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Chapter7GlobalMarketEntryStrategies:Licensing,Investment,andStrategicAlliances(全球市场进入策略——许可经营、投资及战略联盟）LearningObjectives1.KeyPoints1)Understandtheconceptsofglobalmarketentrystrategies2)Understandtheimportanceofinvestment2.Difficulties1)LearntoapplytheglobalmarketentrystrategiesinglobalmarketingactiviesDefinition(inthedictionary):togivesb.Officialpermissiontodo,own,orusesth.(批准，许可）Itisacontractualarrangementwherebyonecompany(thelicensee)inexchangeforroyalties,licensefees,orsomeotherformofcompensation.Licensee——特许制作（或使用）。。。的人（或公司）Royalty——版税，使用费2)Thelicensedassetcovers:abrandname,companyname,patent（专利权）tradesecret,orproductformulation3)Licensingiswidelyusedinthefashionindustryexample:1.namesakecompanies（同名公司）associatedwithBillBlass,HugoBoss,andotherglobaldesigniconsgeneratemorerevenuefromlicensingdeals2.OrganizationsasdiverseasDisney,CaterpillarInc.,theNationalBasketballAssociation,andCoca-ColamakeextensiveuseoflicensingAlltheseexamplessuggest：aglobalmarketentryandexpansionstrategywithconsiderableappealLicensingofferanattractivereturnoninvestmentforthelifeoftheagreement,providedthatthenecessaryperformanceclausesareincludedinthecontracttheonlycost:signingtheagreementandpolicingitsimplementation1)enablescompaniestocircumvent(规避）tariff,quotas,orsimilarexportbarriers(thelicenseeistypicallyalocalbusiness)2keyadvantages:2)licenseesaregrantedconsiderableautonomyandarefreetoadaptthelicensedgoodstolocaltaste,whenappropriateExamples:1.Disney:licensestrademarkedcartooncharacters,names,andlogos(标志）allowDisneytocreatesynergies(协同作用）onitscorethemepark,motionpicture,andtelevisionbusinessintheAsia-Pacificregion,salesoflicensedDisneyproductsdoubledbetween1988and1990anddoubledagainby19942.LicensedgoodsinChina:unknownuntilafewyearsagoannualsalestotaled$600millionobserversexpectthefiguretomorethandoubledby20103.SalesoflicensedCaterpillarmerchandiserunat$900million2examplestoprovethebenefitsbroughtbylicensing:1)Snofi-Aventis(aFrenchpharmaceuticalcompany)drugresearchisveryexpensivelicensinghelpstorelievethis2)Pilkington(皮尔金顿)thecornerstoneofPilkington’smarketexpansionstrategygeneratesubstantialincomehelptoassureitscontinuedtechonologicalleadershipintheindustryfordecadesSeveraldisadvantages:1)licensingagreementsofferlimitedmarketcontrollicensordoesn'tbecomeinvolvedinthelicensee’smarketingprogram,potentialreturnsmaybelost2)theagreementmayhaveashortlifeifthelicenseedevelopsitsown3)what’sworse,thelicenseemaydevelopintostrongcompetitorBecause:licensingenablesacompanyto“borrow”anothercompany’sresourcesExample:Pilkington,whichhasseenitsleadershippositionintheglassindustryerodeasGlaverbel,SaintGobain,PPG,andothercompetitorsachievedhigherlevelsofproductionefficiencyandlowercostsOpportunitycosts:1exampletoillustratethis:Inthemid-1950s,Sony(licensee)wantedtousingtransistorstomakesmall,battery-poweredradios,butAT&T’sBellLaboratories(licensor)insisteditwaspossible.Sonymadeitbyitself.ThefailuretoseizeanopportunitytolicensecanalsoleadtodireconsequenceInthemid-1980s,AppleComputerchairmandecidedagainstabroadlicensingprogram.Meanwhile,Microsoft‘sgrowingworlddominancegotaboostin1985.Microsoft,thewinnerhadamarketcapitalizationofnearly$300billionin2003e.g.createexportmarketopportunities&openthedoortolow-riskmanufacturingrelationships&speeddiffusionofnewproductsortechnologies1)Licensingturnsouttobeanexpensivesourceofrevenue2)Topreventalicensee-competitor,licensingagreementsshouldprovideforacross-technologyexchangebetweenallparties,andincludeaprovisionforfullcross-licensing.3)Overall,itmustensureongoingcompetitiveadvantage.e.g.createexportmarketopportunities&openthedoortolow-riskmanufacturingrelationships&speeddiffusionofnewproductsortechnologiesContractmanufacturing——providetechnicalspecificationstoasubcontractororlocalmanufacturer;thesubcontractorthenoverseesproduction.(advantages:1.thelicensingfirmcanspecializeinproductdesignandmarketing,whiletransferringresponsibilityforownershipofmanufacturingfacilitiestocontractorsandsubcontractors.Franchising——acontractbetweenaparentcompany-franchisorandafranchiseethatallowsthefranchiseetooperateabusinessdevelopedbythefranchisorinreturnforafeeandadherencetofranchise-widepoliciesandpractices.Whencompaniesdodecidetolicense,theyshouldsignagreementsthatanticipatemoreextensivemarketparticipationinthefuture.BillBlass品牌介绍创始人BillBlass比尔・布拉斯于1970年收购雷特公司并改名为比尔・布拉斯，布拉斯堪称是美国时装设计师的领袖人物，有着无穷的创造力和想象力，他的设计总是富有浪漫激情的，他创造了华丽雍贵，但却从不鄙俗，时髦、和谐、舒适而又潇洒。比尔·布拉斯总是喜欢和爱穿比尔·布拉斯服装的女士交往作品展现：鲜艳的格子花呢以及醒目的花纹图案是比尔·布拉斯的偏爱，大胆地把花型与结构结合在一起就像一首交响乐，把美的元素和谐地交织在他的服装上。较多采用进口的纯羊毛、纯棉、纯丝、尼龙织物作为服装面料比尔·布拉斯的特点。服装层次是比尔·布拉斯服装的一个重要特征。无论是开衫配裙子还是纱罗单袖缠绕的晚装都很讲究层次感。比尔·布拉斯服装是传统的，它包含着许多歌剧的因素。比尔·布拉斯有时会把日装上的设计带到雅致的晚装上，梦幻般的比尔·布拉斯晚装有着贴身的豪华。男装的特色和细节又给比尔·布拉斯带来了设计灵感，他将男装夹克的英挺合身的裁剪融入细致高贵的女装中，创造出刚柔并济的优雅风韵。HugoBoss品牌介绍：发源地：德国创史人：雨果波士(HugoBoss)注册地：德国麦琴根(Metzingen)品牌线：HugoBoss品牌分为Boss-HugoBoss、Hugo-HugoBoss、Baldessarini-HugoBoss，三个品牌主营男女服装，香水，手表，及其它配件。HUGOBOSS在国际时装界拥有举足轻重的地位，是德国的经典品牌。HUGOBOSS一直崇尚的经营哲学为：为成功人士塑造专业形象。崛起于上世纪70年代的德国品牌HUGOBOSS，不鼓吹设计师风格，完全以强力放送阳刚味十足的广告形象，传达一种大众化的男性服装风格。不论设计或形