Kotler Asean (PPT)
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Transcript of Kotler Asean (PPT)
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Philip KotlerS.C. Johnson & Son Distinguished Professor of International Marketing
Kellogg School of Management, Northwestern ni!ersit"
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#h" $S%$N
$S%$N Communit" '()*
$S%$N +egional Marketing
Contents
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#h" $S%$N
$S%$N Communit" '()*
$S%$N +egional Marketing
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+oert J. SamuelsonNewsweek columnist
-he #orld is Still +ound/
-he #orld is 0lat/
homas 1. 0riedmanNew York Times columnist
The Paradox of Globalization vs. Localization
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Globalization
Localization
Regionalization
Regionalization: The Right Balance
IC has allowed wide information access. 2oods and ser!ices can mo!e chea3er thanks to
chea3 trans3ortation and IC. he world is more orderless. In a 4at world, com3etition searches for lowest
cost.
National orders still ha!e economic meaning. National markets e5ist and are de6ned "
3s"cholog" and 3olitics. National economic and 3olitical setacks can
threaten gloali7ation.
Con!enience of 4ows of information, goods,ser!ices, and 3eo3le within the region
+elati!el" similar 3s"cholog" and nationalinterest within region
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paradox has forced countries to form regional b
Source8#iki3edia.com
http://upload.wikimedia.org/wikipedia/en/4/43/ActiveBlocs.PNG -
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Regionalization of sia
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Regional Blocs, including East Asia will be prominentPrinci3al locs will e %uro3e, %ast $sia and the $mericas.
The 21stCentury is the Asian Century!
Asia will be almost half of the worlds economy by 22
Global !ie" of sia
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sia Pre#$risis: The %l&ing Geese
Note8-0l"ing 2eese/ is a conce3t de!elo3ed " Kaname $kamasu that est descries the economic structure of $sia efore the crisis.
he formation resemled 4"ing geese, headed " Ja3an, while the rest of the grou3 followed.Countries toward the front tend to transfer -older/ industries to countries at the ack.
Before the crisis' (the )&ing geese* phenomenon "as soaringthroughout sia and in)uencing the Paci+c Rim economies.
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$sian %conomic Crisis in )99:;)99
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fter the crisis' s,uadrons of the former )&ing geese' "ho increasingl&drive regional integration.
-R$ -,uadron
-/ -,uadron
$hina -,uadron
Korea -,uadron
0apan -,uadron
sia Post#$risis: The Regional -,uadrons
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india' "here the "orld1s "or2shop meets its o3
Manufacturing giant with the lowest3rices
="rid communist;ca3italist modelthat enales de!elo3ment
Solid 3rimar" schools Infrastructure that lures foreign
in!estment 2ood distriution of wealth with
higher 3er;ca3ita income
Strong technolog" and ser!iceindustr"
+elati!el" e>cient ca3italmarket
Strong 3ri!ate sector andlegal framework
?ounger workforce 2rowing 3o3ulation 2reat uni!ersit" s"stem Strong entre3reneurial culture $ttracts higher 3rices
+ed ta3e, corru3tion, toughlaor laws and ureaucrac"all deter in!estment
#oeful infrastructure 1ackluster 3rimar" education
s"stem %5clusi!e growth en!ironment
to the rich he 3ri!ati7ation of ke"
industries has sto33ed
=ea!" reliance on low 3rices #eak 6nancial s"stem Ine>cient ca3ital s"stem Slow 3o3ulation growth
$hina 4ndia
-tren
gth
s
5ea
2ne
sses
-tren
gth
s
5ea
2ne
sses
6 h ld -/ id th
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6o" should -/ ride the "aveof the rising ast 7read: $hindia89
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-/ $ountries at a Glance
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The Rising ast: Threat or pportunit&9
Threat pportunit&
$S%$N is the onl" regionca3ale of eing in the
dri!er seat of the 2reater%ast $sia integration@
Indi!idual countries in$S%$N are nothing
com3ared to Chindia
-/4ntegration
@ $S%$N is the 6rst to seat $S%$N countries together with China, India, Ja3an, SouthKorea, $ustralia, and New Aealand, as well as +ussia Bas an oser!er in one tale duringthe 6rst %ast $sia Summit.
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4nitiated b& -/' the +rst ast sia -ummit held in Kuala Lumpur';ala&sia' in >?' brought together leaders of the former
)&ing geese' "ith the ob@ective to establish the ast sia %ree Traderea b& =>A? and moving to"ards the /e" sia.
(Observer)
The %irst ast sia -ummit
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is -/ in the
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#h" $S%$N
$S%$N Communit" '()*
$S%$N +egional Marketing
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Single +egional Market+egional Production ase
he Peaceful, Pros3erous, and Peo3le;Centric $S%$N
$S%$N Securit"Communit"
B$SC
$S%$N %conomicCommunit"
B$%C
$S%$N Socio;Cultural
Communit"B$SCC
-/ $;;/4TC =>A?
To"ards -/ $ommunit& =>A?
Dual rack Strateg"
ProductionESu33l" Consum3tionEDemand
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5hat does -/ 4ntegration ;ean9
ariFs will e eliminated and non;tariFarriers will e graduall" 3hased out +ules and regulations will e sim3li6ed and
harmoni7ed $S%$N in!estors will e 3ermitted to in!est
in sectors formerl" closed to foreigners andthe ser!ices sector will also e o3ened u3
$ll arriers to the free4ow of goods, ser!ices,ca3ital, and skilled laor
are remo!ed
he region will ecome amore le!el 3la"ing 6eld
$33licale international standards and3ractices are followed, and 3olicies onintellectual 3ro3ert" rights and com3etitionare 3ut in 3lace
+egional infrastructure will e morede!elo3ed with the e53ansion oftrans3ortation, telecommunications andenerg" linkages
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%our Ke& -uccess %actors of -/ 4ntegration
+igorous 0ocus on=igh;Im3act Sectors
Source8 McKinse"&Com3an", $S%$N Com3etiti!eness Stud", '((G.
#orkaleInstitutions
Continued Su33ort" $S%$N 1eaders
More %Fecti!ePulic;Pri!ate
Collaoration
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$orporate Trends -upporting -/ 4ntegration
Global trends in manufacturing indicate a shift to"ardsadopting )exible production techni,ues and integrated
production chains
It is no longer cost eFecti!e for all manufacturing acti!ities to e done in in;houseor in a single countr"
MNCs are integrating their manufacturing acti!ities across se!eral locations
MNCs are not onl" seeking large consumer markets ut also regional sites wherethe" can estalish e>cient 3roduction networks
Regional Production Base
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Potential $ost -avings from -/ 4ntegration
B l d h i / d d
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Bene+ts to ;/$s argeting more sales
!olume in the $S%$Nmarket
Com3onents3rocurement on an$S%$N;wide asis
More 3roducts3eciali7ation to achie!e
economies of scale 2reater em3hasis on
3ro6tailit" using $S%$N;wide o3erations
Bene+ts to Local
$ompanies More e53ort o33ortunities
to $S%$N market $S%$N;wide e53ansion
o33ortunit" for cor3orategrowth strateg"
echnolog" and 6nancial
su33ort o33ortunitiesfrom MNCs
$S%$N;wide 3ool oftalent
Balanced pproach is /eeded
Balanced pproach
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#h" $S%$N
$S%$N Communit" '()*
$S%$N +egional Marketing
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5h t i ; 2 ti 9
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BR/
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(mind-share)
STRATEGY
(market-share)
TACTIC
Differentiation
'CORE' TACTIC
ProcessA!"E
'E#A$!ER'
% & *
+
,
A!"E(heart-share)
E./0ore En1a1e
E.ec2te
Positionin1'$EI#G'
STRATEGY
/ine $ore lements of ;ar2eting
- T
!
Three T&pes of -/ ;ar2eting $ompanies
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L$L- L$L-
;LT4#/T4/L-
$S%$N
B) =% 1HC$1 C=$MPIHNS B' =% 1HC$1S 2HIN2 $S%$N
BG =%
M1IN$IHN$1S0HCSIN2 HN$S%$N
Three T&pes of -/ ;ar2eting $ompanies
Local $hampions
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Local $hampions
- Pla& small b& serving niche mar2ets
T ddress the local needs and "ants
! ;aintain high level of customer intimac&
;B% $ards of ;ala&sia
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BR/
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BR/
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BR/
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Locals Going Regional
- Translate the regional positioning to local context
T nsure regional visibilit& and availabilit&
! Build regional brand
xtra 0oss of 4ndonesia
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BR/
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BR/
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BR/
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;/$s %ocusing on -/
- $oordinate the regional strateg&
T xecute the local customization
! ;aintain the consistenc& of the global value
Glorecalization pproach for ;/$s
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-trateg& Tactic !alue
Global
3ce7$onceptor8
Regional3ce
7-upervisor8
Local3ce
7perator8
-trateg& Tactic !alue
Global
3ce7$omposer8
Regional3ce
7$onductor8
Local3ce
74mproviser8
$onsistent
Global
!alue
$oordinated
Regional
-trateg&
$ustomized
Local
Tactic
;/$ T&pe = # ;/$ "ithGlorecalization pproach:
$onsistent global value'$oordinated regional
strateg&' and $ustomizedlocal tactic 7The E$ %ormula8
;/$ T&pe A # -trateg&' Tactic' and!alue are determined b& the
global o3ce "ith littlemodi+cation. Regional and localo3ces merel& act as supervisor
and operator.
pp
Camaha ;otor
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$onsistent Global!alue
$oordinatedRegional -trateg&
$ustomized LocalTactic
?amaha rand and -hree uning 0orks/ logo he s3irit of creating -Kando/ Bfeelings of dee3
satisfaction and e5citement as the rand mission ?amaha technolog" and 3roduction
-2rowth/ strateg" for $S%$N -Pro6tailit"/ strateg" for S and %uro3e
DiFerent 3roduct mi5 for each $S%$N countr"
DiFerent communication a33roach for each $S%$Ncountr"
To&ota Ki@ang
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& @ g
$onsistent Global!alue
$oordinatedRegional -trateg&
$ustomized LocalTactic
o"ota rand and -hree H!als/ logo Ja3an;ualit" manufacturing Sales, Ser!ice, and S3are 3arts usinesses
Positioning8 $S%$N 0amil" Car
DiFerent communication a33roach for each $S%$N
countr"
C 0 i
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Conc02sions
ASEAN is re!io"# b#oc o$ 550 %i##io" cus&o%ers'i& ric resources
ASEAN is sure &o !e& &&e"&io" $ro% *NCs "+
i"ves&ors bo& s source o$ ,ro+uc&s "+ %r-e&$or ,ro+uc&s
ASEAN 'i## bri"! be"e$i&s &o &e co%,"ies i" ## 10
ASEAN cou"&ries becuse i& 'i## #o'er &eir cos&s"+ ,rovi+e #r!er o,,or&u"i&ies