Global Marketing Management, 5e Chapter 17 Copyright (c) 2009 John Wiley & Sons,

Global Marketing Management, 5e Chapter 17 Copyright (c) 2009 John Wiley & Sons, www.phwiki.com

Global Marketing Management, 5e Chapter 17 Copyright (c) 2009 John Wiley & Sons,

Myers, Shanisty, Morning Anchor has reference to this Academic Journal, PHwiki organized this Journal Global Marketing Management, 5e Chapter 17 Copyright (c) 2009 John Wiley & Sons, Inc. Chapter 17 Planning, Organization, in addition to Control of Global Marketing Operations Chapter Overview 1. Global Strategic Marketing Planning 2. Key Criteria in Global Organizational Design 3. Organizational Design Options 4. Organizing as long as Global Br in addition to Management 5. Life Cycle of Organizational Structures 6. Control of Global Marketing Ef as long as ts Chapter 17 Copyright (c) 2009 John Wiley & Sons, Inc. Introduction The capstone of a company’s global marketing activities will be its marketing plan. To implement its global plans effectively, a company needs to reflect on the best organizational setup that enables it to successfully meet the threats in addition to opportunities posed by the global marketing arena. Chapter 17 Copyright (c) 2009 John Wiley & Sons, Inc.

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Introduction Global marketers must confront organizational issues such as: What is the proper communication in addition to reporting structure Who within the organization should bear responsibility as long as each of the functions How can a company leverage the competencies of its subsidiaries Where should decision-making authority reside as long as various areas Chapter 17 Copyright (c) 2009 John Wiley & Sons, Inc. 1. Global Strategic Marketing Planning The content of a global strategic marketing plan usually covers four areas: 1. Market situation analysis 2. Objectives 3. Strategies 4. Action plans Bottom-Up versus Top-Down Strategic Planning Chapter 17 Copyright (c) 2009 John Wiley & Sons, Inc. 1. Global Strategic Marketing Planning Marketing plans can go wrong! The top stumbling blocks are: 1. Lack of proper in as long as mation 2. Too little emphasis on the development of alternative strategic options 3. Unrealistic strategic objectives 4. External factors can also interfere. Chapter 17 Copyright (c) 2009 John Wiley & Sons, Inc.

2. Key Criteria in Global Organizational Design Environmental Factors Competitive Environment Rate of Environmental Change Regional Trading Blocs Nature of Customers Chapter 17 Copyright (c) 2009 John Wiley & Sons, Inc. 2. Key Criteria in Global Organizational Design Firm-Specific Factors Strategic Importance of International Business Product Diversity Company Heritage Quality of Local Managerial Skills Chapter 17 Copyright (c) 2009 John Wiley & Sons, Inc. 3. Organizational Design Options International Division Structure Global Product Division Structure (See Exhibit 17-1.) Chapter 17 Copyright (c) 2009 John Wiley & Sons, Inc.

Exhibit 17-1: Organizational Structure of John Deere of a Global Product Structure Chapter 18 Copyright (c) 2007 John Wiley & Sons, Inc. 3. Organizational Design Options Geographic Structure (Exhibit 17-2) Country-Based Subsidiaries New Role of Country Managers: Country managers of the twenty-first century should have the following five profiles: The trader The builder The cabinet member The ambassador The representative The country prince (country manager in addition to product champion) Chapter 17 Copyright (c) 2009 John Wiley & Sons, Inc. Exhibit 17-2: The Coca-Cola Company: Example of a Geographic Structure Chapter 17 Copyright (c) 2009 John Wiley & Sons, Inc.

Chapter 18 Copyright (c) 2007 John Wiley & Sons, Inc. Exhibit 17-3: Job Description of Japan Country Manager at Twitter 3. Organizational Design Options Regional Structures A recent survey done in the Pacific region singles out five distinct roles as long as regional headquarters (RHQs): Scouting Strategic simulation Signaling commitment Coordination Pooling resources Matrix Structure (Exhibit 17-4) The matrix structure explicitly recognizes the multidimensional nature of global strategic decision making. With a matrix organization, two dimensions are integrated into the organization. Chapter 17 Copyright (c) 2009 John Wiley & Sons, Inc. Exhibit 17-4: Nestlé’s Organizational Setup Chapter 17 Copyright (c) 2009 John Wiley & Sons, Inc.

3. Organizational Design Options The Global Network Solution The networked global organization is sometimes also referred to as a transnational. Examples: Asea-Brown Boveri (ABB), Toyota In the network model, each national unit can be viewed as a source of ideas, skills, capabilities, in addition to knowledge that can be harnessed as long as the benefit of the total organization (See Exhibit 17-5.) Chapter 17 Copyright (c) 2009 John Wiley & Sons, Inc. Exhibit 17-5: Guidelines on Global Virtual Teamwork Chapter 17 Copyright (c) 2009 John Wiley & Sons, Inc. 4. Organizing as long as Global Br in addition to Management Global Br in addition to ing Committee Usually made up of top-line executives from headquarters, regional, or local offices. Br in addition to Champion A br in addition to champion is a top-line executive (sometimes a CEO). Chapter 17 Copyright (c) 2009 John Wiley & Sons, Inc.

4. Organizing as long as Global Br in addition to Management For global br in addition to managers to be effective: The top of the organization is committed to br in addition to ing. There is a solid strategic planning process in place. Managers see the need to travel to learn about local management in addition to best practices. There is a system to identify, mentor, in addition to train prospects who can fill the role. In as long as mal, Ad-hoc Br in addition to ing Meetings Chapter 17 Copyright (c) 2009 John Wiley & Sons, Inc. 5. Life Cycle of Organization Structures Companies need to adapt organizations existing structures too rigid or complex environmental changes managers learn new skills new senior management brought in. Successful restructuring takes time, planning in addition to resources. Fundamental cultural change often needed. Chapter 17 Copyright (c) 2009 John Wiley & Sons, Inc. 5. Life Cycle of Organization Structures Several management theorists attempted to devise the “right” fit between the MNC’s environment (internal in addition to external) in addition to the organization. Present research argues that flexibility in addition to sustaining the right management process are more important than pursuing the proper organizational structure. Country in addition to regional managers must look at strategic issues from multiple perspectives—a “glocal” mindset. Chapter 17 Copyright (c) 2009 John Wiley & Sons, Inc.

Chapter 18 Copyright (c) 2007 John Wiley & Sons, Inc. Exhibit 17-6: Stop as long as d-Wells International Structural Stage Model 6. Control of Global Marketing Ef as long as ts Formal (“Bureaucratic”) Control Systems Establishing St in addition to ards (Metrics) Behavior in addition to outcome-based Measuring in addition to Evaluating Per as long as mance Analyzing in addition to Correcting Deviations Chapter 17 Copyright (c) 2009 John Wiley & Sons, Inc. 6. Control of Global Marketing Ef as long as ts In as long as mal Control Methods Corporate Culture: Clan cultures in addition to market cultures To shape a shared vision, cultural values should have three properties: Clarity Continuity Consistency Human Resource Development Chapter 17 Copyright (c) 2009 John Wiley & Sons, Inc.

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6. Control of Global Marketing Ef as long as ts “Soft” versus “Hard” Levers There are seven management tools or levers that companies can use to resolve the global/local tradeoffs: 1. Organizational structure 2. Process 3. Incentives 4. Metrics 5. Strategy 6. Networks 7. Culture Chapter 17 Copyright (c) 2009 John Wiley & Sons, Inc. 6. Control of Global Marketing Ef as long as ts Advice as long as Strategic Coherence Recognize the need as long as business asymmetry Democracy is a must. A shared vision is important. There is a need as long as a good mix of specialists of three types – country, functional, in addition to business. Moving unit headquarters abroad seldom solves the organization’s problems. Chapter 17 Copyright (c) 2009 John Wiley & Sons, Inc.

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