前言
第Ⅰ部分　决定是否国际化
第I部分视频案例分析　优步（Uber）4
第1章　企业中的全球市场营销5
学习目标5
1.1　全球化概论6
1.2　开发国际营销计划的流程6
1.3　中小型企业和大型企业间国际营销和管理风格的比较7
营销洞见1-1　乐高公司的“战略漂移”14
营销洞见1-2　任天堂游戏机的规模经济16
营销洞见1-3　福特的全球市场计划18
1.4　是否所有企业都应该走国际化的道路19
1.5　“国际营销”概念的发展20
营销洞见1-4　海丽汉森正在通过地理定位技术实现本土化23
营销洞见1-5　宝莹黑色专用+宝莹长袍专用=全球本土化（同样的产品加之不同的包装和市场沟通）23
1.6　全球一体化及市场响应的驱动力24
营销洞见1-6　麦当劳正朝着更高的市场响
　应程度迈进27
1.7　将价值链作为识别国际竞争优势的基本框架28
1.8　价值商店和“服务价值链”34
1.9　国际体验式营销38
营销洞见1-7　凯斯建筑设备开始体验式营销41
营销洞见1-8　宜家家居对增强现实技术（AR）的使用42
1.10　信息产业和虚拟价值链43
1.11　总结44
案例研究
案例研究1-1　绿色玩具公司：环保玩具制造商正在走向国际化45
案例研究1-2　猎人靴公司：标志性的英国品牌正在进入专属时尚50
视频案例研究1-3　妮维雅（Nivea）52
问题讨论53
参考文献53
第2章　国际化的起源55
学习目标55
2.1　简介56
2.2　国际化的动机56
营销洞见2-1　野格利口酒：一个家族企业因“管理需求”让著名的草本利口酒走向世界58
营销洞见2-2　日本公司的全球化营销和规模经济61
营销洞见2-3　海尔的国际化：主动动机和被动动机64
2.3　启动出口的触发因素（促变因素）65
2.4　国际化的障碍/风险69
营销洞见2-4　英国电信的去国际化73
2.5　总结75
案例研究
案例研究2-1　生命吸管：韦斯特加德公司将污水变成干净的饮用水75
案例研究2-2　埃尔维斯·普雷斯利公司：“偶像崇拜”的国际化78
视频案例研究2-3　汤姆斯（TOMS）鞋79
问题讨论80
参考文献80
第3章　国际化理论82
学习目标82
3.1　简介83
3.2　乌普萨拉国际化模型85
3.3　交易成本分析模型89
3.4　网络模型92
3.5　天生国际化94
营销洞见3-1　韩国流行音乐：已经在世界各地取得成功的“天生全球化”现象95
3.6　总结99
案例研究
案例研究3-1　尊巴舞：一个正在走向全球的舞蹈现象100
案例研究3-2　梦工厂的经典：《邮差帕特》的国际化103
视频案例研究3-3　锐步104
问题讨论104
参考文献104
第4章　开发企业国际竞争力107
学习目标107
4.1　引言108
4.2　国家竞争力分析（波特钻石模型）108
4.3　行业竞争分析（波特五力模型）113
4.4　价值链分析118
营销洞见4-1　喜利得正在出售使用体验，而非产品120
4.5　可持续的全球价值链131
4.6　企业社会责任（CSR）131
营销洞见4-2　金吉达（CHIQUITA）：将CSR融入资源库133
4.7　价值网135
营销洞见4-3　价值网：在每个航空公司联盟内竞争者间的合作与竞争136
4.8　蓝海战略和价值创新137
营销洞见4-4　一级方程式酒店：实践中的价值创新139
4.9　总结141
案例研究
案例研究4-1　任天堂Wii在世界市场居首位，但不会维持太久了142
案例研究4-2　大疆科技有限公司：一个成立于中国的“天生国际化”企业，主宰全球无人机市场148
视频案例研究4-3　耐克（Nike）152
问题讨论152
参考文献152
第Ⅱ部分　决定进入哪些市场
第Ⅱ部分视频案例分析　本田飞机（HondaJets）：本田进入小型商务飞机市场159
第5章　国际营销调研161
学习目标161
5.1　简介162
5.2　国际营销调研人员的角色变化162
5.3　国际营销调研与决策过程的关联163
5.4　二手数据调研165
5.5　原始数据调研169
5.6　其他市场调研类型180
5.7　基于Web 2.0的市场调研184
营销洞见5-1　亚马逊：通过市场研究及分析维持竞争优势185
5.8　设立国际营销信息系统186
5.9　总结187
案例研究
案例研究5-1　德国蒂派克特种机械公司：对客户满意度的全球调研188
案例研究5-2　乐高好朋友系列：世界上最大的玩具制造商之一进入了女孩市场189
视频案例研究5-3　宝马i3：电动汽车192
问题讨论192
参考文献193
第6章　政治和经济环境194
学习目标194
6.1　简介195
6.2　政治/法律环境195
6.3　经济环境204
6.4　欧洲经济、货币联盟和欧元210
营销洞见6-1　欧盟反垄断监管机构控诉谷歌的竞争行为210
6.5　“金砖国家”：世界新的增长市场213
营销洞见6-2　小凉（Chotukool）冰箱：印度格德雷吉公司正在为金字塔底层市场制造破坏性创新（低价冰箱）214
6.6　作为市场机遇的“金字塔底层”215
营销洞见6-3　沃达康（Vodacom）：在非洲延伸至BOP顾客和BOP企业家217
营销洞见6-4　维尔铁酷派（Voltic Cool Pac）：在加纳的水销售218
6.7　总结219
案例研究
案例研究6-1　G-20和经济金融危机：全球化到底是什么221
案例研究6-2　丹佛斯动力系统公司：哪些政治/经济因素会影响液压元件制造商222
视频案例研究6-3　关于全球化的辩论223
问题讨论224
参考文献224
第7章　社会文化环境225
学习目标225
7.1　简介226
7.2　文化的层次227
营销洞见7-1　伊莱克斯为日本市场调整吸尘器229
7.3　高语境和低语境文化229
7.4　文化的因素231
营销洞见7-2　在中国，雪铁龙C4品牌被更名为雪铁龙C-Quatre（世嘉）231
营销洞见7-3　沙特阿拉伯的感官和触摸文化vs.欧洲广告234
7.5　霍夫施泰德模型（“4 + 1”维度模型）vs. GLOBE模型238
营销洞见7-4　拍立得在穆斯林市场的成功238
营销洞见7-5　宝矿力水特：一种日本软
　饮料在亚洲扩张销售240
7.6　管理文化差距241
7.7　世界文化的趋同或分化242
7.8　文化维度对道德决策的影响243
营销洞见7-6　对美的追求打开了亚洲美白产品的市场245
7.9　总结246
案例研究
案例研究7-1　太阳马戏团：革命性的马戏艺术正在扩大其全球范围247
案例研究7-2　宜家《家居指南》：有无文化差异249
视频案例研究7-3　艾尔健（Allergan）：肉毒杆菌和乳房植入物的制造商251
问题讨论251
参考文献252
第8章　国际市场选择过程253
学习目标253
8.1　简介254
8.2　国际市场选择：中小型企业vs.大型企业254
8.3　为国际市场选择构建模型255
营销洞见8-1　博世安全系统：中东地区火警探测系统的国际市场选择269
8.4　市场扩张策略273
营销洞见8-2　“新的”的瀑布方法273
营销洞见8-3　一个“向上渗透”策略的例子275
营销洞见8-4　巴贾杰正在挑选被全球领导者所忽视的新国际市场279
8.5　全球产品/市场组合279
8.6　总结280
案例研究
案例研究8-1　塔塔Nano汽车：世界上最便宜汽车的国际市场选择282
案例研究8-2　飞利浦照明：在中东筛选市场287
视频案例研究8-3　奥利奥（亿滋国际）290
问题讨论290
参考文献291
第Ⅲ部分　市场进入战略
第Ⅲ部分视频案例分析　米勒（Müller）酸奶进入美国市场297
第9章　进入模式的选择方法299
学习目标299
9.1　简介300
9.2　交易成本方法300
9.3　影响进入模式选择的因素302
营销洞见9-1　Zara根据距离新市场的心理距离，正在改变其优先的进入模式选择306
9.4　总结306
案例研究
案例研究9-1　亚尔斯堡：挪威奶酪之王正定夺新的市场进入模式308
案例研究9-2　安思尔避孕套：收购是获得欧洲市场份额的正确方式吗310
视频案例研究9-3　理解进入中国市场的进入模式314
问题讨论314
参考文献314
第10章　出口模式315
学习目标315
10.1　简介316
10.2　间接出口模式318
10.3　直接出口模式322
营销洞见10-1　在选择新的经销商时，弗里特伍德的罗夫特豪斯的决策标准324
10.4　合作出口模式/出口营销集团329
10.5　总结330
案例研究
案例研究10-1　利肖姆利尼阿夸维特酒：挪威阿夸维特酒品牌的国际营销331
案例研究10-2　佩尔勒产品：一家正在新的出口市场寻求代理商和合作伙伴的印度饼干生产商333
视频案例研究10-3　诚实茶（Honest Tea）335
问题讨论335
参考文献336
第11章　中间商进入模式337
学习目标337
11.1　简介338
11.2　合同制造338
11.3　许可经营339
11.4　特许经营342
营销洞见11-1　熊宝宝工作坊在德国–奥地利–瑞士使用间接特许经营模式344
11.5　合资企业或战略联盟348
营销洞见11-2　健怡苏格兰水与百事瓶装集团（PBG在俄罗斯的分销联盟（Y联盟）350
营销洞见11-3　塞呋盾：中国安全套生产商需要合作伙伴来进入欧洲市场358
11.6　其他中间商进入模式359
11.7　总结362
案例研究
案例研究11-1　Hello Kitty：卡通猫能在世界各地的热议中存活吗362
案例研究11-2　Kabooki：乐高品牌的授权365
视频案例研究11-3　万豪酒店（Marriott）367
问题讨论368
参考文献368
第12章　层次模式370
学习目标370
12.1　简介371
12.2　国内销售代表或电子商务渠道372
12.3　驻地销售代表/国外分销处/国外销售子公司372
12.4　销售和生产子公司374
12.5　子公司发展及一体化战略375
12.6　区域中心（区域总部）377
12.7　跨国组织378
12.8　建立全资子公司—收购或绿地投资379
12.9　总部的选址/迁址380
12.10　国外撤资：退出国外市场381
营销洞见12-1　特易购9年后于2012年从日本市场退出381
营销洞见12-2　沃尔玛从德国市场退出383
12.11　总结385
案例研究
案例研究12-1　拉夫·劳伦：Polo向东南亚内部分销386
案例研究12-2　杜蕾斯安全套：SSL集团将通过自己的组织在日本市场出售杜蕾斯安全套388
视频案例研究12-3　星巴克（Starbucks）389
问题讨论390
参考文献390
第13章　国际外包决策和次级供应商的角色391
学习目标391
13.1　简介392
13.2　国际外包的原因393
13.3　分包的类型395
13.4　买卖双方的互动396
13.5　买卖双方关系的发展399
13.6　反向营销：从卖方主动到买方主动402
13.7　分包商的国际化403
营销洞见13-1　日本网络外包的案例：马自达座椅外包案例405
13.8　项目出口（总承包合同）406
13.9　总结407
案例研究
案例研究13-1　ARM：在世界计算机芯片市场上挑战英特尔408
案例研究13-2　博世Indego：如何在一个新的全球产品市场（机器人割草机）中建立B2B和B2C关系412
视频案例研究13-3　通力（Kone）电梯和扶梯415
问题讨论416
参考文献416
第Ⅳ部分　设计国际营销计划
第IV部分视频案例分析　亚维咏龙舌兰酒（Avión Tequila）426
第14章　产品决策427
学习目标427
14.1　简介428
14.2　国际化产品供应物的维度428
14.3　开发国际化服务战略428
营销洞见14-1　Salesforce.com“云”顾客关系管理解决方案的提供者434
14.4　产品生命周期434
营销洞见14-2　iOS（苹果）/ Android（谷歌）智能手机业务的全球大赛438
营销洞见14-3　Threadless T恤的众包商业模式441
14.5　为国际市场开发新产品443
营销洞见14-4　产品发明：印度的太阳能便携式充电系统449
14.6　产品定位449
营销洞见14-5　中国钢琴制造商正在经历“原产国”效应450
营销洞见14-6　杜莎夫人蜡像馆：一个在全球范围内让人们与名人更靠近的品牌451
14.7　品牌资产452
14.8　品牌化决策453
营销洞见14-7　联合利华的织物柔顺剂：一个本土品牌在多个市场中的案例454
营销洞见14-8　处于在阿尔迪折扣超市自有品牌下进行生产的压力中的家乐氏458
营销洞见14-9　壳牌与法拉利和乐高的联合品牌459
营销洞见14-10　Roundup：一个多市场的全球品牌460
营销洞见14-11　美极：通过并购成为多市场的本地品牌462
14.9　感官品牌化462
营销洞见14-12　星巴克不断扩大的产品线战略导致其“气味营销策略”出现问题465
14.10　互联网在面向产品决策的顾客合作中的应用466
14.11　3D打印：一种新型的用于定制化服务的工业解决方案469
14.12　全球移动App营销470
营销洞见14-13　欧莱雅正在用手机App化妆天才来扩大客户的购买体验472
14.13　“长尾”策略473
14.14　品牌仿冒和防伪策略475
14.15　总结476
案例研究
案例研究14-1　Danish Klassic：在沙特阿拉伯推出奶油乳酪476
案例研究14-2　芝宝制造公司：打火机之外，产品多样化是否走得太远480
视频案例研究14-3　博柏利（Burberry）品牌481
问题讨论482
参考文献483
第15章　定价决策和商业条款486
学习目标486
15.1　简介487
15.2　国际定价战略与国内定价战略的比较487
15.3　影响国际定价决策的因素487
15.4　国际定价策略491
营销洞见15-1　德国汽车制造商在中国使用“撇脂”价格策略492
营销洞见15-2　“市场定价”（“大众卖点”）策略的使用：在耐克旗下，匡威品牌正在卷土重来494
营销洞见15-3　大众集团的产品组合定价策略498
营销洞见15-4　吉列的溢价定价策略499
营销洞见15-5　柯达的打印机和墨盒分开遵循了反向的“买入/跟进”战略500
15.5　互联网对跨境定价的影响509
15.6　销售和交货条款511
15.7　支付条款513
15.8　出口融资516
15.9　总结518
案例研究
案例研究15-1　哈雷–戴维森：品牌形象能否说明定价水平519
案例研究15-2　吉列公司：有可能对剃须刀刀片实行标准化定价吗520
视频案例研究15-3　凡士林（Vaseline）定价策略521
问题讨论522
参考文献523
第16章　分销决策525
学习目标525
16.1　引言526
16.2　渠道决策的外部决定因素527
16.3　渠道结构529
营销洞见16-1　博柏利：这个标志性英国奢侈品牌瞄准全球25个较富裕的城市532
16.4　多渠道策略533
营销洞见16-2　戴尔对多渠道分销战略的使用535
16.5　管理和控制分销渠道537
16.6　互联网在分销决策中的应用541
16.7　在线零售543
16.8　智能手机营销544
16.9　国际零售中的渠道权力546
营销洞见16-3　“香蕉分割”模式546
16.10　灰色营销（平行进口）550
16.11　总结551
案例研究
案例研究16-1　戴比尔斯：前向整合钻石业价值链552
案例研究16-2　特百惠：全球直销模式仍在继续555
视频案例研究16-3　敦豪航空货运公司（DHL）558
问题讨论558
参考文献559
第17章　沟通决策（促销策略）560
学习目标560
17.1　简介561
17.2　沟通过程561
营销洞见17-1　富世华的消费者轮盘564
17.3　沟通工具565
营销洞见17-2　乐高旋风忍者的360度营销沟通570
营销洞见17-3　利口乐的草药喉糖在其国际化营销中正在使用名人代言574
营销洞见17-4　埋伏式营销战略：荷兰巴伐利亚啤酒与安海斯–布希公
　司的百威啤酒在国际足联2010年世界杯上的竞争576
17.4　国际广告策略的实践582
营销洞见17-5　Jarlsberg奶酪：跨国沟通587
17.5　互联网对沟通决策的影响588
17.6　社交媒体营销589
营销洞见17-6　宝马1系运动轿车在进入沟通阶段之前所引发的关注596
17.7　病毒式营销活动的发展597
17.8　总结598
案例研究
案例研究17-1　海丽·汉森：在美国市场赞助时尚服装599
案例研究17-2　摩根汽车公司：英国复古跑车品牌100年后还能成功吗601
视频案例研究17-3　宝马摩托车604
问题讨论605
参考文献605
第Ⅴ部分　实施和协调国际营销计划
第Ⅴ部分视频案例　史戴拉 "多特（Stella ＆ Dot）610
第18章　跨文化销售谈判611
学习目标611
18.1　介绍612
营销洞见18-1　谷歌在中国赠送时钟作为礼物612
18.2　跨文化谈判613
营销洞见18-2　欧洲迪士尼成为巴黎迪士尼：迪士尼学习适应欧洲文化622
18.3　跨文化准备623
18.4　应对外派人员625
18.5　知识管理和跨国界学习627
18.6　跨文化谈判中的跨国贿赂630
18.7　总结631
案例研究
案例研究18-1　渗渗泉可乐：“穆斯林”可乐从伊朗到欧洲市场的营销632
案例研究18-2　TOTO：日本的坐便器制造商在美国为其高科技品牌寻找出口机会634
视频案例研究18-3　唐恩都乐（Dunkin扗onuts）636
问题讨论636
参考文献637
第19章　国际营销计划的组织与控制639
学习目标639
19.1　介绍640
19.2　国际营销活动的组织640
19.3　全球客户管理组织645
营销洞见19-1　丹佛斯动力解决方案的GAM655
营销洞见19-2　丹麦安科：适用于模型3656
19.4　控制国际营销计划657
19.5　国际营销预算663
19.6　开发国际营销计划的过程667
19.7　小结668
案例研究
案例研究19-1　玛氏公司：合并欧洲食品、宠物护理和糖果事业部668
案例研究19-2　汉高应该转型为以客户为中心的组织吗669
视频案例研究19-3　麦当劳（McDonald抯）671
问题讨论671
参考文献672
案例分析
第I部分案例分析
案例分析I.1　Zara：西班牙零售商走向世界时尚潮流的顶端1
案例分析I.2　曼联：仍在努力创建全球性品牌7
案例分析I.3　阿迪达斯：全球运动服装市场的第二名正在挑战第一名耐克11
案例分析I.4　全球谷物联盟（CPW）：排名世界第二的公司正在挑战排名第一的家乐氏18
第Ⅱ部分案例分析
案例分析II.1　SodaStream：在竞争日益激烈的全球环境中管理盈利增长26
案例分析II.2　FHC：女用避孕套在世界避孕产品市场的立足点32
案例分析II.3　Zalando：线上服装零售商如何将财务亏损转化为利润35
案例分析II.4　法拉利：顶级跑车品牌的国际市场选择43
第Ⅲ部分案例分析
案例分析III.1　罗利自行车：标志性的自行车品牌在世界市场上还有机会吗49
案例分析III.2　Netflix：美国互联网订阅服务公司正主宰电视和电影流媒体世界54
案例分析III.3　奥托立夫安全气囊：将奥托立夫转变成全球性公司61
案例分析III.4　IMAX：电影行业的全球化66
第IV部分　案例分析
案例分析IV.1　绝对伏特加：在全球伏特加市场中保卫和争夺更好的地位71
案例分析IV.2　Guinness）：爱尔兰标志性啤酒品牌应该如何弥补国内市场的销售下滑79
案例分析IV.3　戴森吸尘器：标志性的真空吸尘器制造商推出机器人吸尘器87
案例分析IV.4　凯旋摩托车：从国际摩托车行业的灰烬中崛起的新星97
第Ⅴ部分案例分析
案例分析V.1　索尼音乐娱乐公司：新的全球组织结构以及Pink新专辑的营销、策划及预算102
案例分析V.2　红牛：全球能量饮料市场的领跑者正考虑进一步扩张市场109
案例分析V.3　利乐包装：如何在全球范围内与食品行业建立B2B关系119
案例分析V.4　宝丽来眼镜：在全球太阳镜行业中的标志性品牌可以实现东山再起吗125
Contents
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
Green toys, inc.: a manufacturer of eco-friendly toys is going international 45
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 Jgermeister: 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
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
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
4.1 nintendo Wii: nintendo’s Wii took first place on the world market –
but it didn’t last 142
4.2 D JI 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 IIDeciding Which Markets To Enter 157
Part II Video case study: HondaJets – Honda enters the small-sized
business jet market 159
5 Global marketing research 161
Learning objectives 161
5.1 Introduction 162
5.2 T he changing role of the international researcher 162
5.3 Linking global marketing research to the decision-making process 163
5.4 S econdary research 165
5.5 Primary research 169
5.6 O ther types of marketing research 180
5.7 M arketing research based on Web 2.0 184
Exhibit 5.1 A mazon.com – sustaining a competitive advantage through
market research and analytics 185
5.8 S etting up an international marketing information system (MIS) 186
5.9 Summary 187
Case studies
5.1 T eepack Spezialmaschinen GmbH: organizing a global survey of customer satisfaction 188
5.2 LEGO Friends: one of the world’s largest toy manufacturers moves into the girls’ domain 189
5.3 Video case study: BMW i3 – the electric car 192
Questions for discussion 192
References 193
6 T he political and economic environment 194
Learning objectives 194
6.1 Introduction 195
6.2 T he political/legal environment 195
6.3 T he economic environment 204
6.4 the european economic and monetary union and the euro 210
Exhibit 6.1 EU ’s antitrust regulator complains about competition practices of Google 210
6.5 BRIC – the show growth is hitting the emerging countries 213
Exhibit 6.2 chotuKool – indian Godrej is creating a disruptive innovation (a low-cost refrigerator) for the BoP market 214
6.2 the political/legal environment a market opportunity 215
Exhibit 6.3 Vodacom – reaching both BOP (bottom of pyramid)customers and BOP entrepreneurs in Africa 217
Exhibit 6.4 Voltic Cool Pac – distribution of water in Ghana 218
6.7 Summary
Case studies
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 221
6.2 danfoss Power solutions: which political/economic factors would affect a manufacturer of hydraulic components? 222
6.3 Video case study: debate on globalization 223
Questions for discussion 224
References 224
7 the sociocultural environment 225
Learning objectives 225
7.1 introduction 226
7.2 Layers of culture 227
exhibit 7.1 electrolux is adapting its vacuum cleaner for the Japanese market 229
7.3 High- and low-context cultures 229
7.4 elements of culture 231
exhibit 7.2 in china the citron c4 brand name was changed to citron c-Quatre 231
exhibit 7.3 sensuality and touch culture in saudi arabian versus european advertising 234
7.5 Hofstede’s model, (the ‘4 + 1’ dimensions model) versus the GLoBe model 238
exhibit 7.4 Polaroid’s success in islami c markets 238
exhibit 7.5 Pocari sweat – a Japanese soft drink expands sales in asia 240
7.6 managing cultural differences 241
7.7 convergence or divergence of the world’s cultures 242
7.8 the effects of cultural dimensions on ethical decision-making 243
exhibit 7.6 the quest for beauty opens a huge market for whitening products in asia 245
7.9 summary 246
Case studies
7.1 cirque du soleil inc.: the show that revolutionized the circus arts is expanding its global scope 247
7.2 the iKea catalogue: are there any cultural differences? 249
7.3 Video case study: allergan – the maker of Botox and breast implants 251
Questions for discussion 251
References 252
8 the international market selection process 253
Learning objectives 253
8.1 introduction 254
8.2 international market selection: smes versus Lses 254
8.3 Building a model for international market selection 255
exhibit 8.1 Bosch security systems: ims in the middle east for fire
detection systems 269
8.4 market expansion strategies 273
exhibit 8.2 sunquick’s waterfall approach 273
exhibit 8.3 an example of the ‘trickle-up’ strategy 275
exhibit 8.4 Bajaj is selecting new international markets ignored by global leaders 279
8.5 the global product/market portfolio 279
8.6 summary 280
Case studies
8.1 tata nano: international market selection with the world’s cheapest car 282
8.2 Philips Lighting: screening markets in the middle east 287
8.3 Video case study: oreo (mondelez) 290
Questions for discussion 290
References 291
Part iii marKet entrY strateGies 293
Part iii Video case study: Müll
er Yogurts – entering the US market 297
9 some approaches to the choice of entry mode 299
Learning objectives 299
9.1 introduction 300
9.2 the transaction cost approach 300
9.3 Factors influencing the choice of entry mode 302
exhibit 9.1 zara is modifying its preferred choice of entry mode, depending
on the psychic distance to new markets 306
9.4 summary 308
Case studies
9.1 Jarlsberg: the king of norwegian cheeses is deciding on entry modes
into new markets 308
9.2 ansell condoms: is acquisition the right way to gain market shares
in the european condom market? 310
9.3 Video case study: understanding entry modes into the chinese market 314
Questions for discussion 314
References 314
10 export modes 315
Learning objectives 315
10.1 introduction 316
10.2 indirect export modes 318
10.3 direct export modes 322
exhibit 10.1 Lofthouse of Fleetwood’s (Fisherman’s Friend) decision
criteria when selecting new distributors 324
10.4 cooperative export modes/export marketing groups 329
10.5 summary 330
Case studies
10.1 Lysholm Linie aquavit: international marketing of the norwegian aquavit brand 331
10.2 Parle Products: an indian biscuit manufacturer is seeking agents and cooperation partners in new export markets 333
10.3 Video case study: Honest tea 335
Questions for discussion 335
References 336
11 intermediate entry modes 337
Learning objectives 337
11.1 introduction 338
11.2 contract manufacturing 338
11.3 Licensing 339
11.4 Franchising 342
exhibit 11.1 Build-a-Bear workshop’s use of the indirect franchising
model in Germany – austria - switzerland 344
11.5 Joint ventures/strategic alliances 348
exhibit 11.2 irn-Bru’s distributor alliance (Y coalition) with Pepsi Bottling
Group (PPG) in russia 350
exhibit 11.3 safedom: a chinese condom manufacturer needs a partner
with which to enter the european market 358
11.6 other intermediate entry modes 359
11.7 summary 362
Case studies
11.1 Hello Kitty: can the cartoon cat survive the buzz across the world? 362
11.2 Kabooki: licensing in the LeGo brand 365
11.3 Video case study: marriott 367
Questions for discussion 368
References 368
12 Hierarchical modes 370
Learning objectives 370
12.1 introduction 371
12.2 domestic-based sales representatives 372
12.3 resident sales representatives/foreign sales branch/foreign sales subsidiary 372
12.4 sales and production subsidiary 374
12.5 subsidiary growth and integration strategies 375
12.6 region centres (regional HQ) 377
12.7 transnational organization 378
12.8 establishing wholly owned subsidiaries – acquisition or greenfield 379
12.9 Location/relocation of HQ 380
12.10 Foreign divestment: withdrawing from a foreign market 381
exhibit 12.1 tesco’s withdrawal from Japan in 2012 after nine years 381
exhibit 12.2 Walmart’s withdrawal from the German market 383
12.11 summary 385
Case studies
12.1 Polo ralph Lauren: Polo moves distribution for south-east asia in-house 386
12.2 durex condoms: ssL will sell durex condoms in the Japanese market
through its own organization 388
12.3 Video case study: starbucks 389
Questions for discussion 390
References 390
13 international sourcing decisions and the role of the subsupplier 391
Learning objectives 391
13.1 introduction 392
A01_HOLL0111_07_SE_FM.indd 12 5/26/16 9:14 PM
xiii
13.2 reasons for international sourcing 393
13.3 a typology of subcontracting 395
13.4 Buyer–seller interaction 396
13.5 development of a relationship 399
13.6 reverse marketing: from seller to buyer initiative 402
13.7 internationalization of subcontractors 403
exhibit 13.1 an example of Japanese network sourcing: the
mazda seat-sourcing case 405
13.8 Project export (turnkey contracts) 406
13.9 summary 407
Case studies
13.1 arm: challenging intel in the world market of computer chips 408
13.2 Bosch indego: how to build B2B and B2c relationships in a new global
product market – robotic lawnmowers 412
13.3 Video case study: Kone elevators and escalators 415
Questions for discussion 416
References 416
Part iV desiGninG tHe GLoBaL marKetinG ProGramme 419
Part iV Video case study: tequila avión 426
14 Product decisions 427
Learning objectives 427
14.1 introduction 428
14.2 the dimensions of the international product offer 428
14.3 developing international service strategies 428
exhibit 14.1 salesforce.com as provider of crm ‘cloud’ services 434
14.4 the product life cycle 434
exhibit 14.2 the ios (apple)/android (Google) global contest in the smartphone business 438
exhibit 14.3 threadless t-shirt crowdsourcing business 441
14.5 new products for the international market 443
exhibit 14.4 Product invention – solar-powered portable charging systems for india 449
14.6 Product positioning 449
exhibit 14.5 chinese piano manufacturers are experiencing the ‘country of origin’ (coo) effect 450
exhibit 14.6 madame tussauds – a brand that brings people closer to celebrities on a global basis 451
14.7 Brand equity 452
14.8 Branding decisions 453
exhibit 14.7 unilever’s snuggle fabric softener – an example of local brands in multiple markets 454
exhibit 14.8 Kellogg under pressure to produce under aldi’s own label 458
exhibit 14.9 shell’s co-branding with Ferrari and LeGo 459
exhibit 14.10 roundup – a global brand for multiple markets 460
exhibit 14.11 maggi – local brands for multiple markets through acquisitions 462
14.9 sensory branding 462
exhibit 14.12 starbucks’ expanding product line strategy is causing problems for its ‘scent marketing strategy’ 465
14.10 implications of the internet for collaboration with customers on product decisions 466
14.11 3-d printing – a possible new industrial revolution in customization 469
14.12 Global mobile app marketing 470
exhibit 14.13 L’oreal is extending the customers’ buying experience with the mobile app makeup Genius 472
14.13 ‘Long tail’ strategies 473
14.14 Brand piracy and anti-counterfeiting strategies 475
14.15 summary 476
Case studies
14.1 danish Klassic: launch of a cream cheese in saudi arabia 476
14.2 zippo manufacturing company: has product diversification beyond the lighter gone too far? 480
14.3 Video case study: Burberry branding 481
Questions for discussion 482
References 483
15 Pricing decisions and terms of doing business 486
Learning objectives 486
15.1 introduction 487
15.2 international pricing strategies compared with domestic pricing strategies 487
15.3 Factors influencing international pricing decisions 487
15.4 international pricing strategies 491
exhibit 15.1 German car manufacturers are using ‘skimming’ price strategy in china 492
exhibit 15.2 a ‘market pricing’ (‘mass point’) strategy in use: the converse brand is making a comeback under nike ownership 494
exhibit 15.3 Volkswagen Group’s product portfolio approach to pricing 498
exhibit 15.4 the Gillette price premium strategy 499
exhibit 15.5 Kodak is following the reverse ‘buy-in/follow-on’ strategy for its printer and cartridge division 500
15.5 implications of the internet for pricing across borders 509
15.6 terms of sale and delivery 511
15.7 terms of payment 513
15.8 export financing 516
15.9 summary 518
Case studies
15.1 Harley-davidson: does the image justify the price level? 519
15.2 Gillette co.: is price standardization possible for razor blades? 520
15.3 Video case study: Vaseline pricing strategy 521
Questions for discussion 522
References 523
16 distribution decisions 525
Learning objectives 525
16.1 introduction 526
16.2 external determinants of channel decisions 527
16.3 the structure of the channel 529
exhibit 16.1 Burberry: the iconic British luxury brand targets 25 of the world’s wealthier cities 532
16.4 multiple channel strategy 533
exhibit 16.2 dell’s use of the multi-channel distribution strategy 535
16.5 managing and controlling distribution channels 537
16.6 implications of the internet for distribution decisions 541
16.7 online retail sales 543
16.8 smartphone marketing 544
16.9 channel power in international retailing 546
exhibit 16.3 the ‘banana split’ model 546
16.10 Grey marketing (parallel importing) 550
16.11 summary 551
Case studies
16.1 de Beers: forward integration into the diamond industry value chain 552
16.2 tupperware: the global direct distribution model is still working 555
16.3 Video case study: dHL 558
Questions for discussion 558
References 559
17 communication decisions (promotion strategies) 560
Learning objectives 560
17.1 introduction 561
17.2 the communication process 561
exhibit 17.1 Husqvarna’s consumer wheel 564
17.3 communication tools 565
exhibit 17.2 LeGo ninjago’s 360 degree marketing communication 570
exhibit 17.3 ricola is using celebrity endorsement in the international marketing of its herbal drops 574
exhibit 17.4 ambush marketing strategy – dutch Bavania vs anheuser Busch’s
Budweiser during the FiFa World cup 2010 576
17.4 international advertising strategies in practice 582
exhibit 17.5 Jarlsberg cheese – cross-border communication 587
17.5 implications of the internet for communication decisions 588
17.6 social media marketing 589
exhibit 17.6 Generating buzz in the pre-communication stage for BmW1 series m coupé 596
17.7 developing a viral marketing campaign 597
17.8 summary 598
Case studies
17.1 Helly Hansen: sponsoring fashion clothes in the us market 599
17.2 morgan motor company: can the British retro sports car brand still be successful after 100 years? 601
17.3 Video case study: BmW motorcycles 604
Questions for discussion 605
References 605
Part V imPLementinG and coordinatinG tHe GLoBaL marKetinG ProGramme 609
Part V Video case study: Stella & Dot 610
18 cross-cultural sales negotiations 611
Learning objectives 611
18.1 introduction 612
exhibit 18.1 Google gives a clock as a gift in china 612
18.2 cross-cultural negotiations 613
exhibit 18.2 euro disney becomes disneyland resort Paris – disney learns to adapt to european cultures 622
18.3 intercultural preparation 623
18.4 coping with expatriates 625
18.5 Knowledge management and learning across borders 627
18.6 transnational bribery in cross-cultural negotiations 630
18.7 summary 631
Case studies
18.1 zamzam cola: marketing of a ‘muslim’ cola from iran to the european market 632
18.2 toto: the Japanese toilet manufacturer seeks export opportunities for its high-tech brands in the us 634
18.3 Video case study: dunkin’ donuts 636
Questions for discussion 636
References 637
19 organization and control of the global marketing programme 639
Learning objectives 639
19.1 introduction 640
19.2 organization of global marketing activities 640
19.3 the global account management organization 645
exhibit 19.1 danfoss Power solutions’ Gam 655
exhibit 19.2 aGramKoW – working to model 3 656
19.4 controlling the global marketing programme 657
19.5 the global marketing budget 663
19.6 the process of developing the global marketing plan 667
19.7 summary 668
Case studies
19.1 mars inc.: merger of the european food, pet care and confectionery divisions 668
19.2 Henkel: should Henkel shift to a more customer-centric organization? 669
19.3 Video case study: mcdonald’s 671
Questions for discussion 671
References 672
CASE STUDY
Part i Case studies
i.1 Z ara: the Spanish retailer goes to the top of world fashion 1
i.2 manchester united: still trying to establish a global brand 7
i.3 adidas: the no. 2 in the global sportswear market is challenging the no. 1, nike 13
i.4 cereal Partners Worldwide (cPW): the no. 2 world player is challenging the no. 1, Kellogg 18
Part ii Case studies
ii.1 sodastream: managing profitable growth in an increasingly competitive global environment 26
ii.2 the Female Health company (FHc): the female condom is seeking a foothold in the world market for contraceptive products 32
ii.3 zalando: how can the online apparel retailer turn financial losses into positive profits? 35
ii.4 Ferrari: international market selection (ims) for the exclusive sports car brand 43
Part iii Case studies
iii.1 raleigh Bicycles: does the iconic bicycle brand still have a chance on the world market? 49
iii.2 netflix inc.: the us internet subscription service company is dominating the television and movies streaming world 54
iii.3 autoliv airbags: transforming autoliv into a global company 61
iii.4 imaX corporation: globalization of the film business 64
Part iv Case studies
iv.1 Absolut Vodka: defending and attacking for a better position in the global vodka market 71
iv.2 Guinness: how can the iconic irish beer brand compensate for declining sales in the home market? 79
iv.3 Dyson acuum Cleaner: the iconic vacuum cleaner manufacturer launches the robotic version 87
iv.4 Triumph Motorcycles Ltd: rising from the ashes in the international motorcycle business 97
Part v Case studies
v.1 Sony Music Entertainment: new worldwide organizational structure and the marketing, planning and budgeting of Pink’s new album 102
v.2 Red Bull: the global market leader in energy drinks is considering further market expansion 109
v.3 Tetra Pak: how to create B2B relationships with the food industry on a global level 119
v.4 Polaroid Eyewear: can the iconic brand achieve a comeback in the global sunglasses industry? 125