Introduction to Global Business

Page 322

D e v elo p i n g t h e I n t e r n a t i o n a l P r omo t i o n M i x

299

Radio is an effective medium in countries such as the Philippines where television set ownership is low, and a large percentage of the population lives in rural areas distant from major cities. Residents of some countries are very avid readers of newspapers. In China, for example, men gather daily in tea shops, share various newspapers with each other, and discuss the news. Some business newspapers, such as the Wall Street Journal, have different editions for different parts of the world (Europe and Asia). One major advantage of newspaper ads is that they have a low cost per contact. Magazines can be directed to consumers and business audiences and are directed to more focused markets than newspapers. While some magazines for business audiences are general in nature (Forbes, Fortune, and BusinessWeek), others are targeted to specific industries (vertical publications) or to specific jobs existing in a number of industries (horizontal publications). Direct mail is the most focused of advertising media; it can be directed to very specific target markets, like retirees over 70 years of age who live on the Costa del Sol in southern Spain. Savvy marketers, like PepsiCo, Unilever, and Cadbury have developed a unique way to reach India’s 833 million people who live in rural areas and have limited access to cable television and newspapers. They are contacting this market via cell phone calls. Unilever, for example, has a 15-minute call, free to subscribers, that provides Bollywood music and jokes—as well as four ads for the company’s products.21 Personal selling is considered a very effective method to generate sales in international markets, especially with business audiences. Because it involves direct, face-to-face contact with foreign business persons, it encourages active participation and feedback from the prospects in the selling process. One disadvantage of personal selling is its high cost per contact: By some estimates, a sales call on an international prospect may have an average cost of $2,000. One major decision that sales managers must make is whether to use expatriates or locals as sales personnel. Vivek Gupta, who lives in a Delhi, India, suburb with his wife and two children, is an example of the latter. A graduate of an engineering college in India, Mr. Gupta works as a sales rep for IBM in India. One of his biggest sales involved convincing the telecommunications company, Vodafone, to allow IBM to handle everything from its customer service to finances—a $600 million contract.22

12-4b Sales Promotion Contests and sweepstakes, coupons, end-aisle displays in stores, sponsorships, and trade shows are examples of the most widely used sales promotion techniques in foreign markets. In the United States, companies spend approximately twice as much on sales promotion as on advertising. A similar pattern is occurring in other developed countries. Several reasons explain the increasing popularity of sales promotion. Perhaps most significant, sales promotion can produce tangible benefits (such as increased sales dollars) in short periods of time. Because brand managers tend to be compensated for results achieved in the short term, they favor sales promotion over advertising because the results from an advertising campaign are often more difficult to measure and may take several years to be realized. Sponsorships are increasingly important. In the United States, Anheuser-Busch, PepsiCo, General Motors, Coca-Cola, McDonald’s, and Ford are some of the big spenders for sponsorships. European countries also have been placing more emphasis upon sponsorships, which has become more apparent in sports, such as soccer and automobile racing. However, the financial and credit crisis that began in late 2008 has led to many companies trimming their sponsorship budgets. Trade shows are an extremely popular tool for marketing products in foreign countries, especially in Europe and Asia. Hong Kong recently added millions of additional square feet

vertical publications

magazine that targets specific industries

horizontal publications magazine that targets a specific job in various industries

Copyright 2017 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. Due to electronic rights, some third party content may be suppressed from the eBook and/or eChapter(s). Editorial review has deemed that any suppressed content does not materially affect the overall learning experience. Cengage Learning reserves the right to remove additional content at any time if subsequent rights restrictions require it.


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15-5b Evaluating Trends

2min
page 403

15-2d Differences Between U.S. GAAP and Selected Countries

13min
pages 397-401

15-5a Financial Ratios

2min
page 402

15-2a U.S. GAAP

2min
page 395

14-3d Government Financing

5min
pages 375-376

14-4b The Cost of Capital: Domestic Versus Global

6min
pages 380-381

14-2-1 Futures Contracts

6min
pages 365-366

13-5b The Role of Information Technologies

30min
pages 353-364

14-3c International Stock Markets

5min
pages 373-374

13-4c Relocation of Production Facilities

1min
page 351

13-4b Location of Production Facilities for Products

3min
page 350

13-4a Location of Production Facilities for Components and Raw Materials

3min
page 349

12-6d Transfer Pricing

31min
pages 330-342

13-3a Advantages of Making

2min
page 347

13-2c Outsourcing and Insourcing

8min
pages 344-346

12-6c Dumping

3min
page 329

13-3b Disadvantages of Making

3min
page 348

12-5b Physical Distribution

8min
pages 325-327

12-5a Channels of Distribution

2min
page 324

12-3c Where to Locate Research and Development Facilities

2min
page 320

11-4c Comparative Labor Relations

14min
pages 305-312

12-4b Sales Promotion

3min
page 322

12-3b Managing Existing Products

2min
page 319

11-2a Virtual Staffing

3min
page 297

12-4c Publicity

2min
page 323

11-1-3 Regulatory Issues Including Immigration and Border Security

5min
pages 294-295

11-1-4 Outsourcing and Offshoring

1min
page 296

10-4a Functional Structure

2min
page 271

11-1-2 Cultural Issues and Differences

5min
pages 292-293

10-4b Divisional Structure

6min
pages 272-274

10-4d Matrix Structure

25min
pages 277-290

11-1-1 Statistical Overview

2min
page 291

10-4c Hybrid Structure

3min
pages 275-276

10-3a Creating an Export Department

2min
page 269

9-5b Organizational Change

27min
pages 257-268

9-4-2 Interpersonal Controls

1min
page 252

9-4-3 Output Controls and Measurement

8min
pages 253-255

9-3a Impediments to Coordination

3min
page 249

9-1a Mission Statement

3min
page 243

9-4-1 Bureaucratic Controls

3min
page 251

9-3b Knowledge Management and Systems

3min
page 250

9-5a Types of Organizational Culture

2min
page 256

9-1b Shareholders Versus Stakeholders

6min
pages 244-246

8-3b Cost-Minimizing Strategies

3min
page 228

7-6b Computer Security of Accounting Information

17min
pages 209-217

8-1f Cross-Border Mergers and Acquisitions

2min
page 223

8-3a Revenue Maximizing Strategies

5min
pages 226-227

8-3c Risk Minimizing Strategies

3min
page 229

8-3d Dunning’s Eclectic Theory of Foreign Direct Investment

6min
pages 230-231

7-4a Enron

2min
page 199

7-6a Foreign Corrupt Practices Act

4min
pages 207-208

7-3a Rules, Policies, and Guidelines

2min
page 196

7-3b Ethics Codes at Selected Companies

5min
pages 197-198

7-2a Ethics and Economics

3min
page 193

6-5c Copyrights

18min
pages 185-192

6-4g Dispute Settlement Law

5min
pages 181-182

6-4d Tax Law

3min
page 179

6-4a Legal Systems

4min
pages 176-177

6-3c Corruption

3min
page 174

6-3a Econimic Risks

3min
page 171

6-3b Political Risks

4min
pages 172-173

6-2c Capitalism

3min
page 170

5-6d Communication

19min
pages 159-168

5-6c Advertising Campaigns

3min
page 158

5-6b Product Development and Management

2min
page 157

5-6a Management Styles

2min
page 156

5-5a Cultural Dimensions of Doing Business in Japan

2min
page 152

5-2a Language

2min
page 141

4-4b Interest Rate Parity

29min
pages 128-140

5-2b Religion

3min
page 142

5-3d Gannon’s Cultural Metaphors

2min
page 151

4-4a Purchasing Power Parity

5min
pages 126-127

4-3e Hard and Soft Currencies

3min
page 125

3-2b Major Classes and Characteristics of Regional Integration

18min
pages 88-95

2-4b Geopolitical Rationale

24min
pages 74-83

3-1b Pros and Cons of Regional Integration

4min
pages 85-86

3-2a Steps to Regional Integration

2min
page 87

4-1b The Financial Account

5min
pages 116-117

2-3b Nontariff Barriers

7min
pages 71-72

2-4a Socioeconomic Rationale

3min
page 73

2-3a Tariffs, Preferential Duties, and Most Favored Nation Status

3min
page 70

1-6a Job Losses and Income Stagnation

2min
page 46

2-2a Wealth Accumulation as a Basis for Trade Theory: Mercantilism

3min
page 63

1-6b Sustainable Development and Environmental Degradation

4min
pages 47-48

1-7a Globalization’s Winners and Losers

1min
page 49

2-2b Specialization as a Basis for Trade Theory: Absolute and Comparative Advantage

5min
pages 64-65

1-5d How Countries “Leapfrog” into the Internet and Cell Phone Era

3min
page 45

1-5c The Digital Divide Myth

1min
page 44

1-2b The World Bank

2min
page 35

1-2c The World Trade Organization

2min
page 36

1-4b Competitive Markets

3min
page 41

1-3b Transparency of Political Institutions

1min
page 38

1-1b Decoupling and the Move to a Multipolar World Economic Order

5min
pages 31-32

1-2a The International Monetary Fund

5min
pages 33-34

1-3a What Is Institutional Structure?

2min
page 37

1-3c Adaptive Institutions to Strengthen Public Participation

1min
page 39
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