Professional Documents
Culture Documents
The Global Market Place: International Marketing
The Global Market Place: International Marketing
Some forces in international trade. The text contains a rather long-winded appendix
discussing some relatively simple ideas. Comparative advantage, discussed in more
detail in the economics notes, suggests trade between countries is beneficial because
these countries differ in their relative economic strengths—some have more advanced
technology and some have lower costs. The International Product Life Cycle suggests
that countries will differ in their timing of the demand for various products. Products
tend to be adopted more quickly in the United States and Japan, for example, so once
the demand for a product (say, VCRs) is in the decline in these markets, an increasing
market potential might exist in other countries (e.g., Europe and the rest of Asia).
Internalization/transaction costs refers to the fact that developing certain very large
scale projects, such as an automobile intended for the World market, may entail such
large costs that these must be spread over several countries.
“Floating”—here, currencies are set on the open market based on the supply of
and demand for each currency. For example, all other things being equal, if
the U.S. imports more from Japan than it exports there, there will be less
demand for U.S. dollars (they are not desired for purchasing goods) and more
demand for Japanese yen—thus, the price of the yen, in dollars, will increase,
so you will get fewer yen for a dollar.
“Fixed”—currencies may be “pegged” to another currency (e.g., the Argentine
currency is guaranteed in terms of a dollar value), to a composite of currencies
(i.e., to avoid making the currency dependent entirely on the U.S. dollar, the
value might be 0.25*U.S. dollar+4*Mexican peso+50*Japanese yen+0.2*German
mark+0.1*British pound), or to some other valuable such as gold. Note that it
is very difficult to maintain these fixed exchange rates—governments must buy
or sell currency on the open market when currencies go outside the accepted
ranges. Fixed exchange rates, although they produce stability and
predictability, tend to get in the way of market forces—if a currency is kept
artificially low, a country will tend to export too much and import too little.
Trade balances and exchange rates. When exchange rates are allowed to fluctuate,
the currency of a country that tends to run a trade deficit will tend to decline over
time, since there will be less demand for that currency. This reduced exchange rate
will then tend to make exports more attractive in other countries, and imports less
attractive at home.
Measuring country wealth. There are two ways to measure the wealth of a country.
The nominal per capita gross domestic product (GDP) refers to the value of goods and
services produced per person in a country if this value in local currency were to be
exchanged into dollars. Suppose, for example, that the per capita GDP of Japan is
3,500,000 yen and the dollar exchanges for 100 yen, so that the per capita GDP is
(3,500,000/100)=$35,000. However, that $35,000 will not buy as much in Japan—food
and housing are much more expensive there. Therefore, we introduce the idea
of purchase parity adjusted per capita GDP, which reflects what this money can buy
in the country. This is typically based on the relative costs of a weighted “basket” of
goods in a country (e.g., 35% of the cost of housing, 40% the cost of food, 10% the cost
of clothing, and 15% cost of other items). If it turns out that this measure of cost of
living is 30% higher in Japan, the purchase parity adjusted GPD in Japan would then
be ($35,000/(130%) = $26,923. (The Gross Domestic Product (GPD) and Gross National
Product (GNP) are almost identical figures. The GNP, for example, includes income
made by citizens working abroad, and does not include the income of foreigners
working in the country. Traditionally, the GNP was more prevalent; today the GPD is
more commonly used—in practice, the two measures fall within a few percent of each
other.)
In general, the nominal per capita GPD is more useful for determining local
consumers’ ability to buy imported goods, the cost of which are determined in large
measure by the costs in the home market, while the purchase parity adjusted
measure is more useful when products are produced, at local costs, in the country of
purchase. For example, the ability of Argentinians to purchase micro computer chips,
which are produced mostly in the U.S. and Japan, is better predicted by nominal
income, while the ability to purchase toothpaste made by a U.S. firm in a factory in
Argentina is better predicted by purchase parity adjusted income.
It should be noted that, in some countries, income is quite unevenly distributed so
that these average measures may not be very meaningful. In Brazil, for example,
there is a very large underclass making significantly less than the national average,
and thus, the national figure is not a good indicator of the purchase power of the
mass market. Similarly, great regional differences exist within some countries—
income is much higher in northern Germany than it is in the former East Germany,
and income in southern Italy is much lower than in northern Italy.
Laws across borders. When laws of two countries differ, it may be possible in a
contract to specify in advance which laws will apply, although this agreement may not
be consistently enforceable. Alternatively, jurisdiction may be settled by treaties,
and some governments, such as that of the U.S., often apply their laws to actions,
such as anti-competitive behavior, perpetrated outside their borders (extra-
territorial application). By the doctrine known ascompulsion, a firm that violates
U.S. law abroad may be able to claim as a defense that it was forced to do so by the
local government; such violations must, however, be compelled—that they are merely
legal or accepted in the host country is not sufficient.
The reality of legal systems. Some legal systems, such as that of the U.S., are
relatively “transparent”—that is, the law tends to be what its plain meaning would
suggest. In some countries, however, there are laws on the books which are not
enforced (e.g., although Japan has antitrust laws similar to those of the U.S.,
collusion is openly tolerated). Further, the amount of discretion left to government
officials tends to vary. In Japan, through the doctrine ofadministrative guidance,
great latitude is left to government officials, who effectively make up the laws.
One serious problem in some countries is a limited access to the legal systems as a
means to redress grievances against other parties. While the U.S. may rely
excessively on lawsuits, the inability to effectively hold contractual partners to their
agreement tends to inhibit business deals. In many jurisdictions, pre-trial discovery is
limited, making it difficult to make a case against a firm whose internal documents
would reveal guilt. This is one reason why personal relationships in some cultures are
considered more significant than in the U.S.—since enforcing contracts may be
difficult, you must be sure in advance that you can trust the other party.
Legal systems of the World. There are four main approaches to law across the
World, with some differences within each:
Common law, the system in effect in the U.S., is based on a legal tradition
of precedent. Each case that raises new issues is considered on its own merits,
and then becomes a precedent for future decisions on that same issue.
Although the legislature can override judicial decisions by changing the law or
passing specific standards through legislation, reasonable court decisions tend
to stand by default.
Code law, which is common in Europe, gives considerably shorter leeway to
judges, who are charged with “matching” specific laws to situations—they
cannot come up with innovative solutions when new issues such as patentability
of biotechnology come up. There are also certain differences in standards. For
example, in the U.S. a supplier whose factory is hit with a strike is expected to
deliver on provisions of a contract, while in code law this responsibility may be
nullified by such an “act of God.”
Islamic law is based on the teachings of the Koran, which puts forward
mandates such as a prohibition of usury, or excessive interest rates. This has
led some Islamic countries to ban interest entirely; in others, it may be
tolerated within reason. Islamic law is ultimately based on the need to please
God, so “getting around” the law is generally not acceptable. Attorneys may
be consulted about what might please God rather than what is an explicit
requirements of the government.
Socialist law is based on the premise that “the government is always right” and
typically has not developed a sophisticated framework of contracts (you do
what the governments tells you to do) or intellectual property protection
(royalties are unwarranted since the government ultimately owns everything).
Former communist countries such as those of Eastern Europe and Russia are
trying to advance their legal systems to accommodate issues in a free market.
Anti-trust. U.S. antitrust laws are generally enforced in U.S. courts even if the
alleged transgression occurred outside U.S. jurisdiction. For example, if two
Japanese firms collude to limit the World supply of VCRs, they may be sued by the
U.S. government (or injured third parties) in U.S. courts, and may have their U.S.
assets seized.
The Foreign Corrupt Influences Act came about as Congress was upset with
U.S. firms’ bribery of foreign officials. Although most if not all countries ban
the payment of bribes, such laws are widely flaunted in many countries, and it
is often useful to pay a bribe to get foreign government officials to act
favorably. Firms engaging in this behavior, even if it takes place entirely
outside the U.S., can be prosecuted in U.S. courts, and many executives have
served long prison sentences for giving in to temptation. In contrast, in the
past some European firms could actually deduct the cost of foreign bribes from
their taxes! There are some gray areas here—it may be legal to pay certain
“tips” –known as “facilitating payments”—to low level government workers in
some countries who rely on such payments as part of their salary so long as
these payments are intended only to speed up actions that would be taken
anyway. For example, it may be acceptable to give a reasonable (not large)
facilitating payment to get customs workers to process a shipment faster, but
it would not be legal to pay these individuals to change the classification of a
product into one that carries a lower tariff.
Anti-boycott laws. Many Arab countries maintain a boycott of Israel, and
foreigners that want to do business with them may be asked to join in this
boycott by stopping any deals they do with Israel and certifying that they do
not trade with that country. It is illegal for U.S. firms to make this
certification even if they have not dropped any actual deals with Israel to get a
deal with boycotters.
Trading With the Enemy. It is illegal for U.S. firms to trade with certain
countries that are viewed to be hostile to the U.S.—e.g., Libya and Iraq.
Culture
Culture is part of the external influences that impact the consumer. That is, culture
represents influences that are imposed on the consumer by other individuals.
The definition of culture offered one text is “That complex whole which includes
knowledge, belief, art, morals, custom, and any other capabilities and habits
acquired by man person as a member of society.” From this definition, we make the
following observations:
Dealing with culture. Culture is a problematic issue for many marketers since it is
inherently nebulous and often difficult to understand. One may violate the cultural
norms of another country without being informed of this, and people from different
cultures may feel uncomfortable in each other’s presence without knowing exactly
why (for example, two speakers may unconsciously continue to attempt to adjust to
reach an incompatible preferred interpersonal distance).
Warning about stereotyping. When observing a culture, one must be careful not to
over-generalize about traits that one sees. Research in social psychology has
suggested a strong tendency for people to perceive an “outgroup” as more
homogenous than an “ingroup,” even when they knew what members had been
assigned to each group purely by chance. When there is often a “grain of truth” to
some of the perceived differences, the temptation to over-generalize is often strong.
Note that there are often significant individual differenceswithin cultures.
Cultural lessons. We considered several cultural lessons in class; the important thing
here is the big picture. For example, within the Muslim tradition, the dog is
considered a “dirty” animal, so portraying it as “man’s best friend” in an
advertisement is counter-productive. Packaging, seen as a reflection of the quality of
the “real” product, is considerably more important in Asia than in the U.S., where
there is a tendency to focus on the contents which “really count.” Many cultures
observe significantly greater levels of formality than that typical in the U.S., and
Japanese negotiator tend to observe long silent pauses as a speaker’s point is
considered.
Cultural characteristics as a continuum. There is a tendency to stereotype cultures
as being one way or another (e.g., individualistic rather than collectivistic). Note,
however, countries fall on a continuum of cultural traits. Hofstede’s research
demonstrates a wide range between the most individualistic and collectivistic
countries, for example—some fall in the middle.
Although Hofstede’s original work did not address this, a fifth dimension of long term
vs. short term orientation has been proposed. In the U.S., managers like to see quick
results, while Japanese managers are known for take a long term view, often
accepting long periods before profitability is obtained.
High vs. low context cultures: In some cultures, “what you see is what you get”—the
speaker is expected to make his or her points clear and limit ambiguity. This is the
case in the U.S.—if you have something on your mind, you are expected to say it
directly, subject to some reasonable standards of diplomacy. In Japan, in contrast,
facial expressions and what is not said may be an important clue to understanding a
speaker’s meaning. Thus, it may be very difficult for Japanese speakers to
understand another’s written communication. The nature of languages may
exacerbate this phenomenon—while the German language is very precise, Chinese
lacks many grammatical features, and the meaning of words may be somewhat less
precise. English ranks somewhere in the middle of this continuum.
There are often large variations in regional dialects of a given language. The
differences between U.S., Australian, and British English are actually modest
compared to differences between dialects of Spanish and German.
Idioms involve “figures of speech” that may not be used, literally translated, in
other languages. For example, baseball is a predominantly North and South
American sport, so the notion of “in the ball park” makes sense here, but the
term does not carry the same meaning in cultures where the sport is less
popular.
Neologisms involve terms that have come into language relatively recently as
technology or society involved. With the proliferation of computer technology,
for example, the idea of an “add-on” became widely known. It may take
longer for such terms to “diffuse” into other regions of the world. In parts of
the World where English is heavily studied in schools, the emphasis is often on
grammar and traditional language rather than on current terminology, so
neologisms have a wide potential not to be understood.
Slang exists within most languages. Again, regional variations are common and
not all people in a region where slang is used will necessarily understand this.
There are often significant generation gaps in the use of slang.
Writing patterns, or the socially accepted ways of writing, will differs significantly
between cultures.
Hard vs. soft data. “Hard” data refers to relatively quantifiable measures such as a
country’s GDP, number of telephones per thousand residents, and birth rates
(although even these supposedly “objective” factors may be subject to some
controversy due to differing definitions and measurement approaches across
countries). In contrast, “soft” data refers to more subjective issues such as country
history or culture. It should be noted that while the “hard” data is often more
convenient and seemingly objective, the “soft” data is frequently as important, if not
more so, in understanding a market.
Data reliability. The accuracy and objectivity of data depend on several factors.
One significant one is the motivation of the entity that releases it. For example,
some countries may want to exaggerate their citizens’ literacy rates owing to national
pride, and an organization promoting economic development may paint an overly rosy
picture in order to attract investment. Some data may be dated (e.g., a census may
be conducted rarely in some regions), and some countries may lack the ability to
collect data (it is difficult to reach people in the interior regions of Latin America, for
example). Differences in how constructs are defined in different countries (e.g., is
military personnel counted in people who are employed?) may make figures of
different jurisdictions non-comparable.
Cost of data. Much government data, or data released by organizations such as the
World Bank or the United Nations, is free or inexpensive, while consultants may
charge very high rates.
Issues in primary research. Cultural factors often influence how people respond to
research. While Americans are used to market research and tend to find this
relatively un-threatening, consumers in other countries may fear that the data will be
reported to the government, and may thus not give accurate responses. In some
cultures, criticism or confrontation are considered rude, so consumers may not
respond honestly when they dislike a product. Technology such as scanner data is not
as widely available outside the United States. Local customs and geography may
make it difficult to interview desired respondents; for example, in some countries,
women may not be allowed to talk to strangers.
There are, however, significant differences within countries. For example, although it
was thought that the Italian market would demand "no frills" inexpensive washing
machines while German consumers would insist on high quality, very reliable ones, it
was found that more units of the inexpensive kind were sold in Germany than in Italy
—although many German consumers fit the predicted profile, there were large
segment differences within that country. At the micro level, where one looks at
segments within countries. Two approaches exist, and their use often parallels the
firm’s stage of international involvement. Intramarket segmentation involves
segmenting each country’s markets from scratch—i.e., an American firm going into
the Brazilian market would do research to segment Brazilian consumers without
incorporating knowledge of U.S. buyers. In contrast, intermarket segmentation
involves the detection of segments that exist across borders. Note that not all
segments that exist in one country will exist in another and that the sizes of the
segments may differ significantly. For example, there is a huge small car segment in
Europe, while it is considerably smaller in the U.S.
Intermarket segmentation entails several benefits. The fact that products and
promotional campaigns may be used across markets introduces economies of scale,
and learning that has been acquired in one market may be used in another—e.g., a
firm that has been serving a segment of premium quality cellular phone buyers in one
country can put its experience to use in another country that features that same
segment. (Even though segments may be similar across the cultures, it should be
noted that it is still necessary to learn about the local market. For example, although
a segment common across two countries may seek the same benefits, the cultures of
each country may cause people to respond differently to the "hard sell" advertising
that has been successful in one).
The international product life cycle suggests that product adoption and spread in
some markets may lag significantly behind those of others. Often, then, a segment
that has existed for some time in an "early adopter" country such as the U.S. or Japan
will emerge after several years (or even decades) in a "late adopter" country such as
Britain or most developing countries. (We will discuss this issue in more detail when
we cover the product mix in the second half of the term).
Positioning across markets. Firms often have to make a tradeoff between adapting
their products to the unique demands of a country market or gaining benefits of
standardization such as cost savings and the maintenance of a consistent global brand
image. There are no easy answers here. On the one hand, McDonald’s has spent a
great deal of resources to promote its global image; on the other hand, significant
accommodations are made to local tastes and preferences—for example, while serving
alcohol in U.S. restaurants would go against the family image of the restaurant
carefully nurtured over several decades, McDonald’s has accommodated this demand
of European patrons.
Exporting is a relatively low risk strategy in which few investments are made in
the new country. A drawback is that, because the firm makes few if any
marketing investments in the new country, market share may be below
potential. Further, the firm, by not operating in the country, learns less about
the market (What do consumers really want? Which kinds of advertising
campaigns are most successful? What are the most effective methods of
distribution?) If an importer is willing to do a good job of marketing, this
arrangement may represent a "win-win" situation, but it may be more difficult
for the firm to enter on its own later if it decides that larger profits can be
made within the country.
Licensing and franchising are also low exposure methods of entry—you allow
someone else to use your trademarks and accumulated expertise. Your partner
puts up the money and assumes the risk. Problems here involve the fact that
you are training a potential competitor and that you have little control over
how the business is operated. For example, American fast food restaurants
have found that foreign franchisers often fail to maintain American standards
of cleanliness. Similarly, a foreign manufacturer may use lower quality
ingredients in manufacturing a brand based on premium contents in the home
country.
Contract manufacturing involves having someone else manufacture products
while you take on some of the marketing efforts yourself. This saves
investment, but again you may be training a competitor.
Direct entry strategies, where the firm either acquires a firm or builds
operations "from scratch" involve the highest exposure, but also the greatest
opportunities for profits. The firm gains more knowledge about the local
market and maintains greater control, but now has a huge investment. In some
countries, the government may expropriate assets without compensation, so
direct investment entails an additional risk. A variation involves a joint
venture, where a local firm puts up some of the money and knowledge about
the local market.
Entry Strategies
Exporting is a relatively low risk strategy in which few investments are made in
the new country. A drawback is that, because the firm makes few if any
marketing investments in the new country, market share may be below
potential. Further, the firm, by not operating in the country, learns less about
the market (What do consumers really want? Which kinds of advertising
campaigns are most successful? What are the most effective methods of
distribution?) If an importer is willing to do a good job of marketing, this
arrangement may represent a "win-win" situation, but it may be more difficult
for the firm to enter on its own later if it decides that larger profits can be
made within the country.
Licensing and franchising are also low exposure methods of entry—you allow
someone else to use your trademarks and accumulated expertise. Your partner
puts up the money and assumes the risk. Problems here involve the fact that
you are training a potential competitor and that you have little control over
how the business is operated. For example, American fast food restaurants
have found that foreign franchisers often fail to maintain American standards
of cleanliness. Similarly, a foreign manufacturer may use lower quality
ingredients in manufacturing a brand based on premium contents in the home
country.
Turnkey Projects. A firm uses knowledge and expertise it has gained in one or
more markets to provide a working project—e.g., a factory, building, bridge,
or other structure—to a buyer in a new country. The firm can take advantage
of investments already made in technology and/or development and may be
able to receive greater profits since these investments do not have to be
started from scratch again. However, getting the technology to work in a new
country may be challenging for a firm that does not have experience with the
infrastructure, culture, and legal environment.
Management Contracts. A firm agrees to manage a facility—e.g., a factory,
port, or airport—in a foreign country, using knowledge gained in other
markets. Again, one thing is to be able to transfer technology—another is to be
able to work in a new country with a different infrastructure, culture, and
political/legal environment.
Contract manufacturing involves having someone else manufacture products
while you take on some of the marketing efforts yourself. This saves
investment, but again you may be training a competitor.
Direct entry strategies, where the firm either acquires a firm or builds
operations "from scratch" involve the highest exposure, but also the greatest
opportunities for profits. The firm gains more knowledge about the local
market and maintains greater control, but now has a huge investment. In some
countries, the government may expropriate assets without compensation, so
direct investment entails an additional risk. A variation involves a joint
venture, where a local firm puts up some of the money and knowledge about
the local market.
On the topic of services, cultural issues may be even more prominent than they are
for tangible goods. There are large variations in willingness to pay for quality, and
often very large differences in expectations. In some countries, it may be more
difficult to entice employees to embrace a firm’s customer service philosophy. Labor
regulations in some countries make it difficult to terminate employees whose
treatment of customers is substandard. Speed of service is typically important in the
U.S. and western countries but personal interaction may seem more important in
other countries.
Product Need Satisfaction. We often take for granted the “obvious” need that
products seem to fill in our own culture; however, functions served may be very
different in others—for example, while cars have a large transportation role in the
U.S., they are impractical to drive in Japan, and thus cars there serve more of a role
of being a status symbol or providing for individual indulgence. In the U.S., fast food
and instant drinks such as Tang are intended for convenience; elsewhere, they may
represent more of a treat. Thus, it is important to examine through marketing
research consumers’ true motives, desires, and expectations in buying a product.
There are certain benefits to standardization. Firms that produce a global product
can obtain economies of scale in manufacturing, and higher quantities produced also
lead to a faster advancement along the experience curve. Further, it is more
feasible to establish a global brand as less confusion will occur when consumers
travel across countries and see the same product. On the down side, there may be
significant differences in desires between cultures and physical environments—e.g.,
software sold in the U.S. and Europe will often utter a “beep” to alert the user when
a mistake has been made; however, in Asia, where office workers are often seated
closely together, this could cause embarrassment.
Certain characteristics of products make them more or less likely to spread. One
factor is relative advantage. While a computer offers a huge advantage over a
typewriter, for example, the added gain from having an electric typewriter over a
manual one was much smaller. Another issue iscompatibility, both in the social and
physical sense. A major problem with the personal computer was that it could not
read the manual files that firms had maintained, and birth control programs are
resisted in many countries due to conflicts with religious values. Complexity refers to
how difficult a new product is to use—e.g., some people have resisted getting
computers because learning to use them takes time. Trialability refers to the extent
to which one can examine the merits of a new product without having to commit a
huge financial or personal investment—e.g., it is relatively easy to try a restaurant
with a new ethnic cuisine, but investing in a global positioning navigation system is
riskier since this has to be bought and installed in one’s car before the consumer can
determine whether it is worthwhile in practice. Finally,observability refers to the
extent to which consumers can readily see others using the product—e.g., people who
do not have ATM cards or cellular phones can easily see the convenience that other
people experience using them; on the other hand, VCRs are mostly used in people’s
homes, and thus only an owner’s close friends would be likely to see it.
At the societal level, several factors influence the spread of an innovation. Not
surprisingly, cosmopolitanism, the extent to which a country is connected to other
cultures, is useful. Innovations are more likely to spread where there is a higher
percentage of women in the work force; these women both have more economic
power and are able to see other people use the products and/or discuss
them. Modernity refers to the extent to which a culture values “progress.” In the
U.S., “new and improved” is considered highly attractive; in more traditional
countries, their potential for disruption cause new products to be seen with more
skepticism. Although U.S. consumers appear to adopt new products more quickly
than those of other countries, we actually score lower onhomiphily, the extent to
which consumers are relatively similar to each other, and physical distance, where
consumers who are more spread out are less likely to interact with other users of the
product. Japan, which ranks second only to the U.S., on the other hand, scores very
well on these latter two factors.
International Promotion
Promotional tools. Numerous tools can be used to influence consumer purchases:
Awareness. Many French consumers do not know that the Gap even exists, so
they cannot decide to go shopping there. This objective is often achieved
through advertising, but could also be achieved through favorable point-of-
purchase displays. Note that since advertising and promotional stimuli are
often afforded very little attention by consumers, potential buyers may have to
be exposed to the promotional stimulus numerous times before it “registers.”
Trial. Even when consumers know that a product exists and could possibly
satisfy some of their desires, it may take a while before they get around to
trying the product—especially when there are so many other products that
compete for their attention and wallets. Thus, the next step is often to try get
consumer to try the product at least once, with the hope that they will make
repeat purchases. Coupons are often an effective way of achieving trial, but
these are illegal in some countries and in some others, the infrastructure to
readily accept coupons (e.g., clearing houses) does not exist. Continued
advertising and point-of-purchase displays may be effective. Although Coca
Cola is widely known in China, a large part of the population has not yet tried
the product.
Attitude toward the product. A high percentage of people in the U.S. and
Europe has tried Coca Cola, so a more reasonable objective is to get people to
believe positive things about the product—e.g., that it has a superior taste and
is better than generics or store brands. This is often achieved through
advertising.
Temporary sales increases. For mature products and categories, attitudes may
be fairly well established and not subject to cost-effective change. Thus, it
may be more useful to work on getting temporary increases in sales (which are
likely to go away the incentives are removed). In the U.S. and Japan, for
example, fast food restaurants may run temporary price promotions to get
people to eat out more or switch from competitors, but when these promotions
end, sales are likely to move back down again (in developing countries, in
contrast, trial may be a more appropriate objective in this category).
Note that in new or emerging markets, the first objectives are more likely to be
useful while, for established products, the latter objectives may be more useful in
mature markets such as Japan, the U.S., and Western Europe.
Language barriers: The advertising will have to be translated, not just into the
generic language category (e.g., Portuguese) but also into the specific version
spoken in the region (e.g., Brazilian Portuguese). (Occasionally, foreign
language ads are deliberately run to add mystique to a product, but this is the
exception rather than the rule).
Cultural barriers. Subtle cultural differences may make an ad that tested well
in one country unsuitable in another—e.g., an ad that featured a man walking
in to join his wife in the bathroom was considered an inappropriate invasion in
Japan. Symbolism often differs between cultures, and humor, which is based
on the contrast to people’s experiences, tends not to travel well. Values also
tend to differ between cultures—in the U.S. and Australia, excelling above the
group is often desirable, while in Japan, “The nail that sticks out gets
hammered down.” In the U.S., “The early bird gets the worm” while in China
“The first bird in the flock gets shot down.”
Local attitudes toward advertising. People in some countries are more
receptive to advertising than others. While advertising is accepted as a fact of
life in the U.S., some Europeans find it too crass and commercial.
Media infrastructure. Cable TV is not well developed in some countries and
regions, and not all media in all countries accept advertising. Consumer media
habits also differ dramatically; newspapers appear to have a higher reach than
television and radio in parts of Latin America.
Advertising regulations. Countries often have arbitrary rules on what can be
advertised and what can be claimed. Comparative advertising is banned almost
everywhere outside the U.S. Holland requires that a toothbrush be displayed in
advertisements for sweets, and some countries require that advertising to be
shown there be produced in the country.
Legal issues. Countries differ in their regulations of advertising, and some products
are banned from advertising on certain media (large supermarket chains are not
allowed to advertise on TV in France, for example). Other forms of promotion may
also be banned or regulated. In some European countries, for example, it is illegal to
price discriminate between consumers, and thus coupons are banned and in some, it
is illegal to offer products on sale outside a very narrow seasonal and percentage
range.
resources given up
price = ———————————————
goods received
This implies that there are several ways that the price can be changed:
"Sticker" price changes—the most obvious way to change the price is the price
tag— you get the same thing, but for a different (usually larger) amount of
money.
Change quantity. Often, consumers respond unfavorably to an increased sticker
price, and changes in quantity are sometimes noticed less—e.g., in the 1970s,
the wholesale cost of chocolate increased dramatically, and candy
manufacturers responded by making smaller candy bars. Note that, for cash
flow reasons, consumers in less affluent countries may need to buy smaller
packages at any one time (e.g., forking out the money for a large tube of
toothpaste is no big deal for most American families, but it introduces a
greater strain on the budget of a family closer to the subsistence level).
Change quality. Another way candy manufacturers have effectively increased
prices is through a reduction in quality. In a candy bar, the "gooey" stuff is
much cheaper than chocolate. It is frequently tempting for foreign licensees of
a major brand name to use inferior ingredients.
Change terms. In the old days, most software manufacturers provided free
support for their programs—it used to be possible to call the WordPerfect
Corporation on an 800 number to get free help. Nowadays, you either have to
call a 900 number or have a credit card handy to get help from many software
makers. Another way to change terms is to do away with favorable financing
terms.
Reference prices are more likely to be more precise for frequently purchased and
highly visible products. Therefore, retailers very often promote soft drinks, since
consumers tend to have a good idea of prices and these products are quite visible.
The trick, then, is to be more expensive on products where price expectations are
muddier.
Marketers often try to influence people's price perceptions through the use
ofexternal reference prices—indicators given to the consumer as to how much
something should cost. Examples include:
Manufacturer's Suggested Retail Price (MSRP). This is often pure fiction. The
suggested retail prices in certain categories are deliberately set so high that
even full service retailers can sell at a "discount." Thus, although the consumer
may contrast the offering price against the MSRP, this latter figure is quite
misleading.
"SALE! Now $2.99; Regular Price $5.00." For this strategy to be used legally in
most countries, the claim must be true (consistency of enforcement in some
countries is, of course, another matter). However, certain products are put on
sale so frequently that the "regular" price is meaningless. In the early 1990s,
Sears was reported to sell some 55% of its merchandise on sale.
"WAS $10.00, now $6.99."
"Sold elsewhere for $150.00; our price: $99.99."
Two phenomena may occur when products are sold in disparate markets. When a
product is exported, price escalation, whereby the product dramatically increases in
price in the export market, is likely to take place. This usually occurs because a
longer distribution chain is necessary and because smaller quantities sold through this
route will usually not allow for economies of scale. "Gray" markets occur when
products are diverted from one market in which they are cheaper to another one
where prices are higher—e.g., Luis Vuitton bags were significantly more expensive in
Japan than in France, since the profit maximizing price in Japan was higher and thus
bags would be bought in France and shipped to Japan for resale. The manufacturer
therefore imposed quantity limits on buyers. Since these quantity limits were
circumvented by enterprising exchange students who were recruited to buy their
quota on a daily basis, prices eventually had to be lowered in Japan to make the
practice of diversion unattractive. Where the local government imposes price
controls, a firm may find the market profitable to enter nevertheless since revenues
from the new market only have to cover marginal costs. However, products may then
be attractive to divert to countries without such controls.
Transfer pricing involves what one subsidiary will charge another for products or
components supplied for use in another country. Firms will often try to charge high
prices to subsidiaries in countries with high taxes so that the income earned there will
be minimized.
Antitrust laws are relevant in pricing decisions, and anti-dumping regulations are
especially noteworthy. In general, it is illegal to sell a product below your cost of
production, which may make a penetration pricing entry strategy infeasible. Japan
has actively lobbied the World Trade Organization (WTO) to relax its regulations,
which generally require firms to price no lower than their average fully absorbed cost
(which incorporates both variable and fixed costs).
Alternatives to "hard" currency deals. Buyers in some countries do not have ready
access to convertible currency, and governments will often try limit firms’ ability to
spend money abroad. Thus, some firms have been forced into non-cash deals. In
barter, the seller takes payment in some product produced in the buying country—
e.g., Lockheed (back when it was an independent firm) took Spanish wine in return
for aircraft, and sellers to Eastern Europe have taken their payment in ham. An offset
contract is somewhat more flexible in that the buyer can get paid but instead has to
buy, or cause others to buy, products for a certain value within a specified period of
time.
Psychological issues: Most pricing research has been done on North Americans, and
this raises serious problems of generalizability. Americans are used to sales, for
example, while consumers in countries where goods are more scarce may attribute a
sale to low quality rather than a desire to gain market share. There is some evidence
that perceived price quality relationships are quite high in Britain and Japan (thus,
discount stores have had difficulty there), while in developing countries, there is less
trust in the market. Cultural differences may influence the extent of effort put into
evaluating deals (potentially impacting the effectiveness of odd-even pricing and
promotion signaling). The fact that consumers in some economies are usually paid
weekly, as opposed to biweekly or monthly, may influence the effectiveness of
framing attempts—"a dollar a day" is a much bigger chunk from a weekly than a
monthly paycheck.
International Distribution
Promotional tools. Numerous tools can be used to influence consumer purchases:
Awareness. Many French consumers do not know that the Gap even exists, so
they cannot decide to go shopping there. This objective is often achieved
through advertising, but could also be achieved through favorable point-of-
purchase displays. Note that since advertising and promotional stimuli are
often afforded very little attention by consumers, potential buyers may have to
be exposed to the promotional stimulus numerous times before it “registers.”
Trial. Even when consumers know that a product exists and could possibly
satisfy some of their desires, it may take a while before they get around to
trying the product—especially when there are so many other products that
compete for their attention and wallets. Thus, the next step is often to try get
consumer to try the product at least once, with the hope that they will make
repeat purchases. Coupons are often an effective way of achieving trial, but
these are illegal in some countries and in some others, the infrastructure to
readily accept coupons (e.g., clearing houses) does not exist. Continued
advertising and point-of-purchase displays may be effective. Although Coca
Cola is widely known in China, a large part of the population has not yet tried
the product.
Attitude toward the product. A high percentage of people in the U.S. and
Europe has tried Coca Cola, so a more reasonable objective is to get people to
believe positive things about the product—e.g., that it has a superior taste and
is better than generics or store brands. This is often achieved through
advertising.
Temporary sales increases. For mature products and categories, attitudes may
be fairly well established and not subject to cost-effective change. Thus, it
may be more useful to work on getting temporary increases in sales (which are
likely to go away the incentives are removed). In the U.S. and Japan, for
example, fast food restaurants may run temporary price promotions to get
people to eat out more or switch from competitors, but when these promotions
end, sales are likely to move back down again (in developing countries, in
contrast, trial may be a more appropriate objective in this category).
Note that in new or emerging markets, the first objectives are more likely to be
useful while, for established products, the latter objectives may be more useful in
mature markets such as Japan, the U.S., and Western Europe.
Language barriers: The advertising will have to be translated, not just into the
generic language category (e.g., Portuguese) but also into the specific version
spoken in the region (e.g., Brazilian Portuguese). (Occasionally, foreign
language ads are deliberately run to add mystique to a product, but this is the
exception rather than the rule).
Cultural barriers. Subtle cultural differences may make an ad that tested well
in one country unsuitable in another—e.g., an ad that featured a man walking
in to join his wife in the bathroom was considered an inappropriate invasion in
Japan. Symbolism often differs between cultures, and humor, which is based
on the contrast to people’s experiences, tends not to travel well. Values also
tend to differ between cultures—in the U.S. and Australia, excelling above the
group is often desirable, while in Japan, “The nail that sticks out gets
hammered down.” In the U.S., “The early bird gets the worm” while in China
“The first bird in the flock gets shot down.”
Local attitudes toward advertising. People in some countries are more
receptive to advertising than others. While advertising is accepted as a fact of
life in the U.S., some Europeans find it too crass and commercial.
Media infrastructure. Cable TV is not well developed in some countries and
regions, and not all media in all countries accept advertising. Consumer media
habits also differ dramatically; newspapers appear to have a higher reach than
television and radio in parts of Latin America.
Advertising regulations. Countries often have arbitrary rules on what can be
advertised and what can be claimed. Comparative advertising is banned almost
everywhere outside the U.S. Holland requires that a toothbrush be displayed in
advertisements for sweets, and some countries require that advertising to be
shown there be produced in the country.
Legal issues. Countries differ in their regulations of advertising, and some products
are banned from advertising on certain media (large supermarket chains are not
allowed to advertise on TV in France, for example). Other forms of promotion may
also be banned or regulated. In some European countries, for example, it is illegal to
price discriminate between consumers, and thus coupons are banned and in some, it
is illegal to offer products on sale outside a very narrow seasonal and percentage
range