The Global Marketing Mix - Internationalisation - Global Marketing




You in motion global established in March 2006 aimglobal, is a member of multi-level marketing, International Association, Phillip and marketing association chamber of her go industries of the Philippines, Philippine Chamber of Commerce and Industry and direct selling Association of the Philippines and Bureau of Internal Revenue vir. It is duly recognized by the Philippine Securities and Exchange Commission SEC. Aimglobal has dedicated itself to seeking out nature's best sources for health and beauty and sharing them with the world created seven hundred millionaires and seven years. The directors founded by three young visionaries - Raymond aspirin, VP Marketing, Francis Miguel's VP finance and doctorate, the battle president, how to join aim global first, you must purchase our global package. Our global package is worth of seven thousand nine hundred eighty pesos only with a value for money to return and the moment you purchased our global package. You will have all of these benefits. First, you will receive a products and services of more than 76 % and you can choose option B and C. You will be given a lifetime discount on all the products and services of alliance in motion global, ranging from 25 % to 50 %. You will be protected by accidental insurance of two hundred thousand pesos. Fifty thousand cases for unprovoked murder and assault. Ten thousand pesos for medical reimbursement and ten thousand pesos for burial assistance ATM card for fast and easy withdrawal of Commission B do in the Philippines and China Trust for overseas. You will add two hundred pesos for the BDO ATM card processing in five hundred pesos. For the China trust ATM card processing, you will be given a personal data tracking Center or webpage with 24/7 online monitoring of your business scholarship program. Full transferable scholarship, no expiration, ten percent to 100 percent discount on tuition fees with more than four hundred school tie-ups. All over the Philippines free medical check-up, one time free, medical, checkup and laboratory tests such as urinalysis people. This is Sree CVC and dental checkup to a more than 200 clinics tie-up nationwide. Business kit includes folder presentation, video presentation, CD application forms alliance in motion global offers. A very lucrative marketing plan with six ways to earn retailing. You will enjoy a retail profit of 25 % to 50 % for every product sold to customers, for example, see 24/7 for every box of see 24/7 sold. You have 300 pesos profit. If you sold at least 10 boxes of see 24/7 per week, you have an additional income of 3,000 per week. If you do it continuously in four weeks time, you will have an extra income of 12,000 pieces in a month. Binary income works in two ways: direct referral bonus. Every time you sponsor a person to join in the business. You will have a referral bonus of 500 pesos, the more referral you have, the more income you will make say, for example, you introduced at least four person in the business a B C and D. You will have a total referral income of two thousand pesos. Next is the matching sales bonus or the pairing bonus. Every time you have a pair you'll get 1500 pesos. In this illustration, a and B is matched CMD is matched, so you have a total of 3000 pesos for pairing bonus, adding the two thousand pesos direct referral bonus. Now you have 5,000 pesos income for binary income. Let'S continue further. If si would invite also two persons c1 and c2 C will earn a total of 2,500 pesos D invited only person, D 1. Therefore, D only earned 500 pesos referral. Bonus D 1 also invited 1 person. He only earned 500 pesos referral, bonus, D, 1 and C 2 c1, an e or match, and you will have an additional of 3000 pesos in the matched sales bonus. Now you have a total of 8,000 pesos maximum of 24 thousand pesos per day in cash, mint or 720 thousand pesos per month potential income. What if your left group sponsor more people in the business while in the right group only purchase products and every products purchased? There is equivalent points. If your right group generates a total of 1200 points, it will be matched to your left group. This is called person to product another scenario: what if there is no recruitment down below, but still they use and sell products every time they bought product? There is points again. If your left group generates 1200 points again, you will have matching bonus at 1500 pesos and it is called product to product. Another way of earning is called uni level, income for every first generation, downline or called direct downline. You will get 10 % commission on their product reorder and from your second generation down to the 10th generation. You will enjoy 5 % Commission each product that they were bought. Our next way of earning is called the stair step bonus. You will begin as a distributor. Your next goal is to reach the silver executive level. You just need to generate at least 10 positional or group points to reach on this position, and you will enjoy an additional 10 percent commission on all the products purchased by your downline. Next is gold executive level on this level, you need to have 100 positional or group points, and you will have an additional 20 % Commission and, lastly, the highest position is the global ambassador. On this level. You need to have 1,000 positional or route points and you'll gain of 30 percent replay commission on all the products purchased by your downline from first level down to infinity. It'S a group sales effort, no timeframe, no demotion. Once you reach the position and no pass up now, fifth way to earn here name global is called royalty income. In this learning. Every global ambassador you make. You will have a 2 percent royalty Commission of their total sales volume. You may also get the travel and send it off or by the companies such as Asian cruise trip, the United States trip, and Europe trip you if you're interested to join - or you want to know more about alliance in motion global. Please contact ravi, mad swayed o @ 6, 3, 9, 1, 9, 9, 7, 9, 2, 6, 6, 8 or 6, 3, 9, 4, 3, 2, 9, 6, 6, 8, 6, 8, or send your email at ravi man's Widow at yahoo.com.

2019 Global Market Outlook: The late-late cycle show






[, Music ] welcome to our 2019 global market outlook, I'm Russell Investments, senior investment, strategist, Paul Idleman and I'm joined today by senior quantitative investment strategy. Analyst dr. Kara, Eng Kara. What'S ahead for 2019 Paul late, cycler risks are rising and monitoring these risks will be critical to avoid buying a dip that turns into a slide, so we're looking out for US Federal Reserve, tightening trade wars and uncertainty in China. Italy'S budget standoff with a European Commission and ongoing breaks at issues are holding our attention as well. We expect volatility to continue into 2019, but we don't expect a u.s. recession until 2020. We do expect global equity markets to deliver mid-single digit returns with better potential in Europe and Japan than in the US. We expect the Fed to deliver three to four hikes in 2019, which will probably lead to the long anticipated inversion of the US Treasury yield curve. In eurozone equity markets, we foresee eight percent growth in earnings in 2019 positive compared to the past two decades. To achieve that, eurozone gross domestic product growth needs to stay at around 1.5 percent, which we think is very achievable. The three main risks to this scenario are the budget conflict between Italy and the European Union, a disorderly brexit and an escalation of the global trade war. But we expect these three risks to fade during the course of 2019 in the UK. Equities continue to look cheap on our 2019 scorecard and at 1.4 percent tenure gills are still expensive in asia-pacific. We foresee another solid year. We expect emerging Asia to deliver over 10 percent and earnings growth. While we believe Japan will exceed its modest expectations. Japanese and Chinese equities look attractive, while Australian equities are close to fair and we think the Reserve Bank of Australia will raise rates once in 2019. In Canada, we see if the downturn in commodity prices as an ominous sign for future earnings growth, but the cycle is still modestly positive and we're slightly bullish on Canadian equities. Focusing more closely on the global economic picture, the current US expansion will become the longest on record if it continues to july 2019, which seems likely to us. That said, we believe US GDP and corporate profit. Growth will slow next year, while inflationary pressures are building. The tailwind from the Trump administration's fiscal stimulus program should last into early 2019, but from that point it starts to become a drag on the economy in 2020 outside the United States. We think Japan and Europe had the potential to outperform pessimistic expectations, and China's economy is on track for GDP growth of around six and a half percent in 2018. That would mark its slowest pace since 1990, going forward, China faces headwinds from high indebtedness, slowing property, construction, aging, demographics and trade wars. We expect their growth to be closer to six percent in 2019. Let'S turn to asset class. Specifics, starting with global equities, were overall view as neutral were underweight US and more positive on non-us developed. We like the value offered by emerging market equities, but trade wars, slowing China and a strong US dollar keep us neutral there for fixed income. We, like the value offered by US Treasuries. Our models give a fair value yield of 2.7 percent for the US 10-year bond. We see German, Japanese and UK bonds as very expensive and high yo credit is also expensive. Credit spreads typically rise late in the cycle when profit growth slows and default concerns rise for currencies. The yen is our preference. It'S significantly undervalued getting cycle support, as the Bank of Japan becomes less dovish and it has contrarian sentiment. Support from extreme market short positions. The euro and British sterling appeared undervalued as we move into 2019. We also believe the US dollar has modest upside potential. Okay, Kara, let's wrap this up for 2019 volatility should continue. There should be some upside for equities and we expect the recession to hold off until 2020. The late cycle risks are rising and it's a year where we'll focus on successfully managing those risks on behalf of our clients, as always, we'll keep a close eye on. What'S coming and we'll strive to keep you informed thanks for watching thank you, hi, I'm Erik ristuben, chief investment strategist for Russell Investments. If you like what you saw in this video and want to see more like it, please subscribe to our YouTube channel, you

Global Market Entry Strategies Explained






Hi guys mark here is Walter's world and today we're going to talk about his global entry strategies. Basically, how do we start selling our products abroad and we're going to look at some of the main ways that companies do go abroad and some of the main differences between these is how much risk your company is willing to take and how much control you're willing To give away now, the first one after when I talk about is exporting and the thing is exporting is when you make your product in your home country and you ship it abroad. Now, what's great about exporting is hey, I'm limiting my risk. I make it here at home, I'm not putting up foreign subsidiaries abroad. I just have limited financial risk now also I am getting to the other market. So there's two really good things, but there are some bad things and I've had my lovely Italian friend here to help me out. So I have my Italian friend here see real time with his Venice shirt and everything. Now the thing is one of the bad things about exporting is once you ship it, you lose complete control. Now I can talk to my time friend here and we could have some agreements, but I still can't control everything he does so I have my play-doh. I'M shipping to Italy now I'm giving it to him over there and I'm hoping it's going to be great, now he's playing with it nicely and he's probably gon na help sell it stuff, like that, that's great, but you can't always control that because what's he doing, Oh no he's tearing it up, he's messing it up, and that can't happen because since you lose control, you don't know what they're going to do with your products. So that's one of the first: that's a person exporting so I'm going to thank my Italian counterpart cannot see me Lee Lee. Ah, molto bene and next we talk about now. The second one I want to talk about is franchising. Here you make an agreement between the franchisor and the franchisee, okay and basically, if McDonald's, what they do is they say who wants to be a franchisee McDonald's franchise and they go to different countries and they find locals that will put the money up now. What does that do one? It lowers the financial risk for McDonald's, because someone else is paying the startup cost too. It gets them local knowledge, because if someone to think that McDonald's would work in that country, you wouldn't pay it. So you get the local knowledge you get to be in the new country, you're, really reducing your risk and then for the people actually being the franchisees they get to have the management knowledge they get to have the market. They get the brand all the secret sauces and all those things they get those it's really helpful now the problem is, are the cons. One thing is again you're having less control, and so you want to make sure that your franchise agreement is very. You know clear. What'S what you can and cannot do? Another thing is you're limited in there like McDonald's, the u.s. is limited, the amount of money it can make because a franchise agreement may say we get 10 % of profits or 30 % of profits. But if it turns out that that and the franchise in Germany becomes so popular, it actually makes more money than the US you're still unlimited, that 10 % like oh, I could be making so much more okay, so those are some of these to the franchising. Next, what you have is a strategic alliance here you have two companies from two different countries working together. Now the thing is they're not buying equity they're, not putting money into each other they're just kind of working together. So if I mean it right now say the University of Illinois decides to do a program with the Technical University of Lisbon. Now they're not going to buy each other schools or put money into it, but they'll work together. So the Portuguese university can have better success in the US, and the u.s. University can have better success in Portugal and so what they do is they help each other out. So it's very nice because one of the pros you get local help too you're kind of working together to learn from each other, so you're getting free information, all kinds of really good stuff. Now the bad side of it is sometimes these strategic alliances. You may be giving too much information away and might be creating or helping out a rifle. So it is one of these kind of give-and-take things, but a lot of times. It works out well because we all learn from each other okay. But if you wanted to go one step further and take more financial risk this, when you start investing in each other, that's when you have a joint venture. Okay, a joint venture is when two companies say hey. You know what I'm gon na we're going to work together when I sign a contract but money into each other. One of the more famous ones that I like to talk about is Sony Ericsson, mobile phones, Sony big-time in electronics, Ericsson big-time in mobile phone communication, and they saw that hey we're, not our phones aren't doing so well in the market. So, let's team up so thanks. Dr edges, that we can team up and pool our resources, so we can find others that better, you know, resources or competencies than us. We can work with them and they can help us out now. The thing is: is it also you're splitting the risk is now just not me being Ericsson by myself or the market is Sony Ericsson together, so we're cutting down our financial risk and we're abusing each other's competencies to help boost our stuff? So, hey that's good stuff, but the bad thing is: if ours, you know, if our agreement goes south or sour, we might, you know, be given against like strategic lines, we're going to be giving away too much information. We might be creating a competitor, and this is an issue that a lot of companies face when they're going to international markets, because some countries require that you do a joint venture. You cannot control everything you want, you had to find a local partner, and that could be one of those things. I know I might be created a potential. You know competitor now, the fifth one I want to talk about the last one is direct investment, sometimes called foreign direct investment. This is when you actually put your own money in there. You go in and do it a hundred percent for 100 percent auto-ship. So you have 100 percent of the control, but you also have 100 percent of the risk because going to that new market, if you don't know, if it's going to work and it fails, you lose everything because you're not sharing the risk with anybody. Okay, so the thing is this is one of the good things is hey. We get all the profits, so if it goes well, it all comes to us. I don't just share with anybody also with intellectual property, I'm not worried about losing my intellectual property to a potential to come competitor, because I'm it's me I own it off, so I keep control of it now. The bad side of that is that you do take on a lot more risks. You have to do a lot more, assessing on that global market. So what you want to do is you watch our video on assessing global markets and they'll. Give you a better idea of you know: should we do foreign direct investment or maybe franchise, these kind of things? Okay, so that gives you a rough idea of five main ways that companies go abroad, one exporting we make it in our home country and we just ship it abroad and you know very, very low risk, because it's just what I share abroad, I can lose and Low control, though, because we don't know what, as once, I set it away. Second one you have is franchising, we sign an agreement and I give away my trade secrets to these guys and they give me a cup of profits back in another country. The next one is a strategic alliance where I work with a competitor in another market, or I work with someone another markets. We learn from each other, okay, but we don't put any equity, it's wrapped, tied together by money, strings, okay and then, if you want actually tie yourselves together by strings, you have it's called a joint venture where the two firms come together and you know they share Risk and they share, rewards and make sure your controllers share ideas. Those things there and the last one is direct investment where, as you put all you put your own money and you take 100 percent of the risk and you have 100 percent of the control. So you get everything that comes that way, so I hope that helps you understand the basic. You know five market entry strategies for global markets. If you have more questions on marketing a global market on global entry strategies, please leave us a comment down below. I will help you subscribe and like this video and hopefully we'll see you around the world bye, Oh God, yeah nope,

Entry mode decision - Internationalisation - Global Marketing




When organizations enter foreign markets, they make decisions about what kind of marketing and organizational setup to choose as marketers, we talk about making decisions about an organization's entry mode. However, before we start, let us list the learning goals for this video. Firstly, the goal is to understand what an entry mode decision is and how it's connected to the rest of the internationalization process. Secondly, why this decision is important and subsequently how we can go about making an informed choice by looking at some of the factors that influence our decision. We will also provide an overview of the different entry modes available for us to choose between. So let us begin so how is the entry mode decision connected to the rest of the internationalization process when an organization goes from marketing their products and services only on the home market to also target one or several foreign markets in different countries or regions? We talk about an organization's internationalization process. The internationalization process starts with a choice of which foreign markets to target. We call this the market selection process. Ultimately, we will define our marketing mix the four of the 7ps for the foreign market. The marketing mix we use on the foreign markets may vary to the one we use on the home market. We would address issues regarding standardization, and/or adaptation of the marketing mix. However, before deciding on the marketing mix, we need to address how to organize our entry to the foreign market. We discuss, which entry mode to use and many factors will influence our decision. Choice of entry mode is what we will address in this video. So why is choice of entry mode important and how can we go about making the right choice? Let us use an example. This French business, located just outside of Paris, produces French cakes and desserts in these modern production facilities, well-educated confectioner's, develop recipes and create delicious cakes and desserts ready to be sold and distributed to cake, loving customers. The cakes and desserts are frozen immediately after production and are then distributed to a variety of catering companies, restaurants and cafes, around France. So what might impact French cakes choice of entry mode to a foreign market? French cakes internal situation will have an impact. Some external factors about the particular country, region and market of choice will influence that decision. Some conditions related to possible outsourcing of activities are dressed in transaction, specific factors and, finally, French cake preferences for the different characteristics of the various entry modes will also affect their choice. As we will address these four sets of factors for French cakes, we will use this visual to indicate in which direction the different factors appointing us. Some factors might indicate and move towards internalization, in other words, that using a hierarchical mode is appropriate. Other factors might indicate that a move towards externalization using an export mode is more suitable and some may indicate a more moderate approach and thereby point in the direction of an intermediate mode. So let us apply this visual to our example with French cakes. As we address the four sets of factors. French cakes have set their eyes on the UK and their initial idea is to enter the country by setting up a sales and production subsidiary in the UK. The characteristics of hierarchical modes are high, set up costs, a production site and sales force carry a large investment high-risk, as there is no guarantee that the initial large investment will pay off and low level of flexibility, as the large investment will make it difficult to quickly Pull the plug on the UK adventure should business not prove to be as successful as hoped, a high level of control, as French cakes would hold on to complete ownership of all value chain activities being in the position to make all decisions about target groups, distribution channels And so forth, let us address the first set of factors: the internal factors. Let us use this visual as we evaluate French cakes, internal factors, and let us see if this will indicate a move towards internalization, as French cakes are considering. French cakes is a small company, their resource availability is low and therefore a large investment would be risky. They have no international experience, making use of an external partners, expertise might prove advantageous. The cakes and desserts are not technically complex and, although their cakes and desserts are good, French cakes doesn't carry a large product. Differentiation advantage in terms of, for example, brand image. An evaluation of French cakes. Internal factors has revealed an indication towards externalization and not towards internalization. As French cakes initially suggested, French cakes also has another suggestion meet mr. Thompson. Mr. Thompson is a uk-based agent. He would be happy to represent French cakes and sell their products to appropriate intermediaries around the UK. Using mr. Thompson would be using a direct export mode. The characteristics of export modes are low costs, as French cakes would not need to setup any facilities, start production or hire staff low risk, as the investment is low. French cakes will not be taken a great risk with this setup, a high level of flexibility. As the ties to the UK market will be limited, it would be fairly easy to pull the plug on the UK adventure. Should business not prove to be as successful as hoped, but also a low level of control? French cakes will have little control of how mr. Thompson markets and sells their cakes and desserts. Will he choose appropriate sales channels? Might he favour possible competitors due to a more advantageous Commission rate, and will he miss opportunities that French cakes would have been able to take advantage of if they had had their own sales staff in the UK? Let us address the second set of factors: the external factors. These are factors that address the foreign market of interest, in our case the UK market for cakes and desserts. Let us use the same visual as before, as we evaluate the UK market for French cakes and see if they indicate a move towards French cakes. Second suggestion of using an agent, although the UK is geographically close to France, research will tell us that the socio-cultural distance is considerable. This would indicate that having a partner with local knowledge could prove to bridge this gap. French cakes have researched the UK market and concluded that the market is of a decent size and that it is growing at a moderate pace. Currently there are no trade barriers standing in the way of exporting boots to the UK. French cakes have discovered that the competition is intense. This would add to the level of risk should they wish to use a hierarchical mode. Therefore, this indicates a move towards externalization. Research has also shown that there are large number of relevant intermedia is available. Mr. Thompson is just one of many options in this field. Although the market has experienced growth, brexit is believed to call some general instability and uncertainty in the market, so an evaluation of the external factors has also revealed an indication towards externalization. This supports French cakes. Second, suggestion of using an agent French cakes are still considering both options: 1a sales and production, subsidiary and and agent. The decision isn't made until a thorough investigation of all four sets of factors have been carried out. Some factors might prove to be a showstopper, making other factors less important when making the final decision. So let us move on to the third set of factors. The transaction specific factors these address to what extent outsourcing ie using an independent partner to carry out certain functions, is advantageous and safe. Let us use the same visual as before as we evaluate and see if they indicate and move towards French cakes, first or second suggestion. The know-how and product benefits connected with the cakes and desserts are not considered difficult to transfer and explain to an independent partner French cakes consider it unlikely that an independent partner will show opportunistic behavior marketing and selling their cakes and dessert will not reveal secret recipes. So an evaluation of the transaction specific factors has also revealed an indication towards externalization. Let us move on to the fourth and final set of factors: the desired mode characteristics. We will evaluate French cakes wishes in terms of the main characteristics of the different types of entry modes - French, cakes of express that they can't afford to be too risky. They have no desire to be in complete control of the operation. They see the UK adventure more as a first and trial-and-error step in their internationalization process. Therefore, they are also very keen on a high level of so that they are able to pull the plug on their UK adventure. Should business not prove to be as successful as hoped? An evaluation of these and the other three sets of factors indicate a move towards externalization, which support French cakes second option of using a UK agent, a direct export mode. Now we have evaluated four sets of factors that will influence French cakes decision of entry mode. We have addressed the internal factors, the external factors regarding the UK market, the factors evaluating outsourcing suitability and which mode characteristics, French, cakes desire, conducting a systematic evaluation of all four sets of factors has enabled us to recommend a suitable entry mode for French cakes. We have now established what an int remote decision is and why we need to know about it. We have also gained knowledge of how to evaluate four sets of factors which will help us decide on a suitable entry mode and we have established the connection to the rest of the internationalisation process. So, let's move on organizations might choose one or a combination of different intermode during their internationalization process to one or several foreign markets. The different entry modes will not be discussed in detail in this video, but let us just provide an overview. Export modes include direct export, cooperative export and indirect export. Direct export is the mode we recommended for French cakes in the example used in this video intermediate entry modes include joint venture strategic alliance, franchising licensing, contract manufacturing and management contracting and finally, with the highest level of internalization, the hierarchical nodes, transnational organization, region, centers sales and Production subsidiaries resident sales representative or subsidiary and domestic based sales, representative sales and production subsidiary is the mode initially considered by French cakes in our example. In summary, we have now obtained an understanding of the what why and how event remote decision, and finally, we have provided an overview of the different types of entry modes. Do you want to learn more about entry mode decision-making, market entry strategies and each of the different entry modes, the internationalization process and global marketing? In general, I recommend that you read global marketing 7th edition by 7th Rawlinson. My name is Tina Wade. Thank you for watching

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