14: Competing Effectively through Global Marketing, Distribution, and Supply-Chain Management
- Page ID
- 16742
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\(\newcommand{\avec}{\mathbf a}\) \(\newcommand{\bvec}{\mathbf b}\) \(\newcommand{\cvec}{\mathbf c}\) \(\newcommand{\dvec}{\mathbf d}\) \(\newcommand{\dtil}{\widetilde{\mathbf d}}\) \(\newcommand{\evec}{\mathbf e}\) \(\newcommand{\fvec}{\mathbf f}\) \(\newcommand{\nvec}{\mathbf n}\) \(\newcommand{\pvec}{\mathbf p}\) \(\newcommand{\qvec}{\mathbf q}\) \(\newcommand{\svec}{\mathbf s}\) \(\newcommand{\tvec}{\mathbf t}\) \(\newcommand{\uvec}{\mathbf u}\) \(\newcommand{\vvec}{\mathbf v}\) \(\newcommand{\wvec}{\mathbf w}\) \(\newcommand{\xvec}{\mathbf x}\) \(\newcommand{\yvec}{\mathbf y}\) \(\newcommand{\zvec}{\mathbf z}\) \(\newcommand{\rvec}{\mathbf r}\) \(\newcommand{\mvec}{\mathbf m}\) \(\newcommand{\zerovec}{\mathbf 0}\) \(\newcommand{\onevec}{\mathbf 1}\) \(\newcommand{\real}{\mathbb R}\) \(\newcommand{\twovec}[2]{\left[\begin{array}{r}#1 \\ #2 \end{array}\right]}\) \(\newcommand{\ctwovec}[2]{\left[\begin{array}{c}#1 \\ #2 \end{array}\right]}\) \(\newcommand{\threevec}[3]{\left[\begin{array}{r}#1 \\ #2 \\ #3 \end{array}\right]}\) \(\newcommand{\cthreevec}[3]{\left[\begin{array}{c}#1 \\ #2 \\ #3 \end{array}\right]}\) \(\newcommand{\fourvec}[4]{\left[\begin{array}{r}#1 \\ #2 \\ #3 \\ #4 \end{array}\right]}\) \(\newcommand{\cfourvec}[4]{\left[\begin{array}{c}#1 \\ #2 \\ #3 \\ #4 \end{array}\right]}\) \(\newcommand{\fivevec}[5]{\left[\begin{array}{r}#1 \\ #2 \\ #3 \\ #4 \\ #5 \\ \end{array}\right]}\) \(\newcommand{\cfivevec}[5]{\left[\begin{array}{c}#1 \\ #2 \\ #3 \\ #4 \\ #5 \\ \end{array}\right]}\) \(\newcommand{\mattwo}[4]{\left[\begin{array}{rr}#1 \amp #2 \\ #3 \amp #4 \\ \end{array}\right]}\) \(\newcommand{\laspan}[1]{\text{Span}\{#1\}}\) \(\newcommand{\bcal}{\cal B}\) \(\newcommand{\ccal}{\cal C}\) \(\newcommand{\scal}{\cal S}\) \(\newcommand{\wcal}{\cal W}\) \(\newcommand{\ecal}{\cal E}\) \(\newcommand{\coords}[2]{\left\{#1\right\}_{#2}}\) \(\newcommand{\gray}[1]{\color{gray}{#1}}\) \(\newcommand{\lgray}[1]{\color{lightgray}{#1}}\) \(\newcommand{\rank}{\operatorname{rank}}\) \(\newcommand{\row}{\text{Row}}\) \(\newcommand{\col}{\text{Col}}\) \(\renewcommand{\row}{\text{Row}}\) \(\newcommand{\nul}{\text{Nul}}\) \(\newcommand{\var}{\text{Var}}\) \(\newcommand{\corr}{\text{corr}}\) \(\newcommand{\len}[1]{\left|#1\right|}\) \(\newcommand{\bbar}{\overline{\bvec}}\) \(\newcommand{\bhat}{\widehat{\bvec}}\) \(\newcommand{\bperp}{\bvec^\perp}\) \(\newcommand{\xhat}{\widehat{\xvec}}\) \(\newcommand{\vhat}{\widehat{\vvec}}\) \(\newcommand{\uhat}{\widehat{\uvec}}\) \(\newcommand{\what}{\widehat{\wvec}}\) \(\newcommand{\Sighat}{\widehat{\Sigma}}\) \(\newcommand{\lt}{<}\) \(\newcommand{\gt}{>}\) \(\newcommand{\amp}{&}\) \(\definecolor{fillinmathshade}{gray}{0.9}\)- 14.0: Chapter Introduction
- This page explores global marketing and supply-chain management through KFC's expansion into China, emphasizing product localization and effective distribution. It assesses the prospects of Yum Brands' other restaurants in China and offers strategic advice for KFC to sustain its growth. The discussion integrates ethical reasoning, multiculturalism, and analytical skills while addressing challenges in international marketing and the balance between product customization and standardization.
- 14.1: Fundamentals of Global Marketing
- This page outlines key learning objectives for international marketing, emphasizing the adaptation of the four Ps (product, price, promotion, place) to global contexts, particularly in emerging markets. It highlights case studies like KFC and Starbucks for product adaptation and Casas Bahia for pricing strategies in Brazil. The text addresses marketing channels, ethical issues, and emphasizes the importance of understanding local markets and cultural differences.
- 14.2: Critical Decision Points in Global Marketing
- This page examines global branding, outlining its benefits like economies of scale and drawbacks such as varying consumer needs. It compares centralized and decentralized marketing strategies, emphasizing efficiency versus local adaptability. The page also addresses challenges in emerging markets, particularly in pricing and quality maintenance, highlighting the need for companies to balance these aspects to build trust and manage their global and local brand presence effectively.
- 14.3: Standardized or Customized Products
- This page discusses three strategies for international market entry: straight product extension, where existing products are sold unchanged; product adaptation, which alters products for local preferences; and product invention, creating new products for specific markets. It emphasizes the importance of local knowledge and the country-of-origin effect on consumer perceptions.
- 14.4: Global Sourcing and Distribution
- This page discusses global sourcing advantages like quality and cost savings, with examples such as Starbucks' coffee procurement. It examines sourcing choices (sole vs. multi-sourcing) and associated risks, along with ethical concerns. It highlights distribution management strategies for international markets, featuring Nokia's local adaptation and training.
- 14.5: Global Production and Supply-Chain Management
- This page outlines strategies for international production, including exporting, local assembly, and full local production, each with unique cost implications and risk factors. It differentiates offshoring from outsourcing, highlighting factors in decision-making, like political stability and labor costs. Case studies, such as Diageo in Budapest and Standard Chartered Bank's dual operations, illustrate practical applications.
- 14.6: End-of-Chapter Questions and Exercises
- This page outlines exercises designed to meet AACSB International learning standards in international business, emphasizing communication, ethics, and analytical skills. Scenarios include branding strategies for U.S. firms entering Europe, analyzing global supply chains, and selecting countries for international expansion. Participants confront ethical dilemmas like environmental issues with suppliers in China and rising organic milk prices.