pp., ISBN: 0 19 9 2nd ed. Download full-text PDF Kiefer Lee and Steve Carter () Great Britain and New York: Oxford Global Marketing Management by Kiefer Lee & Steve Carter is split . the authors need to consider as they retire to the dressing room in preparation for their third. Featuring a perfect balance of theoretical and practical examples, Global Marketing Management, Third Edition, shows students how organizations navigate. Global Marketing Management 3rd Edition by Kiefer Lee, Steve Carter Textbook PDF Download archived file. Download link: raudone.info
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Rarely is technology culturally bound. A new pesticide is available almost globally to any agricultural organisation as long as it has the means to download it. Computers in agriculture and other applications are used universally with IBM and Macintosh becoming household names. The need to recoup large costs of research and development in new products may force organisations to look at global markets to recoup their investment. This is certainly true of many veterinary products.
Farm machinery, for example, requires volume to generate profits for the development of new products. Communications and transport are shrinking the global market place.
In many cases this may mean an adaption in advertising appeals or messages as well as packaging and instructions. Nestle will not be in a hurry to repeat its disastrous experience of the "Infant formula" saga, whereby it failed to realise that the ability to find, boiled water for its preparations, coupled with the literacy level to read the instructions properly, were not universal phenomenon.
Marketing globally also provides the marketer with five types of "leverage" or "advantages", those of experience, scale, resource utilisation and global strategy.
If it consumes a third of the world's cocoa output annually, then it is in a position to dominate terms. This also has its dangers. The greatest lift to producers of raw agricultural products has been the almost universal necessity to consume their produce. If one considers the whole range of materials from their raw to value added state there is hardly a market segment which cannot be tapped globally. Take, for example, oranges. Not only are Brazilian, Israeli, South African and Spanish oranges in demand in their raw state worldwide, but their downstream developments are equally in demand.
Orange juice, concentrates, segments and orange pigments are globally demanded. In addition the ancillary products and services required to make the orange industry work, find themselves equally in global demand.
So insecticides, chemicals, machinery, transport services, financial institutions, warehousing, packaging and a whole range of other production and marketing services are in demand, many provided by global organisations like Beyer, British Airways and Barclays Bank. Of course, many raw materials are at the mercy of world prices, and so many developing countries find themselves at the mercy of supply and demand fluctuations.
But this highlights one important global lesson - the need to study markets carefully. Tobacco producing countries of the world are finding this out. With a growing trend away from tobacco products in the west, new markets or increasing volumes into consuming markets have to be prospected and developed.
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Many agricultural commodities take time to mature. An orange grove will mature after five years. By that time another country may plant or have its trees mature. Unless these developments are picked up by global intelligence the plans for a big profit may be not realised as the extra volume supplied depresses prices.
The unexpected release of Chinese tobacco depressed the tobacco price well below expectations, leaving farms with stock and large interest carrying production loans. A number of suppliers of agricultural produce can take advantage of "off season" in other countries, or the fact that they produce speciality products. In fact the case of Kenya vegetables to Europe is a classic, covering many of the factors which have just been discussed-improved technology, emerging global segments, shrinking communications gaps and the drive to diversify product ranges.
Kenya took advantage of: a increased health consciousness, increased affluence and foreign travel of West European consumers; b improved technologies and distribution arrangements for fresh products in Western Europe; c the emergence of large immigrant populations in several European countries: d programmes of diversification by agricultural export countries and e increased uplift facilities and cold store technologies between Europe and Kenya.
Exports started in , via the Horticultural Cooperation Union, which pioneered the European "off season" trade by sending small consignments of green beans, sweet peppers, chillies and other commodities to a London based broker who sold them to up market hotels, restaurants and department stores.
From these beginnings Kenya has continued to give high quality, high value commodities, servicing niche markets.
Under the colonialists, production remained small, under the misguided reasoning that Kenya was too far from major markets. So irrigation for production was limited and the markets served were tourists and the settlers in Kenya itseff.
The s saw an increased trade as private investment in irrigation expanded, and air freight space increased, the introduction of wide bodied aircraft, and trading relationships grew with European distributors. Kenya, emerged as a major supplier of high quality sweet peppers, courgettes and French beans and a major supplier of "Asian" vegetables okra, chillies etc. Kenya was favoured because of its ability to supply all year round - a competitive edge over other suppliers.
Whilst the UK dominated, Kenya began supplying to other European markets. Kenya's comparative advantage was based on its low labour costs, the country's location and its diverse agro-ecological conditions. These facilitated the development of a diversified product range, all year round supply and better qualities due to labour intensity at harvest time.
Kenya's airfreight costs were kept low due to government intervention, but lower costs of production were not its strength. This lay in its ability for continuance of supply, better quality and Kenyan knowledge of the European immigrant population.
Kenya's rapidly growing tourist trade also accelerated its canning industry and was able to take surplus production. In the 's Kenya had its ups and downs. Whilst losing out on temperature vegetables courgettes etc to lower cost Mediterranean countries, it increased its share in French beans and other speciality vegetables significantly getting direct entry into the supermarket chains and also Kenya broke into tropical fruits and cut flowers - a major success.
With the development and organisation or many small "outgrowers", channelled into the export market and thus widening the export base, the industry now provides an important source of income and employment. It also has a highly developed information system, coordinated though the Kenya Horticultural Crops Development Authority.
Kenya is thus a classic case in its export vegetable industry of taking advantage of global market forces. However, ft has to look to its laurels as Zimbabwe is rapidly beginning to develop as another source of flowers and vegetables, particularly the former.
Whilst the forces, market and otherwise, have been overwhelming in their push to globalisation, there remain a number of negatives. Many organisations have been put off or have not bothered going into global industry due to a variety of factors. Some have found the need to adapt the marketing mix, especially in many culture bound products, too daunting.
Similarly brands with a strong local history may not easily transfer to other markets. National Breweries of Zimbabwe, for example, may not find their Chibuku brand of beer brewed especially for the locals an easy transboundary traveller. More often than not sheer management myopia may set in and management may fail to seize the export opportunity although products may be likely candidates. Similarly organisations may refuse to devolve activities to local subsidiaries.
Other negative forces may be created by Governments. Simply by creating barriers to entry, local enterprises may be protected from international competition as well as the local market.
This is typical of many developing countries, anxious to get their fledging industries off the ground. The international economic system Several factors have contributed to the growth of the international economy post World War II. Until the world economy traded on a gold and foreign exchange base.
This affected liquidity drastically. Now an international reserve facility is available. Recently, the World Bank has taken a very active role in the reconstruction and development of developing country economies, a point which will be expanded on later. GATT had the intention of producing a set of rules and principles to liberalise trade. The most favoured nation concept MFN , whereby each country agrees to extend to all countries the most favourable terms that it negotiates with any country, helped reduce barriers.
The "round" of talks began with Kennedy in the 60s and Tokyo of the 70s. The latest round, Uruguay, was recently concluded in April and ratified by most countries in early Despite these trade agreements, non tariff barriers like exclusion deals, standards and administrative delays are more difficult to deal with. Under this deal, African and Caribbean countries enjoy favoured status with EU member countries.
Relative global peace has engendered confidence in world trade. Encouraged by this and the availability of finance, global corporations have been able to expand into many markets.
The break up of the former Soviet Union has opened up vast opportunities to investors, aided by the World Bank and the European Development Bank. This atmosphere of peace has also allowed the steady upward trend of domestic growth and again opened up market opportunities domestically to foreign firms. Peace in Mozambique, the "normalisation" of South Africa, and peace in Vietnam as examples have opened up the way for domestic growth and also, therefore, foreign investment.
The liberation of economies under World Bank sponsored structural adjustment programmes have also given opportunities. Sometimes, market opportunities open up through "Acts of God". The great drought of in Southern Africa, necessitated a large influx of foreign produce, especially yellow maize from the USA and South America. Not only did this give a market for maize only, but opened up opportunities for transport businesses and services to serve the drought stricken areas.
Speedy communications like air transportation and electronic data transmission and technology have "shrunk" the world. Costs and time have reduced enormously and with the advent of television, people can see what is happening elsewhere and this can cause desire levels to rise dramatically. Only recently has television been introduced into Tanzania, for example, and this has brought the world and its markets, closer to the average Tanzanian. No doubt a great impetus to global trade was brought about by the development of economic blocs, and, conversely, by the collapse of others.
New countries are trying to join these blocs all the time, because of the economic, social and other advantages they bring. Similarly, the collapse of the old communist blocs have given rise to opportunities for organisations as they strive to get into the new market based economies rising from the ruins.
This is certainly the case with the former Soviet bloc. In the late s and early 90s, the United States, along with Japan, have been playing an increasingly influential role in world affairs, especially with the collapse of the former USSR.
Whilst on the one hand this is good, as the USA is committed to world welfare development, it can be at a price. The Gulf War coalition of the 90s, primarily put together by the USA as the leading player, was an example of the price. Individuals or organisations may get involved in International Marketing in a rather unplanned way which gives the impetus to more formal and larger operations.
This may happen in a number of ways: Foreign customers Unsolicited enquiries through word of mouth, visits, exhibitions, and experience through others may result in orders.
This is often typical of small scale organisations. Importers Importers may be looking for products unavailable in domestic markets, for example, mangoes in the UK, or products which can be imported on more favourable terms. An example of these is flowers from Kenya to Holland. Intermediaries These may be of four types - domestic based export merchants, domestic based export agents, export management companies or cooperative organisations.
These will be expanded on later in this text. Sometimes an intermediary may provide export services in an attempt to reduce their own costs on the export of their own produce by acting as a representative for other organisations. This is called "piggybacking". Attitudes as precursors to global involvement Cavusgil3 developed a three stage model of export involvement, based on the fact that the opportunity to export may arise long before exporting behaviours became manifest. See figure 1.
An organisation's style may be defensive or prospective. The latter type of organisation may systematically, or in an ad hoc manner, search out international opportunities. Culture plays a vital part in the internationalisation process. Hakansson et al4. African culture is not littered with international marketers of note. This may be due to colonialisation late into the twentieth century.
Behaviour as a global marketing impetus We saw earlier in the internationalisation process that organisations may evolve from exporting surplus or serving ad hoc enquiries to a more committed global strategy. This gradual change may involve moving from geographically adjacent markets to another, say, for example from the Southern African Development Conference SADC to Europe.
However, not all globalisation takes place like this. In the case of fresh cut flowers, these may go to major, developed country consumer centres, for example from Harare to London or Amsterdam and Frankfurt. Lusaka or Nairobi may never see Zimbabwe flowers.
In analysing behaviour one has not to generalise. What is certain, is that in all stages, the balance of opportunity and risk is considered. The context of internationalisation It is essential to see in what context individual organisations view internationalisation.
The existing situation of the firm will affect its interest in and ability to internationalise. Such may be the low domestic quality and organisation that a firm could never export. It may not have the resources or the will.
Internationalisation infrastructure Johanson and Mattison5 have explored the notion of differences in tasks facing organisations which internationalise. In low and high infrastructure situations.
They may also be pressurised by customers, supplies or competitors to get into joint venturing.
Joint venturing, with its added infrastructure, may lead to rapid progress. If the organisation faces intense competition then it may be forced to up the pace and scale of foreign investment. Rising protectionism in recent years has given impetus to late starters to establish production facilities in target markets. Infrastructure for foreign operations may also change firms also reduce their investment as well as invest. When this happens the perceived risk changes also. English ISBN Try the site edition and experience these great reading features: Share your thoughts with other customers.
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Paperback Verified download. Textbooks without vocabulary banks at the end of each chapter are not very useful when studying for exams! Also, the vocabulary terms are not highlighted or otherwise set apart in the chapters. Perhaps this is typical textbook format in the UK, but to Americans, it seems odd. So, I've had to adjust my entire strategy for retaining the information and reviewing before tests. Also, British spellings, idioms, word usages, and terms I am unfamiliar with demanded further research at times.
One of the worst textbooks that I have ever had. I found it really hard to read and follow. There are also some statements that are totally incorrect. I'm just glad we didn't use the textbook all that much in class. Terrible book. I second everything from the other one star review. I have no complains at all.
I am an international student and this book is required for one of my classes. Fast delivery, good condition, good price. Everything was just fine and dandy. This was a required text for a class in my MBA program. It's very hard to take this book seriously when it is so full of egregious errors, both factual and typographical.
Not to mention how outdated its examples of technology are. But the worst part is how the book is written like a long, tedious and overly verbose doctoral dissertation. It is without a doubt the worst textbook I've ever been required to download. The entire class is complaining about it.
I wouldn't be surprised to find out it was written entirely by ghost writer who was paid by the word. Just a few examples of the factual errors: Ford Fiesta! It calls Twitter "tweeter" and gives the wrong web address It mentions "Relative newcomers like Facebook" Don't waste your students' time and money.
It would be far better to require no text at all. One person found this helpful. See all 5 reviews. Pages with related products.
See and discover other items:These facilitated the development of a diversified product range, all year round supply and better qualities due to labour intensity at harvest time. The brands target segment is couples aged , therefore, adaptations to increase the share pack size to g must be made to aid the brands repositioning as a brand to share in the evenings.
What is certain, is that in all stages, the balance of opportunity and risk is considered. Last accessed 5th Dec As stated previously in key downloading behaviours and trends , there is an increasing demand for healthy, premium and gluten free crisps. Also the marketing objective has changed from one of satisfying organisational objectives to one of "stakeholder" benefits - including employees, society, government and so on. So does price and quality differentiation. This is certainly the case with the former Soviet bloc.
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