3.2 B2B: Cross Country Growth Part2

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Из курса от партнера Yonsei University

International B2B (Business to Business) Marketing

146 оценки

Yonsei University

International B2B (Business to Business) Marketing

146 оценки

Курс 3 из 6 — Specialization International Marketing & Cross Industry Growth

This course offers a unique perspective into the differentiating aspects of business to business (B2B) marketing that can be contrasted to traditional business to consumer (B2C) marketing that is the subject of most other marketing curricula. Moreover, as one of the courses in the Specialization: International Marketing & Cross Industry Growth, here too there is an emphasis on how companies can expand by cross-country and cross-industry innovation. By taking this course learners will obtain the following outcomes: (1) understand the differences between B2C and B2B marketing. (2) approach marketing problems from an inter-organizational perspective, in particular, learn about decision making at buying centers. (3) innovate B2B marketing via a CCCI, i.e. Cross Country & Cross Industry Innovation approach. (4) gain insights about CCCI Innovation and best practices via interviews with top B2B industry experts.

Из урока

B2B Cross Country and Cross Industry Growth

During Week 3, the course concludes with how companies can pursue CCCI Growth, i.e. Cross Country and Cross Industry Growth in B2B Marketing. In Cross Country Growth learners will recap the initial issue of testing the validity of going abroad and if found, how to proceed. In Cross Industry Growth, learners will discover that the fundamental definition of B2B2C, i.e. the variation of applications of B2B products lend themselves to Cross Industry Growth possibilities. In Week 3, learners will also "learn" from the Cross Country and Cross Industry Innovation experience at Rolls Royce (Aero Engines), and ThyssenKrupp (Elevators) via interviews with Dr. Alex Jun and Mr. Wayne Park. There is a final quiz to assess the cumulative learning for the International B2B Marketing course.

3.1 B2B: Cross Country Growth Part19:52

3.2 B2B: Cross Country Growth Part210:09

3.3 B2B: Cross Industry Growth Part110:54

3.4 B2B: Cross Industry Growth Part29:12

3.5 Expert Interview with Rolls Royce International (Dr. Alex Jun) Part18:32

3.6 Expert Interview with Rolls Royce International (Dr. Alex Jun) Part28:28

3.7 Expert Interview with ThyssenKrupp (Mr. Wayne Park)10:35

Instructor's Thank You0:12

Познакомьтесь с преподавателями

Dae Ryun Chang
Professor of Marketing
School of Business

Welcome to B2B: Cross Country Growth Part 2.

In an earlier segment, I talked about cross country opportunities.

Of course, you also have threats in going abroad.

And this is just a small laundry list of the many threats that a company

may face such as being regulated.

And so things like off-sets so which are common in some countries

and some industry such as in defense contracting.

May be prohibited.

Not only locally but even in your host country.

Countries will very often turn to infrastructure such as distribution or

the lack thereof.

And maybe part of infrastructure is the vendor qualification process.

You may be qualified, you may be considered first tier.

But maybe your suppliers, they too have to be qualified before you can use them.

So if you have planned to go in with certain vendors,

you may have to think again, because they may, again,

be prevented from acting in some countries.

You may face stiff competition with deep pockets.

You may face different business culture,

which I'll get into a bit later.

And last but not least, you may have internal provincialism.

Now what that means is other members in your company maybe your worst enemy,

if they're not as globally minded as you are.

So again this a kind of a check list that you may want to

consider before you take the plunge of going abroad.

Okay, an example of local business culture, and this, for some,

will look very familiar because it's the very famous Hofstede model.

And it applies to B2B marketing as well.

In fact, I think what is not that well known is the original Hofstede data

was collected and actually a business setting.

So let's compare three countries and three regions.

Here it's India, Germany, and Saudi Arabia in

terms of the six indexes for

Hofstede cultural dimensions of Hofstede.

And even though we have similarities in terms of things like

masculinity which kind of surprised me.

So maybe gender will play less role in In marketing,

not only B2C wise, or, even B2B wise.

But, you find differences, in terms of power existence,

in terms of individualism, in terms of uncertainty avoidance,

and also in terms of long term orientation.

So whereas Saudi Arabia is high in terms of the power distance and

often trying to uncertainty avoidance.

So they're low in terms of other things like

individualism and long term orientation.

And so what does this imply?

So again, you can toy around with this, but

just talking about

the three countries mentioned power distance could imply important

aspects of how centralized the decision making is.

And in countries where power distance is high, that's normally the case.

So in Saudi Arabia I think one may assume that there will be one key decider.

Whereas power distance is low, or lower, as we saw in the case of Germany.

Maybe that decision, may be shared.

In terms of individualism, lower individualism may

indicate that more people will be involved.

Even though the decision maybe ultimately centralized.

In terms of uncertainty avoidance that

suggest very low tolerance for ambiguity.

So that is where they may have rigid rules both written

aswell as unwritten that are ensured to in countries like Saudi Arabia.

And lastly in terms of long term orientation and countries like

Saudi Arabia were it's low, maybe again they may honor

old traditions in terms of how for example business is conducted.

Such as pertaining to B2B.

So again, even though these are generalized differences and

you have exceptions to the rule, it can give you an initial

guideline in terms of how to approach these countries,

even from a B2B marketing stamp.

Okay, how do we grow cross country wise.

Well, it depends on the conditions or objectives that you have in mind.

So we have four options here that are cited.

Exporting, licensing.

Joint venture and local production.

But we also have the conditions that you're in

in terms of how urgent do you want to enter into a country, a kind of long term

profitability that you want to achieve, how much competition you have,

the kind of cultural distance it creates by using one of these options And

how congruent are you yo host government policy.

So, you see all these differences between the various options,

so again depending on the situation you're in it calls for

different strategies, different options.

So for example if you're really in a rush this table indicates that exporting and

licensing may be the way to go because going into joint

venture especially producing locally that will involve a lot of time.

You'll also notice that there are trade-offs, such as in terms of

things like speed and profitability.

And so even though, locally introducing

something will take time ultimately given

the lower variable costs, valuable face.

In the long run and especially given higher failed the potential

profitability will be fairly higher for that option.

Lastly we also have to think about the marketing mix.

So the marketing mix is the product, price, place, and promotion.

And the issues that almost the definitions of product, price, place, and promotion.

And so the keyword here is equivalence.

So we have to test whether the need

definition is equivalent across countries,

between home and your targeted foreign country.

And likewise for price, whether the benefits and costs equation that

was deemed appropriate at home is also the same abroad.

Likewise for place in terms of the emphasize on the service add-ons.

And finally, promotion in terms of the kind of promotion mix and

the Of 5W emphasis that you want to place.

That you assume to be right at home, but

that assumption may be wrong abroad.

So, summing up, global expansion is a choice.

It's not something that has to be automatic,

the conditions have to be right.

You have to have the resources to match.

We saw that there are a lot of opportunities, stemming from going abroad.

But as many opportunities you had,

there are equally as many threats that can be faced.

And companies should align their growth options with their

situations, as we saw in that table.

And of course, because marketing has to be ultimately

implemented with marketing action, with the marketing mix.

We have to analyze how equivalent our marketing mix can be across countries.

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