Instructor Manual For

Instructor Manual For Global Marketing, 10 th Edition By Warren Keegan, Mark Green

(All Chapters 1-17, 100% Original Verified, A+ Grade)

All Chapters Arranged Reverse:

17-1

This is The Original Instructor Manual For 10 th Edition, All other Files in The Market are Fake/Old/Wrong Edition. 1 / 4

Copyright © 2020 Pearson Education, Inc.17-1

CHAPTER 17

LEADERSHIP, ORGANIZATION, AND CORPORATE

SOCIAL RESPONSIBILITY

SUMMARY

• To respond to the opportunities and threats in the global marketing environment,

organizational leaders must develop a global vision and strategy. Leaders must also be able to communicate that vision throughout the organization and build core competencies on a worldwide basis. Global companies are increasingly realizing that the “right” person for top jobs is not necessarily a home-country national.

• In organizing for the global marketing effort, the goal is to create a structure that enables

the company to respond to significant differences in international market environments and to extend valuable corporate knowledge. Alternatives include an international division structure, regional management centers, geographical structure, regional or worldwide product division structure, and the matrix organization. Whichever form of organization is chosen, balance between autonomy and integration must be established.Many companies are adopting the organizational principle of lean production that was pioneered by Japanese automakers.

• Many global companies are paying attention to the issue of corporate social

responsibility (CSR). A company’s stakeholders may include nongovernmental organizations (NGOs); stakeholder analysis can help identify others. Consumers throughout the world expect that the brands and products they buy and use are marketing by companies that conduct business in an ethical, socially responsible way. Socially conscious companies should include human rights, labor, and environmental issues in their agendas. These values may be spelled out in a code of ethics. Ideological, societal, and organizational perspectives can all be brought to bear on CSR.

LEARNING OBJECTIV ES

17-1 Identify the names and nationalities of the chief executives at five global companies discussed in the text.

17-2 Describe the different organizational structures that companies can adopt as they grow and expand globally.

17-3 Discuss the attributes of lean production and identify some of the companies that have been pioneers in this organizational form.

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Copyright © 2020 Pearson Education, Inc.17-2 17-4 List some of the lessons regarding corporate social responsibility that global marketers can take away from Starbucks' experience with Global Exchange.

DISCUSSION QUESTIONS

17-1. Are top executives of global companies likely to be home-country nationals?

In a truly global company, the person chosen to the top executive job should be the best person for that job, irrespective of nationality, however, this question states “likely” and since top executives are often chosen by Boards of Directors, the “likely” answer is that most top executives would tend to be home-country nationals with some outside or overseas experience.

17-2. In a company involved in global marketing, which activities should be centralized at headquarters and which should be delegated to national or regional subsidiaries?

As noted, global marketing activities expose the company to greater environmental diversity than domestic marketing activities. A geocentric orientation requires that control of some subsidiary operations be shifted to headquarters. Large companies may have global marketing product managers with staff authority. A primary task for a person in this position is to ensure that competence developed in individual country markets is leveraged worldwide.

17-3. "A matrix structure integrates four competencies on a worldwide scale." Explain.

The matrix design is characterized by dual lines of reporting. Country subsidiaries provide country knowledge; functional staff in the areas of marketing, production, and finance provide functional competence, and corporate staff provide customer and industry knowledge. The key to the success of the matrix design is coordination and integration of knowledge and competency on a worldwide basis.

17-4. In the automobile industry, how does “lean production” differ from the traditional assembly-line approach?

Lean production tightly integrates the various elements of the value chain, including product design, supply, distribution, manufacturing, accounting, marketing, and management. Lean production enables all parties within the extended manufacturing enterprise to share information and resources in a team-oriented, multifunctional environment. As exemplified by Toyota Production System, lean production can result in dramatic improvements in efficiencies compared to traditional mass production. Lean production also results in fewer defects per vehicle while utilizing less factory space and smaller inventories of parts and components.

17-5. Identify some of the ways the global companies discussed in this text demonstrate their commitment to CSR. 3 / 4

Copyright © 2020 Pearson Education, Inc.17-3

At many companies, a formal statement or code of ethics summarizes core ideologies, corporate values, and expectations. GE, Boeing, and United Technologies are some of the American companies offering training programs that specifically address ethics issues.

At Johnson & Johnson, the ethics statement has been translated into dozens of languages for J&J employees around the world.

Starbucks founder and CEO Howard Schultz’s enlightened human resources policies have played a key part in the company’s success. Partners, as the company’s employees are known, who work 20 hours or more per week are offered health benefits; partners can also take advantage of an employee stock option plan.

OVERVIEW

Unilever, the global food and consumer packaged goods powerhouse, markets a brand portfolio that includes such well-known names as Axe, Ben & Jerry’s, Dove, Hellmann’s, Lipton, and Magnum. The company has approximately 167,000 employees and 2016 sales of almost $60 billion; Unilever can trace its roots, in part, to the northern English town of Port Sunlight on the River Mersey.

Before retiring at the end of 2008, Unilever Group Chief Executive Patrick Cescau wanted to reconnect the company with its heritage of sustainability and concern for the environment.Cescau’s vision of “doing well by doing good” manifested itself in other ways, too. For example, he guided the company’s detergent business toward using fewer chemicals and less water, plastic, and packaging.

This chapter focuses on the integration of each element of the marketing mix into a total plan that addresses opportunities and threats in the global marketing environment.

Business leaders today must be able to articulate a coherent global vision and strategy that integrates global efficiency, local responsiveness, and leverage.

The leader is the architect of an organizational design that is appropriate for the company's strategy. The leader must ensure that the organization takes a proactive approach to corporate social responsibility.

ANNOTATED LECTURE/OUTLINE

LEADERSHIP

 (Learning Objective #1)

Global marketing demands exceptional leadership. As noted throughout this book, the hallmark of a global company is its capacity to formulate and implement global strategies that leverage

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