第 16 章 全球行銷的領導、組織與控制 © 2005 Prentice Hall.

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1 第 16 章 全球行銷的領導、組織與控制 © 2005 Prentice Hall

2 領 導 領導並不是階級、職銜或身分地位，而它應該是有影響及有能力去主導改變，領導並不釋自誇自己雍有權力或對抗 別人，或者利用它來累積財富。領導應該是將多重層級相互聯結在一起，並且能夠帶領員工的心智，領導在新世紀的角色應該是要能 夠授權來決定事情 ，並且授權他人來達成他的淺能。領導者不僅只是審視策略及執行摘要的概念，而是必須了解人才是最重要的因素。 - Carly Fiorina Global marketing demands exceptional leadership. The hallmark of a global company is the capacity to formulate and implement global strategies that leverage worldwide learning, respond fully to local needs and wants, and draw on the talent and energy of every member of the organization. This heroic task requires global vision and sensitivity to local needs. Overall, the leader’s challenge is to direct the efforts and creativity of everyone in the company toward a global effort that best utilizes organizational resources to exploit global opportunities. © 2005 Prentice Hall

3 領 導 一個重要的領導任務在於組合其共同： 信仰。 價值觀。 政策。 以配合公司的相關行為。 © 2005 Prentice Hall

4 高階主管的國籍 美國公司開始瞭解他們擁有世界性的人才資源組合，公司的最佳技術人才可能來自德國，而其財務經理則可能來自英國。這些公司開始運用全球的人才資源。 所以，看到非美國人錦升至這些公司的最高管理職位也不足為奇。 - 哈佛大學商學院的學者 Bartlett © 2005 Prentice Hall

5 領導和核心競爭能力 公司經理人應評估、確認、培養和開發核心競爭力的能力。 核心能力必須： 提供可能的經營寬闊多樣化的市場。
製作對顧客最有益的最終產品貢獻。 並使競爭者難以模倣。 Few companies are likely to build world leadership in more than five or six fundamental competencies. In the long run, an organization will derive its global competitiveness from its ability to bring high-quality, low-cost products to market faster than its competitors. To do this, an organization must be viewed as a portfolio of competencies rather than a portfolio of businesses. © 2005 Prentice Hall

6 組 織 全球行銷的目標是為了能夠找到組織架構： 組織必須平衡： 使公司在面對有關市場周遭環境差別時有所反應。
組 織 全球行銷的目標是為了能夠找到組織架構： 使公司在面對有關市場周遭環境差別時有所反應。 並將各個國家市場的知識和經驗傳達至公司所有的作業系統。 組織必須平衡： 銷售組織的集中知識。 並協調各個市場及當地情勢之間的衝突。 A key issue in global organization is how to achieve balance between autonomy and integration. Subsidiaries need autonomy to adapt to their local environment, but the business as a whole needs integration to implement global strategy. © 2005 Prentice Hall

7 組 織 國際行銷沒有一個正確的組織結構﹐可能適用於全球行銷。
組 織 國際行銷沒有一個正確的組織結構﹐可能適用於全球行銷。 即使在特定的產業﹐全球化公司已經發展出許多不同策略與組織來反應他們的環境﹐但仍可有某些一般化的作法。 描述公司新的組織設計﹐應能反應出能力及更具彈性的架構。 Recently, several authors have described new organization designs that represent responses to today’s the competitive environment. These designs acknowledge the need to find more responsive and flexible structures, to flatten the organization, and to employ teams. There is the recognition of the need to develop networks, to develop stronger relationships among participants, and to exploit technology. These designs also reflect an evolution in approaches to organizational effectiveness. At the turn of the century, Frederick Taylor claimed that all managers had to see the world the same way. Then came the contingency theorists who said that effective organizations design themselves to match their conditions. These two basic theories are reflected in today’s popular management writings. As Henry Mintzberg has observed, “To Michael Porter, effectiveness resides in strategy, while to Tom Peters it is the operations that count—executing any strategy with excellence.” © 2005 Prentice Hall

8 企業國際化組織發展的型態 企業組織型態的變化﹐乃基於下列條件： ― 目標市場的大小及潛力。 公司組織的內部衝突壓力：
― 不同國家市場的本土化管理能力。 公司組織的內部衝突壓力： 產品及技術的知識需求。 行銷、財務、生產作業等專業功能。 區域和國家知識。 Because the constellation of pressures that shape organizations is never exactly the same, no two organizations pass through organizational stages in exactly the same way, nor do they arrive at precisely the same organizational pattern. Nevertheless, some general patterns hold. These will be discussed in the next few slides. © 2005 Prentice Hall

9 國際部門架構 國際部門的建立有四個因素： - 最高執行單位對全球營運的承諾，須建立組織部 門並任命高階主管來執行。
- 國際營運的複雜性須以單一部門執行業務，在合理 的權責內，能在重要議題上，成立決策。諸如使 何種市場，擬定何種決策。 - 當公司認為其內部有專業人員的需求，配合全球 營運時，國際部門應及時成立。 - 當企業在追求全球發展的機會和鷸預防競爭的威脅 時，不只是公司被動的反應營運狀況，海外部門 的設立是必然的。 © 2005 Prentice Hall

10 功能性的企業組織、國內企業的 員工定位國際部門
功能性的企業組織、國內企業的 員工定位國際部門 As a company’s international business grows, the complexity of coordinating and directing this activity extends beyond the scope of a single person. Pressure is created to assemble a staff that will take responsibility for coordination and direction of the growing international activities of the organization. Eventually, this pressure leads to the creation of the international division. The executive in charge of the international division typically has a direct reporting relationship to corporate staff and thus ranks at the same level as the executives in charge of finance, marketing, operations, and other functional areas. © 2005 Prentice Hall

11 功能性的企業組織、國內企業的員工定位、國際部門、區域部門
When business is conducted in a single region that is characterized by similarities in economic, social, geographical, and political conditions, there is both justification and need for a management center. This stage of organizational evolution is the emergence of an area or regional headquarters as a management layer between the country organization and the international division headquarters. A regional center typically coordinates decisions on pricing, sourcing, and other matters. Executives at the regional center also participate in the planning and control of each country’s operations with an eye toward applying company knowledge on a regional basis and optimally utilizing corporate resources on a regional basis. © 2005 Prentice Hall

12 地理性企業組織、世界企業 員工組織、全球區域部門
地理性企業組織、世界企業 員工組織、全球區域部門 As a company becomes more global, management frequently faces the dilemma of whether to organize by geography or by product lines. The geographical structure involves the assignment of operational responsibility for geographic areas of the world to line managers. The corporate headquarters retains responsibility for worldwide planning and control, and each area of the world—including the “home” or base market—is organizationally equal. When an organization assigns regional or worldwide product responsibility to its product divisions, manufacturing standardization can result in significant economies. © 2005 Prentice Hall

13 矩陣組織的設計 在充分發展規模大的全球公司，其產品、業務、功能和顧客的知識領域均同時得集中於全球行銷市場目標。矩陣組織的設計可達到所有的競爭力所需。 矩陣組織的管理任務，可實現組織的平衡，以便不同觀點和技術的結合，以完成組織的目標。 Professor John Hunt of the London Business School suggests four considerations regarding the matrix organizational design. First, the matrix is appropriate when the market is demanding and dynamic. Second, employees must accept higher levels of ambiguity and understand that policy manuals cannot cover every eventuality. Third, in country markets where the command-and-control model persists, it is best to overlay matrices on only small portions of the workforce. Finally, management must be able to clearly state what each axis of the matrix can and cannot do. However, this must be accomplished without creating a bureaucracy © 2005 Prentice Hall

14 矩陣組織的設計 地理知識：對一個國家的基本經濟、社會、文化、政治、政府、市場及競爭力的瞭解是必要的，公司的分支機構在個別國家是主要的架構﹐能使公司獲得地理性的知識。 產品的知識及技術：負責全球世界的產品經理，要能勝任達成在全球基礎產品知識和技術之上的水準。 Having established that the matrix is appropriate, management can expect the matrix to integrate four basic competencies on a worldwide basis: © 2005 Prentice Hall

15 矩陣組織的設計 在全球基礎功能的資格上：能在財務、製造和特別以行銷組織領域之內勝任，對於負責全球化的人員是有助於其發展。
對客戶或產業的必要知識：在某些規模大而且複雜的全球公司，幕僚的責任在全球基礎上，提供產業服務，並協助各國分公司的產品線經理，在他們的努力下將產品滲透於特定的客戶市場上銷售。 © 2005 Prentice Hall

16 矩 陣 組 織 This organization chart starts with a bottom section that represents a single-country responsibility level, moves to representing the area or international level, and finally moves to representing global responsibility from the product divisions to the corporate staff, to the chief executive at the top of the structure. © 2005 Prentice Hall

17 精實生產製造：日本人的組織方法 手工精巧生產和大規模生產、精實生產的比較： 手工生產意指由一個工人來創造一項產品。
大規模生產比手工生產有效率多了﹐其差距大約62%到88%﹐這些生產方面的進步﹐明顯提供了競爭的優勢﹐其優勢到日本汽車公司重新修訂價值鍊﹐因此獲得了競爭優勢。 精實生產比傳統大規模生產有效率得多了﹐差距約50%﹐也比大規模生產者少使用了40%的生產要素。 © 2005 Prentice Hall

18 全球行銷管理控制 控制-意指管理人確保資源使用的過程中，能充分且有效的運用﹐以達成理想目標。 計劃過程可以區分為兩種相關的層面：
策略規劃是去選擇和淘汰關於產品產量和市場適應能力，以及人力與財務資源的投入以達成目標。 作業規劃則是另種過程，在於將策略性產品或者市場需的目標以及資源的投入，轉化為特定的專案計劃。 Global marketing presents formidable problems to managers responsible for marketing control. Each national market is different from every other market. Distance and differences in language, custom, and practice create communications problems. As noted earlier in the chapter, in larger companies, the size of operations and number of country subsidiaries often result in the creation of an intermediate headquarters. This adds an organizational level to the control system. © 2005 Prentice Hall

19 策略控制及計劃關連性 This slide illustrates the relationship of strategic planning, operational planning and the control process. © 2005 Prentice Hall

20 正式的控制方法 規劃： 預算： 是以數量和金額決定期望的銷售額和理想的目標，以及計劃的行銷支出。
用來表明這些目標和支出的正式文件﹐就是所謂的預算安排。 Planning and budgeting are two basic tools of formal marketing control. Planning is determining desired sales and profit objectives and projected marketing program expenditures in unit and money terms. The formal document in which these objectives and expenditures are expressed is a budget. Control consists of measuring actual sales and expenditures. In the case of no variance (or a favorable variance) between actual and budget, no action is usually taken. An unfavorable variance—lower unit sales than planned, for example—acts as a red flag that attracts the attention of line and staff executives at regional and international headquarters. They will investigate and attempt to determine the cause of the unfavorable variance and what might be done to improve performance. © 2005 Prentice Hall

21 行銷預算的影響 市場潛能-這個市場產品的銷售潛能量有多大。 競爭性-一 個市場的計劃與安排必須是要以積極 正面的方式在競爭市場中形成。
替代品的衝擊-市場中，一個產品的競爭來源在 於它的可替代性。 過程-其中最常用的方法就是直接的計畫安排。 In preparing a budget or plan, these factors are important. © 2005 Prentice Hall

22 全球行銷稽核 可以被視為如同對市場環境廣泛、有系統的檢視、還有公司目標、策略、規劃、政策以及相關活動。 行銷稽核有兩個特性：
全球行銷稽核是評估﹐和促進一個公司在全球行銷運作中的一項工具。 行銷稽核有兩個特性： 正式和有系統的。 定期地進行。 The objective of periodic audits is to identify existing and potential problems and opportunities in a company’s marketing performance and to recommend a plan of action for improving that performance. In other words, the global marketing audit is a tool for evaluating and improving a company’s (or business unit’s) global marketing operations. © 2005 Prentice Hall

23 全球行銷稽核 內部的 獨立的 是由瞭解此一產業的人來執行。 缺乏獨立稽核人員的客觀性。
獨立的行銷審計﹐是由某個對公司組織無影響力的人來執行。 潛在的限制﹐是稽核人員對此行業的缺乏瞭解。 © 2005 Prentice Hall

24 設立稽核目標及範圍 稽核的大部分工作﹐主要是著重於收集資料： 計劃說明。 資料的討論研究。 內部文件的複審。
The first step of an audit is a meeting between company executives and the auditor to agree on objectives, coverage, depth, data sources, report format, and time period for the audit. © 2005 Prentice Hall

25 設立稽核目標及範圍 稽核的第一步驟﹐乃是在於高階主管與稽核人員之間的會議研討。 收集資料。 報告準備及簡報內容。
© 2005 Prentice Hall

26 行銷稽核構成之要件 行銷環境稽核。 行銷策略稽核。 行銷組織稽核。 行銷系統稽核。 行銷生產力稽核。 行銷功能稽核。
© 2005 Prentice Hall

27 接續下一章 第 17 章 數位革命與全球電子市場 © 2005 Prentice Hall