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By: Zoltan SZABÓ PhD MBA associate professor Szent István Univetsity Gödöllő Hungary

D oing business in Hungary and market information. Distribution – selected cases and examples from the food market. International marketing: A Visegrad Perspective. By: Zoltan SZABÓ PhD MBA associate professor Szent István Univetsity Gödöllő Hungary. Let’s Get Started - Class #1.

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By: Zoltan SZABÓ PhD MBA associate professor Szent István Univetsity Gödöllő Hungary

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  1. Doing business in Hungary and market information Distribution – selected cases and examples from the food market International marketing: A Visegrad Perspective By: Zoltan SZABÓ PhD MBA associate professor Szent István Univetsity Gödöllő Hungary

  2. Let’s Get Started - Class #1 What is Marketing? …and Why is marketing too important to leave to the marketing guys

  3. Let’s start by getting on the same page about marketing

  4. Marketing Is About How You ‘Go To Market’ • It lives and breathes with every customer interaction because it understands what drives customer value • It must be activated 360 degrees and at every relevant customer touch point to be meaningful • It’s an investment in the company’s long and short term success that must be applied no matter what is going on with the economy at any given time • It’s about changing the dialog from internal focused to customer focused

  5. Clear enough. So what’s standing in our way?

  6. Efficient Routines or Growth Inhibitors? Most businesses are managed by a system of routines based on past experience These routines can often lead to lazy management and lazy marketing The same routines lead to the same ideas, that lead to the same solutions – a downward spiral

  7. Steps Signs of Good Management Tasks of Strategic Management On-going vs. Start-Stop Performers of Strategic Management

  8. Understanding a company’s strategy I. • Actions and approaches that define a company’s strategy: • Planned actions and initiatives • Actions that diversify the company’s revenue base and enter new industries and businesses • Actions that strengthen the company’s resource base and competitive capabilities

  9. Understanding a company’s strategy II. • Actions and approaches that define a company’s strategy: • Actions that define how the company manages R&D, production, sales&marketing, finance and other functions • Actions that capitalise new opportunities or defend against threats • Actions that form strategic alliances and collaborative partnerships

  10. Understanding a company’s strategy III. • Actions and approaches that define a company’s strategy: • Actions to merge/acquire a rival company to strengthen its position • Actions to alter geographic coverage • Moves to react and respond on changing external circumstances

  11. BCG matrix ? 20% Market growth rate 10% Cash Cows Dead Dogs 0% 0.1x 1x 10x Relative market share

  12. Startegic management #2 By: Zoltan Szabo PhD

  13. The external environment • Economic • Demographic • Political/Legal • Technological • Global • Sociocultural

  14. Porter 5 • Threat of new entrants • Rivalry among competing firms • Threat of substitute goods • Bargaining power of buyers • Bargaining power of suppliers

  15. Competitor analysis components Future objectives Current strategy Response Assumptions Capabilities

  16. Tangible resources

  17. Intangible resources

  18. Conditions affecting managerial decisions • Uncertainty • Complexity • Intraorganisational conflicts

  19. Capabilities II. • Effective organisation structure • Design and production skills • Reliable products • Product and design quality • Innovative technology • Development of sophisticated control solutions

  20. Capabilities III. • Rapid transformation of thechnology into new products and processes • Digital technology

  21. Exponential MarketingThe New Trabant • Destination Planning • Value Diagnostics • Brand Strategy • Fully Integrated Communications

  22. Target Group… Are the ones that are…

  23. Frame of Reference The New…

  24. Point of Difference that makes you feel that…

  25. Support by making the world by your own way…

  26. AD 

  27. Risks Competitve risks of Cost Leadership Strategy Competitve risks of Differentiation Strategy Competitve risks of Focus Strategies Competitve risks of Integrated Cost Leadership Strategy/ Differentiation Strategy

  28. Case study Buda Castle Wine Festival

  29. Case study Buda Castle Wine Festival

  30. Festival visits in numbers

  31. Distribution of the sample by gender

  32. Distribution of the sample by age

  33. Thank you for your attention!

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