Seminar 8, November 30- December 4, 2009

Seminar 8, November 30- December 4, 2009
Seminar Tutor: NG


Topics Covered


A. Review of the Case Studies: Most common student questions


B. Case Study: Weekly Case Study - Whirlpool






A. Review of the Case Studies: Most common student questions


1. Appendices: Should you use them or not?



We encourage students not to have apendices as there is a tendency to bolster a non-critical content with appendices. There is a need to demonstrate ability to use models/ substantiated work effectively in supporting therir arguments in the context of their critique


Wherever possible, avoid appendices by offering citations to published work.


Word counts include appendices. If you feel you have to use appendices and that they will cause the word limit to be exceeded, discuss with the lecturers/tutors.



2. Theory


No marks will be given for quoting theory without application.  You should not quote theory ‘in a vacuum’, but you will be expected to apply relevant theory to the case material.


Use models and frameworks introduced in the module, where it is appropriate to do so. How you present your information will be up to you, use can be made of tables and charts to present comparisons or analyses, where relevant.



3. Scholarly Reserch Articles

Google Scholar

24/7

Learning Resources

 4. Question on 'International Market Entry Strategies':
 
Good answers will:

Demonstrate a high level of knowledge and understanding of relevant alternative market entry strategies


Provide insightful analysis and evaluation of the issues of cost, control, risks and returns, with a high level of integration of theory and practice


Focus only on those strategies which are most suitable


Provide clear recommendations


Be well written and argued


A well marketing strategy needs to have the "P's" working together to convey a consistent message to your target market about your offerings.5. Question on 'Challanges in a new country':



Good answers will:



Identify and evaluate the key issues or aspects of those issues, showing a high level of knowledge and understanding of environmental scanning, segmentation and positioning


Underpin their answers with reference to relevant theory, with a high level of integration of theory and case material

Understanding of the management of a joint venture (including the appropriateness of the joint venture form in this situation) when appropriate

Present a well written, well structured and well argued answer



 
6. Question on the 'Main elements of a future product/service and branding in a new country':
 
Good answers will:


Evaluate product/service range options


Consider standardisation and adaptation issues


Critically evaluate merits of global/regional branding approach using appropriate theoretical underpinning


Critically evaluate rational and emotional dimensions of the brand


Make clear recommendations




7. In general Excellent answers to Questions are likely to:8. Other links of interest:


http://www.accenture.com/Global/High_Performance_Business/High_Performance_Business_Podcast_Series/StrategiesTimesTranscript.htm


http://www.b2binternational.com/b2b-blog/b2b-presentations/market-research-conversations-podcast-audio/


http://www.consumerpsychologist.com/international_marketing.html


http://www.podbean.com/podcast-detail?pid=22671




B. Case Study: Weekly Case Study - Whirlpool

Research Helps Whirlpool Act Local in the Global Market



Overview: Whirlpool, an American company selling home appliances, is using extensive research methodologies to adjust to new markets around the globe. The market entry strategy of purchasing local established companies combined with adjusting to the needs of local market seems to be successful for Whirlpool.

1. Describe Whirlpool’s global marketing strategy.

Whirlpool’s basic market entry strategy was purchasing local established appliance companies, merging with already existing markets. In Europe, Whirlpool invested $3 billion total to the local market. Whirlpool became number three on the European continent, but didn’t move beyond it to Japan, Asia, and Latin America as was projected. To cope with resulting appliance problems in Europe, Whirlpool used global part-sourcing strategy that helped the company to trim down the number of suppliers by replacing sales organizations in 17 separate countries with four regional sales offices and by reducing the number of warehouses.


2. Summarize the role of market research in Whirlpool’s globalization strategy. What different types of research methodologies does the company use? What are the advantages of each methodology described in the case?

Market research shows that consumers in different countries consider different features of the product to be important. This finding allows Whirlpool to apply different research methodologies to collect the data in order to adjust to new markets and to strengthen the U.S. market. Consumers’ opinions are important in the United States, Europe and Latin America. Personal interviews of Brazilian households were essential research methodologies for the development of Ideale, the least expensive automatic washer machine.

The search for new specific needs’ products in local markets makes it easier to adjust to developing markets. This methodology helped lead to the four-leg machine for Brazil, grey and blue machines for China, and easily moved machines for India.

3. Do you believe developing products for low-income consumers in emerging markets is the right strategy?


The strategy of developing products for low-income consumers is a right one unless the company was to forget about the middle-income and high-income consumers. In countries like Brazil where the most of households are low income, it seems to be an essential and primary important tactic to develop products available for the low-income consumers.

4. What are the key lessons to be learned from Whirlpool’s experience in China?


Whirlpool jumped into the Chinese market without using extensive consumer research methodologies such as surveys and interviews. The company’s success was the “T-4” strategy (offering different home appliances, not just washing machines) and emphasize on the middle-class consumers. The key lesson is that in a country with a high rate of low-price competition it is necessary to use a strategy aiming at quality and uniqueness, not price.



5. Other links of interest:

www.usatoday.com/money/world/2007-04-04-whirlpool_N.htm

http://odeo.com/episodes/25048045-Continuous-Market-Entry-Never-Ends-in-China

http://www.soe.ucsc.edu/classes/cmps050/Spring04/whirlpool.html