Starbucks – Strategy of a global brand * Table of Contents 1 Preface 2 2 The McKinsey-7S-Model 2 2.1 Strategy 3 2.2 Structure 3 2.3 System 3 2.4 Skills 4 2.5 Shared Values 4 2.6 Staff 5 2.7 Style 5 3 The Five Forces Model 5 3.1 Bargaining power of buyers 6 3.2 Bargaining power of suppliers 6 3.3 Threat of new entrants 7 3.4 Threat of Substitute products 7 3.5 Rivalry among competing firms 7 4 PEST Analysis 8 4.1 Political Influences 8 4
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Summary Global Marketing A market-responsive approach Svend Hollensen Second Edition 2001 ISBN 0-273-64644-3 -1- PART 1 Chapter 1 THE DECISION WHETHER TO INTERNATIONALIZE Global marketing in the firm SME: small medium sized enterprises LSE: large scale enterprises Companies wit little international experience and a weak position in their home market have little reason to try to perform on global markets. Instead they should try to establish a stronger position on their
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process for global expansion. What are the four phases? * In the initial entry phase, firms must establish a foothold in different foreign markets. Country markets of interest are identified as bases for future expansion. Strategic decisions are then made regarding how and when to enter the specific markets. Efforts to maximize international economies of scale are evaluated, paying particular attention to production, advertising and branding. * Through efforts with local market expansion
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Assignment 3: Foreign Market Entry and Diversification Strayer University BUS599 Create An Argument For Diversification Of Your Business That Will Be Presented To The Board Of Directors Or Business Investors. Diversification is going to be the key to the longevity of our label. Our smallest competitors, Simply Fashion and Cato, offer shoes and accessories; while our largest competitors, Lane Bryant and Avenue have begun to offer minimal exercise wear. “…diversifying entrants pose a bigger
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1. Introduction Founded in 1906, Li & Fung is a Hong Kong based global supply chain management group that supplies high-volume and time-sensitive consumer goods to some of the world’s leading retailers and brands (Lam, 2013). Fundamentally, the company is an international supply chain manager operating primarily in three core business areas - trading, logistics and distribution. At present, their main source of income are derived from garments and apparels, followed by non-apparel products such
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Research Studies, Volume XIV, Issue (2), 2011 “Carolina Herrera” Internationalization Strategy: Democratic Luxury or Maximum Exclusiveness? Cristina Calvo Porral1, Domingo Calvo Dopico2 Abstract: The Company Carolina Herrera has identified a market niche that demands garments, apparel and accessories and to which it can offer a somewhat differentiated product with excellent quality. This market niche is the target of several companies such as Loewe and Vuitton, which may be clearly identified
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Carolina Herrera signed a licensing agreement with STL. The purpose of the licensing agreement was to allow CH to expand globally and rapidly. They began in Spain because of Carolina’s background. From there, they wanted to expand globally due to the market potential. They went to New York and Paris, because of the importance of purchasing power and the idea that they will be considered a luxury brand if they are located in those places. In addition, they expanded to Miami because of the Spanish culture
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Segment criteria for a global market There are four generic situations for segmenting a global market: “similar segments and similar positioning; similar segments but different positioning; different segments but similar positioning; and different segments and different positioning” (Johansson, 2009). In a micro-segmentation analysis, global marketers can compare similarities of consumer preferences in various countries by forming clusters. This process is critical to globalization of one product
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environment can leading to AAR. 2) Most firms compete in an industry control similar resources & strategies 3) Resources are highly mobile across firms 4) Decision makers should be rational & act in the firm’s best interests Steps: 1) Study the external environment 2) Locate the industry 3) Identify the industry’s strategy 4) Develop assets & skills on the strategy 5) Using the firm’s strengths in the strategy Conclusion: The I/O model of AAR challenges firms to locate the most attractive industry
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international markets, and reputation. A foreign consumer could trust IBM more easily than a brand of which it had never heard. These were advantages. Disadvantages were that Diebold could not control the attention its products received from Philips and IBM. QUESTION 2: What do you think prompted Diebold to alter its international expansion strategy in 1997 and start setting up wholly owned subsidiaries in most markets? (3 points) Why do you think the company favored acquisitions as an entry mode?
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