...enhanced the procedures and methods of marketing. The organizations are now adopting the global integrated marketing communication to reach the greater number of targeted customers. The organizations do not need to design marketing plan for each country rather they could look to adopt a standardized approach or can opt for an adapting strategy in order to meet the cultural, countries, communication and economic differentiations. The purpose of this essay is to understand the significance of global integrated marketing communication and to recognize the factors that should be considered in order to adopt standardization or adaptation approach for communication in international market. Standardization According to Kustin (2004), presenting the similar marketing strategies internationally is said to be the standardization approach. As stated by Vrontis & Thrassou (2007), the needs and wants of the consumer does not fluctuates among many of the countries. Moreover, the globalization has playing a great part in escalating the similarities and reducing the differentiations. However, adopting the standardization approach lower down the costs of the organization. Moreover according to (Lundeteg, 2012), standardzied strategy could also be termed as the one size fits for all strategy. The giant organizations and multinational organizations such as P&G should go for the standardization strategy as it saves the extra-costs associated with the labeling, packaging styles, colors and...
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...abound – not only in the area of business, but across sectors that include government, civic, academic, and charitable organizations. Leadership topics are limitless, as evidenced by the vast expanse of information available in bookstores, libraries, blogs, and corporate leadership schools. For the purposes of this paper, the focus is on the highest-profile trends embraced by thought leaders in the leadership arena. Specifically, this work centers on the similarities – and differences – in the way the different major sectors view and define the important competencies of their leaders. Questions prompting this research include the following: 1. What are the most valued concepts delivered in training sessions to leaders of non-profits versus leaders in the military? 2. How do governmental nuances determine the areas in which leaders must excel? 3. Do leaders in different types of business view the concepts of leadership differently, or do the trends relate to the same basic tenets? 4. Is the area of ethics limited to Fortune 500 CEOs or non-profit directors? The following outlines the key principles that appear to be the most valued leadership concepts and the most significant concepts imparted to each sector’s leaders. Four Sectors Explored For the purpose of this research, the focus is on 4 major working sectors: 1. Corporate business GE, Enron, AIG, Coca-Cola, Nike, and Wal-Mart all have one thing in common: They are all recognizable corporate business...
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...Three generic strategies, including advantages and disadvantages (cost, differentiation and focus - major emphasis) Overall cost leadership is based on creating a low-cost position relative to a firm’s peers, managing relationships throughout the entire value chain to lower costs. (McDonalds, Walmart) Pitfall: Too much focus on one or a few value chain activities. Increase in the cost of the inputs on which the advantage is based. The strategy is imitated too easily. A lack of parity on differentiation. Reduced flexibility. Obsolescence of the basis of a cost advantage. Differentiation implies products and services that are unique & valued, emphasis on non-price attributes for which customers will gladly pay a premium. (Apple, Target) Pitfall: Uniqueness that is not valuable. Too much differentiation. Too high a price premium. Differentiation that is easily imitated. Dilution of brand identification through product line extensions. Perceptions of differentiation may vary between buyer and sellers. Focus strategy requires narrow product lines, buyer segments, ore targeted geographic markets, advantages obtained either through differentiation or cost leadership. (Ikea, Costco) Pitfall: Erosion of cost advantages within the narrow segment. Highly focused products and services are still subject to competition from new entrants & from imitation. Focusers can become too focused to satisfy buyer needs. - Industry Lifecycle (major emphasis) Introduction:...
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...Porter’s Five Forces Model versus A Blue Ocean Strategy Porter’s Five Forces Model, provided by Michael Porter, is an external environmental analysis tool for a specific market. This model emphasizes that in any existing industry, there are five competition forces: threat of new entrants, power of suppliers, power of customers, threat of substitute products, and intensity of competitive rivalry. In addition, these five forces can influence and determine the profitability of the enterprise. Using the five forces model, one can analyze the industry attractiveness and the level of competition, which can then help the company to develop the business strategy. In the real world, strategic analysis and strategy formulations are important for company to gain the profitability. For example, IKEA focuses on operating efficiently and developing new product continuously for their business strategies. Also, the Five Forces Model has helped IKEA to maintain its low cost and obtain the huge profitability in the furniture industry over the years. The Blue Ocean Strategy takes the view that innovation, innovation that creates new market space, taps into unsatisfied consumer demand that finds uncontested market space in the hope of finding a blue ocean. A blue ocean exists where no firms currently operate, leaving the company to expand without competition. The core strategy is the value innovation, which means that the company should create new demand and make the competition irrelevant....
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...Corporate Strategy: The Quest for Parenting Advantage. While the core competence concept appealed powerfully to companies disillusioned with diversification, it did not offer any practical guidelines for developing corporate-level strategy. To fill the gap, the authors propose the parenting framework, with tools for answering two questions: Which businesses should a company own? What parenting approach will get the best performance from those businesses? Instead of looking at how businesses relate to one another, a parent organization should look at how well its skills fit its businesses' needs and whether owning them creates or destroys value. http://web.b.ebscohost.com.libproxy.utdallas.edu/ehost/detail/detail?sid=ef2a2d8f-1eff-4566-ae39-493663cb9541%40sessionmgr111&vid=0&hid=122&bdata=JnNpdGU9ZWhvc3QtbGl2ZQ%3d%3d#db=bth&AN=9503282004 The Grass Isn't Greener. The article looks at business strategy as of 2012, focusing on the decision many companies face over whether to invest in improving their performance in their primary industry or whether to shift into or add a different line of business, often through acquisitions. They suggest businesses should remain focused on their primary industry. Companies discussed include toy company Mattel and off-road vehicle company Polaris. http://web.b.ebscohost.com.libproxy.utdallas.edu/ehost/detail/detail?sid=421b7808-b774-44c7-ba63-536f522fcf79%40sessionmgr198&vid=0&hid=122&bdata=JnNpdGU9ZWhvc3QtbGl2ZQ%3d%3d#db=bth&AN=84423790 ...
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...providing typologies of the roles of HR professionals in their organisation. These typologies are largely related to the changing nature of HRM over time, and the context in which empirical work was carried out. In this paper we focus on the context of the increasing internationalisation of firms and how this has an effect upon modern-day typologies of HR roles. We explore these roles by focusing on the way in which HRM practices come about. Especially in a MNC setting of increasing internationalisation of firms the issues of coordination, shared learning and standardisation versus leeway for adapting to the local context (customisation) are prominent. These issues present themselves both at the corporate and regional level and at the national and local (plant) level. On all these levels HR practitioners are active and find themselves amidst the interplay of both (de-)centralisation and standardisation versus customisation...
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...When an organisation decides to expand its activities into regional or international markets, it have to make a decision into which strategy to implement either in standardizing or adapting the marketing mix. According to Ang and Massingham (2007) a company’s choice to standardize or to adapt its approaches is essential, since it influences the organization's approach to business and the way in which they compete. It is also important in international business since it drives the Multinational Company’s ability to reduce cost or respond to local market demands (Bartlett and Ghoshal, 1998). According to Walters (1986) standardization is the implementation of a similar or uniform marketing programme or process across national borders. The standardization strategy indicates the use of a unique market or the homogenization of international products. In few cases standardisation have a 100% uniformity as many organisations have different levels of standardisation and standardise segments of the marketing mix. Levitt (1983) states that the “Global competitor will seek constantly to standardize his offering everywhere… He will never assume that the customer is a king who knows his own wishes.” However, standardisation should not be looked at from only the point of the marketing mix but also the management of an organisation. Sorenson and Weichmann (1975) stated “the intellectual method for approaching a marketing problem, for analysing that problem, and for synthesizing information...
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...2009 – 2010 Intellectual Property I. Description 1. Patents 2. Copyrights II. Identify Ethical issues involved 1. Global social justice 2. Utilitarian point of view 3. Materialization of intangibles III. Points of view 1. Public 2. Owners of rights 3. Government IV. Considering available alternatives 1. Tightening intellectual property 2. Letting loose intellectual property V. Consequences of the application of protection 1. Extensive protection consequences 2. Less protection consequences VI. Examples 1. World 2. Lebanon VII. Conclusion 1. Determining the facts Most discussions about intellectual property rights are focused on patents and copyright because, as long as they are rationalized, trademark rights are simple rights of identification that only benefit owners or copiers but not affect progress and are not regarded heavily as a beneficial creation for the community. Arguments for intellectual property protection include increased creation due to financial incentives which leads to economic growth, and possibly a wider and more efficient distribution. Arguments against it include criticism of its range and length, its infringement of freedom, restraining of progress and diffusion, and its contribution to the global injustice issues. “For developing countries to benefit from providing IP protection to rights holders based in developed countries, there has to...
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...Chapter 13: The Organization of International Business What Is Organizational Architecture? * Organizational architecture is the totality of a firm’s organization including: 1. Organizational structure * the formal division of the organization into subunits * the location of decision-making responsibilities within that structure - centralized versus decentralized * the establishment of integrating mechanisms to coordinate the activities of subunits including cross-functional teams or pan-regional committees 2. Control systems and incentives * control systems - the metrics used to measure performance of subunits * incentives - the devices used to reward managerial behavior 3. Processes, organizational culture, and people * Processes - the manner in which decisions are made and work is performed within the organization * Organizational culture - the norms and value systems that are shared among the employees of an organization * People - the employees and the strategy used to recruit, compensate, and retain those individuals and the type of people they are in terms of their skills, values, and orientation Figure of Organization Architecture What Are The Dimensions Of Organizational Structure? * Organizational structure has three dimensions: 1. Vertical differentiation - the location of decision-making responsibilities within a structure 2. Horizontal differentiation - the formal division...
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...10/14/2012 Deb Chatterjee Organization Behavior II: designing effective organizations Session 1: Introduction “Organizations are not felled by their competitors. They are destroyed by internal problems” – Mr. B M Vyas, ex-managing director of the Gujrat Cooperative Milk Marketing Federation, owners of the Amul Brand, and presently a director at Parag Mild Foods, owner of the Gowardhan and Go brands (quoted in Dibyendy Ganguly, “who moved my cheese”, in Brand Equity, The Economic Times, 2nd March 2011, page 1). 1 10/14/2012 Open systems model Organization Input Conversion process Output Implications of Open systems model • • • • • • Measuring effectiveness Stakeholder and environment management Aligning members Defining boundary Achieving coordination Organizational change 2 10/14/2012 Organizational effectiveness External resource approach Secure resources Cost & quality of inputs Market share Stakeholder support Internal resources approach Innovation and responsiveness Decision time Innovativeness Employee motivation, coordination, conflict Time to market Technical approach Conversion efficiency Product quality & cost Customer service Delivery time Ethical decisions • Is it for the greater good? The utilitarian approach – If no – reject • If yes: Does it protect the rights of those affected by the decision? The moral rights approach – If no – reject • If yes: Does it distribute benefits and harm equitably? The justice...
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...What is an organization? Definition Organizations are social entities that are goal directed, with deliberately structured activity systems, and with a link to the external environment. Types of Organizations We will study both large and small organizations. We will also look at manufacturing and service organizations, for-profit and nonprofit organizations. Importance of Organizations Organizations create value for owners, customers, and employees by their activities. They bring together resources to accomplish specific goals, whether those goals are putting on the Olympics or planting new trees in the city. Organizations produce goods and services, using innovative techniques and modern manufacturing technology, for competitive pricing. Organizations adapt to and influence the environment and its globalization while accommodating the challenges of diversity, ethics, and the motivation and coordination of employees. Perspectives on Organizations Open Systems A closed system does not depend on its environment, but focuses on running things efficiently. Open systems [Exhibit 1.2] must interact with the environment to survive, and managers realize they must pay close attention to what is going on with their customers, suppliers, and competitors. A system, in general, is a set of interrelated elements that acquires inputs from the environment, transforms them, and discharges outputs to the external environment. Subsystems perform functions such as production, boundary...
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...- 13 - Uditha Liyanage Abstract Strategy is often confused with planning. The many definitions and delineations of strategy, which highlight one or more aspects of strategy, while ignoring the others, have led to a state of confusion as to what strategy really is. This is evident in the content-analysis of the vision, mission and value statements of a number of companies. Not only were the analysedanalyzed company- - specific statements vague and general, they were also unrelated to one another. Specifically, the espoused values were generic and terminal in nature and unrelated to the tasks and goals at hand. To avoid the confusion in the minds of practitioners, and as reflected in the literature itself, a Strategy Quadrant (content), consisting of Stand, Standing, Shared values and Steps is proposed. The process of developing the 4Ss of strategy is delineated in terms of Mintzberg's "think/see/do first" processes (Strategy Triangle). The context ofcontext of strategy is defined in terms of stability and complexity (Strategy Duality). It is argued that, in complex and unstable contexts, the traditional mode of "think-first" deliberate strategies which set "thinking" apart from "doing" is becoming increasingly ineffective. The unpredictability of complex contexts, in which we operate, leave us with no choice but to be markedly adaptive rather than attempt to be overly prepared. Complex Adaptive Systems (CAS) are the order of the day, and the organization's Standing...
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...popular books describing the heterogeneity of local and global markets. Consider, for example, The Nine Nations of North America (Garreau, 1982), Latitudes and Attitudes: An Atlas of American Tastes, Trends, Politics and Passions (Weiss, 1994) and Mastering Global Markets: Strategies for Today’s Trade Globalist (Czinkota et al., 2003). When reflecting on the nature of markets, consumer behaviour and competitive activities, it is obvious that no product or service appeals to all consumers and even those who purchase the same product may do so for diverse reasons. The Coca Cola Company, for example, varies levels of sweetness, effervescence and package size according to local tastes and conditions. Effective marketing and business strategy therefore requires a segmentation of the market into homogeneous segments, an understanding of the needs and wants of these segments, the design of products and services that meet those needs and development of marketing strategies, to effectively reach the target segments. Thus focusing on segments is at the core of organizations’ efforts to become customer driven; it is also the key to effective resource allocation and deployment. The level of segment aggregation is an increasingly important issue. In today’s global economy, the ability to customize products and services often calls for the most micro of segments: the segment of one. Following and implementing a market segmentation strategy allows the firm to increase its profitability, as suggested...
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...Implementation Strategies in the Market-Driven Strategy Era David W. Cravens Texas Christian University The very insightful analysis of marketing strategy implementation by Piercy (1998 [this issue]) points to several key issues concerning the role of marketing in the 21st century. Perhaps most compelling is his assessment of the potential threats to the role of marketing in the organization and implementation in particular. He examines several important concerns presented by the lean enterprise paradigm (Womack and Jones 1996). While I am more optimistic about the future of the discipline, relevant dimensions of change promise to significantly alter the nature and scope of marketing strategy and its implementation. Business strategy has entered a new market and competitive environment, appropriately designated as the market-driven era because of its central focus on the market as the basis for strategy design and implementation (Cravens, Greenley, Piercy, and Slater 1998; Day 1994). A pervasive dimension of this era is the pivotal role of the market in guiding strategic change. While the paradigms based on the market-driven era continue to evolve, it is apparent that markets provide the focus of strategic thought and practice. This focus offers an array of challenges and opportunities to the marketing discipline. Many academics and executives are examining the fundamental assumptions and guidelines underlying strategy formulation. An extensive array of strategy paradigms is...
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...and lethal manner. As with any event, the attack on the USS Cole resulted in an investigation which reviewed the events leading up to the attacks and provided mitigation strategies to prevent, or deter, such an attack from taking place again, altering the way the U.S. military thinks and operates while in-transit. The report organized the findings into national and operational levels and further separated these into the five functional areas of organization, antiterrorism/force protection, intelligence, logistics and training. The report found that a unity of effort across US Government agencies and development of host nations’ security capabilities was critical in impeding a terrorist’s ability to hit transit forces. It also recommended the allocation of additional intelligence gathering resources for the collection and analysis of data related the terrorist organizations’ capability and intent within the region as well as increasing counterintelligence assets to combat terrorism and develop counterintelligence assessments for forces unable to do so while they are in-transit. Finally the report makes clear that units must be as competent in responding to antiterrorist/force protection (AT/FP) attacks as they are in the performance of their wartime mission. The goal of the report was to develop strategies intended to inhibit an enemy’s ability to strike our forces abroad. Other programs and initiatives have been developed...
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