Global Marketing Management
Strategies Memasuki Pasar global dan ekspansi
Tujuan pembelajaran: aMengidentifikasi kriteria sleksi pasaran luar negeri aMemahami alternatif pasar yang dapat dimasuki perusahaan. aMengenal aktivitas ekspor sebagai sebuah proses pengembangan dari waktu ke waktu aMemahami strategi memasuki pasar yang berbeda: sourcing, lisensi,investasi & kepemilikan
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Decision Criteria for IB aPolitical risk aMarket access aFactor cost & conditions aShipping consideration aCountry infrastructure aForeign Exchange Keegan: Global Marketing Management
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Selesi Pasar Asing a... Harus didasarkan pada beberapa kriteria: `Karkteristik pasar `Aspek biaya `Rancangan undang-undang `tarif, kewajiban & batasan non-tarif dalamperdagangan
aTingkat kepentingan kriteria seleksi tergantung pada berbagai industri dan pasar Keegan: Global Marketing Management
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Kritria Selesi Pasar a1. Potensi pasar a2. Akses memasuki pasar a3. Biaya pengiriman dan waktu a4. Tingkatan penilaian & Qualitas kompetisi a5. Pelayanan a6. Kesesuaian produk Keegan: Global Marketing Management
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Prtanyaan kritis untuk profil pasar produk: The 9 W´s 1. 2. 3. 4. 5. 6. 7. 8. 9.
Siapa pembeli produk kita? Siapa yang tidak membeli produk kita? Kebutuhan apa atau fungsi apa yang dipenuhi dengan produk kita? masalah apa yang dipecahkan oleh produk kita? Apa yang dibeli konsumen saat ini untuk memuaskan kebutuhan atau memecahkan masalah dimana produk kita ditargetkan Berapa harga yang mempu dibayar untuk produk yang dibeli saat ini? Kapan rpoduk kita dibeli? Dimana produk kita dibeli? Mengapa produk kita dibeli?
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A Multi-Stage Selection Process Approx. 150 countries
Markets which drop out due to restrictions („must“ criteria)
Source: adapted from D.J.G. Schneider, and R.U. Müller, Datenbankgestützte Marktselektion: Eine methodische Basis für Internationalisierungs-strategien, Stuttgart, 1989
Markets which are filtered out based on a first set of selection criteria Markets which are filtered out based on a second set of selection criteria Potential foreign target markets
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Visiting the Potential Market a... is essential after assessment & selection of potential market(s) agoals: `to confirm (or contradict) assumptions regarding market potential `to gather additional (primary) data `to develop a marketing plan in co-operation with the local agent or distributor
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Production Abroad 100 %
Ownership & Strategic Alliances
Ownership
Ownership and Control
Equity Joint Ventures
Licensing
Franchising
0 0
Control
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Management Contracts 100 %
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Direct Exporting aDirect market representation `via wholesalers or retailers or directly to the consumers
aIndependent representation `independent distributor
aPiggyback marketing `distribution through another distributor´s channel
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Exporting: A Developmental Process Stages of the firm 1. ... is unwilling to export. 2. ... fills unsolicited export orders (export seller). 3. ... explores the feasibility of exporting (may bypass stage 2). 4. ... exports to one or more markets on a trial basis. 5. ... is an experienced exporter to one or more markets. 6. ... pursues country or region focused marketing. 7. ... evaluates the global market potential. All markets, domestic & international, are regarded as equally worthy of consideration.
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Export-Related Problems aLogistics aLegal procedure aServicing exports aSales promotion aForeign market intelligence
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Sourcing Decision Factors 1. 2. 3. 4. 5. 6.
Factor costs & conditions Logistics Country infrastructure Political risk Market access Exchange rate, availability & convertibility of local money Keegan: Global Marketing Management
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Licensing a“contractual arrangement whereby one company (licensor) makes an asset available to another company (licensee) in exchange for royalties, license fees or other form of compensation”
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Franchising aA form of licensing a“a company permits its name, logo, cultural design and operations to be used in establishing a new firm or store.”
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Joint Ventures aCompany run by two or more partner firms aRisk is shared and different value chain strengths are combined aInfluence depends on degree of ownership aGood opportunity to build on local know-how aJV finds greater acceptance by local authorities
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Wholly-owned Subsidiaries/Acquisition aRepresents the most extensive engagement abroad aSubsidiary is either established through the creation of a new facility or the acquisition of an existing firm aCompany has complete decision power & control aInvestor achieves greater flexibility aIn many countries majority or 100% ownership by foreign companies is forbidden
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Strategi Perluasan Pasar aNarrow focus: concentrated markets/concentrated countries aCountry focus: diverse markets/concentrated countries aCountry diversification: concentrated markets/diverse countries aGlobal diversification: diverse markets/diverse countries Keegan: Global Marketing Management
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Ringkasan aPemilihan pasar luar yang potensial harus didasarkan pada evaluasi kriteria yang mempengaruhi potensi keberhasilan di luar negeri disecra teliti; seperti potensi pasar, kemudahan memasuki pasar, atau kesesuaian product . aSekali pasar luarnegri yang potensial dipilih, perusahaan harus memutuskan untuk memasuki paar tersebut company has to decide how to enter this market. Keegan: Global Marketing Management
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