | 204 | ||
| 5.7 Marketing research based on Web 2.0 | 208 | ||
| Exhibit 5.1 Amazon.com – sustaining a competitive advantage through market research and analytics | 209 | ||
| 5.8 Setting up an international marketing information system (MIS) | 210 | ||
| 5.9 Summary | 211 | ||
| Case studies | 212 | ||
| 5.1 Teepack Spezialmaschinen GmbH: organizing a global survey of customer satisfaction | 212 | ||
| 5.2 LEGO Friends: one of the world’s largest toy manufacturers moves into the girls’ domain | 213 | ||
| 5.3 Video case study: BMW i3 – the electric car | 216 | ||
| Questions for discussion | 216 | ||
| References | 217 | ||
| 6 The political and economic environment | 218 | ||
| Learning objectives | 218 | ||
| 6.1 Introduction | 219 | ||
| 6.2 The political/legal environment | 219 | ||
| Exhibit 6.1 Huawei Technologies Corporation: the role of home government in the internationalization process | 221 | ||
| Exhibit 6.2 Google is experiencing political risk in China | 225 | ||
| 6.3 The economic environment | 230 | ||
| Exhibit 6.3 EU’s antitrust regulator complains about competition practices of Google | 235 | ||
| 6.4 The European Economic and Monetary Union and the euro | 236 | ||
| 6.5 BRIC – the show growth is hitting the emerging countries | 238 | ||
| Exhibit 6.4 ChotuKool – Indian Godrej is creating a disruptive innovation (a low-cost refrigerator) for the BOP market | 240 | ||
| 6.6 ‘Bottom of pyramid’ (BOP) as a market opportunity | 241 | ||
| Exhibit 6.5 Vodacom – reaching both BOP (bottom of pyramid) customers and BOP entrepreneurs in Africa | 243 | ||
| Exhibit 6.6 Voltic Cool Pac – distribution of water in Ghana | 244 | ||
| 6.7 Summary | 245 | ||
| Case studies | 247 | ||
| 6.1 G-20 and the economic and financial crises: what on earth is globalization about? Protests during a meeting in Brisbone, Australia, November 2014 | 247 | ||
| 6.2 Danfoss Power Solutions: which political/economic factors would affect a manufacturer of hydraulic components? | 248 | ||
| 6.3 Video case study: Debate on globalization | 249 | ||
| Questions for discussion | 250 | ||
| References | 250 | ||
| 7 The sociocultural environment | 251 | ||
| Learning objectives | 251 | ||
| 7.1 Introduction | 252 | ||
| 7.2 Layers of culture | 253 | ||
| Exhibit 7.1 Electrolux is adapting its vacuum cleaner for the Japanese market | 255 | ||
| 7.3 High- and low-context cultures | 255 | ||
| 7.4 Elements of culture | 257 | ||
| Exhibit 7.2 In China the Citroën C4 brand name was changed to Citroën c-Quatre | 258 | ||
| Exhibit 7.3 Sensuality and touch culture in Saudi Arabian versus European advertising | 260 | ||
| Exhibit 7.4 Polaroid’s success in Muslim markets | 264 | ||
| 7.5 Hofstede’s model, (the ‘4 + 1’ dimensions model) versus the GLOBE model | 265 | ||
| Exhibit 7.5 Pocari Sweat – a Japanese soft drink expands sales in Asia | 267 | ||
| 7.6 Managing cultural differences | 267 | ||
| 7.7 Convergence or divergence of the world’s cultures | 268 | ||
| 7.8 The effects of cultural dimensions on ethical decision-making | 269 | ||
| Exhibit 7.6 The quest for beauty opens a huge market for whitening products in Asia | 271 | ||
| 7.9 Summary | 272 | ||
| Case studies | 273 | ||
| 7.1 Cirque du Soleil Inc.: the show that revolutionized the circus arts is expanding its global scope | 273 | ||
| 7.2 The IKEA catalogue: are there any cultural differences? | 275 | ||
| 7.3 Video case study: Allergan – the maker of Botox and breast implants | 277 | ||
| Questions for discussion | 277 | ||
| References | 278 | ||
| 8 The international market selection process | 279 | ||
| Learning objectives | 279 | ||
| 8.1 Introduction | 280 | ||
| 8.2 International market selection: SMEs versus LSEs | 280 | ||
| 8.3 Building a model for international market selection | 281 | ||
| Exhibit 8.1 Bosch Security Systems: IMS in the Middle East for fire detection systems | 295 | ||
| 8.4 Market expansion strategies | 299 | ||
| Exhibit 8.2 Sunquick’s waterfall approach | 299 | ||
| Exhibit 8.3 An example of the ‘trickle-up’ strategy | 301 | ||
| Exhibit 8.4 Bajaj is selecting new international markets ignored by global leaders | 305 | ||
| 8.5 The global product/market portfolio | 306 | ||
| 8.6 Summary | 306 | ||
| Case studies | 308 | ||
| 8.1 Tata Nano: international market selection with the world’s cheapest car | 308 | ||
| 8.2 Philips Lighting: screening markets in the Middle East | 313 | ||
| 8.3 Video case study: Oreo (Mondelez) | 316 | ||
| Questions for discussion | 316 | ||
| References | 317 | ||
| Part II Case studies | 318 | ||
| II.1 Sodastream: Managing profitable growth in an increasingly competitive global environment | 318 | ||
| II.2 The Female Health Company (FHC): the female condom is seeking a foothold in the world market for contraceptive products | 324 | ||
| II.3 Zalando: how can the online apparel retailer turn financial losses into positive profits? | 327 | ||
| II.4 Ferrari: international market selection (IMS) for the exclusive sports car brand | 335 | ||
| PART III MARKET ENTRY STRATEGIES | 343 | ||
| Part III Video case study: Müller Yogurts – entering the US market | 347 | ||
| 9 Some approaches to the choice of entry mode | 349 | ||
| Learning objectives | 349 | ||
| 9.1 Introduction | 350 | ||
| 9.2 The transaction cost approach | 350 | ||
| 9.3 Factors influencing the choice of entry mode | 352 | ||
| Exhibit 9.1 Zara is modifying its preferred choice of entry mode, depending on the psychic distance to new markets | 356 | ||
| 9.4 Summary | 358 | ||
| Case studies | 358 | ||
| 9.1 Jarlsberg: the king of Norwegian cheeses is deciding on entry modes into new markets | 358 | ||
| 9.2 Ansell condoms: is acquisition the right way to gain market shares in the European condom market? | 360 | ||
| 9.3 Video case study: Understanding entry modes into the Chinese market | 364 | ||
| Questions for discussion | 364 | ||
| References | 364 | ||
| 10 Export modes | 365 | ||
| Learning objectives | 365 | ||
| 10.1 Introduction | 366 | ||
| 10.2 Indirect export modes | 368 | ||
| 10.3 Direct export modes | 372 | ||
| Exhibit 10.1 Lofthouse of Fleetwood’s (Fisherman’s Friend) decision criteria -when selecting new distributors | 374 | ||
| 10.4 Cooperative export modes/export marketing groups | 379 | ||
| 10.5 Summary | 380 | ||
| Case studies | 381 | ||
| 10.1 Lysholm Linie Aquavit: international marketing of the Norwegian Aquavit brand | 381 | ||
| 10.2 Parle Products: an Indian biscuit manufacturer is seeking agents and cooperation partners in new export markets | 383 | ||
| 10.3 Video case study: Honest Tea | 385 | ||
| Questions for discussion | 385 | ||
| References | 386 | ||
| 11 Intermediate entry modes | 387 | ||
| Learning objectives | 387 | ||
| 11.1 Introduction | 388 | ||
| 11.2 Contract manufacturing | 388 | ||
| 11.3 Licensing | 389 | ||
| 11.4 Franchising | 392 | ||
| Exhibit 11.1 Build-a-Bear workshop’s use of the indirect franchising model in Germany – Austria - Switzerland | 394 | ||
| 11.5 Joint ventures/strategic alliances | 398 | ||
| Exhibit 11.2 Irn-Bru’s distributor alliance (Y coalition) with Pepsi Bottling Group (PPG) in Russia | 400 | ||
| Exhibit 11.3 Safedom: a Chinese condom manufacturer needs a partner with which to enter the European market | 408 | ||
| 11.6 Other intermediate entry modes | 409 | ||
| 11.7 Summary | 412 | ||
| Case studies | 412 | ||
| 11.1 Hello Kitty: can the cartoon cat survive the buzz across the world? | 412 | ||
| 11.2 Kabooki: licensing in the LEGO brand | 415 | ||
| 11.3 Video case study: Marriott | 417 | ||
| Questions for discussion | 418 | ||
| References | 418 | ||
| 12 Hierarchical modes | 420 | ||
| Learning objectives | 420 | ||
| 12.1 Introduction | 421 | ||
| 12.2 Domestic-based sales representatives | 422 | ||
| 12.3 Resident sales representatives/foreign sales branch/foreign sales subsidiary | 422 | ||
| 12.4 Sales and production subsidiary | 424 | ||
| 12.5 Subsidiary growth and integration strategies | 425 | ||
| 12.6 Region centres (regional HQ) | 427 | ||
| 12.7 Transnational organization | 428 | ||
| 12.8 Establishing wholly owned subsidiaries – acquisition or greenfield | 429 | ||
| 12.9 Location/relocation of HQ | 430 | ||
| 12.10 Foreign divestment: withdrawing from a foreign market | 431 | ||
| Exhibit 12.1 Tesco’s withdrawal from Japan in 2012 after nine years | 431 | ||
| Exhibit 12.2 Walmart’s withdrawal from the German market | 433 | ||
| 12.11 Summary | 435 | ||
| Case studies | 436 | ||
| 12.1 Polo Ralph Lauren: Polo moves distribution for South-east Asia in-house | 436 | ||
| 12.2 Durex condoms: SSL will sell Durex condoms in the Japanese market through its own organization | 438 | ||
| 12.3 Video case study: Starbucks | 439 | ||
| Questions for discussion | 440 | ||
| References | 440 | ||
| 13 International sourcing decisions and the role of the subsupplier | 441 | ||
| Learning objectives | 441 | ||
| 13.1 Introduction | 442 | ||
| 13.2 Reasons for international sourcing | 443 | ||
| 13.3 A typology of subcontracting | 445 | ||
| 13.4 Buyer–seller interaction | 446 | ||
| 13.5 Development of a relationship | 449 | ||
| 13.6 Reverse marketing: from seller to buyer initiative | 452 | ||
| 13.7 Internationalization of subcontractors | 453 | ||
| Exhibit 13.1 An example of Japanese network sourcing: the Mazda seat-sourcing case | 455 | ||
| 13.8 Project export (turnkey contracts) | 456 | ||
| 13.9 Summary | 457 | ||
| Case studies | 458 | ||
| 13.1 ARM: challenging Intel in the world market of computer chips | 458 | ||
| 13.2 Bosch Indego: how to build B2B and B2C relationships in a new global product market – robotic lawnmowers | 462 | ||
| 13.3 Video case study: Kone elevators and escalators | 465 | ||
| Questions for discussion | 466 | ||
| References | 466 | ||
| Part III Case studies | 468 | ||
| III.1 Raleigh Bicycles: does the iconic bicycle brand still have a chance on the world market? | 468 | ||
| III.2 Netflix Inc.: the US internet subscription service company is dominating the television and movies streaming world | 473 | ||
| III.3 Autoliv Airbags: transforming autoliv into a global company | 480 | ||
| III.4 IMAX Corporation: globalization of the film business | 485 | ||
| PART IV DESIGNING THE GLOBAL MARKETING PROGRAMME | 491 | ||
| Part IV Video case study: Tequila Avión | 498 | ||
| 14 Product decisions | 499 | ||
| Learning objectives | 499 | ||
| 14.1 Introduction | 500 | ||
| 14.2 The dimensions of the international product offer | 500 | ||
| 14.3 Developing international service strategies | 500 | ||
| Exhibit 14.1 Salesforce.com as provider of CRM ‘cloud’ services | 506 | ||
| 14.4 The product life cycle | 506 | ||
| Exhibit 14.2 The iOS (Apple)/Android (Google) global contest in the smartphone business | 510 | ||
| Exhibit 14.3 Threadless T-shirt crowdsourcing business | 513 | ||
| 14.5 New products for the international market | 515 | ||
| Exhibit 14.4 Product invention – solar-powered portable charging systems for India | 521 | ||
| 14.6 Product positioning | 521 | ||
| Exhibit 14.5 Chinese piano manufacturers are experiencing the ‘country of origin’ (COO) effect | 522 | ||
| Exhibit 14.6 Madame Tussauds – a brand that brings people closer to celebrities on a global basis | 523 | ||
| 14.7 Brand equity | 524 | ||
| 14.8 Branding decisions | 525 | ||
| Exhibit 14.7 Unilever’s Snuggle fabric softener – an example of local brands in multiple markets | 526 | ||
| Exhibit 14.8 Kellogg under pressure to produce under Aldi’s own label | 530 | ||
| Exhibit 14.9 Shell’s co-branding with Ferrari and LEGO | 531 | ||
| Exhibit 14.10 Roundup – a global brand for multiple markets | 532 | ||
| Exhibit 14.11 Maggi – local brands for multiple markets through acquisitions | 534 | ||
| 14.9 Sensory branding | 534 | ||
| Exhibit 14.12 Starbucks’ expanding product line strategy is causing problems for its ‘scent marketing strategy’ | 537 | ||
| 14.10 Implications of the internet for collaboration with customers on product decisions | 538 | ||
| 14.11 3-D printing – a possible new industrial revolution in customization | 541 | ||
| 14.12 Global mobile app marketing | 542 | ||
| Exhibit 14.13 L’Oreal is extending the customers’ buying experience with the mobile app Makeup Genius | 544 | ||
| 14.13 ‘Long tail’ strategies | 545 | ||
| 14.14 Brand piracy and anti-counterfeiting strategies | 546 | ||
| Exhibit 14.14 The next stage in pirating, faking an entire company – NEC | 547 | ||
| 14.15 Summary | 548 | ||
| Case studies | 548 | ||
| 14.1 Danish Klassic: launch of a cream cheese in Saudi Arabia | 548 | ||
| 14.2 Zippo Manufacturing Company: has product diversification beyond the lighter gone too far? | 552 | ||
| 14.3 Video case study: Burberry branding | 553 | ||
| Questions for discussion | 554 | ||
| References | 555 | ||
| 15 Pricing decisions and terms of doing business | 558 | ||
| Learning objectives | 558 | ||
| 15.1 Introduction | 559 | ||
| 15.2 International pricing strategies compared with domestic pricing strategies | 559 | ||
| 15.3 Factors influencing international pricing decisions | 559 | ||
| 15.4 International pricing strategies | 563 | ||
| Exhibit 15.1 German car manufacturers are using ‘skimming’ price strategy in China | 564 | ||
| Exhibit 15.2 A ‘market pricing’ (‘mass point’) strategy in use: the Converse brand is making a comeback under Nike ownership | 566 | ||
| Exhibit 15.3 Volkswagen Group’s product portfolio approach to pricing | 570 | ||
| Exhibit 15.4 The Gillette price premium strategy | 571 | ||
| Exhibit 15.5 Kodak is following the reverse ‘buy-in/follow-on’ strategy for its printer and cartridge division | 572 | ||
| 15.5 Implications of the internet for pricing across borders | 581 | ||
| 15.6 Terms of sale and delivery | 583 | ||
| 15.7 Terms of payment | 585 | ||
| 15.8 Export financing | 588 | ||
| 15.9 Summary | 590 | ||
| Case studies | 591 | ||
| 15.1 Harley-Davidson: does the image justify the price level? | 591 | ||
| 15.2 Gillette Co.: is price standardization possible for razor blades? | 592 | ||
| 15.3 Video case study: Vaseline pricing strategy | 593 | ||
| Questions for discussion | 594 | ||
| References | 595 | ||
| 16 Distribution decisions | 597 | ||
| Learning objectives | 597 | ||
| 16.1 Introduction | 598 | ||
| 16.2 External determinants of channel decisions | 599 | ||
| 16.3 The structure of the channel | 601 | ||
| Exhibit 16.1 Burberry: the iconic British luxury brand targets 25 of the world’s wealthier cities | 604 | ||
| 16.4 Multiple channel strategy | 605 | ||
| Exhibit 16.2 Dell’s use of the multi-channel distribution strategy | 607 | ||
| 16.5 Managing and controlling distribution channels | 609 | ||
| 16.6 Implications of the internet for distribution decisions | 613 | ||
| 16.7 Online retail sales | 615 | ||
| 16.8 Smartphone marketing | 616 | ||
| 16.9 Channel power in international retailing | 618 | ||
| Exhibit 16.3 The ‘banana split’ model | 618 | ||
| 16.10 Grey marketing (parallel importing) | 622 | ||
| 16.11 Summary | 623 | ||
| Case studies | 624 | ||
| 16.1 De Beers: forward integration into the diamond industry value chain | 624 | ||
| 16.2 Tupperware: the global direct distribution model is still working | 627 | ||
| 16.3 Video case study: DHL | 630 | ||
| Questions for discussion | 630 | ||
| References | 631 | ||
| 17 Communication decisions (promotion strategies) | 632 | ||
| Learning objectives | 632 | ||
| 17.1 Introduction | 633 | ||
| 17.2 The communication process | 633 | ||
| Exhibit 17.1 Husqvarna’s consumer wheel | 636 | ||
| 17.3 Communication tools | 637 | ||
| Exhibit 17.2 LEGO Ninjago’s 360 degree marketing communication | 642 | ||
| Exhibit 17.3 Ricola is using celebrity endorsement in the international marketing of its herbal drops | 646 | ||
| Exhibit 17.4 Ambush marketing strategy – Dutch Bavania vs Anheuser Busch’s Budweiser during the FIFA World Cup 2010 | 648 | ||
| 17.4 International advertising strategies in practice | 654 | ||
| Exhibit 17.5 Jarlsberg cheese – cross-border communication | 659 | ||
| 17.5 Implications of the internet for communication decisions | 660 | ||
| 17.6 Social media marketing | 661 | ||
| Exhibit 17.6 Generating buzz in the pre-communication stage for BMW1 Series M Coupé | 668 | ||
| 17.7 Developing a viral marketing campaign | 669 | ||
| 17.8 Summary | 670 | ||
| Case studies | 671 | ||
| 17.1 Helly Hansen: sponsoring fashion clothes in the US market | 671 | ||
| 17.2 Morgan Motor Company: can the British retro sports car brand still be successful after 100 years? | 673 | ||
| 17.3 Video case study: BMW Motorcycles | 676 | ||
| Questions for discussion | 677 | ||
| References | 677 | ||
| Part IV Case studies | 679 | ||
| IV.1 Absolut Vodka: defending and attacking for a better position in the global vodka market | 679 | ||
| IV.2 Guinness: how can the iconic irish beer brand compensate for declining sales in the home market? | 687 | ||
| IV.3 Dyson: the iconic vacuum cleaner manufacturer launches the robotic version | 695 | ||
| IV.4 Triumph Motorcycles Ltd: rising from the ashes in the international motorcycle business | 705 | ||
| PART V IMPLEMENTING AND COORDINATING THE GLOBAL MARKETING PROGRAMME | 711 | ||
| Part V Video case study: Stella & Dot | 712 | ||
| 18 Cross-cultural sales negotiations | 713 | ||
| Learning objectives | 713 | ||
| 18.1 Introduction | 714 | ||
| Exhibit 18.1 Google gives a clock as a gift in China | 714 | ||
| 18.2 Cross-cultural negotiations | 715 | ||
| Exhibit 18.2 Euro Disney becomes Disneyland Resort Paris – Disney learns to adapt to European cultures | 724 | ||
| 18.3 Intercultural preparation | 725 | ||
| 18.4 Coping with expatriates | 727 | ||
| 18.5 Knowledge management and learning across borders | 729 | ||
| 18.6 Transnational bribery in cross-cultural negotiations | 732 | ||
| 18.7 Summary | 733 | ||
| Case studies | 734 | ||
| 18.1 ZamZam Cola: marketing of a ‘Muslim’ cola from Iran to the European market | 734 | ||
| 18.2 TOTO: the Japanese toilet manufacturer seeks export opportunities for its high-tech brands in the US | 736 | ||
| 18.3 Video case study: Dunkin’ Donuts | 738 | ||
| Questions for discussion | 738 | ||
| References | 739 | ||
| 19 Organization and control of the global marketing programme | 741 | ||
| Learning objectives | 741 | ||
| 19.1 Introduction | 742 | ||
| 19.2 Organization of global marketing activities | 742 | ||
| 19.3 The global account management organization | 747 | ||
| Exhibit 19.1 Danfoss Power Solutions’ GAM | 757 | ||
| Exhibit 19.2 AGRAMKOW – working to model 3 | 758 | ||
| 19.4 Controlling the global marketing programme | 759 | ||
| 19.5 The global marketing budget | 765 | ||
| 19.6 The process of developing the global marketing plan | 769 | ||
| 19.7 Summary | 770 | ||
| Case studies | 770 | ||
| 19.1 Mars Inc.: merger of the European food, pet care and confectionery divisions | 770 | ||
| 19.2 Henkel: should Henkel shift to a more customer-centric organization? | 771 | ||
| 19.3 Video case study: McDonald’s | 773 | ||
| Questions for discussion | 773 | ||
| References | 774 | ||
| Part V Case studies | 775 | ||
| V.1 Sony Music Entertainment: new worldwide organizational structure and the marketing, planning and budgeting of Pink’s new album | 775 | ||
| V.2 Red Bull: the global market leader in energy drinks is considering further market expansion | 782 | ||
| V.3 Tetra Pak: how to create B2B relationships with the food industry on a global level | 792 | ||
| V.4 Polaroid Eyewear: can the iconic brand achieve a comeback in the global sunglasses industry? | 798 | ||
| Index | 806 |