Date post: | 28-Nov-2014 |
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Marketing |
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About Me
The young protégé, Marketer & Business Scholar www.ekak-hardianto.com
LEADERSHIP
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Leadership
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Leadership is not about hierarchy or title or status: It is about having influence and mastering change. Leadership is not about bragging rights or battles or even the
accumulation of wealth; it’s about connecting and engaging at multiple levels. ….
Leaders can no longer view strategy and execution as abstract concepts, but must realize that both elements are ultimately
about people
The leader’s task is to articulate Beliefs Values Policies Intended geographical scope of activities
Leadership
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Top Management Nationality
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Executives were judged on their ability to identify, nurture, and exploit the organization’s core competencies in the 1990’s
Core competencies must 1. Provide potential access to a wide variety of markets 2. Make a significant contribution to the perceived customer
benefits 3. Be difficult to imitate
Leadership and Core Competence
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NEXT ON Organization
ORGANIZATION
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The goal is to find a structure that: — Enables the company to respond to relevant market environment differences — Ensures the diffusion of corporate knowledge and experience throughout the
entire system Organization’s must balance:
— The value of centralized knowledge and control — The need for individualized response to local
markets
Organization
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Organization
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In global marketing there is not a single best structure Leading-edge global competitors share one key organizational design
characteristic: —Structure is flat and simple
In the 21st century corporations will have to
find new, more creative ways to organize — Must be flexible, efficient, and
responsive to meet the demands of globalizing markets
NEXT ON Int. Organization
Pattern of International Organizational Development
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Organizations vary in: 1. Size 2. Potential of targeted global markets 3. Local management competence
Conflicting pressures may arise
1. For product and technical knowledge 2. Functional area expertise 3. Area and country knowledge
International Division Structure
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NEXT ON Regional Management
International Division Structure
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Four factors that lead to this structure 1. Top management’s commitment to global operations has increased
enough to justify the position 2. Complexity of international operations requires a single
organizational unity 3. The firm has recognized the need for internal specialists to deal with
the demands of global operations 4. Management recognizes the importance of proactively scanning the
global horizon for opportunities and threats
NEXT ON Regional Management
Regional Management Centers
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NEXT ON Geo Division
Regional Management Centers
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NEXT ON Geo Division
This stages manage layer between the country organization & international division headquarter The advantages are: Regional management can probably achieve the best balance of geographic, product, & functional consideration
Geographical and Product Division Structures
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NEXT ON Matrix Design
This stages involves the assignment of operational responsibility for geographic areas of the world to line managers
Geographical and Product Division Structures
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NEXT ON Matrix Design
The product structure works best: 1. When a company product line is
widely diversified, 2. When product go to into variety of
end –use markets, & 3. When a relatively high –
technological capability is required.
Product or business, function, area, and customer know-how are simultaneously focused on the organization’s worldwide marketing objectives
Management must achieve organizational balance that brings together different perspectives and skills to accomplish organizational objectives
The Matrix Design
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NEXT ON Structure & National Origin
The Matrix Design
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These competencies are follows: 1. Geographic knowledge – understanding of economic, social, political, and
governmental market and competitive dimensions 2. Product knowledge and know-how – Product managers that have a
worldwide responsibility can achieve new levels of product competency 3. Functional competence – corporate staff with worldwide responsibility
contributes toward the development of functional competence on a global basis
4. Knowledge of customer or industry and its needs – staff with responsibility for serving industries on a global basis assist organizations in their efforts to penetrate specific customer markets
NEXT ON Structure & National Origin
Compares craft production, mass production, and lean production Craft production meant one worker created one product Mass production gained advantages because one worker could
do far more specialized work do to the moving assembly line Lean production uses less factory space, smaller inventories,
and quality control methods, increased efficiency by 50% over typical mass production
Organizational structure and national origin
(Lean Production: Organizing the Japanese Way)
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Global brand requires a much greater emphasis on integrating the marketing process at a worldwide level for make arrangements on:
1. Global co – ordinations group 2. Strategic planning groups 3. Lead country concept 4. Global brand managers 5. Starburst 6. Cluster organization 7. Strategic alliances, joint venture, mergers, acquisition 8. Network structure
Structuring for Global Brand
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1. Declining profitability and share holder value 2. A charismatic or transformation style of leadership is helpful 3. Those who implement change need a firm grasp on all aspects of the
business 4. A correct balance between long term strategic objective and short
term attention to shareholder value 5. Loose – tight balance 6. Employees need to learn to have behave differently and a learning culture helps to achieve this
Implication for Changing Organizational Structure
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NEXT ON Global Audit
GLOBAL MARKETING MANAGEMENT AUDIT
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Control is defined as the process by which managers ensure that resources are used effectively and efficiently in the accomplishment of organizational objectives
Planning process can be divided into two phases — Strategic planning is selection of product and market
opportunities — Operational planning is the process in which strategic product
or market objectives are translated into specific projects and programs
Global Management Control
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NEXT ON Formal Control
Global Management Control
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figure strategic control and planning
NEXT ON Formal Control
Planning Determines desired sales and profit objectives and projected marketing program expenditures in unit and money terms
Budgeting
Expresses the objectives and expenditures of planning in a formal document
Formal Control Methods
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In preparing a budget or plan, these factors are important.
1. Market Potential – how large is the potential market 2. Competition – what is the level of competition in the market 3. Impact of Substitute Products – are there substitute products
available in the market 4. Process – how are performance objectives determined
Influences on Marketing Budgets
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NEXT ON Marketing Audit
A comprehensive, systematic examination of the marketing environment and company objectives, strategies, programs, policies, and activities
— Tool for evaluating and improving company or business unit operations
Characteristics:
— Formal and systematic — Conducted periodically
The Global Marketing Audit
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The Global Marketing Audit
Classification
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Internal — Conducted in-house — Provides critical understanding of firm and industry, but may lack
objectivity Independent — Conducted by person or firm free of influence from organization being
audited — Provides objectivity but may lack industry expertise
NEXT ON Set Objective
One of the major tasks is data collection, a detailed plan is needed for —gathering —Secondary research —Review of internal documents
Setting Objectives and Scope of the Audit
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1. Meet with company executives and auditor to determine objectives, coverage, depth, data sources, report format, and time period
2. Gather data 3. Prepare and present the report
Conducting the Audit
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1. The marketing environment audit 2. The marketing strategy audit 3. The marketing organization audit 4. The marketing system audit 5. The marketing productivity audit 6. The marketing function audit
Components of a Marketing Audit
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SUMMARY
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1. Get directly into a job outside your home country or into a multi-country headquarters job in a global company
2. Get company experience in an industry that prepares you for promotion to a job with multi-country responsibility or to an assignment outside your home country
Global Marketing Effort
Leading, Organizing, Controlling
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SUMMARY
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