Lecture Global marketing management (7th edition): Chapter 10 - Masaaki Kotabe, Kristiaan Helsen
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GLOBAL
MARKETING
MANAGEMENT
Chapter 10 PowerPoint
Global Product Policy Decisions
MASAAKI KOTABKE | KRISTIAAN HELSEN I: Developing New Products for
Global Markets
Seventh Edition
Chapter Overview
1. Standardization Versus Customization
2. Multinational Diffusion
3. Developing New Products for Global Markets
4. Truly Global Product Development
5. Appendix: Using Conjoint Analysis for Concept
Testing in Global New Product Development
Chapter 10
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Introduction
• A cornerstone of a global marketing mix program is
the set of product policy decisions that multinational
companies (MNCs) constantly need to formulate.
• The range of product policy questions may include:
– What new products should be developed for what
markets?
– What products should be added, removed, or
modified for the product line in each of the countries
in which the company operates?
– What brand names should be used?
– How should the product be packaged and serviced?
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Introduction
• Examples of improper product policy decisions in
global marketing:
– Ikea in the United States
– Procter & Gamble in Australia
– U.S. Car Makers in Japan
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1. Standardization versus Customization
• Five forces favoring a globalized product strategy:
1. Common customer needs
2. Global customers
3. Scale economies
4. Time to market
5. Regional market agreements
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1. Standardization versus Customization
• Five forces pushing product adaption:
1.
2.
3.
4.
5.
Consumer preferences
Cultural differences
Strong local competition
Managerial motivation
Environmental conditions
• Modular Product Design Strategies
–
–
Chapter 10
Allows firms to modify product while keeping benefits of a
uniform product policy
Core product design strategy
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1. Standardization versus Customization
• Back of the Envelope Calculations–Break-Even
Analysis (IBEA)
− Determines what the extra sales should be to justify
the costs of adapting product or service for host
market
− Overstandardization – stifles initiative at local level
− Overcustomization – runs risk of losing appeal of
foreignness
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Exhibit 10-2: Top Three Reasons for Buying
a New Product
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2. Multinational Diffusion
• Example:
– Microsoft’s Xbox videogame
• The adoption of new products is driven by three types of
factors:
– Individual Differences
– Personal Influences
– Product Characteristics
1. Relative advantage
2. Compatibility
3. Complexity
4. Trialability
5. Observability
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2. Multinational Diffusion
• Other country characteristics used to predict new
product penetration patterns include:
–
–
–
–
–
–
Homogeneous population
Lead countries
Lag countries
Cosmopolitanism
Mobility
Percentage of women in the labor force
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2. Multinational Diffusion
Time-to-Takeoff
- Takeoff marks turning point tween introduction and growth
-
stages of product life cycle
Time-to-takeoff is declining over the years
Country differences are strong
Economic development and cultural differences explain
cross-country variation
Takeoff for “fun” products is much fast than “work” products
Probability of takeoff in target country increases with
previous takeoffs in other countries
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Exhibit 10-3: Mean Time-to-Takeoff across
Product Categories within Country
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3. Developing New Products
in the Global Marketplace
• New Product Ideas
– 4 C’s:
•
•
•
•
Company
Customers
Competition
Collaborators
• Screening
• Concept Testing
– Conjoint analysis
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3. Developing New Products
in the Global Marketplace
• Test marketing
– May be skipped to save money
– Lead markets can be used as projections
(Exhibit 10-4)
• Timing of Entry (Exhibit 10-5)
– Waterfall—staged rollout beginning with home country
– Sprinkler—global rollout simultaneously
• Often used for high tech goods
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Exhibit 10-4: Waterfall versus Sprinkler
Models
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Exhibit 10-5: Roll-Out of Xbox 360 and Sony
Playstation 3
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4. Truly Global Product Development
• Scores of companies have research centers spread
across the world. Challenge is to establish a truly
global innovation process that transcends local
clusters (i.e., to become a metanational innovator).
• To harvest the benefits of metanational innovation:
– Prospecting- find valuable new pockets of knowledge
around the world.
– Assessing- decide on an optimal footprint (number
and dispersion of knowledge sources).
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4. Truly Global Product Development
– Mobilizing: To harness the benefits of global
innovation, companies must find ways to mobilize
pockets of knowledge (e.g., technical blueprints,
patents, equipment, market knowledge).
– The optimal strategy for mobilizing knowledge
depends on the type (simple vs. complex) and nature
(technical vs. market) of the knowledge involved.
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4. Truly Global Product Development
• 4 possible strategic scenarios for mobilizing
knowledge:
– Exchange information (arm’s length, digital transfer is
sufficient).
– Move information about the market where the
technology is.
– Move information about the technology to where the
market knowledge is
– Move knowledge by rotating people and by temporary
co-location
(See Exhibit 10-7.)
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Exhibit 10-6: Estimated Foreign
Susceptibility, Clout, and Takeoff Time in 20
Countries
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5. Appendix: Using Conjoint Analysis for
Concept Testing in Global New Product
Development
Chapter 10
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Inc.
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