International marketing and management 4. ENTRY STRATEGIES 2010 – SOCRATES PROGRAM Major International Marketing Decisions 2 Marketing aims and objectives? Strategic decision process: • Country selection • Target product/market • Goals of the target market • The mode of entry • Time of entry • Marketing strategy • Marketing mix plan • Control systems to monitoring the performance in the entered market Marketing aims and objectives? • • • • • • • Build up market position for product Increase market share Defense of the market Introduction of new product Harvesting from declining Max. profit from product line Market entry with product on new market – but HOW? Marketing strategy • Strategy is: • a plan - action agenda, an integrated course of action (strategy for restructuring) • a pattern of apparent behavior that emerges from a series of action (Quality is No. 1 = Ford's strategy) • a position or match between an organization & a product-market area (product differentiation strategy) • describes perspective of an organization – concept (company is customer-driven or an innovator)... • Strategy includes ability to decide WHERE, WHEN and HOW to compete. These decision require knowledge of market trends, competition & competitive advantage of corporation. What is strategy? • Imagination about the way how to achieve objectives. - who? – how markets, how customers (needdemand) - position - HOW? (M. mix – supply, M operations, intensity of operations, relation to competition...) • „Game plan - design“ – mix of manoeuvres, which give possibility to firm achieve and keep projected position and objectives. (What to do when will be change? Strategic marketing decisions • Strategic – long time and resources • Sometimes creation of add slogan is strategic decision • Strategic tasks in marketing planning: environmental analysis, identification of opportunity and threats, objectives formulating, definition of market position, USP, creation of marketing plans, organizing and marketing management, selection of people, SBU, financing, creation of distribution channels, branding... To identify competition advantage Market. strategy & competition advantage • Competition advantage – why customer will buy our product, not other. • Question: How we compete? By what tool? – customers needs are without borders • We must have unimitated advantage (None competitive advantage is permanent.) • Competition - me too • Sometime is enough lower price – but not for long time and not for all customers. • Better is non price competition (based on product – beer alcohol free, on services, communication, people, innovation...) Market.strategy & competition advantage • How & where (market) and when... to compete? • Company resources and market supply for consumer needs – possibility for competiting – ground for marketing strategy • How to? • Exploitation of resources: – Cost increasing? Decreasing? – Focus of resources for actual supply? Supply new product? New market? Now? Later? If yes – how resources? – Pull down actual supply from market? Now? When? – How to entry in foreign market??? Entry strategies Home production Abroad production Consultancy engineering Direct exporting Without investment Indirect exporting With investment Indirect exporting Home production Specialized exporter-agent Export cooperative -pyggybacking Direct exporting Without investment -agent -for all customers -only privileged customers With investment -representation office - local branches - daughters: without stock with stock with services Without direct invest. Abroad production Licensing Know-how Franchising (master franchising) Profession agreement Agreement about teach in Contract manufacturing - LCC Management contract With direct invest. Joint ventures - synergy -minority -majority -parity Ownerships -montage -semi product -full production - buy (aquistion) or - establish Strategic aliances-types Market Entry Strategies Joint Ownership KFC entered Japan through a joint ownership venture with Japanese conglomerate Mitsubishi. WHY joint venture? • • • • • • • • • Partner resources availability Other resources availability Contacts with local suppliers Contacts with local customers Entry to closed markets Participation on costs Dividing of risk Know-how availability Synergy effect... RISK Minimum Maximum INSPECTION Minimum Maximum Export Know-how Franchising Licensing Exclusive representation Joint venture Ownership with own management Ownership with foreign management 100% DAUGHTER ABROAD REPRESENTATION JOINT VENTURE FRANCHISING LICENSING EXPORT at home in abroad Managerial performance 100% Selecting a foreign market entry mode Factor Risk of losing proprietary information Level High Direct investment Licensing Medium Joint venture Resources Direct investment Joint venture Exporting (own staff) Exporting (own staff) Licensing Exporting Exporting (middlemen) (middlemen) Low Direct investment Control Direct investment Exporting (own staff) Joint venture Licensing Exporting (middlemen) Approaches to developing international marketing strategies Undifferentiated market Product Promotion Price Place Undifferentiated Approaches to developing international marketing strategies Product Promotion 1 1 Price 1 Place 1 Product Promotion 2 2 Price 2 Place 2 Product Promotion 3 3 Price 3 Market segmentation Place 3 Target 2 Approaches to developing international marketing strategies Product Promotion 1 1 Price 1 Place 1 Product Promotion 2 2 Price 2 Place 2 Product Promotion 3 3 Price 3 Place 3 Market segmentation Based on: Buyer motivations Buyer preferences Buyer behaviour Buyer price sensitivities Profiled on: Religion Lifestyle Income Age etc. Marketing strategy and BCG ? Invest - development ? Invest–selective Selecion of segments ? ? Keep position-harvest Fall back - deinvest Entry strategies for new product Promotion low Price high high Intensive marketing (fast skiming) Wide invasion (fast penetration) low Select invasion (slow skiming) Pasive marketing (slow penetration) Ansoff´s development strategies Market old PRODUCT new old Consolidation new Penetration s50/c100 Market development s20/c400 PRODUCT developmnet s33/c800 DIVERSIFICATION s5/c1400 KOMATSU Strategies Diverzification Differentiation Costs Quality 1000 HP Remote control Program at terrene Reduction Of components rationalisation „A“ project TQC, TQM For suppliers too M – mix strategies • Product – elimination, diversification, PLC, • Price – status quo, unique price, upper/lower competition, penetration, skimming... • Distribution – intensive, selective, exclusive, line price, INCOTERMS, complementary products, two-element... • Promotion – pull vs. push Competition strategies - According position – attack/defend - Cost leadership – Deavoo, KIA - Nicher – positionalist - Victorinox - Challenger - Me too – to be the 2nd - Focus – R&R - Differentiation - McD... Evaluation of strategies Criterions: 1. Synergy effect from M-mixu - (1+1=3) 2. Is clear for customer 3. Is helping to company (profit, turnover...) 4. Market share is increasing 5. Possibility to find good market position 6. Feasibility in company condition (resources, skills...) Level of export orientation & competition position Orientation on foreign market Weak exporter Competion exportér Weak competit. position Strong competit. position Separatist Home leader Orientation on domastic market Entry strategies to foreign market Investment & delegation Minority participation Care about my money Joint venture Investment & supervision FDI - majority Daughter I supervise my things Výrobná pobočka Local branche Licensing Direct exporting Franchising Take and care about I care about you Technical support Privileged representation Managment agreemet Delegation without investment Supervision without investment Comparation of JOINT VENTURE & 100 % OWNERSHIP • • • • • • • • • • • • • Synergy effect Common financing Position of home firm Image of home firm Better contact with local market Risk of conflict in firm goals Agreement is necessary Availability of inform.& knowhow Risk of price problems Better selection of employees Risk of problems from history relation Common participation on profit Participation of home partner • • • • • • • • • • • Independent entrepreneurship Own financing Position of foreign firm Image of foreign firm Worse contact with local market Independent decisions Explicit decision Full supervision Own price policy Problems with local employees Risk of management leaving • Own responsibility for profit/loss • In some countries prohibition of 100 % ownership