Ebook International marketing (15/E): Part 2
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Ebook International marketing (15/E): Part 2
Global Marketing Management:PLANNING AND ORGANIZATIONCHAPTER OUTLINEGlobal Perspective: I he British Sell Another TreasureGlobal Marketing ManagementT Ebook International marketing (15/E): Part 2The Nestlé Way: Evolution Not RevolutionBenefits of (Ucilxil M;irkEbook International marketing (15/E): Part 2
Chapter 12:LO1 How global marketing management differs from international marketing managementLO2 The need lor planning to achieve company goalsLO3 ThGlobal Marketing Management:PLANNING AND ORGANIZATIONCHAPTER OUTLINEGlobal Perspective: I he British Sell Another TreasureGlobal Marketing ManagementT Ebook International marketing (15/E): Part 2RITISH SELL ANOTHER TREASURErhe mating dance has been unusually long, but then again, the deal was unusually' large. Kratt first proposed to purchase the British institution Cadbury tor a price of almost SI7 billion in early September. Then it had until November 9 to make a formal offer or give up t Ebook International marketing (15/E): Part 2he fight. The courtship unleashed a barrage of bad puns (e.g.. ‘'Cadbury gags on Kraft bid”). It also stirred up atavistic fears across Britain of a fEbook International marketing (15/E): Part 2
aceless American conglomerate wrecking a great British institution and forcing Britons to give up Dairy Milk chocolate and Creme Eggs in favor ofCheezGlobal Marketing Management:PLANNING AND ORGANIZATIONCHAPTER OUTLINEGlobal Perspective: I he British Sell Another TreasureGlobal Marketing ManagementT Ebook International marketing (15/E): Part 2more than half actually destroy shareholder value (e.g.. Quaker and Snappie. Daimler-Benz and Chrysler, rime Warner and AOI.). rhe danger is particularly pronounced in hostile bids that cross borders and involve much loved brands.A Kraft-Cadbury deal sounds designed for failure. Ibdd Stitzer. Cadbur Ebook International marketing (15/E): Part 2y^ boss, argues that his firm is an embodiment of a distinctive style of “principled capitalism" that was inspired by its Quaker founders nearly two cEbook International marketing (15/E): Part 2
enturies ago and has been woven into its fabric ever since. Destroy that tradition and “you risk destroying what makes Cadbury a great company.”ChocolGlobal Marketing Management:PLANNING AND ORGANIZATIONCHAPTER OUTLINEGlobal Perspective: I he British Sell Another TreasureGlobal Marketing ManagementT Ebook International marketing (15/E): Part 2 romantic, and festive rituals, and partly because people acquire their chocolate preferences at their mothers' knees. Most Britons would rather eat scorpions than Hershey bars, rhe giants of the chocolate business have all dominated their respectiveregions for decades. Britons have been stuffing th Ebook International marketing (15/E): Part 2emselves with Dairy Milk since 1905. Creme Eggs since 1923. and Crunchies since 1929.A Kraft-Cadbury combination also would create a rottentoothed behEbook International marketing (15/E): Part 2
emoth, with S50 billion in annual sales, a significant presence in every market worthy of the name, and a real chance of making up lost ground in ChinGlobal Marketing Management:PLANNING AND ORGANIZATIONCHAPTER OUTLINEGlobal Perspective: I he British Sell Another TreasureGlobal Marketing ManagementT Ebook International marketing (15/E): Part 2he company commands 70 percent of the chocolate market in India, for example), and a lol of Other places besides (notably. Brazil and Mexico). It also has an unrivalled distribution system among small shops in India and parts of Africa. Skeptics are right to point out that grandiose mergers more oft Ebook International marketing (15/E): Part 2en destroy brands than strengthen them, particularly when those brands are such delicate confections as chocolate bars and gooey eggs, but then again.Ebook International marketing (15/E): Part 2
:ew mergers otter the chance to establish a global empire of taste.The mating dance was finally consummated in January 2010, for some S19 billion in Global Marketing Management:PLANNING AND ORGANIZATIONCHAPTER OUTLINEGlobal Perspective: I he British Sell Another TreasureGlobal Marketing ManagementT Ebook International marketing (15/E): Part 2proval. Among those who do not appreciate this latest marital ar rangement was Warren Buffen. whose Berkshire Hathaway group owns 9.4 percent of Kraft. Had he been able, he would have voted against the s 19 billion dowry that Kraft paid as too much.Sources: "Food Fiftbr.’’ Th*November 7, 2009, p.Gọi ngay
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