Consumer Mood came up in a context of regional economic crisis, seeking to provide Coca-Cola with local sensitivity without losing sight of its international status. Taking care of the rest of these aforementioned points was not part of the design, but a need we faced during the development of the project. We opened the âbehind the scenesâ of the âcontext methodologyâ we used in Coca-Cola South Latin America (Argentina, Bolivia, Chile, Paraguay, Peru? and Uruguay), the good moves and the setbacks in its implementation, to add to the debate the true meaning of operating in real time. We understand that this concern is not only part of our agenda, but of the agendas of many other companies as well.
The Emerging Markets house the bulk of human populace, with China and India alone accounting for about 30% of the world's population. As these markets have developed and per capita income has risen in many of these countries, they have become growth engines for global consumer companies. For example China's per capita incomes tripled in nominal terms in the 1990s and India followed suit with its per capita income tripling between 2002 and 2011. The middle income group or the âaspirational classesâ grew by about 67% in numbers, in India and China, in the first decade of this century. Large CPG multinationals reported 37% - 57% of their sales from emerging markets in 2012, and this percentage is growing.
The growth of cross-disciplinary practices will aid the convergence of consumer research and market research impacted by the trends all being pushed forward by networking. As decision-making gets pushed down and out into critical regions/businesses, so will go research and planning responsibilities take on more urgency and require more production. This can only come from a re-definition of teams (virtual) and the emergence of new research and decision support role models.
As more and more companies market their brands at the multi-country level and as the media function in major international agencies continues to increase in stature, media research and systems personnel faced with the challenge of developing and evaluating media planning processes and systems that can be used on a worldwide basis. This paper offers a first-hand look at the complexities of developing branded planning tools for the global Leo Burnett Media network. It looks at definitional differences in the use of key media terms, the conceptual framework and the sequencing of the planning process.
In this paper I will attempt to describe the organisation of human resources management in European companies, and the impact of the building of Europe in that area, today and in the future. I will speak particularly of multinational companies, but many of the aspects of human resources management which I will mention here can be applied to smaller companies.
In real life central and decentralised research departments exist side by side. Their relative strengths depend on staffing, budgets and the stage reached by the company in the central vs local autonomy cycle. Since both types of department exist, the question is how to reconcile the information needs of these different departments, and to maximise the usefulness to each of the data they collect. John Rutherford will describe the process of designing and financing multinational research at Shell International. Jane Kalim will discuss the advantages of centrally co-ordinated multinational research, in terms of consistency, convenience, expertise and, from the research company's point of view, profitability. She then shows some of the reasons why centrally co-ordinated research is often of limited local use. The paper ends with a discussion of the "core-question" concept, whereby a few standardised questions answering central information needs can be added to local surveys in order to build up central or regional data bases for central management decision taking.
Several different organizational forms for a multinational manufacturing company are examined, and the implications of these different structures for the nature of the marketing research function: in particular the degree of centralization or decentralization. As an example of a matrix organization with a centralized marketing research department, Braun AG of West Germany is discussed. The nature of this company's approach to international marketing and research is examined, as are the operational advantages and disadvantages of centralized vs. decentralized market research. The optimal balance for this kind of operation is concluded to be a high degree of central control, coupled with flexibility and sensitivity in the way the research is conducted.
The paper traces the development of international marketing research over the years and shows that it has now become an established part of the activities of hundreds of research companies throughout the world. It is argued that an international dimension' pervades most market research these days, particularly under the influence of the major multinational marketing companies that represent the industry's main source of income.
This paper describes an unusual information system in so far as it handles marketing data for the multinational meetings industry. Multinational meetings, as marketing researched products, represent an area little explored on a public platform. The subject matter and the system built around it could well lend themselves as an example of a computer-based information management system, in a service industry.
This paper is based on the observation of the way several European Companies operate; these Companies manufacture and market consumer goods and belong to a large international Concern. Their relatively homogeneous operating methods, in spite of the diversity of countries, people, and markets, and also, we must say, the success of their operations in very competitive sectors, lead me to analyse and to confront these operating methods with "theory", so as to draw a new personal experience in the field of Management and Marketing.
This paper is based on the observation of the way several European Companies operate; these Companies manufacture and market consumer goods and belong to a large international Concern. Their relatively homogeneous operating methods, in spite of the diversity of countries, people, and markets, and also, we must say, the success of their operations in very competitive sectors, lead me to analyse and to confront these operating methods with "theory", so as to draw a new personal experience in the field of Management and Marketing.