Business

PART S IX

cases 4 DEVELOPING GLOBAL

MARKETING STRATEGIES

OUTL I N E OF CA SE S

4-1 Tambrands—Overcoming Cultural Resistance

4-2 Iberia Airlines Builds a BATNA

4-3 Sales Negotiations Abroad for MRI Systems

4-4 

National Office Machines—Motivating Japanese

Salespeople: Straight Salary or Commission?

4-5 AIDS, Condoms, and Carnival

4-6  aking Socially Responsible and Ethical Marketing

M

Decisions: Selling Tobacco to Third World Countries

4-7 

The Obstacles to Introducing a New Product into a

New Market

4-8 Mary Kay in India

4-9  didas Battles Allegations of Shirking Responsibility

A

to Workers

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CASE 4-1 Tambrands—Overcoming Cultural

Resistance

Tampax, Tambrands’s only product, is the best-selling tampon in

the world, with 44 percent of the global market. North America and

E­ rope account for 90 percent of those sales. Company ­arnings

u

e

dropped 12 percent to $82.8 million on revenues of $662  million.

Stakes are high for Tambrands because tampons are basically all it

sells, and in the United States, which currently generates 45 ­ ercent

p

of Tanbrands’s sales, the company is mired in competition with such

ri­vals as Playtex Products and Kimberly-Clark. What’s more, new users

are hard to get because 70 percent of women already use tampons.

In the overseas market, Tambrands officials talk glowingly of

a huge opportunity. Only 100 million of the 1.7 billion eligible

women in the world currently use tampons. In planning for expansion into a global market, Tambrands divided the world into three

clusters, based not on geography but on how resistant women are to

using tampons. The goal is to market to each cluster in a similar way.

Most women in Cluster 1, including the United States, the United

Kingdom, and Australia, already use tampons and may feel they

know all they need to know about the product. In Cluster 2, which

includes countries such as...