By Jan-Benedict Steenkamp
Steenkamp introduces the worldwide model worth chain and explains how model fairness components into shareholder worth. The publication equips executives with recommendations for constructing process, organizing execution, and measuring effects in order that your model will prosper globally.
What units powerful worldwide manufacturers aside? First, they generate greater than part their profit and so much in their progress open air their domestic marketplace. Secondly, their model fairness is answerable for a major percent in their firm’s marketplace worth. 3rd, they function as unmarried manufacturers far and wide on the earth. we discover them in B2C and B2B industries, between huge and small businesses, and between demonstrated businesses and new businesses.
The stewards of those manufacturers have a collection of talents and information that units them except the common company marketer. So what’s their mystery? In a global that's globalizing, yet now not but globalized, how do you construct a strong worldwide model that resonates universally but additionally incorporates neighborhood nuances? How do you make sure that it truly is dynamic and versatile sufficient to alter at marketplace speed?
World-class advertising specialist Jan-Benedict Steenkamp has studied worldwide manufacturers for over 25 years on six continents. He has distilled their practices into 8 instruments for you to begin utilizing today.
With case stories from around the globe, Steenkamp’s e-book is provocative and well timed. worldwide model technique speaks to 3 sorts of B2C and B2B managers: those that are looking to improve already powerful worldwide manufacturers, those that are looking to release their manufacturers globally and get effects, and those that have to revive their worldwide model and forestall the bleeding.
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Extra info for Global Brand Strategy: World-wise Marketing in the Age of Branding
32 2. Over and above the innovativeness of a country, within industries there exist asymmetries in technical knowledge at different locations. Each location contributes unique knowledge that comes from the interaction among firms in that location. If you place R&D facilities in a particular location, your firm benefits from knowledge spillovers from industry peers, research institutes, and firms in related industries. 3. Using input from different R&D labs can facilitate globally inclusive product development as opposed to ethnocentric product development.
1 poses a series of statements about your brand’s actual performance on each facet of the COMET dimensions. Give the scorecard to a group of managers from different functions and different locales (headquarters, major-country subsidiaries) and aggregate the results. Use the snake diagram to generate discussion among all those individuals who participate in the management of your brand. You will learn a lot about how your managers view the brand, its potential, and quality of current plans. Looking at the results in that manner should help you identify areas that need improvement, recognize areas in which you excel, and learn more about how your particular brand is configured.
Chapter 2, “The COMET Framework: How Global Brands Create Value,” maps out the most traveled paths that multinational corporations take to create global brand value. Chapter 3, “Customer Propositions for Global Brands,” outlines five of the most viable customer propositions for global brands. Chapter 4, “Global Marketing Mix Decisions: Global Integration, Not Standardization,” 1 The Cambrian Explosion of Brands 13 walks through the key decisions that managers must make about the marketing mix for the global brand.