chapter62014StrategicPlanning-theory1说课.ppt

Chapter 6 Strategic Planning;Part II: International Market Entry and Development;Chapter Objectives ;Chapter Objectives ;Chapter Objectives ;Stages of International Development;Internationalization Philosophies;Global Marketing;Exhibit 6.1: Global Marketing Evolution;Globalization drivers;Globalization drivers;Globalization drivers;The Outcome;Exhibit 6.3 – The Global Landscape by Industry and Market;The Strategic Planning Process;The Strategic Planning Process;The Strategic Planning Process;The Strategic Planning Process;Exhibit 6.4 - Global Strategy Formulation (P 190);The Strategic Planning Process (1)Understanding and adjusting the core strategy;Market and competitive analysis Help balance risks, resource requirements, competitive economies of scale, and profitability to gain stronger long-term positions. Help understand the structure of the global industry and identify the forces that drive competition and determine profitability. Internal analysis Examine the readiness and capability of the firm to undertake strategic moves with its current resources. ;Choice of competitive strategy（竞争战略选择） In dealing with the global markets, the marker has 3 choices of strategies: cost leadership(成本领先) differentiation(差异化) focus(集中战略) Country-market choice（国别市场选择） Segmentation（市场细分）;Country-market choice A global strategy does not imply that a company should serve the entire globe. Critical choices relate to the allocation of a company’s resources between different countries and segments. Factors that determine country market selection: The stand-alone attractiveness of the market(独立市场吸引力). Global strategic importance of the market. Possible synergies（协同效应） offered by the market.;Segmentation This approach looks at markets on a global or regional basis, thereby ignoring the political boundaries that otherwise define markets in many cases（在许多情况下）. Allows global marketers to take advantage of the benefits of standardization while addressing the unique needs a