3. TOP 10 COMPANIES INDEX OF TRANSNATIONALITY (2005) Index: Average of foreign to total assets, foreign to total sales and foreign to total employment. SOURCE: UNCTAD
4. TOP 12 COMPANIES â DEVELOPING ECONOMIES INDEX OF TRANSNATIONALITY (2005) SOURCE: UNCTAD
10. CONTINUUM OF STANDARDISATION Pricing Distribution Sales Force Sales Promotion Product Image Objectives Strategy Differentiation Standardisation
11. GLOBALISATION PUSH & PULL FACTORS Source: Meffet and Bolz (1993) in Hallibuton and Hunerberg (eds) European Marketing Readings and Cases Addison Wesley 1993
today looking at factors that drive strategic choice at a global level and the alternative global strategies available plus the challenges such strategies bring
few companies truly global especially ones we perceive as having global brand names. if view globalisation in termas of size nd look at the foreign assests of a company then the mcdonalds and nike etc are nowehere to be seen..few companies that see them selves as global are really transnational. To get a better view some pundits prefer to take an average of foeign to toal assets together with the% of foregin employees to toal employment. even if you do it this way still absence of brand names
Interstingly not one US firm on this index. What this does is give you a much better indication of the firms that are seeking a global presence rahther than the ones that perhaps have already achieved it. However whilst these companies trying to be global lot of confusion in literature as to what is meant by globalisations. it tends like culture to be one of those kitchen sink terms that means everything and nothing. So perhaps before we go on to look at some of the different types of strategies such firms employ we shoudl spend a bit of time deconstrcting the differing factes of globalisation.
1. access due to politiacl &economic changeds , opening up of new mkts 2. newopps due to privatidsation ,eg.steel telecomunications, de regulation eg finance services 3.convergence of tech 4.industry restructuring , cross barrier competition eg.gen motors are now in finacanial services, tobacco-food 5.emergence of the global village 6. satellite /clable tv std image importsant. telecommunications 7. mature marketss need for market share marketing , mergers amnongst equals eg glaxo 7. sourcing see next slide 8. need to develop global strageeies supported by effective programmes so what are the alternative responses
web based intranets opening up of public procurement stadium forgers preferred supplier on global basis oil industry
Several alternative strategic responses really depending where you are at moment in refernce to barnd strenght and geographical coverage against this background need to devepolop approppriate strategic response tendss to be a trade off of using resource to invest in npd or geographical coverage. level of these determine option cadbury baron as was rowntree two cusaders pepsi 7 nestle gto distrinbutiuon sorted in the war kellog seen as king own brand tradiitonally common but may now becoming more powerful internationally
MD see nerxt slide global slides after transnational can beinegration of diverse assets and resources people and flexible management to schieve global flexibility and lkevertage global competititive advantage very complex to manage that complexity can be its CA equally it can be its downfall eg IBM< mid nineties when lou gerstner came in one of key stragteies was to simplify everything go to slides
challenge is how to turn widestpread internationalk presence into global brand however have to do this by offering added value & benefits on a blobal scale whilst achieving cost effeciencies . there global strategies of whatever kind are a trade off between standardisatio and adaptation discuss coninuum when debating standardisation important to differntiate between differnt levels of stragegey see next slide
