(BQ) Part 2 book "International marketing" has contents: Global marketing management - planning and organization, products and services for consumers, products and services for businesses, international marketing channels, integrated marketing communications and international advertising,. and other contents. | 12 Chapter Global Marketing Management: PLANNING AND ORGANIZATION CHAPTER OUTLINE CHAPTER LEARNING OBJECTIVES Global Perspective: The British Sell Another Treasure What you should learn from Chapter 12: Global Marketing Management LO1 How global marketing management differs from international marketing management LO2 The need for planning to achieve company goals LO3 The important factors for each alternative marketentry strategy LO4 The increasing importance of international strategic alliances The Nestlé Way: Evolution Not Revolution Benefits of Global Marketing Planning for Global Markets Company Objectives and Resources International Commitment The Planning Process Alternative Market-Entry Strategies Exporting Contractual Agreements Strategic International Alliances Direct Foreign Investment Organizing for Global Competition Locus of Decision Centralized versus Decentralized Organizations 330 18/08/10 12:17 PM PART F OUR Global Perspective THE BRITISH SELL ANOTHER TREASURE The mating dance has been unusually long, but then again, the deal was unusually large. Kraft first proposed to purchase the British institution Cadbury for a price of almost $17 billion in early September. Then it had until November 9 to make a formal offer or give up the fight. The courtship unleashed a barrage of bad puns (., “Cadbury gags on Kraft bid”). It also stirred up atavistic fears across Britain of a faceless American conglomerate wrecking a great British institution and forcing Britons to give up Dairy Milk chocolate and Creme Eggs in favor of Cheez Whiz and Jell-O. A succession of studies has shown that three-quarters of mergers and acquisitions fail to produce any benefits for shareholders, and more than half actually destroy shareholder value (., Quaker and Snapple, Daimler-Benz and Chrysler, Time Warner and AOL). The danger is particularly pronounced in hostile bids that cross borders and involve much loved brands. A .
