International Marketing 14th Ed i tio n P h i l i p R. C a t e o r a M a r y C. G i l l y Joh n L. Gr ah am The Scope and Challenge of International Marketing Chapter 1 McGraw-Hill/Irwin International Marketing 14/e Copyright © 2009 by The McGraw-Hill Companies, Inc. All rights reserved. What Should You Learn? • The changing face of U.S. business • The scope of the international marketing task • The importance of the self-reference criterion (SRC) in international marketing • The progression of becoming a global marketer • The increasing importance of global awareness 1-2 Global Perspective: Global Commerce Causes Peace • Global commerce during peace time – Commercial aircraft and space vehicle industries – Mobile phone industry – Individuals and small companies • International markets are ultimately unpredictable – Flexibility means survival 1-3 Events and Trends Affecting Global Business • The rapid growth of the World Trade Organization and regional free trade areas • The trend toward the acceptance of the free market system among developing countries in Latin America, Asia, and Eastern Europe • The burgeoning impact of the Internet, mobile phones, and other global media on the dissolution of national borders • The mandate to properly manage the resources and global environment for the generations to come 1-4 The Internationalization of U.S. Business • Increasing globalization of markets • Increasing number of U.S. companies are foreign controlled – $16.3 trillion in foreign investment in the U.S. – $2.6 trillion more than American overseas investment • Increasing number of foreign companies building and buying manufacturing plants in the U.S. • Increasing difficulty for domestic markets to sustain customary rates of growth 1-5 Foreign Acquisitions of U.S. Companies Exhibit 1.1 1-6 Selected U.S. Companies and Their International Sales Exhibit 1.2 1-7 International Marketing • Performance of business activities designed to – – – – Plan Price Promote, and Direct the flow of a company’s goods and services to consumers or users in more than one nation for a profit 1-8 The International Marketing Task Exhibit 1.3 1-9 Environmental Adaptation • Ability to effectively interpret the influence and impact of the culture in which you hope to do business – Cultural adjustments • Establish a frame of reference • Avoid measuring and assessing markets against the fixed values and assumptions of your own culture 1-10 The Self-Reference Criterion and Ethnocentrism • The key to successful international marketing is adaptation to the environmental differences from one market to another • Primary obstacles to success in international marketing – SRC – Associated ethnocentrism 1-11 SRC and Ethnocentrism • SRC is an unconscious reference to – One’s own cultural values, experiences, and knowledge as a basis for decisions • Dangers of the SRC – Failing to recognize the need to take action – Discounting the cultural differences that exist among countries – Reacting to a situation in an offensive to your hosts • Ethnocentrism – Notion that one’s own culture or company knows best 1-12 1-13 SRC and Ethnocentrism • Ethnocentrism and the SRC can influence an evaluation of the appropriateness of a domestically designed marketing mix for a foreign market • The most effective way to control the influence of ethnocentrism and the SRC is to recognize their effects on our behavior 1-14 Framework for Cross-cultural Analysis 1. Define business problem or goal • Home-country vs. foreign-country cultural traits, habits, or norms • Consultation with natives of the target country 2. Make no value judgments 3. Isolate the SRC influence • Examine it carefully to see how it complicates the problem 4. Redefine the problem • Without SRC influence • Solve for the optimum business goal situation 1-15 Developing a Global Awareness • Tolerance of cultural differences: – Understanding cultural differences and accepting and working with others whose behavior may be different from yours • Knowledge of cultures, history, world market potential, and global economic, social, and political trends 1-16 Approaches to Global Awareness • Select individual managers specifically for their demonstrated global awareness • Develop personal relationships in other countries • Have a culturally diverse senior executive staff or board of directors 1-17 Stages of International Marketing Involvement • No direct foreign marketing • Infrequent foreign marketing • Regular foreign marketing • International marketing • Global marketing 1-18 No Direct Foreign Marketing • Products reach foreign markets indirectly – – – – – Trading companies Foreign customers who contact firm Wholesalers Distributors Web sites • Foreign orders pique a company’s interest to seek additional international sales 1-19 Infrequent Foreign Marketing • Caused by temporary surpluses – Variations in production levels – Increases in demand • Firm has little or no intention of maintaining continuous market representation – Foreign sales decline when demand or surplus decreases – May withdraw from international markets • Little or no change in company organization or product lines 1-20 Regular Foreign Marketing • Firm has production capacity devoted to foreign markets • Firm employs domestic or foreign intermediaries – Uses its own sales force – Sales subsidiaries in important markets • Products allocated or adapted to foreign markets as demand grows • Firm depends on profits from foreign markets 1-21 Global Marketing • Company treats world, including home market as one market • Market segmentation decisions no longer focused on national borders – Defined by income levels, usage patterns, or other factors • More than half of revenues come from abroad • Organization takes on global perspective 1-22 Strategic Orientation • Domestic market extension orientation • Multidomestic market orientation • Global market orientation 1-23 Domestic Market Orientation • International operations viewed as secondary • Prime motive is to market excess domestic production • Firm’s orientation remains basically domestic • Minimal efforts are made to adapt product or marketing mix to foreign markets • Firms with this approach are classified as ethnocentric 1-24 Multidomestic Market Orientation • Companies have a strong sense that foreign country markets are vastly different • Market success requires an almost independent program for each country – Separate marketing strategies – Subsidiaries operate independently of one another in establishing marketing objectives and plans – Products are adapted for each market • Control is decentralized 1-25 Global Market Orientation • Company guided by global marketing orientation – Marketing activity is global – Market coverage is the world • Firm develops a standardized marketing mix applicable across national boundaries – Markets are still segmented – Each country or region is considered side by side with a variety of other segmentation variables – Fits the regiocentric or geocentric classifications 1-26 The Orientation of International Marketing • An environmental/cultural approach to international strategic marketing • Intended to demonstrate the unique problems of international marketing • Discussion of international marketing ranges from the marketing and business practices of small exporters to the practices of global companies 1-27 Foreign Policy’s Global Top 20 Exhibit 1.4 1-28 Summary • The internationalization of American business is proceeding with increasing pace • The globalization of markets and competition necessitates all managers to pay attention to the global environment • International marketing is defined as the performance of business activities across national borders 1-29 Summary • Environmental differences must be taken into account if firms are to market products and services at a profit in other countries – Laws – Customs – Cultures • Self-reference criteria and ethnocentrism limit international marketer’s abilities to understand and adapt to differences prevalent in foreign markets 1-30 Summary • Solutions to SLC and ethnocentrism – Global awareness – Sensitivity • Strategic orientations found among managers of international marketing operations – Domestic market extension orientation – Multidomestic market orientation – Global market orientation 1-31