Lee, ''Virtual Teams: Formation, Flexibility, and Foresight in the Global Realm'' The Globalization Insider, www.localization.org, geraadpleegd op 16 april 2005. 32Saeed Samiee,''The internet and International Marketing: Is There een Fit?''Journal of Interactive Marketing, 12 (herfst 1998), pp.
G LOBALLY I NTEGRATED VERSUS L OCALLY R ESPONSIVE
I NTERNET M ARKETING S TRATEGIES
Tailing Landscape
Most of the well-known brands in pure online retail (e.g. E-commerce, Amazon.com) still have rather limited international expertise. A good example of the clash between click-and-mortar retailers and pure internet retailers was the rivalry in France between FNAC, a leading French chain of music and bookstores, and CDNOW, an online music retailer based in the US.56 When CDNOW entered France and Germany, added local language gateways to its U.S. As one of the pioneers in online retail, CDNOW also had a technological advantage over FNAC.
Furthermore, in France and other European countries the FNAC brand name is a trusted brand with much more familiarity among consumers than the CDNOW brand name.57.
C OMMUNICATION S TRATEGIES
Website publishers can also earn advertising money by allowing the search engine company to display targeted ads on their website related to the website's content. More specifically, thehiramekicampaign tries to make tea fashionable among young office workers: "The strategy was about inspiring a new generation of tea drinkers, so it doesn't look old-fashioned, but rather an alternative to healthy to energy drinks like Red Bull or coffee'' (adage.com). As part of the campaign, Unilever also ran online banner ads on MSN Messenger.
Therefore, the scope of Internet advertising can be limited to a very narrow segment of the target population. An excellent example is the Olympic themed ''The Lost Ring'' campaign (www.thelostring.com) that McDonald's released in March 2008. Through these forums, customers can discuss the different aspects of the brand or the company.
A recent example of brand social networking is BMW's launch of the MyBMWClub.cn site in China in April 2009.
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Small but mighty.''The clip became the most viewed viral ad of 2005 with over 2.3 million downloads.74. The hoax caused quite a stir when the ad went viral on the Internet. Many people were confused and thought the ad was real due to its high production values displaying the VW logo.
Investigations by the British newspaper The Guardian revealed that the hoax was devised by a duo of quirky advertisers, Lee and Dan (leeanddan.com). In an interview with The Guardian, a British newspaper, Lee said: “We made the ad for Volkswagen. It was mainly something we made to show people in the industry, but it got out somehow.
Sources: ''Suicide Bomber Sells VW Polo—Hoax Ad Takes Internet by Storm,'' guardian.co.uk; ''Spoof Suicide Bomber Ad Sparks Global Row,'' guardian.co.uk, and ''Infectious Humor, ' ' guardian.co.uk, all accessed 15 March 2009.
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Jean Paul Berthon. ``Virtual Services Go International: International Services in the Marketspace.''Journal of International Marketing. Dodd, Jonathan.''Marketing Research on the Internet—Threat or Opportunity?''Marketing and Research Today, (February. If you want to spend time on a website that talks about you, it's harder to do with the US. doesn't feel authentic .'' www.businessweek.com).
One industry observer noted that: ‘‘Given the brand name, amount of money behind it and the team it has assembled, MySpace China has no choice but to go after the massive mainstream social networking market to reach critical volume. In the long run, however, I don't think Chinese online habits or preferences will support mainstream social networking sites.''(Media, October 2, 2008) Others suggest this. Why do you think well-known global website brands are finding it difficult to crack China's internet market.
Shankar, Venkatesh, and Jeffrey Meyer. ‘‘The Internet and International Marketing’’ in The SAGE Handbook of International Marketing, Masaaki Kotabe and Kristiaan Helsen (eds.).
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CARREFOUR: ENTRY INTO INDIA
WAL-MART’S RISING SUN? A CASE ON WAL-MART’S ENTRY INTO JAPAN
CLUB MED: GOING UPSCALE 5. HONDA IN EUROPE
ANHEUSER-BUSCH INTERNATIONAL, INC.: MAKING INROADS INTO BRAZIL AND MEXICO
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However, these suppliers are still willing to cooperate with the company because Carrefour has a significant position in the retail market. India's market size and current growth trends make it one of the best retail opportunities in the world. The State Department has called India one of the ''world's most terror-stricken countries'', with over 2,000 people killed in the first quarter of 2008 alone.
The stock market has shown considerable vitality and its growth performance has ranked in the top 5 globally in recent years. Food is the most dominant sector in the Indian retail industry, growing at a rate of 9 percent annually, and since 60 percent of Indian grocery purchases consist of non-branded products, the branded industry is trying to convert Indian consumers to branded products. Due to the potential lucrative benefits for players in the Indian retail market, Carrefour will face more competitors.
The role of the supply chain in organized retail should be a shelf-centric partnership between the retailer and the manufacturer as this creates operations that are loss-free.
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Wal-Mart entered Canada in 1994 through the acquisition of Woolco, the Canadian arm of Ohio-based F.W. Wal-Mart entered Germany in December 1997 through an acquisition of the 21-store Wertkauf hypermarket chain. Wal-Mart's aggressive price-cutting efforts in this market resulted in $200 million in losses for the company in 1999.
At the time, Wal-Mart had invested over $3 billion in Seiyu's chain of stores. This raises a deeper question: What were the underlying causes for Wal-Mart's perennial failures in Japan. The current status and future plans for Wal-Mart and Seiyu's Japanese operations are explained below.
What were Wal-Mart's cultural mistakes and how could they adapt more effectively to the needs of Japanese consumers?
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The high per capita dairy consumption and large population of the region made it an excellent suitor for Arla's diverse mix of dairy products. Hansen, a joint venture gives us full control over the distribution of our own products, which means we will be able to take charge of the company's future development in the Middle East.''In the early stages of 2005 the company has decided to make a direct investment of approximately US$64 million in the region. The plan was to double the size of the local workforce from 1,000 to 2,000, and to increase production at its state-of-the-art cheese spread plant in Saudi Arabia.
On September 30, 2005, however, Arla's Middle Eastern fortunes took a turn for the worse for reasons beyond the company's control. Many of the depictions were considered controversial, but one of the more provocative drawings showed Muhammad hiding a bomb under a turban. Although the Danish exporters had nothing to do with the publication of the inflammatory cartoons, many Muslims saw the rejection of Danish products as the best way to express their disapproval.
Ahmad Abdul Aziz al Haddad, Ministry of Islamic Affairs and Charities, said: “This is the power of Islam.
THE DANISH GOVERNMENT RESPECTS ISLAM
According to a Nestle spokesperson, "we noticed that after a day or so the situation normalized." The effectiveness of this "non-Danish" explanation is a testament to the strong anti-Danish sentiment that prevailed throughout. Saudi Arabia and the rest of the Middle East. According to the Danish National Statistics Office, dairy exports to the country fell by 85 percent in February 2006, and Arle executives estimated that the company would lose about US$75 million due to the boycotts. All of Arla's customers in the region have canceled orders and sales have stalled in almost all markets.
Arla's warehouses are full.'' The company later admitted that the loss of approximately US$2 million a day would force it to reconsider its previously announced investment in the region. The situation became so serious that it even forced Arla to scale back its operations outside the Middle East. According to Jacob Mikkelsen, an Arla manager, the situation does not only affect us in the market here – it affects our employees, it.
Regardless of what course of action they take, however, Arla's future in the Middle East would change course dramatically.
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Jack Tar positions the resorts as more glamorous and modern than those in Club Med. Competitors Club meda offer the same activities, but do not include them in the initial price of the holiday. Club Med has a worldwide presence in the resort vacation industry, which has allowed the company to grow and dominate the industry.
This makes people feel more like a part of Club Med and creates strong brand loyalty. All Club Med villages are similar in their layout, regardless of which part of the world they are in. The hurricanes in the Caribbean in 2004 also caused serious damage to Club Med's resorts in those regions.
In the year 2004, Club Med implemented its new, more expensive strategy, transforming itself into luxury and family-oriented.
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The competitive industry map (Exhibit 5-4) shows Honda's current position in the European car market. Example Exhibit 5-5 compares the euro price of Honda's new 1.4-liter Jazz with similar cars available on the European market. Vehicles manufactured in the UK and Turkey are distributed across Europe, the Middle East and Africa.
Honda's motor vehicles are relatively unpopular in most of Western Europe, especially Italy and France. The company's best sales have been in Britain and Germany, as shown in Exhibit 5-7 (no country sales information is available after 2003). Honda's situation in France, Italy, Germany and Great Britain with regard to their culture is explained in the following paragraphs.
The fact that the manufacturing plant is located in the UK helps promote the cars.
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In Brazil and Mexico – the two largest beer markets in Latin America, Anheuser-Busch International acquired an equity position in their major local breweries. Anheuser-Busch had an option to increase its investment to approximately 30 percent in the new company in the future. And further in 2008 (at the time of this writing), InBev announced a deal to buy Anheuser-Busch.
The combination of Anheuser-Busch and InBev will create the world leader in the beer industry and one of the world's top five consumer products companies. In 2003, Anheuser-Busch's sales volume in Mexico showed double-digit growth for the fifth consecutive year. Modelo will remain Mexico's exclusive importer and distributor of Budweiser and other Anheuser-Busch brands, which have achieved a leading position in imported beer sold in Mexico.
These brands will continue to be produced exclusively by Anheuser-Busch breweries in the United States.
