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Competing in a global context (Marketing (Triggers (Jobber & Ellis…
Competing in a global context
Operational
Convergence
Globally led
Standardisation
Divergence
Internally led
Locally led
Cross vergence
Between East & West
Supply chain
Manufacture
Buy
control
Human Resources
Unions
workers rights
Safety
conditions
wage increase
collective bargaining
Free market
corporate social responsability
Employee Impowerment
Authoritatian capitalism
Race to the bottom
Shared wealth
Globalisation
Stakeholders
Multi national workforce
Cultural integration
Financial
Tax
Ethics
Base errosion
Profit shifting
Transfer pricing
Shareholder
Social
Legislation
Organisation for Economic Co-operation and Development
reporting
country by country
local
Master file
IFRS
no mandate
USA
Japan
China
India
disclosure
National
Exchange rates
Euro zone
Currency markets
Marketing
Triggers (Jobber & Ellis-Chadwick)
Saturated domestic
Small domestic
Low growth domestic
customer drivers
competitive forces
costs
portfolio balance
Macro environment (STEEPLE)
micro environment (Jobber & Ellis-Chadwick)
Market size & growth
competition
costs of serving
profit potential
market access
Entering & operating
Direct exporting
control
Distribution
Marketing mix
contracts
indirect exporting
Agent
lower cost
lower risk
Joint ventures
partnership
costs shared
profits shared
Franchising
licencing 3rd party
strategic alliances
add to each others competancies
Global strategic partnerships
Shared resource
shared ideas
Licensing
trademark
technology
patent
Branding
Identity (Kapferer)
Reputation
Equity
content
Internationally
Porters Diamond
Factor
Demand
Structure
Related & supporting
Porters 5 forces
Suppliers
Substitutes
Buyers
Entrants
Industry competitors
Advatage
relative Comparative
absolute comparative
City Leadership
OECD
Leadership
Civic
Political
Business
Managerial