CRM 500 International Marketing & Sales I - Globalization

BACHELOR – International Business CRM 500 – International Marketing & Sales I Prof. Dr. Hans H. Jung Prof. Dr. Alexander K. Suhm CRM 500 International Marketing & Sales I Agenda Part A: Overview International Environment International Marketing – R...

BACHELOR – International Business CRM 500 – International Marketing & Sales I Prof. Dr. Hans H. Jung Prof. Dr. Alexander K. Suhm CRM 500 International Marketing & Sales I Agenda Part A: Overview International Environment International Marketing – Reasons & Issues Culture Understanding new markets – Market Research (Basics) Teil B: Building Global Brands Teil C: Global Sales Keegan / Green – Part 1 & 2 Hollensen – Part 1 & 2 CRM 500 Prof. Dr. H. Jung, Prof. Dr.-Ing. A. Suhm 2 CRM 500 International Marketing & Sales I International Environment Source: https://www.youtube.com/watch?v=YWJ4ugvx4k0 CRM 500 Prof. Dr. H. Jung, Prof. Dr.-Ing. A. Suhm 3  CRM 500 International Marketing & Sales I International Environment Source: Germany and the End of Globalization: Prosperity Under Pressure - DER SPIEGEL (2022) CRM 500 Prof. Dr. H. Jung, Prof. Dr.-Ing. A. Suhm 4 CRM 500 International Marketing & Sales I International Environment The primary incentive to globalize is that the global market is much larger than the domestic one, no matter where you are from. Larger markets lead to economies of scale, and moving production overseas can reduce costs not only because of access to cheap labor but also by circumventing trade barriers. Because companies can globalize easily. Internet has opened the door for companies to trade all over the world. Previously it was too expensive to do this. Now you don’t even need to have a physical presence in a country in order to do business. You can be an international company from the comfort of your own home. Cultures are Homogenizing. Again, this is the work of the Internet. Cultures are becoming more and more similar as Western influences are allowed to permeate. CRM 500 Prof. Dr. H. Jung, Prof. Dr.-Ing. A. Suhm 5 CRM 500 International Marketing & Sales I International Environment Become a Trusted Brand. The fact is moving internationally will increase your prestige as a brand. It will increase your overall reach because customers are going to look at an international brand and assume they can be trusted. It’s all just because of this added prestige. Create an Economy of Scale. To put it simply, expanding will enable you to produce more units. The more units you produce the lower your per unit cost. This can increase your profit margins, but you can only get the best of this through selling to more customers, which can only come through expanding to more countries. … CRM 500 Prof. Dr. H. Jung, Prof. Dr.-Ing. A. Suhm 6 CRM 500 International Marketing & Sales I World Trade Report 2022 Source: World Trade Organization. (2022): World Trade Report 2022 – https://unctad.org/news/global-trade-hits-record-77-trillion-first-quarter-2022 CRM 500 Prof. Dr. H. Jung, Prof. Dr.-Ing. A. Suhm 7 CRM 500 International Marketing & Sales I World Trade Report 2022 Source: World Trade Organization. (2022): World Trade Report 2022 – https://unctad.org/news/global-trade-hits-record-77-trillion-first-quarter-2022 CRM 500 Prof. Dr. H. Jung, Prof. Dr.-Ing. A. Suhm 8 CRM 500 International Marketing & Sales I World Trade and Development Report 2023 Source: https://unctad.org/publication/trade-and-development-report-2023 CRM 500 Prof. Dr. H. Jung, Prof. Dr.-Ing. A. Suhm 9 CRM 500 International Marketing & Sales I World Trade Report 2023 Source: https://www.wto.org/english/res_e/publications_e/wtr23_e.htm CRM 500 Prof. Dr. H. Jung, Prof. Dr.-Ing. A. Suhm 10 CRM 500 International Marketing & Sales I World Trade Report 2023 Source: https://www.wto.org/english/res_e/booksp_e/wtr23_e/wtr23_e.pdf CRM 500 Prof. Dr. H. Jung, Prof. Dr.-Ing. A. Suhm 11 CRM 500 International Marketing & Sales I World Trade Report 2024 Source: https://unctad.org/system/files/official-document/ditcinf2024d2.pdf CRM 500 Prof. Dr. H. Jung, Prof. Dr.-Ing. A. Suhm 12 CRM 500 International Marketing & Sales I Definition: Global Marketing, International Marketing CRM 500 Prof. Dr. H. Jung, Prof. Dr.-Ing. A. Suhm 13 CRM 500 International Marketing & Sales I Definition: Global Marketing, International Marketing CRM 500 Prof. Dr. H. Jung, Prof. Dr.-Ing. A. Suhm 14 CRM 500 International Marketing & Sales I Definition: Global Marketing, International Marketing Source: Alon, et al., Global Marketing, 2nd Edition, S. 47 CRM 500 Prof. Dr. H. Jung, Prof. Dr.-Ing. A. Suhm 15 CRM 500 International Marketing & Sales I Five Stage Decision Model for Global Marketing Source: Hollensen, Global Marketing (2017), S. 7 CRM 500 Prof. Dr. H. Jung, Prof. Dr.-Ing. A. Suhm 16 CRM 500 International Marketing & Sales I Industry Globalism vs. Preparedness for Internationalization CRM 500 Prof. Dr. H. Jung, Prof. Dr.-Ing. A. Suhm 17 CRM 500 International Marketing & Sales I Global Marketing Strategies – The Glocalization Framework Source: Hollensen, Global Marketing (2017), S. 21 CRM 500 Prof. Dr. H. Jung, Prof. Dr.-Ing. A. Suhm 18 CRM 500 International Marketing & Sales I Global Marketing implies that the firm is able to: Develop a global marketing strategy, based on similarities and differences between markets, Exploit the knowledge of the headquarters (home organization) through worldwide diffusion (learning) and adoptions, Transfer knowledge and best practice from any of its markets and us them in other international markets Source: Hollensen, Global Marketing (2017), S. 21 CRM 500 Prof. Dr. H. Jung, Prof. Dr.-Ing. A. Suhm 19 CRM 500 International Marketing & Sales I Global Marketing Organisation CRM 500 Prof. Dr. H. Jung, Prof. Dr.-Ing. A. Suhm 20 CRM 500 International Marketing & Sales I Global Marketing Case 1: Henkel Persil ▪ When you would be part of Marketing Management at Henkel and were asked to launch the detergent PERSIL ▪ in the Arabic world ▪ in India ▪ How would you communicate the USP? CRM 500 Prof. Dr. H. Jung, Prof. Dr.-Ing. A. Suhm 21 CRM 500 International Marketing & Sales I Global Marketing Case 1: Henkel Persil Typical solution: Multi-tier brand strategy International premium“ brands in high price segments well-known, medium price segment local brands some economy brands for extremely price sensitive consumers CRM 500 Prof. Dr. H. Jung, Prof. Dr.-Ing. A. Suhm 22 CRM 500 International Marketing & Sales I Global Marketing Case 1: Henkel Persil Persil Black / Persil Abaya: Glocalization. Persil Abaya was introduced in Saudia Arabia in 2007, Persil Black in 2011 in Germany, Austria, Switzerland … following latest fashion trends Source: Hollensen, Global Marketing (2017), S. 24 CRM 500 Prof. Dr. H. Jung, Prof. Dr.-Ing. A. Suhm 23 CRM 500 International Marketing & Sales I Global Marketing Case 1: Henkel Persil In Europe, the color white implies cleanness. In India, the taste of lemon does the same trick. Source: https://scoophub.in/top-10-best-detergent-brands-in-india/ CRM 500 Prof. Dr. H. Jung, Prof. Dr.-Ing. A. Suhm 24 CRM 500 International Marketing & Sales I Global Marketing Case 1: Henkel Persil When you would be part of Product Management at Harley Davidsons and were forced to produce your motorcycles outside of US due to new tax regulations in the European world in Asian world What kind of new products would you develop? CRM 500 Prof. Dr. H. Jung, Prof. Dr.-Ing. A. Suhm 25 CRM 500 International Marketing & Sales I Global Marketing Case 2: Harley-Davidson CRM 500 Prof. Dr. H. Jung, Prof. Dr.-Ing. A. Suhm 26 CRM 500 International Marketing & Sales I Global Marketing Case 2: Harley-Davidson The American way of riding a bike has a different posture for the rider – feet forward! CRM 500 Prof. Dr. H. Jung, Prof. Dr.-Ing. A. Suhm 27 CRM 500 International Marketing & Sales I Global Marketing Case 2: Harley-Davidson CRM 500 Prof. Dr. H. Jung, Prof. Dr.-Ing. A. Suhm 28 CRM 500 International Marketing & Sales I Global Marketing Case 2: Harley-Davidson CRM 500 Prof. Dr. H. Jung, Prof. Dr.-Ing. A. Suhm 29 CRM 500 International Marketing & Sales I Global Marketing Case 2: Harley-Davidson The American way of riding a bike has a different posture for the rider. Europa and Asia have a much greater variety of riders. CRM 500 Prof. Dr. H. Jung, Prof. Dr.-Ing. A. Suhm 30 CRM 500 International Marketing & Sales I Force for Global Coordination / Integration vs. National Market Responsiveness CRM 500 Prof. Dr. H. Jung, Prof. Dr.-Ing. A. Suhm 31 CRM 500 International Marketing & Sales I Forces for ‘global coordination / integration Trade barriers (regulation, deregulation) Global accounts / customers Standardized worldwide technology Worldwide markets Global village Worldwide communication Global cost drivers Source: Hollensen, Global Marketing (2017), S. 21 CRM 500 Prof. Dr. H. Jung, Prof. Dr.-Ing. A. Suhm 32 CRM 500 International Marketing & Sales I Forces for market responsiveness Cultural differences Regionalism / protectionism Deglobalization Source: Hollensen, Global Marketing (2017), S. 21 CRM 500 Prof. Dr. H. Jung, Prof. Dr.-Ing. A. Suhm 33 CRM 500 International Marketing & Sales I Industrialized, Emerging, Oil-exporting, Developing Countries Indicators of globalization: Ratio of cross border trade to total worldwide production Ratio of cross border investment to total capital investment Proportion of industry revenue generated by companies outside their home country Source: W.J., Green, M.C., Global Marketing, 7 th ed, 2014 CRM 500 Prof. Dr. H. Jung, Prof. Dr.-Ing. A. Suhm 34 CRM 500 International Marketing & Sales I The Global Consumer Product Markets CRM 500 Prof. Dr. H. Jung, Prof. Dr.-Ing. A. Suhm 35 CRM 500 International Marketing & Sales I The Top 12 global Luxury Goods Companies by country of origin, luxury goods sales, total revenue, … CRM 500 Prof. Dr. H. Jung, Prof. Dr.-Ing. A. Suhm 36 CRM 500 International Marketing & Sales I Upstream vs. Downstream Value Creation Processes Source: W.J., Green, M.C., Global Marketing, 7 th ed, 2014 CRM 500 Prof. Dr. H. Jung, Prof. Dr.-Ing. A. Suhm 37 CRM 500 International Marketing & Sales I Internationalizing the Value Chain: Centralized Upstream, Decentralized Downstream Source: W.J., Green, M.C., Global Marketing, 7 th ed, 2014 CRM 500 Prof. Dr. H. Jung, Prof. Dr.-Ing. A. Suhm 38 CRM 500 International Marketing & Sales I Restraining Forces affecting Global Integration Cultural differences and cultural ignorance Management inertia and lack of international knowhow (with ethnocentric companies) National controls (tariff and non-tariff barriers) and protectionism Opposition to globalization Source: Hollensen, Global Marketing (2017), S. 21 CRM 500 Prof. Dr. H. Jung, Prof. Dr.-Ing. A. Suhm 39 CRM 500 International Marketing & Sales I Trade Agreements and Economic Unions Elimination of internal barriers to trade (preferential free trade areas / free trade areas) Establishes common external barriers to trade (customs union) Allows for the free movement of factors of production, such as labor, capital, and information (common market) Coordinates and harmonizes economic and social policy within an economic union. Source: Keegan, W.J.; Green, M.C.: Global Marketing, 7th ed., 2014 CRM 500 Prof. Dr. H. Jung, Prof. Dr.-Ing. A. Suhm 40 CRM 500 International Marketing & Sales I Trade Agreements and Economic Unions CRM 500 Prof. Dr. H. Jung, Prof. Dr.-Ing. A. Suhm 41  CRM 500 International Marketing & Sales I Restraining Forces affecting Global Integration G20 Meeting 2024 SCO Meeting 2024 Source: https://www.firstpost.com/world/g20-ministers-discuss-global- Source: http://en.kremlin.ru/events/president/news/74464 conflicts-governance-climate-change-in-brazil-13740456.html CRM 500 Prof. Dr. H. Jung, Prof. Dr.-Ing. A. Suhm 42 CRM 500 International Marketing & Sales I Management Orientations I Ethnocentric Orientation Polycentric Orientation Home country is superior to others Each country is unique Sees only similarities in other Each subsidiary develops its own countries unique business Assumes products and practices that and marketing strategies succeed at home Often referred to as multinational will be successful everywhere Leads to a localized or adaptation Leads to a standardized or extension approach that approach assumes products must be adapted to local market conditions Source: Keegan, W.J.; Green, M.C.: Global Marketing, 7th ed., 2014 CRM 500 Prof. Dr. H. Jung, Prof. Dr.-Ing. A. Suhm 43 CRM 500 International Marketing & Sales I Management Orientations II Regiocentric Orientation Geocentric Orientation A region is the relevant geographic Entire world is a potential market unit Strives for integrated global strategies Some companies serve markets Also known as a global or throughout the world but on a transnational company regional basis (e.g. General Motors Retains an association with the had four regions for decades) headquarters country Pursues serving world markets from a single country or sources globally to focus on select country markets Leads to a combination of extension and adaptation elements Source: Keegan, W.J.; Green, M.C.: Global Marketing, 7th ed., 2014 CRM 500 Prof. Dr. H. Jung, Prof. Dr.-Ing. A. Suhm 44 CRM 500 International Marketing & Sales I Management Orientations III Source: Keegan, W.J.; Green, M.C.: Global Marketing, 7th ed., 2014 CRM 500 Prof. Dr. H. Jung, Prof. Dr.-Ing. A. Suhm 45 CRM 500 International Marketing & Sales I Management Orientations – Strategic Options STANDARDIZED Home Country Approach Global Approach „... the offering of identical product lines... focusing on the global market, but at identical prices through identical applying the same concept all around the distribution systems, supported by globe. identical promotional programs, in Source: Zentes, Swoboda, Schramm, 2006, several different countries.“ S. 59 Source: Buzzell, 1968, S. 103 Strategic Options STANDARIZED Strategic Options STANDARIZED Re-application of proven „home country“ Maximize reach concept Maximize synergies Maximize synergies Build on scale effects Similar consumer / customer Markets all around the globe preferences To address differences between regions: No modification / adjustment although Pan-Regional-Approach (e.g. EMEA, local differences exist Americas, Asia-Pacific) Source: Zentes, Swoboda, Schramm 2006, S. 54 ff.; Keegan, Schlegelmilch, Stöttinger 2002, S. 20 ff. CRM 500 Prof. Dr. H. Jung, Prof. Dr.-Ing. A. Suhm 46 CRM 500 International Marketing & Sales I Management Orientations – Strategic Options SPEZIALIZED Multinational/-domestic Approach Transnational Approach Marketing strategies are tailored / Accepts regional or even local specific to a particular local market; adjustments, however based on a global “appear” local; decide on necessary strategic framework, i.e. Think global – act adaptions local Strategic Options SPECIFIC Strategic Options SPECIFIC Re-application of proven „home country“ Balance standardization vs. differentiation concept Address local markets and harvest benefits Optimize reach Increase efficiency as far as possible Consider local specifics vs. efficiency Increased complexity challenge: share lessons learned across markets ! Source: Zentes, Swoboda, Schramm 2006, S. 54 ff.; Keegan, Schlegelmilch, Stöttinger 2002, S. 20 ff. CRM 500 Prof. Dr. H. Jung, Prof. Dr.-Ing. A. Suhm 47 CRM 500 International Marketing & Sales I How should your company do the next step to go international? What is the next best country and why? CRM 500 Prof. Dr. H. Jung, Prof. Dr.-Ing. A. Suhm 48 CRM 500 International Marketing & Sales I Internationalization of a firm Source: Hollensen, Global Marketing (2017), S. 86 CRM 500 Prof. Dr. H. Jung, Prof. Dr.-Ing. A. Suhm 49 CRM 500 International Marketing & Sales I Driving Forces of Future Global integration Leveraging growth options when home country markets are limited or saturated Changes in technological environment Changes in political environment Changes in economical environment Changes in consumer needs > Extending already existing international market presence > Leveraging economies of scale and scope > Existing customers going international (“Follow-the-Customer”) > Competitors going international (“Follow-the-Competitor“) Source: Keegan, W.J.; Green, M.C.: Global Marketing, 7th ed., 2014 CRM 500 Prof. Dr. H. Jung, Prof. Dr.-Ing. A. Suhm 50 CRM 500 International Marketing & Sales I Major motives for companies to start exporting Proactive Motives Reactive Motives Profit and growth goals Competitive pressures Managerial urge Domestic markets: small and Technology competence / unique saturated products or services Overproduction / excess capacity Foreign market opportunity / market Unsolicited foreign orders information Extend sales of seasonal products Economies of scale Proximity to international customers / Tax benefits psychological distance Source: Hollensen, Global Marketing (2017), S. 57 CRM 500 Prof. Dr. H. Jung, Prof. Dr.-Ing. A. Suhm 51 CRM 500 International Marketing & Sales I Consumer Needs Becoming more alike around the World Developed Countries Emerging / Developing Countries Switzerland: She will live to the age Sierra Leone: She will live to the age of 84, he will live to the age of 79 of 49, he will live to the age of 48 Netherlands: 100% chance, that she Niger: 20% chance, that she will use will use adequate sanitation adequate sanitation US: Her family´s annual income will Uganda: Her family´s annual income be around $ 37,000 will be around $ 1,400 Canada: She will share 1 square mile China: She will share 1 square km with with 8 people 352 people Italy: She will live in a city, as 68% of India: She will live in a rural area, as the population does 72% of the population does Source: Czinkota, Ronkainen: Principles of International Marketing, 9th ed. 2010, p. 13; quoting: www.prb.org (Population Reference Bureau) CRM 500 Prof. Dr. H. Jung, Prof. Dr.-Ing. A. Suhm 52 CRM 500 International Marketing & Sales I Internationalization barriers / risks initialization Insufficient finances Insufficient market knowledge Lack of foreign connections Lack of export commitment Lack of capital to finance expansion into foreign markets Lack of productive capacity to dedicate to foreign markets Lack of foreign channels of distribution Management emphasis on developing domestic market Cost escalation due to high export manufacturing, distribution and financing expenditures … Source: Hollensen, Global Marketing (2017), S. 70 CRM 500 Prof. Dr. H. Jung, Prof. Dr.-Ing. A. Suhm 53 CRM 500 International Marketing & Sales I Internationalization barriers / risks further process of internationalization General market risks Global Strategy Optons Commercial risks Political risks … Source: Hollensen, Global Marketing (2017), S. 71ff CRM 500 Prof. Dr. H. Jung, Prof. Dr.-Ing. A. Suhm 54 CRM 500 International Marketing & Sales I Major motives for companies to start exporting: Outward and inward internationalization Source: Hollensen, Global Marketing (2017), S. 57 CRM 500 Prof. Dr. H. Jung, Prof. Dr.-Ing. A. Suhm 55 CRM 500 International Marketing & Sales I Global Marketing Case 3: Global Car Manufacturer 2017 What are the top three global car manufacturers? What are the top three countries producing cars? CRM 500 Prof. Dr. H. Jung, Prof. Dr.-Ing. A. Suhm 56 CRM 500 International Marketing & Sales I Major motives for companies to start exporting Leading Car Manufacturers Leading Car Producing Countries Leading car manufacturers Passenger car production in selected worldwide in 2017, based on global countries in 2017, by country (in sales (in million units) million units) Source: Statista, 2018 CRM 500 Prof. Dr. H. Jung, Prof. Dr.-Ing. A. Suhm 57 CRM 500 International Marketing & Sales I Major motives for companies to start exporting CRM 500 Prof. Dr. H. Jung, Prof. Dr.-Ing. A. Suhm 58 CRM 500 International Marketing & Sales I Major challenges for global acting car manufacturers In September 2015, the Environmental Protection Agency (EPA) found that many VW cars being sold in America had a "defeat device" - or software - in diesel engines that could detect when they were being tested, changing the performance accordingly to improve results. The German car giant has since admitted cheating emissions tests in the US. The EPA's findings cover 482,000 cars in the US only. VW has admitted that about 11 million cars worldwide, including eight million in Europe, are fitted with the so-called "defeat device". Source: https://www.bbc.com/news/business-34324772 CRM 500 Prof. Dr. H. Jung, Prof. Dr.-Ing. A. Suhm 59 CRM 500 International Marketing & Sales I Major challenges for global acting car manufacturers CRM 500 Prof. Dr. H. Jung, Prof. Dr.-Ing. A. Suhm 60 CRM 500 International Marketing & Sales I Major challenges for global acting car manufacturers Source: https://blog.reputationinstitute.com/2018/03/15/what-it-takes-to-be-a-top-10-most-reputable-company-worldwide-in-2018/ CRM 500 Prof. Dr. H. Jung, Prof. Dr.-Ing. A. Suhm 61 CRM 500 International Marketing & Sales I Major challenges for global acting car manufacturers CSR Pyramid 3 Domain Model of CSR Source: Corporate-Social-Responsibility-Pyramid (according to Carroll 1991, S. 42), “Three Domain-Model“ of Corporate-Social-Responsibility-Pyramid (according to Schwartz and Carroll, 2003, S. 509) CRM 500 Prof. Dr. H. Jung, Prof. Dr.-Ing. A. Suhm 62 CRM 500 International Marketing & Sales I Internationalization of a firm, an incremental (organic) approach Source: Hollensen, Global Marketing (2017), S. 86 CRM 500 Prof. Dr. H. Jung, Prof. Dr.-Ing. A. Suhm 63 CRM 500 International Marketing & Sales I Dimensions of Internationalization Source: Hollensen, Global Marketing (2017), S. 87 CRM 500 Prof. Dr. H. Jung, Prof. Dr.-Ing. A. Suhm 64 CRM 500 International Marketing & Sales I Example of an international network Source: Hollensen, Global Marketing (2017), S. 94 CRM 500 Prof. Dr. H. Jung, Prof. Dr.-Ing. A. Suhm 65 CRM 500 International Marketing & Sales I Born Globals A born global can be defined as a ‘firm that from its inception pursues a vision of becoming global and globalizing rapidly without an preceding long-term domestic or internationalizing period. Born globals represent an interesting case in firms operating under time and space compression conditions that have allowed them to assume a global geographic scope from the moment of their startup. A very important trend in favor of born globals is the recent advance in communications technology, which has accelerated the speed of information flows. … With the invention of the internet, email and other tele-communication aids such as smartphone, iPads and other computer-supported (connected) technologies, … even small firms can manage operations efficiently across boarders. Source: Hollensen, Global Marketing (2017), S. 95 CRM 500 Prof. Dr. H. Jung, Prof. Dr.-Ing. A. Suhm 66 CRM 500 International Marketing & Sales I „In principle, with the iPhone we have opened a door through which new forms of business have become possible.“ Scott Galloway, Professor at the New York University, 2017 CRM 500 International Marketing & Sales I The 100 most valuable companies in the world that offer data- driven business models, such as digital platforms CRM 500 Prof. Dr. H. Jung, Prof. Dr.-Ing. A. Suhm 68 CRM 500 International Marketing & Sales I Global Marketing Case 4: Google CHINA CRM 500 Prof. Dr. H. Jung, Prof. Dr.-Ing. A. Suhm 69 CRM 500 International Marketing & Sales I Global Marketing Case 4: Google CHINA https://www.reuters.com/article/us-china-google/google-plans-return-to-china-search-market-with-censored-app-sources-idUSKBN1KN09C CRM 500 Prof. Dr. H. Jung, Prof. Dr.-Ing. A. Suhm 70 CRM 500 International Marketing & Sales I Two pathways to internationalization: organic vs. born global Source: Hollensen, Global Marketing (2017), S. 98 CRM 500 Prof. Dr. H. Jung, Prof. Dr.-Ing. A. Suhm 71 CRM 500 International Marketing & Sales I Learning Questions What drives globalization? Will it continue? What are the main differences between global marketing and marketing in the domestic context? Why do companies pursue international business? Please explain the “standardization vs. adaption” paradigm in international marketing. What is an ethnocentric management orientation, what is “regiocentric orientation”? What are barriers for globalization, what are benefits and risks? CRM 500 Prof. Dr. H. Jung, Prof. Dr.-Ing. A. Suhm 72 CRM 500 International Marketing & Sales I Starting point for strategy development and implementation planning – general approach Competitive advantage Source: Porter, M. E. (1996), S. 22. CRM 500 Prof. Dr. H. Jung, Prof. Dr.-Ing. A. Suhm 73 CRM 500 International Marketing & Sales I Starting point for strategy development and implementation planning – general approach Source: Hollensen, Global Marketing (2017), S. 109 CRM 500 Prof. Dr. H. Jung, Prof. Dr.-Ing. A. Suhm 74 CRM 500 International Marketing & Sales I Your strategic market growth plan – Step I Address the following topics: Analyse As-Is Situation of your Dream Brand: 1. Porter Diamond Model 2. Competitor Analysis 5 4 minutes presentation CRM 500 Prof. Dr. H. H. Jung, Prof. Dr.-Ing. A. Suhm,