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• Praise for Global Marketing
• Half Title Page
• Title Page
• Copyright Page
• Brief contents
• Contents
• Preface
• Acknowledgements
• Publisher’s acknowledgements
• Abbreviations
• About the author
• Part I The decision whether to internationalize
• 1 Global marketing in the firm
• Learning objectives
• 1.1 Introduction to globalization
• 1.2 The process of developing the global marketing plan
• 1.3 Comparison of the global marketing and management style of SMEs and LSEs
• Exhibit 1.1 LEGO’s strategic drift
• Exhibit 1.2 Economies of scale with Nintendo Game Boy
• 1.4 Should the company internationalize at all?
• 1.5 Development of the ‘global marketing’ concept
• Exhibit 1.3 Helly Hansen uses ‘localization’ through geo-targeting technology
• Exhibit 1.4 Persil Black and Persil Abaya = glocalization (same product, but different packaging an
• 1.6 Forces for global integration and market responsiveness
• Exhibit 1.5 McDonald’s is moving towards a higher degree of market responsiveness
• 1.7 The value chain as a framework for identifying international competitive advantage
• 1.8 Value shop and the ‘service value chain’
• 1.9 Global experiential marketing
• Exhibit 1.6 Case Construction Equipment is using experiential marketing
• Exhibit 1.7 IKEA’s use of AR
• 1.10 Information business, ‘Big Data’ and the virtual value chain
• 1.11 Artificial Intelligence (AI) and its influence on global marketing
• 1.12 Summary
• Case studies
• 1.1 Green Toys, Inc.: a manufacturer of eco-friendly toys goes international
• 1.2 Hunter Boot Ltd: the iconic British brand is moving into exclusive fashion
• 1.3 Nivea
• 1.4 Uber
• Questions for discussion
• References
• 2 Initiation of internationalization
• Learning objectives
• 2.1 Introduction
• 2.2 Internationalization motives
• Exhibit 2.1 Jagermeister: the famous herbal liqueur is going global as a result of ‘managerial urge’
• Exhibit 2.2 Global marketing and economies of scale in Japanese firms
• Exhibit 2.3 Internationalization of Haier – proactive and reactive motives
• 2.3 Triggers of export initiation (change agents)
• 2.4 Internationalization barriers/risks
• Exhibit 2.4 De-internationalization at British Telecommunications (BT)
• 2.5 Summary
• Case studies
• 2.1 LifeStraw: Vestergaard-Frandsen transforms dirty water into clean drinking water
• 2.2 Elvis Presley Enterprises Inc. (EPE): internationalization of a cult icon
• 2.3 TOMS Shoes
• Questions for discussion
• References
• 3 Internationalization theories
• Learning objectives
• 3.1 Introduction
• 3.2 The Uppsala internationalization model
• 3.3 The transaction cost analysis (TCA) model
• 3.4 The network model
• 3.5 Born globals
• Exhibit 3.1 K-pop – a ‘born global’ phenomenon has worldwide success
• 3.6 Summary
• Case studies
• 3.1 Bumble: the ‘Feminist Tinder’ is expanding fast
• 3.2 BYD electrical cars: the Chinese electric car manufacturer is considering sales worldwide
• 3.3 Reebok
• Questions for discussion
• References
• 4 Development of the firm’s international competitiveness
• Learning objectives
• 4.1 Introduction
• 4.2 Analysis of national competitiveness (the Porter diamond)
• 4.3 Competition analysis in an industry
• 4.4 Value chain analysis
• Exhibit 4.1 Hilti is selling the ‘use’ – not the product
• 4.5 The sharing economy
• 4.6 The sustainable global value chain
• 4.7 Corporate social responsibility (CSR)
• Exhibit 4.2 Chiquita – integrating CSR in the resource base
• 4.8 The value net
• Exhibit 4.3 Value net – cooperation/competition between competitors within each airline alliance.
• 4.9 Blue ocean strategy and value innovation
• 4.10 Summary
• Case studies
• 4.1 William Demant hearing aids: different threats appear on the horizon
• 4.2 DJI Technology Co. Ltd: a Chinese ‘born global’ is dominating the world market for drones with i
• 4.3 Nike
• Questions for discussion
• References
• Part I Case studies
• I.1 Electrolux: a white goods manufacturer is considering growth opportunities worldwide
• I.2 Nintendo Switch
• I.3 Cereal Partners Worldwide (CPW): the no. 2 world player is challenging the no. 1, Kellogg
• Part II Deciding which markets to enter
• 5 Global marketing research
• Learning objectives
• 5.1 Introduction
• 5.2 The changing role of the international researcher
• 5.3 Linking global marketing research to the decision-making process
• 5.4 Secondary research
• 5.5 Primary research
• 5.6 Other types of marketing research
• 5.7 Marketing research based on Web 3.0
• Exhibit 5.1 Amazon.com – sustaining a competitive advantage through market research and analytics
• 5.8 Setting up an international marketing information system (MIS)
• 5.9 Summary
• Case studies
• 5.1 Teepack Spezialmaschinen GmbH: organizing a global survey of customer satisfaction
• 5.2 LEGO Friends: one of the world’s largest toy manufacturers moves into the girls’ domain
• 5.3 e-Bikes in China
• 5.4 Hondajets: Honda enters the small-sized business jet market
• Questions for discussion
• References
• 6 The political and economic environment
• Learning objectives
• 6.1 Introduction
• 6.2 The political/legal environment
• Exhibit 6.1 Huawei Technologies Corporation: the role of home government in the internationalization
• Exhibit 6.2 Google is experiencing political risk in China
• 6.3 The economic environment
• 6.4 The European Economic and Monetary Union and the euro
• 6.5 BRIC – the slowing growth is hitting the emerging countries
• Exhibit 6.3 Chotukool – Indian Godrej is creating a disruptive innovation (a low-cost refrigerator
• 6.6 ‘Bottom of pyramid’ (BOP) as a market opportunity
• Exhibit 6.4 Voltic Cool Pac – distribution of water in Ghana (up to 2011)
• 6.7 Summary
• Case studies
• 6.1 G-20 and the economic and financial crises: what on earth is globalization about? Protests durin
• 6.2 Danfoss Power Solutions: which political/economic factors would affect a manufacturer of hydraul
• 6.3 Debate on globalization
• Questions for discussion
• References
• 7 The sociocultural environment
• Learning objectives
• 7.1 Introduction
• 7.2 Layers of culture
• Exhibit 7.1 Electrolux adapts its vacuum cleaner for the Japanese market
• 7.3 High- and low-context cultures
• 7.4 Elements of culture
• Exhibit 7.2 In China the Citroen C4 brand name was changed to Citroen c-Quatre
• Exhibit 7.3 Sensuality and touch culture in Saudi Arabian versus European advertising
• Exhibit 7.4 Polaroid’s success in Muslim markets
• 7.5 Hofstede’s model (the ‘4 + 2’ dimensions model) versus the GLOBE model
• Exhibit 7.5 Pocari Sweat – a Japanese soft drink expands sales in Asia
• 7.6 Managing cultural differences
• 7.7 Convergence or divergence of the world’s cultures
• 7.8 The effects of cultural dimensions on ethical decision-making
• Exhibit 7.6 The quest for beauty opens a huge market for whitening products in Asia
• 7.9 Summary
• Case studies
• 7.1 Cirque du Soleil Inc.: the show that revolutionized the circus arts is expanding its global scop
• 7.2 The Ikea catalogue: are there any cultural differences?
• 7.3 Allergan – the maker of Botox and breast implants
• Questions for discussion
• References
• 8 The international market selection process
• Learning objectives
• 8.1 Introduction
• 8.2 International market selection: SMEs versus LSEs
• 8.3 Building a model for international market selection
• Exhibit 8.1 Bosch Security Systems: IMS in the Middle East for fire detection systems
• 8.4 Market expansion strategies
• Exhibit 8.2 Sunquick’s waterfall approach
• Exhibit 8.3 An example of the ‘trickle-up’ strategy
• Exhibit 8.4 Bajaj is selecting new international markets ignored by global leaders
• 8.5 The global product/market portfolio
• 8.6 Summary
• Case studies
• 8.1 Waymo: the driverless Google car is finding future growth markets
• 8.2 Philips Lighting: screening markets in the Middle East
• 8.3 Oreo (Mondelez)
• Questions for discussion
• References
• Part II Case studies
• II.1 SodaStream: managing profitable growth in an increasingly competitive global environment
• II.2 The Female Health Company (FHC): the female condom is seeking a foothold in the world market fo
• II.3 Rolex: the luxury watch maker is facing increasing competition in the world market
• Part III Market entry strategies
• 9 Some approaches to the choice of entry mode
• Learning objectives
• 9.1 Introduction
• 9.2 The transaction cost approach
• 9.3 Factors influencing the choice of entry mode
• Exhibit 9.1 Zara is modifying its preferred choice of entry mode, depending on the psychic distance
• 9.4 Summary
• Case studies
• 9.1 Jarlsberg: the king of Norwegian cheeses is deciding on entry modes into new markets
• 9.2 Jissbon: is acquisition the right way to gain market shares in the Chinese condom market?
• 9.3 Understanding entry modes into the Chinese market
• 9.4 Muller Yogurts – entering the US market by Muller Quaker Joint Venture and exit again two year
• Questions for discussion
• References
• 10 Export modes
• Learning objectives
• 10.1 Introduction
• 10.2 Indirect export modes
• 10.3 Direct export modes
• Exhibit 10.1 Lofthouse of Fleetwood’s (Fisherman’s Friend) decision criteria when selecting new dist
• 10.4 Cooperative export modes/export marketing groups
• 10.5 Summary
• Case studies
• 10.1 Lysholm Linie Aquavit: international marketing of the Norwegian Aquavit brand
• 10.2 Parle Products: an Indian biscuit manufacturer is seeking agents and cooperation partners in ne
• 10.3 Honest Tea
• Questions for discussion
• References
• 11 Intermediate modes
• Learning objectives
• 11.1 Introduction
• 11.2 Contract manufacturing
• 11.3 Licensing
• 11.4 Franchising
• Exhibit 11.1 Build-a-Bear workshop’s use of the indirect franchising model in Germany – Austria
• 11.5 Joint ventures/strategic alliances
• Exhibit 11.2 Irn-Bru’s distributor alliance (Y coalition) with Pepsi Bottling Group (PBG) in Russia
• Exhibit 11.3 Safedom: a Chinese condom manufacturer needed a partner with which to enter the Europea
• 11.6 Other intermediate entry modes
• 11.7 Summary
• Case studies
• 11.1 Hello Kitty: can the cartoon cat survive the buzz across the world?
• 11.2 KABOOKI: licensing in the LEGO brand
• 11.3 Marriott
• Questions for discussion
• References
• 12 Hierarchical modes
• Learning objectives
• 12.1 Introduction
• 12.2 Domestic-based sales representatives
• 12.3 Resident sales representatives/foreign sales branch/foreign sales subsidiary
• 12.4 Sales and production subsidiary
• 12.5 Subsidiary growth and integration strategies
• 12.6 Region centres (regional HQ)
• 12.7 Transnational organization
• 12.8 Establishing wholly owned subsidiaries – acquisition or greenfield
• 12.9 Location/relocation of HQ
• 12.10 Foreign divestment: withdrawing from a foreign market
• Exhibit 12.1 Tesco’s withdrawal from Japan in 2012 –later in China
• Exhibit 12.2 Walmart’s withdrawal from the German market
• 12.11 Summary
• Case studies
• 12.1 Ralph Lauren Corporation: Polo moved distribution for South-East Asia in-house
• 12.2 Durex condoms: SSL sell Durex condoms in the Japanese market through its own organization
• 12.3 Starbucks
• Questions for discussion
• References
• 13 International sourcing decisions and the role of the subsupplier
• Learning objectives
• 13.1 Introduction
• 13.2 Reasons for international sourcing
• 13.3 A typology of subcontracting
• 13.4 Buyer–seller interaction
• 13.5 Development of a relationship
• 13.6 Reverse marketing: from seller to buyer initiative
• 13.7 Internationalization of subcontractors
• Exhibit 13.1 An example of Japanese network sourcing: the Mazda seat-sourcing case
• 13.8 Project export (turnkey contracts)
• 13.9 Summary
• Case studies
• 13.1 ARM: challenging Intel in the world market of computer chips
• 13.2 Bosch Indego: how to build B2B and B2C relationships in a new global product market – robotic
• 13.3 Kone elevators and escalators
• Questions for discussion
• References
• Part III Case studies
• III.1 Tinder dating app: the famous dating app brand is facing increasing competition from e.g. Bado
• III.2 Spotify: the online music-streaming company is growing fast but is suffering financial imbalan
• III.3 Autoliv Airbags: transforming Autoliv into a global company
• Part IV Designing the global marketing programme
• 14 Product decisions
• Learning objectives
• 14.1 Introduction
• 14.2 The dimensions of the international product offer
• 14.3 Developing international service strategies
• Exhibit 14.1 Salesforce.com as provider of CRM ‘cloud’ services
• 14.4 The product life cycle
• Exhibit 14.2 The iOS (Apple)/Android (Google) global contest in the smartphone business
• Exhibit 14.3 Threadless T-shirt crowdsourcing business
• 14.5 New products for the international market
• Exhibit 14.4 Product invention – solar-powered portable charging systems for India
• 14.6 Product positioning
• Exhibit 14.5 Chinese piano manufacturers are experiencing the ‘country of origin’ (COO) effect
• Exhibit 14.6 Madame Tussauds – a brand that brings people closer to celebrities on a global basis
• 14.7 Brand equity
• 14.8 Branding decisions
• Exhibit 14.7 Unilever’s Snuggle fabric softener – an example of local brands in multiple markets
• Exhibit 14.8 Kellogg under pressure to produce under Aldi’s own label
• Exhibit 14.9 Shell’s co-branding with Ferrari and LEGO
• Exhibit 14.10 Roundup – a global brand for multiple markets
• Exhibit 14.11 Maggi – local brands for multiple markets through acquisitions
• 14.9 Sensory branding
• Exhibit 14.12 Starbucks’ expanding product line strategy is causing problems for its ‘scent marketin
• 14.10 Implications of the internet for collaboration with customers on product decisions
• 14.11 Internet of Things (IoT) and its use for marketers
• Exhibit 14.13 Google’s use of IoT in the form of the smart thermostat, Nest
• 14.12 3-D printing – a possible new industrial revolution in customization
• Exhibit 14.14 Coca-Cola Israel increases its sales of their mini bottle though a ‘Mini Me’ 3-D Print
• 14.13 Global mobile app marketing
• Exhibit 14.15 L’Oreal is extending the customers’ buying experience with the mobile app Makeup Geniu
• 14.14 ‘Long tail’ strategies
• 14.15 Brand piracy and anti-counterfeiting strategies
• Exhibit 14.16 The next stage in pirating, faking an entire company – NEC
• 14.16 Summary
• Case studies
• 14.1 Danish Klassic: launch of a cream cheese in Saudi Arabia
• 14.2 Zippo Manufacturing Company: has product diversification beyond the lighter gone too far?
• 14.3 Burberry branding
• 14.4 Tequila Avion
• Questions for discussion
• References
• 15 Pricing decisions and terms of doing business
• Learning objectives
• 15.1 Introduction
• 15.2 International pricing strategies compared with domestic pricing strategies
• 15.3 Factors influencing international pricing decisions
• 15.4 International pricing strategies
• Exhibit 15.1 German car manufacturers are using ‘skimming’ price strategy in China
• Exhibit 15.2 A ‘market pricing’ (‘mass point’) strategy in use: the Converse brand is making a comeb
• Exhibit 15.3 Volkswagen Group’s product portfolio approach to pricing
• Exhibit 15.4 The Gillette price premium strategy
• Exhibit 15.5 Dollar Shave Club
• 15.5 Implications of the internet for pricing across borders
• 15.6 Terms of sale and delivery
• 15.7 Terms of payment
• 15.8 Export financing
• 15.9 Summary
• Case studies
• 15.1 Harley-Davidson: how should the pricing strategy be affected by the new EU tariffs in 2018?
• 15.2 Gillette Co.: is price standardization possible for razor blades?
• 15.3 Vaseline pricing strategy
• Questions for discussion
• References
• 16 Distribution decisions
• Learning objectives
• 16.1 Introduction
• 16.2 External determinants of channel decisions
• 16.3 The structure of the channel
• Exhibit 16.1 Burberry: the iconic British luxury brand targets 25 of the world’s wealthier cities
• 16.4 From single-channel to omnichannel strategy
• Exhibit 16.2 Dell’s use of the multichannel distribution strategy
• 16.5 Managing and controlling distribution channels
• 16.6 Blockchain technology and its influence on international marketing and SCM
• Exhibit 16.3 Maersk’s use of blockchain in their shipping
• 16.7 Implications of the internet for distribution decisions
• 16.8 Online retail sales
• 16.9 Smartphone marketing
• 16.10 Channel power in international retailing
• Exhibit 16.4 The ‘banana split’ model
• 16.11 Grey marketing (parallel importing)
• 16.12 Summary
• Case studies
• 16.1 De Beers: forward integration into the diamond industry value chain
• 16.2 Tupperware: the global direct distribution model is still working
• 16.3 DHL
• Questions for discussion
• References
• 17 Communication decisions (promotion strategies)
• Learning objectives
• 17.1 Introduction
• 17.2 The communication process
• Exhibit 17.1 Husqvarna’s consumer wheel
• 17.3 Communication tools
• Exhibit 17.2 LEGO Ninjago’s 360-degree marketing communication
• Exhibit 17.3 Ricola is using celebrity endorsement in the international marketing of its herbal drop
• Exhibit 17.4 Ambush marketing strategy – Dutch Bavaria vs Anheuser Busch’s Budweiser during the Fi
• 17.4 International advertising strategies in practice
• Exhibit 17.5 Jarlsberg® cheese – cross-border communication
• 17.5 Implications of the internet for communication decisions
• 17.6 Social media marketing
• Exhibit 17.6 Abena is using ‘influencer marketing’ to penetrate the US diaper market
• 17.7 Categorization of social media
• 17.8 The social media funnel
• 17.9 Development of the social media marketing plan
• 17.10 Developing a viral marketing campaign
• Exhibit 17.7 Fox Business (Trish Regan) is selling a political statement
• 17.11 Summary
• Case studies
• 17.1 Helly Hansen: sponsoring fashion clothes in the US market
• 17.2 Morgan Motor Company: can the British retro sports car brand still be successful after 100 year
• 17.3 BMW Motorcycles
• Questions for discussion
• References
• Part IV Case studies
• IV.1 Swarovski: the jewellery/crystal manufacturer is expanding into e-commerce and social media
• IV.2 Levi Strauss: expanding in new international markets
• IV.3 Guinness: how can the iconic Irish beer brand compensate for declining sales in the home market
• Part V Implementing and coordinating the global marketing programme
• 18 Cross-cultural sales negotiations
• Learning objectives
• 18.1 Introduction
• Exhibit 18.1 Google gives a clock as gift in China
• 18.2 Cross-cultural negotiations
• Exhibit 18.2 Euro Disney becomes Disneyland Resort Paris – Disney learns to adapt to European cult
• 18.3 Intercultural preparation
• 18.4 Coping with expatriates
• 18.5 Knowledge management and learning across borders
• 18.6 Transnational bribery in cross-cultural negotiations
• 18.7 Summary
• Case studies
• 18.1 ZamZam Cola: marketing of a ‘Muslim’ cola from Iran to the European market
• 18.2 TOTO: the Japanese toilet manufacturer seeks export opportunities for its high-tech brands in t
• 18.3 Dunkin’ Donuts
• 18.4 Stella & Dot
• Questions for discussion
• References
• 19 Organization and control of the global marketing programme
• Learning objectives
• 19.1 Introduction
• 19.2 Organization of global marketing activities
• 19.3 The global account management organization
• Exhibit 19.1 Danfoss Power Solutions’ GAM
• 19.4 Controlling the global marketing programme
• 19.5 The global marketing budget
• 19.6 The process of developing the global marketing plan
• 19.7 Summary
• Case studies
• 19.1 Mars Inc.: merger of the European food, pet care and confectionery divisions
• 19.2 Henkel: should Henkel shift to a more customer-centric organization?
• 19.3 McDonald’s
• Questions for discussion
• References
• Part V Case studies
• V.1 Tencent: the Chinese online giant is seeking new alliances
• V.2 Huawei smartphones: expanding into the international markets for smartphone
• V.3 Tetra Pak: how to create B2B relationships with the food industry on a global level
• Index
• Back Cover