國(guó)際市場(chǎng)營(yíng)銷案例分析

CaseStudyonUncontrollableFactorsofInternationalMarketingGroupMembersChenYaoLiuHangyuLiaoQiaoyanGeChunyanLiQiFromBusinessEnglish1101Case1.NewsCorporation(political-legal)Case2.KangnaiGroup(technology)Case3.Procter&Gamble(culture)Case4.BectonDickinson,BD(structureofdistribution)ContentsCase1.NewsCorporation(political-legal)Case1.NewsCorporstionNewsCorporation（新聞集團(tuán)）,oneoftheworld'slargestdiversifiedinternationalmassmedia,isanAmericanmultinationalcorporationheadquarteredinNewYorkCity.Whenitexpandedit'smarkettoChina,thecompanypaidmuchattentiontothemarketingenvironment,especiallythepoliticalone.Itinsistsontheprincipleofmutualtrustandbenefit(互信互利原則)andseekingthecommangrandwithChinesegovernmenttobuildagoodlong-termtrustrelationship.Atpresent,NewsCorporationandthechannelsitownscooperatewithcableTVstationsinmorethan30provincesandcitiesinChina.Case1.NewsCorporstionAnalysis:Theuncontrollablefactor:political-legal.Itisanuniversalknowledgethatlotsofbarriersandrestrictions,suchascustomtariffandimportquotas,aresetuptoprotectdomesticmarketandpoliticalrisksexistaswell.ItisveryintelligentthatNewsCorporationbuildsgoodreationshipwiththegovermenttoadapttothepolitical-legalenvironment,whichpavestheroadforthecompanytodevelopinthatcountry.Case1.NewsCorporstionCase2.KangnaiGroup(technology)Case2.KangnaiGroupKangnaiGroup(康奈集團(tuán)),whichisfamousforitshigh-endshoes,wasconfrontedwithtechnologybarriersjustlikemanyothercorporationdidintheearly21stcentury.

Mostcompanieschosethreeways:1.provetheirproductswerenotcoveredbythestandardssetbytheimportingcountry;2.trytopersuadetheimportingcountrytogiveuptherestrictionthroughlobbyingorinternationallitigation(國(guó)際訴訟).3.breakthebarrierbyconformingtothestandards.Case2.KangnaiGroupCase2.KangnaiGroupNevertheless,KangnaiGroupfoundthefourthway:tomakethestandardsbyjoiningintheSATRA(ShoeandAlliedTrade'sResearchAssociation〈英國(guó)〉鞋業(yè)研究協(xié)會(huì))whichistopshoecertificationorganizationintheworld.Later,bycooperatingwithSATRA,KangnaigraspedthelatesttechnologyofmakingshoesinAmericaandEuropeandbrokethetechnologybarrier.Analysis:Case2.KangnaiGroupTheuncontrollablefactor:technology.Technologyhereincludestechnologylevel,policies,theabilityofdevelopingnewproductsandthedeveloptrendsoftechnology,etc.Technologylimitsthedevelopmentofcompanies,especiallythosewhoarebasedonlessdevelopedcountries.Inthatcase,itiseasyforacompanytolosecompetitivenesswhenitisgoingglobal.Maybe,corporationscanmakeadetour(繞道).However,amongthefourmethodsmentionedpreviously,frommypointofview,thelasttwotakethingsinthelongrun,whichwillresultinlong-rangebenefits.Case2.KangnaiGroupCase3.Procter&Gamble(culture)Case3.Procter&GambleTheProtecter&GambleCompany(寶潔公司),alsoknownasP&G,isanAmericanmultinationalconsumergoodscompanyheadquarteredindowntownCincinnati,Ohio,UnitedStates.Itsproductsincludepetfoods,cleaningagents,andpersonalcareproducts.OnceitwasexpandingitsEuropeanmarketforitstoiletpaperbrandedPuffwhichmeantverysoftandcomfortable,itturnedoutafailureinGermanandEnglishmarkets.Case3.Procter&GambleCase3.Procter&GambleWHY?PuffwasaslangforbrothelinsomeGermanditrictsandwaswidelyusedtoimplygayinEngland.Case3.Procter&GambleAnalysis:Theuncontrollablefactor:culture.Cultureisaninvisiblefactorconcernedwithdifferentcustoms,religions,values,consuminghabbitsandevenaestheticstandards(審美觀念),etc.IfP&Gcheckedoutthemeaningofpuffinothercountries,greatchanceswerethatthemarketingstrategywasasuccess.So,gettingfamilliarwiththeculturalenvironmentofthetargetednationisextremelyimportant.Ofcourse,Self-referenceCriterionmustbeavoided.Case4.BectonDickinson,BD(structureofdistribution)Case4.BDBectonDickinsonandCompany(BD)(美國(guó)碧迪公司)isanAmericanmedicaltechnologycompanythatmanufacturesandsellsmedicaldevices,instrumentsystemsandreagents.Case4.BD

BDmadeamistakethemomentitattemptedtosellitsproductsintheeuroareas.ThecompanyhadsetupanationaldistributionnetworkcoveringtheEuropeancountriesintheearly1990s.But,itsbusinessspreadedoutoftheexpectation.Thoughthedistributioncenterworkedattheverybeginning,BDsoonrealizedthenetworkwasveryossifiedandinefficient.Inventorycostwasveryhighandsomeofthestockhavetobesrcapped(報(bào)廢)becausetheywereoverduebeforedepatching.Theshortageofgoodswasanotherproblemandatthesametimethedistributioncostskeptincreasing.Case4.BD

Case4.BDAnalysis:Theuncontrollablefactor:structureofdistributionThoughBDCompanyresolvedtheproblem,wecanlearnalotfromthecase:thenetworkwasbuiltfortheancientEuropeorganizing,distributing,andstoringgoodsbycountrieswentagainsttheprinciplethatenterprisesshoulddecidethe