Unit 7. international product

INTERNATIONAL MARKETING

JUAN CONDE REVUELTA

DEPARTAMENTO COMERCIO INTERNACIONAL

IES LUIS BUÑUEL (PARIS)

UNIT 7

1. MARKET ANALYSIS: SWOT ANALYSIS, PORTER’S FIVE FORCE ANALYSIS, ETC.

2.THE INTERNATIONAL PRODUCT LIFE CYCLE

3.FORMULATING PRODUCT-MARKET STRATEGIES

4. NEW PRODUCT DEVELOPMENT

UNIT 7: MARKET ANALYSIS AND INTERNATIONAL PRODUCTSMARKET ANALYSIS AND INTERNATIONAL PRODUCTS

1. PRACTICE SUMMARY (FIRST SEMESTER- 3.5 POINTS-)

PRACTICESPRACTICES

FIRST PRACTICE: PROCTER & GAMBLE (O.25 POINTS)SECOND PRACTICE: CO-CREATION AND CROWSOURCING (0.50 POINTS)THIRD PRACTICE: MACDONALD'S AND SEGMENTATION ( 0.25 POINTS)FOURTH PRACTICE: PORTFOLIO PRACTICE ( 1 POINT)

ORAL PRESENTATIONSORAL PRESENTATIONS

FIRST PRESENTATION (1 POINT)INTERNATIONAL TRADEREGIONAL ECONOMIC AND POLITICAL INTEGRATION

SECOND PRESENTATION (0.50 POINTS)COUNTRY PRESENTATION: CULTURAL DIFFERENCES

UNIT 7. MARKET ANALYSIS AND INTERNATIONAL PRODUCTS MARKET ANALYSIS AND INTERNATIONAL PRODUCTS

1. PRACTICE SUMMARY (FIRST SEMESTER- 3.5 POINTS-)

PORTFOLIO PRACTICEPORTFOLIO PRACTICE

• PORTFOLIO PRACTICE 1: ZARA CASE• PORTFOLIO PRACTICE 2: HEWDEN CASE• FORTFOLIO PRACTICE 3: BLUE OCEAN STRATEGY CASE• FORTFOLIO PRACTICE 4: BOSTON CONSULTING GROUP CASE• FORTFOLIO PRACTICE 5: PORTAKABIN CASE• FORTFOLIO PRACTICE 6: KELLOGS CASE• FORTFOLIO PRACTICE 7: ANSOFF’S MATRIX CASE• FORTFOLIO PRACTICE 8: WINESTAR CASE• FORTFOLIO PRACTICE 9: NIVEA CASE• FORTFOLIO PRACTICE 10: GEOX CASE

DUE DATE: DUE DATE: TUESDAY NOVEMBER THE 18 TH


1. SWOT ANALYSIS

MAIN TRAITSMAIN TRAITS

SWOT ANALYSIS IS A FORMAL FRAMEWORK FOR IDENTIFYING AND FRAMING ORGANIZATIONAL GROWTH OPPORTUNITIES AND ITS ENVIRONMENT.

SWOT: STRENGTHS AND WEAKNESSES: INTERNAL FACTORSOPPORTUNITIES AND THREATS: EXTERNAL FACTORS

• VER FOTOCOPIA


1. SWOT ANALYSIS


A WORD OF CAUTION: SWOT ANALYSIS CAN BE VERY SUBJECTIVE. TWO PEOPLE RARELY COME UP WITH THE FINAL VERSION OF SWOT.

TOWS ANALYSIS IS EXTREMELY SIMILAR. IT SIMPLY LOOKS AT THE NEGATIVE FACTORS FIRST IN ORDER TO TURN THEM INTO POSITIVE FACTORS.

USE ONLY AS A GUIDE.

UNIT 7. MARKET ANALYSIS AND INTERNATIONAL PRODUCTS

1. SWOT ANALYSIS

INTERNAL FACTORSINTERNAL FACTORS

STRENGTHS: ANY ASPECT OF THE USP THAT IT DIFFERENTIATES FROM YOUR COMPETITOR.

LOCATION OF YOUR BUSINESS, QUALITY, INNOVATIVE PRODUCT, ETC.

WEAKNESSES: ANY ASPECT OF THE USP THAT DOESN’T DIFFERENTIATE YOU FORM YOUR COMPETITOR

DAMAGED REPUTATION, POOR QUALITY, LACK OF MARKETING EXPERTISE, ETC.


1. SWOT ANALYSIS

EXTERNAL FACTORSEXTERNAL FACTORS

OPPORTUNITIES: TRYING TO FIND THE WAY TO GET THE MARKET FIRST THAN YOUR COMPETITORS

A DEVELOPING MARKET: NEW CHANNELS LIKE INTERNETMOVING INTO NEW MARKET SEGMENTSNEW INTERNATIONAL MARKETS, ETC.

THREATS:

NEW COMPETITORS IN YOUR NEW MARKETPRICE WAR WITH COMPETITORSTAXATION IS INTRODUCED ON YOUR PRODUCTS, ETC.


1. SWOT ANALYSIS

SIMPLE RULE S FOR SUCCESSFUL SWOT ANALYSISSIMPLE RULE S FOR SUCCESSFUL SWOT ANALYSIS

BE REALISTIC

IT SHOULD DISTINGUISH WHERE YOUR ORGANIZATION IS TODAY AND WHERE IT SHOULD BE IN THE FUTURE

BE SPECIFIC. AVOID GREY AREAS

ALWAYS ANALYSE IN RELATION TO YOUR COMPETITION. BETTER OR WORSE THAN YOUR COMPETITION

KEEP YOUR SWOT SHORT AND SIMPLE


1. SWOT ANALYSIS

PRACTICE: ZARAPRACTICE: ZARA

AFTER VISUALISING THE VIDEO, TRY TO DESIGN ZARA’S SWOT ANALYSIS.


1. SWOT ANALYSIS

PRACTICE: HEWDENPRACTICE: HEWDEN

HAVE A LOOK AT HEWDEN’S WEB SITE, READ THE TEXT AND ANSWER THE QUESTIONS.


1. BLUE OCEAN STRATEGY

PRACTICE: BLUE OCEAN STRATEGY (ENGLISH CENTRAL)PRACTICE: BLUE OCEAN STRATEGY (ENGLISH CENTRAL)

AFTER VISUALISING BOTH VIDEOS, TRY TO ANSWER THE FOLLOWING QUESTIONS:

VIDEO 1

WHAT IS A BLUE OCEAN STRATEGY?

DIFFERENCES BETWEEN BLUE OCEAN AND RED OCEANS

VIDEO 2

• WHERE DO THEY PUT THEIR MARKETING EMPHASIS?

• WHY IS STARBUCKS AN EXAMPLE OF BLUE OCEAN STRATEGY?


1. PEST ANALYSIS


USED TO IDENTIFY THE EXTERNAL FORCES AFFECTING AN ORGANISATION:

POLITICAL FORCESECONOMIC FORCESSOCIAL FORCESTECHNOLOGICAL FORCES


1. PEST ANALYSIS



1. PEST ANALYSIS


UNIT 7. INTERNATIONAL PRODUCT AND SERVICE STRATEGIES

1. PEST ANALYSIS

PRACTICEPRACTICE

ANALYZE THE MAIN DIFFERENCES BETWEEN PEST ANALYSIS AND SWOT ANALYSIS.


2. BOSTON CONSULTING GROUP

PRACTICE PRACTICE

HAVE A LOOK AT THE BOSTON CONSULTING GROUP WEB SITE AND DO THE INTERACTIVE CASE.

http://www.bcg.com/join_bcg/interactive_case/


1. PORTER’S FIVE FORCE S ANALYSIS

OUTLINEOUTLINE


7. PORTER’S FIVE FORCE S ANALYSIS

PRACTICEPRACTICE

HAVE A LOOK AT OUR BLOG AND READ THE TWO ENTRIES ABOUT PORTER’S FIVE FORCE ANALYSIS

AUDIT THE INDIAN AUTOMOBILE INDUSTRY BY PRESENTING A PORTER’S FIVE FORCE ANALYSIS.


DO YOU KNOW ANY INTERNATIONAL DO YOU KNOW ANY INTERNATIONAL PRODUCTS? PRODUCTS?

AT WHAT STAGE OF THEIR LIFE CYCLE ARE AT WHAT STAGE OF THEIR LIFE CYCLE ARE THEY?THEY?


2. THE INTERNATIONAL PRODUCT LIFE CYCLE

STAGESSTAGES

INTRODUCTION AND GROWTH STAGEEARLY MATURITY STAGELATE MATURITY STAGEDECLINE STAGE



STAGESSTAGES

PRODUCTS PASS THROUGH DIFFERENT STAGES

THEY REQUIRE DIFFERENT MARKETING STRATEGIES IN EACH STAGE



STAGESSTAGES



STAGESSTAGES

FIRMS FROM DEVELOPED COUNTRIES PRODUCE PRODUCTS FOR DOMESTIC MARKETS IN THE EARLY STAGE OF THE PRODUCT.

AS THE PRODUCT ADVANCES TO THE MATURITY STAGE, PRODUCT SPECIFICATIONS AND THE MANUFACTURING PROCESS STABILIZE. PRICING COMPETITION BECOMES INTENSE.

DURING THE DECLINE STAGE, INTERNATIONAL SALES KEEPS THE COMPANY AFLOAT.



MAIN MARKETING STRATEGIESMAIN MARKETING STRATEGIES

IN THE PRODUCT INTRODUCTION STAGE?

STIMULATING TRIALADVERTISIGNFREE SAMPLESGOOD DISTRIBUTION




THE GROWTH STAGE?AGGRESSIVE PRICING STRATEGIESAGGRESSIVE ADVERTISING

THE MATURITY STAGE?MODIFYING OFFERINGS OF THE PRODUCTTRADING DOWN: REDUCING THE NUMBER OF FEATURES OR QUALITY TO LOWER ITS PRICEAUGMENTING THR PRODUCT WITH SERVICESHARVESTING: REDUCE THE INVESTMENTS TO REDUCE COSTS




THE DECLINE STAGE: WHEN THE ANSWER IS NONE IN THE FOLLOWING QUESTIONS:

WHAT IS THE FUTURE SALES POTENTIAL OF THE OFFERING?HOW MUCH COULD BE GAINED BY MODIFYING THE OFFERING?WHAT WOULD BE THE EFFECT ON CHANNEL BUYERS?



PRACTICE (PRODUCT LIFE CYCLE EXAMPLES VIDEO)PRACTICE (PRODUCT LIFE CYCLE EXAMPLES VIDEO)

VISUALIZE THE YOUTUBE VIDEO ABOUT THE PRODUCT LIFE CYCLE AND FIND ONE PRODUCT FOR EACH STAGE OF THE LIFE CYCLE. JUSTIFY IT.



PRACTICE :PRODUCT LIFE CYCLE PORTAKABINPRACTICE :PRODUCT LIFE CYCLE PORTAKABIN

READ THE TEXT AND ANSWER THE QUESTIONS

UNIT 7. INTERNATIONAL PRODUCT AND SERVICE STRATEGIES


PRACTICE KELLOGSPRACTICE KELLOGS

HAVE A LOOK AT KELLOGS TEXT AND ANSWER THE EXERCISES.



MANAGING THE INTERNATIONAL PRODUCT AND SERVICE MIXMANAGING THE INTERNATIONAL PRODUCT AND SERVICE MIX

THE PRODUCTO PORTFOLIO OF A FIRM IS USUALLY DIVERSIFIED INTO PRODUCTS THAT ARE IN DIFFERENT STAGES OF THE PRODUCT LIFE CYCLE.

MOST MULTINATIONAL COMPANIES TEND TO HAVE BOTH LOCAL AND GLOBAL BRANDS THAT THEY NURTURE THROUGH THEIR LYFE CYCLE.

THE INTERNATIONAL PRODUCT MIX: THE COMPLETE ASSORTMENT OF PRODUCTS THAT A COMPANY OFFERS TO ITS TARGET INTERNATIONAL CONSUMERS.




THE PRODUCT LINE: ALL THE BRANDS THE COMPANY OFFERS IN THE SAME PRODUCT CATEGORY. COMPANIES USE DIFFERENT LINE STRATEGIES TO ACHIEVE MARKET SHARE AND PROFITABILITY GOALS.

PRODUCT CONSISTENCY: THIS CONCEPT REFERS TO THE EXTENT TO WHICH THE DIFFERENT PRODUCT LINES ARE RELATED ; USING THE SAME DISTRIBUTION CHANNELS AND HAVING THE SAME FINAL CONSUMERS.




LENGTH: THE TOTAL NUMBER OF BRANDS IN THE PRODUCT MIX. ALL THE BRANDS SOLD BY THE COMPANY.

WIDTH: THE TOTAL NUMBER OF PRODUCT LINES THAT A COMPANY OFFERS. COUNTING DIFFERENT PRODUCT LINES.

DEPTH: THE NUMBER OF DIFFERENT OFFERINGS/ ITEMS FOR A PRODUCT CATEGORY IN EACH LINE.





3. FORMULATING PRODUCT-MARKET STRATEGIES

MARKETS: ANSOFF’S MATRIXMARKETS: ANSOFF’S MATRIX

OFFERINGS

EXISTING

NEW


EXISTING NEW

MARKET PENETRATION MARKET DEVELOPMENT

NEW PRODUCT DEVELOPMENT

DIVERSIFICATION


MARKET PENETRATION STRATEGYMARKET PENETRATION STRATEGY

IT DICTATES THAT AN ORGANIZATION SEEKS TO GAIN GREATER DOMINANCE IN A MARKET IN WHICH IT ALREADY HAS AN OFFERING.

EXAMPLES:

BROADER DISTRIBUTIONNEW FLAVORSMORE AGGRESSIVE ADVERTISINGMORE AGGRESSIVE RETALIATORY ACTIONS

MARKET PENETRATION STRATEGY IS USUALLY MORE EFFECTIVE IN A GROWTH MARKET.



MARKET DEVELOPMENT STRATEGYMARKET DEVELOPMENT STRATEGY

IT DICTATES THAT AN ORGANIZATION INTRODUCES ITS EXISTING OFFERINGS TO MARKETS OTHER THAN THOSE IT IS CURRENTLY SERVING

EXAMPLES:DIFFERENT GEOGRAPHICAL AREAS/ COUNTRIES

IT INVOLVES A CAREFUL CONSIDERATION OF COMPETITOR STREGTHS, WEAKNESSES AND RETALIATION POTENTIAL




MARKET DEVELOPMENT IN THE INTERNATIONAL AREA THROUGH INTERNATIONAL MARKETING.

ENTRY MODE: THE APPROACH TO INTERNATIONAL EXPANSION A COMPANY CHOOSES BASED ON DESIRED CONTROL AND ON THE RISK IT CAN AFFORD.

DIRECT/INDIRECT EXPORTINGLICENSINGJOINT VENTUREFRANCHISINGCONSORTIA




INDIRECT EXPORTING: AN EXPORT ENTRY MODE WHEREBY A COMPANY SELLS ITS PRODUCTS IN THE COMPANY’S HOME COUNTRY TO INTERMEDIARIES WHO IN TURN SELL THE PRODUCT OVERSEAS.

COOPERATIVE EXPORTINGPIGGYBACKINGMOTHER HENNING




DIRECT EXPORTING: AN EXPORT ENTRY MODE WHEREBY A FIRM HANDLES ITS OWN EXPORTS USUALLY WITH THE HELP OF AN IN-HOUSE EXPORTING DEPARTMENT.

EXAMPLE: THE MEXX SHOP (CLOTHES)




LICENSING: AN INTERNATIONAL ENTRY MODE THAT INVOLVES A LICENSOR WHO SHARES THE BRAND NAME, TECHNOLOGY AND KNOW-HOW WITH A LICENSEE IN RETURN FOR ROYALTIES.

THE LICENSOR MAY LICENSE THE PRODUCT WITHOUT THE NAME OR IT MAY LICENSE THE PRODUCT ALLOWING THE USE OF THE BRAND NAME. EX ESKIMO PIE ICE-CREAM (NESTLE BRAND)

A LOWER RISK ENTRY THAT ALLOWS A COMPANY TO SELL A PRODUCT ALL OVER THE WORLD

THE LICENSOR THAT PERMITS THE NAME OF THE BRAND MAY SUFFER A LOSS OF REPUTATION IN CASE OF FINANCIAL, ECONOMIC AND POLITICAL INSTABILITY.




FRANCHISING: THE MAIN INTERNATIONAL ENTRY MODE FOR THE SERVICE INDUSTRY WHEREBY THE FRANCHISOR GIVES THE FRANCHISEE THE RIGHT TO USE ITS BRAND NAME AND ALL RELATED TRADEMARKS IN RETURN FOR ROYALTIES

THE FRANCHISEE HAS THE RIGHT TO USE THE BRAND NAME, THE KNOW-HOW, THE SECRET RECIPES, ADVERTISING AND SALES PROMOTION SUPPORT, ETC.

READ PHOTOCOPY SUCCESSFUL FRANCHISES IN HOSTILE WORLD.




JOINT VENTURES: A CORPORATE ENTITY CREATED WITH THE PARTICIPATION OF TWO COMPANIES THAT SHARE EQUITY, CAPITAL AND LABOR.

PREFERRED IN EMERGING MARKETS

HIGHER CONTROL OF THE MARKET, BETTER PERFORMANCE AND HIGHER PROFITS.POLO RALPH LAURENT CORP. AND RICHEMONT AG.

CONSORTIA: A COMPANY CREATED WITH THE PARTICIPATION OF THREE OR MORE COMPANIES. EX AIRBUS INDUSTRIES (UK, GERMANY, FRANCE AND SPAIN)



PRODUCT DEVELOPMENT STRATEGYPRODUCT DEVELOPMENT STRATEGY

PRODUCT DEVELOPMENT STRATEGY DICTATES THAT THE ORGANIZATION CREATES NEW OFFERINGS FOR EXISTING MARKETS.

PRODUCT INNOVATIONSPRODUCT AUGMENTATIONPRODUCT LINE EXTENSION

THE POTENTIAL FOR CANNIBALISM MUST BE CONSIDERED WITH A PRODUCT DEVELOPMENT STRATEGY. CANNIBALISM OCCURS WHEN SALES OF A NEW PRODUCT OR SERVICE COME AT THE EXPENSE OD SALES EXISTING PRODUCTS OR SERVICES ALREADY MARKETED BY THE FIRM.

EX. GILLETTE FUSION RAZOR



DIVERSIFICATIONDIVERSIFICATION

IT INVOLVES THE DEVELOPMENT OR ACQUISITION OF OFFERINGS NEW TO THE ORGANIZATION AND THE INTRODUCTION OF THOSE OFFERINGS TO PUBLICS NOT PREVIOUSLY SERVED BY THE ORGANIZATION

IT IS OFTEN A HIGH RISK STRATEGY BECAUSE BOTH THE OFFERINGS AND THE PUBLIC OR MARKET SERVED ARE NEW TO THE ORGANIZATION.

EXAMPLES OF FAILURE: COCA-COLA,, EAGLE SNACKS.



QUESTIONQUESTION

HAVE A LOOK AT PROCTER & GAMBLE’S AND UNILEVER’S WEB SITE AND DECIDE WHAT KIND OF GROWTH MARKET STRATEGY HAS BEEN CHOSEN.

NAME THREE COMPANIES WHERE DIVERSIFICATION HAS PROVEN TO BE LARGELY UNSUCCESSFUL.


3. FORMULATING MARKET STRATEGIES

PRACTICE : ANSOFF’S MATRIXPRACTICE : ANSOFF’S MATRIX

HAVE A LOOK AT THE ENTERPRISE WEB SITE, READ THE TEXT AND ANSWER THE QUESTIONS.



MAIN TRAITMAIN TRAIT

INVOLVES SUBSTANTIAL RISKS AND COSTS



STEPS IN THE NEW PROCESS DEVELOPMENTSTEPS IN THE NEW PROCESS DEVELOPMENT

• GENERATING NEW PRODUCTS IDEAS

• SCREENING NEW PRODUCT IDEAS

• DEVELOPING AND EVALUATING CONCEPTS

• PERFORMING A PRODUCT BUSINESS ANALYSIS

• DESIGNING AND DEVELOPING THE PRODUCT

• TEST MARKETING

• LAUNCHING THE PRODUCT INTERNATIONALLY




GENERATING NEW PRODUCTS IDEAS: SEEKING IDEAS USING DIFFERENT STRATEGIES

DIFFERENT SOURCES:CONSUMERS FROM DIFFERENT COUNTRIES

EX:HAAGEN-DAZS FLAVORS IN ARGENTINA (DULCE DE LECHE)

COMPETITION: A SOURCE FOR PRODUCT AND SERVICE IDEAS

KAO VS PROCTER& GAMBLE( SUPER ABSORBENT DIAPERS)

ADDITIONAL SOURCES: CHANNEL MEMBERS, COMPANY EMPLOYEES, LABS, UNIVERSITIES, ETC.




SCREENING NEW PRODUCT IDEAS: ELIMINATING PRODUCT IDEAS THAT DO NOT FIT WITH THE TARGET CONSUMERS AND THE OVERALL MISSION OF THE ORGANIZATION.

A CHECKLIST IS USUALLY DEVELOPED TO SCREEN FOR PRODUCT IDEAS THAT DO NOT MEET THESE CRITERIA.

DEVELOPING AND EVALUATING CONCEPTS: DETERMINING HOW CONSUMERS WILL PERCEIVE AND USE A NEW PRODUCT DEVELOPMENT PROCESSS

KEY ACTIVITIES TO DETERMINE HOW THE PRODUCT WILL BE VIEWED BY CONSUMERS AND HOW IT WILL BE USED




DEVELOPING AND EVALUATING CONCEPTS:

DETAILED DESCRIPTION OF THE PRODUCT ASKING PROSPECTIVE CONSUMERS HOW TO EVALUATE IT AND THEIR WILLINGNESS TO PURCHASE THE HYPOTHETICAL PRODUCT

METHOD: FOCUS GROUP

METHOD: CONJOINT ANALYSIS (RESPONDENTS RECEIVE DESCRIPTIONS OF DIFFERENT HYPOTHETICAL PRODUCTS WITH VARYING LEVELS OF THE SAME ATTRIBUTES, WHICH THEY ARE THEN ASKED TO RANK. ANALYSTS DETERMINE THE IDEAL COMBINATION OF ATTRIBUTES).




PERFORMING A PRODUCT BUSINESS ANALYSIS: CALCULATING PROJECTED COSTS SUCH US RETURN ON INVESTMENT AND CASH FLOW AND DETERMINING THE FIXED AND VARIABLE COSTS FOR THE LONG TERM.

FOR MANY PRODUCT CATEGORIES, PRODUCT PRICE IS A CRITICAL CATEGORY

.




DESIGNING AND DEVELOPING THE PRODUCT: DEVELOPING PRODUCT PROTOTYPES AND GIVING THE PRODUCT A NAME, A BRAND IDENTITY AND A MARKETING MIX. A STEP IN THE NEW PRODUCT DEVELOPMENT PROCESS.

MATCH THE CONCEPT DESCRIPTION DEVELOPED IN THE CONCEPT DEVELOPMENT AND EVALUATION STAGE.

EXAMPLE OFFSHORE PRODUCT DEVELOPMENT: IN INDIA YOKAGAWA’S J-TEAM IS A GROUP OF 60 INDIANS WERE TRAINED TO SPEAK IN JAPANESE TO SPEAK EFFECTIVELY WITH THEIR COLLEAGUES IN JAPAN WHILE COLLABORATING ON PRODUCT DEVELOPMENT




TEST MARKETING: TESTING NEW PRODUCT PERFORMANCE IN A LIMITED AREA OF A NATIONAL OR REGIONAL MARKET TO ESTIMATE PRODUCT PERFORMANCE IN THE RESPECTIVE COUNTRY.

TYPES:SIMULATED TEST MARKETING: SIMULATING PURCHASE

ENVIRONMENTS WHERE SAMPLES OF TARGET CONSUMERS ARE OBSERVED IN THEIR PRODUCTS REALTED DECISION-MAKING PROCESSS.

CONTROLLED TEST MARKETING: TEST MARKETING THAT INVOLVES OFFERING A NEW PRODUCT TO A GROUP OF STORES AND EVALUATING THE MARKET’S REACTION TO IT.




TEST MARKETING:

ADVANTAGES: PROVIDES USEFUL INFORMATION TO THE COMPANESRELIABLE PREDICTOR OF NATIONAL MARKET SHARE

DISADVANTAGES: HIGH EXPENSES IT NECESSITATES.

ERRORS:INCORRECT FORECASTS, UNREALISTIC MARKET CONDITIONS, WRONG CHOICE OF TEST MARKET, INCORRECT MEDIA TRANSLATIONS.




LAUNCHING THE PRODUCTS INTERNATIONALLY WILL HAVE AN IMPACT ON LATER PRODUCT PERFORMANCE.

PRODUCT LAUNCH DECISIONS:IN WHICH COUNTRIES SHOULD WE LAUNCH THE PRODUCT?EX: COKE BLAK WAS LAUNCHED IN UNITED STATES AND FRANCE IN 2006 BECAUSE THEY HAVE STRONGER COFFEE PREFERENCES.

TIMING OF LAUNCHSHOULD WE BE THE FIRST ONES TO ENTER IN THAT COUNTRY?

MARKETING MIX DECISIONSINTERNATIONAL PRICING STRATEGIES, PRODUCT STRATEGIES,ETC.



DEGREE OF PRODUCT NEWNESSDEGREE OF PRODUCT NEWNESS

NEW PRODUCT TO EXISTING MARKETNEW PRODUCT TO EXISTING COMPANYNEW LINE: A NEW PRODUCT CATEGORY OFFERED BY THE COMPANYNEW ITEM IN AN EXISTING PRODUCT LINE

A NEW BRAND THAT A COMPANY OFFERS TO THE MARKET IN AN EXISTING PRODUCT LINE.

MODIFICATION:THE ALTERATION OF AN EXISTING COMPANY PRODUCT RADICAL INNOVATIONS

THE CREATION OF NEW INDUSTRIES OR NEW STANDARDS OF MANAGEMENT, MANUFACTURING AND SERVICING THAT REPRESENT FUNDAMENTAL CHANGES TO CONSUMERS



PRODUCT DIFUSSIONPRODUCT DIFUSSION

PRODUCT FACTORSTHE NUMBER OF ATTRIBUTES WHICH ACCELERATE THE RATE OF ADOPTION

COUNTRY FACTORSLEAD CONTRIESLAG COUNTRIES

CONSUMER ADOPTERS



PRODUCT DIFUSSION: CONSUMER ADOPTERSPRODUCT DIFUSSION: CONSUMER ADOPTERSINNOVATORS

RISK TAKERS WHO CAN AFFORD TO PAY A HIGHER PRICE CHARGED FOR THE COMPANIES DURING THE INTRODUCTION STAGE OF A PRODUCT.

EARLY ADOPTERSCONSUMERS WHO PURCHASE EARLY . THEY ARE OPINION LEADERS.

EARLY MAJORITY PROBABLY THE FIRST TO PURCHASE THE PRODUCTS IN THEIR PEER GROUP.

LATE MAJORITY INDIVIDUALS OF LIMITED MEANS WHO ARE LIKELY TO ADOPT THE PRODUCTS IF THEY ARE WIDE POPULAR

LAGGARDSLAST CONSUMERS TO ADOPT NEW PRODUCTS



PRACTICE : WINESTARPRACTICE : WINESTAR

CHECK THEIR WEB SITE AND READ THEIR PRESS RELEASE. THEN ANSWER THE QUESTIONS.

1. http://www.winestar.fr




1. REGARDING THE ANSOFF MATRIX:1. WHAT KIND OF MARKET GROWTH STRATEGIES IS THE COMPANY USING?

• WHAT KIND OF TARGET ARE THEY ADDRESSING TO? WHAT IS THEIR MARKET SEGMENT?

• DO YOU THINK THE COMPANY IS PUTTING INTO PRACTICE A BLUE OCEAN STRATEGY? WHY?

• WHAT COULD IT BE THEIR POSITIONING? AND WHAT ABOUT THEIR BRAND POSITIONING AND PHILOSOPHY?




1. AFTER CHECKING THEIR WEBSITE, TALK ABOUT THEIR PROMOTION STRATEGIES, PRICING STRATEGIES AND CHANNELS OF DISTRIBUTION.

1. WOULD YOU IMPLEMENT THEIR STRATEGIES? HOW?

1. WHAT ABOUT THEIR INTERNATIONAL MARKETING STRATEGIES? WOULD IT BE POSSIBLE TO LAUNCH A PRODUCT LIKE THIS ONE ON AN INTERNATIONAL MARKET?




1. Check this web site: a. http://wineinacan.com

2. Summary their philosophy and their USP. Talk about their packaging adjustments. Why is packaging s so important?


http://wineinacan.com/


PRACTICE : NIVEAPRACTICE : NIVEA

ANSWER THE QUESTIONS FROM NIVEA CASE ANALYSIS



PRACTICE: GEOX READINGPRACTICE: GEOX READING

READ THE TEXT AND ANSWER THE QUESTIONS:

1. WHAT WAS GEOX’S MAIN INNOVATION?2. AND ITS MAIN STRAPLINE?3. NAME ONE RELEVANT MARKETING MIX STRATEGY4. WHICH STEP IN THE NEW PRODUCT DEVELOPMENT PROCESS WOULD

BE LAUNCHING THE PRODUCT INTERNATIONALLY?5. WOULD YOU BUY THIS PRODUCT? WHAT KIND OF CONSUMER

ADOPTER WOULD YOU CONSIDER YOURSELF?



PRACTICE: ADOBE MARKETING CLOUDPRACTICE: ADOBE MARKETING CLOUD

WATCH THE ADOBE MARKETING CLOUD:

PURPOSE OF THE ADVERT

READ THE TEXT:

SUMMARIZE ITDEFINE THOSE FOUR CONCEPTS:

RETARGETINGCONVERSIONPERSON MARKETINGMICRO SEGMENTATION/ MACRO SEGMENTATION


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Unit 7. international product

Education