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4hmae, 2oke succeeded in 7apan because the company spent a huge amount of time and money in 7apan to become an insider. 2oca 2ola build a complete local infrastructure with its sales force and vending machine operations. According to 4hmae, 2oke%s success in 7apan was due to the ability of the company to achieve global localisation or 8(localisation% i.e. the ability to be an insider or a local company and still reap the benefits of global operations. 'hink global and act local is the meaning of (localisation and to be successful in international marketing, companies must have the ability to think global and act local. International marketing re*uires managers to behave both globally and locally simultaneously by responding to similarities and dissimilarities in international markets. (localisation can be a source of competitive advantage. 5y adapting sales promotion, distribution and customer service to local needs, 2oke capture 9:/ of soft drink market share in 7apan. Apart from the flagship brand 2oca 2ola, the company produces ;<< other non- alcoholic beverages to suit local beverages. 'here are other companies who have created strong international brands through international marketing. ,or instance, 0hilip Morris has made Marlboro the number one cigarette brand in the world. In automobiles, $aimler 2hrysler gained global recognition for its Mercedes brand like his competitor 5ayerische. Mc $onald%s has designed a restaurant system that can be set up anywhere in the world. Mc $onald%s customi es its menu in accordance with local eating habits.
Mergers an! Ac-&isitions# Mergers and Ac*uisitions provide access to markets, distribution network, new technology and patent rights. It also reduces the level of competition for firms which either merge or ac*uires. Strategic a iances# A firm is able to improve the long term competitive advantage by forming a strategic alliance with its competitors. 'he ob!ective of a strategic alliance is to leverage critical capabilities, increase the flow of innovation and increase flexibility in responding to market and technological changes. 3trategic alliance differs according to purpose and structure. 4n the basis of purpose, strategic alliance can be classified as follows# i. 'echnology developed alliances like research consortia, simultaneous engineering agreements, licensing or !oint development agreements. ii. Marketing, sales and services alliances in which a company makes use of the marketing infrastructure of another company in the foreign market for its products. iii. Multiple activity alliance involves the combining of two or more types of alliances. ,or instance technology development and operations alliances are generally multi- country alliances. 4n the basis of structure, strategic alliance can be e*uity based or non e*uity based. 'echnology transfer agreements, licensing agreements, marketing agreements are non e*uity based strategic alliances. Co&nter tra!e# 2ounter trade is a form of international trade in which export and import transactions are directly interlinked i.e. import of goods are paid by export of goods. It is therefore a form of barter between countries. 2ounter trade strategy is generally used by >$2s to increase their exports. )owever, it is also used by M?2s to enter foreign markets. ,or instance, 0epsi2o%s entry in the former >33@. 'here are different forms of counter trade such as barter, buy back, compensation deal and counter purchase. In case of barter, goods of e*ual value are directly exchanged without the involvement of monetary exchange. >nder a buy back agreement, the supplier of a plant, e*uipment or technology. 0ayments may be partly made in kind and partly in cash. In a compensation deal the seller receives a part of the payment in cash and the rest in kind. In case of a counter purchase agreement the seller receives the full payment in cash but agrees to spend an e*ual amount of money in that country in a given period.
PREPARED #. S/./#/M/S/ 0 II Pratik Ma !e Anoop Damo!aran Kr&na P&n1ani Gitan1a i Sac)!ev (ipin (en&gopa (iren (ira