...International Marketing Management (IBU5MKG) [pic] Title : International Marketing Plan “Monster Energy Drink” Lecturer : Mr. Mike Turner Student : Ekapon Srisittichaikul - 15996703 Kasemvit Lohitkul - 15954478 Mengxi Xu - 15999067 Hsieh Hsinng-Jen - 15942765 Yaxian Tang - 15707254 Shuqing Zhang - 15498769 Hanjie Mei - 15619403 TABLE OF CONTENT Executive summary………..……………………………………………………...............……...3 Political system……………………..…………………………...……………..…...…………….5 Legal system…………………….……….………………….................................................……7 Economic statistics and activity…………….……………...……………….........…..………….8 Geographical setting……………………………………..…...…………….…..........................14 Social environment…………...………………...........................................................................15 Cultural environment…………...………………......................................................................19 Technology…………...……………….......................................................................................22 Trading infrastructure…………...………………....................................................................24 The market…………...……………….......................................................................................27 The company………...………………………………………………………............................31 Statement...
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...Introduction The public’s awareness of sustainability promoted the emergency and growth of renewable energy power (e.g. solar PV generated power). Traditionally, SolarWorld US is the dominant player in solar industry in America. However, with the entry of Chinese companies, SolarWorld’s market share has been reduced to a great extent, leading a financial difficulty recently. SolarWorld US needs a strategic change to survive. Based on the SolarWorld USA case study, this report will briefly analyze the solar power industry in three perspectives, namely, industry-based view, resource-based view, and institution-based view to figure out the competitive advantages and disadvantages by comparing to its competitors. Accordingly, strategic actions will be put forward for SolarWorld USA, as well as for Chinese company for their survivals in US market. Industry-Based View Under industry-based view, the strategies taken by MNEs are based on the conditions within the industry the company focus on (Peng 2013). Porter’s ‘Five Forces’ framework outlines the competitive forces within an industry. Respectively, the five forces are rivalry among competitors, threat of potential entry, bargaining power of suppliers, bargaining power of buyers, and threat of substitutes (Porter 1980). On demand side, the government policy initiatives (i.e. federal tax credit) and direct injection of capital drive the growth of the industry, for both commercial and residential purposes. Additionally, the consumer’s...
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...Expansion in China Prepared for: Eric Ng Prepared by: Yin-Fei Ge 6 May 2010 Executive Summary This report forms for previous analyzing the Chinese market and recommend entry strategies for Red Bull. This report focuses on analyzing the economic, political and legal, and culture environment. By analyzing the three environments one by one, some outcomes have been found and entry strategies are recommended. Major outcomes are: a. China has perfect market for Red Bull expansion. b. China has a lot of methods for transport the products. c. China’s political system and legal system are different from international political and legal system. d. China has a unique culture background. In addition, entry strategies have been formed for aim at outcomes. The strategies are: a. more selling with low price. b. Reduce the cost of transport cost. c. Create good relationship with government. d. Expansion with study the host country’s culture. Recommendations have been made that, if implemented, should help Red Bull achieve on expansion to China. TABLE OF CONTENTS Item Executive summary 2 1. Introduction 4 2. Background 4 3. Market Analysis 4 1. Economic Environment 4-5 2. Political and Legal Environment...
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...knowledge of applications has founded the corner stone of the company. Iron Pump is situated in Herlev, near Copenhagen and has around 100 employees. Iron Pump has an annual revenue exceeding EUR 18 million (Iron Pump, Company). With an ambitious growth strategy and full capability of competing globally, Iron Pump seeks continuous global growth in the future (Iron Pump, Company). In 2003 Iron Pump entered the Chinese market by establishing a representative office in Shanghai (Interview, Iron Pump). This report will focus on expansion of Iron Pump into the Chinese market, but why China? Firstly, with an expected GDP growth exceeding 7,5 percent in 2013, the Chinese economy is steadying, showing new signs of stabilization after a 2 year period of cooling due to the global financial crisis, hindering further globalization of new markets (Reuters, 2013). Secondly, from a more market-oriented point of view for Iron Pump, it is critical that the great majority of the Chinese pump market is driven by centrifugal pumps. In 2011 it accounted for 50.56 percent of the total market revenue reaching USD7.28 billion. Additionally, this trend is expected to increase and reach USD10.20 billion by 2015, a 10,67 percent...
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...Assignment #1 DANONE’s entry in China The article. Danone's quick expansion in China By Shangguan Zhoudong (chinadaily.com.cn) 2007-06-15 Brief introduction Group Danone is one of the most famous food and beverage groups in the world with its headquarters in Paris and 90,000 staff members worldwide. Group Danone is a Global Fortune 500 company with a long history and large size. Danone develops its business across over 120 countries focusing on three core categories: fresh dairy products, biscuits (in which it ranks second worldwide) and beverages (in which it ranks first worldwide). Founded in 1966, Danone has followed an active expansion strategy throughout the world since the 1990s. In less than 40 years, Danone has become a giant of the food industry, owning many famous international brands such as Danone, LU, Evian, and more. Since the end of the 1980s, Danone began to develop the production and business in China extensively by investing in building factories. Now, the main business of Danone in China concerns yogurt, biscuits and beverages. Danone has 70 factories in China, including Danone Biscuits (in Shanghai, Suzhou and Jiangmen), Robust (in Guangzhou), Wahaha (in Hang Zhou), and Health (in Shenzhen). The products are not only sold in China, but also exported to different countries. Four brands under Danone Danone: the leading brand worldwide for fresh dairy products; Danone represents almost 20 percent of the international market. Danone is present...
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...De Montfort University In partnership with Niels Brock, Copenhagen Business College BA (Hons) Business Administration. Market analysis of Chery automobile Submitted by: Resham Dhakal instructor : Ian choo Student No. P11016315 (CORP eve) Date: 2011-11-14 1 Introduction The main propose of this preliminary project is to analyses the present situation of Chinese automaker ‘Chery Automobile Co. Ltd. In order to analyses the present situation, we mainly focus on its internationalization process, its domestic market as well as international market, and its strategy of growth. And it is supported with different theories such as SWOT analysis, PEST analysis, Porter 5 Forces, 4Ps. 1.1 Chery at a Glance Chery is one of the Chinese fast growing state owned enterprise founded on 1997.with a capital of CNY 3.68 billion, and its first car came on a production on 1999. At present Chery owns for sub-brands, chery, karry , Rilich and rely. Currently Chery has 16 different module in maket and it possesses an annual production capacity of 900,000 automobiles. (Chery) . With the strategy of ‘Going out’ Chery become the first Chinese automobile company to export its production in overseas, including more then 80 countries. It offers cars, sedans, SUVs, and mini-vans on its different segment. Source – Chery International Co. ltd This figure show that, the total sale of Chery automobile is been increasing in every year, in the year 2008 its sale...
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...thermal market race | | European market is changing, your customers are backward integrating into your own business, the Chinese are dominating through price dumping and while your lobbying efforts are admirable, do you really think it is enough to put the Chinese dragon to rest? Emerging markets show high potential particularly due to your tremendous efforts in landing the KSA tender and establishing a track record in the region. Your white label products got you so far but is it still the right approach in these changing times? Especially when the middle men are pocketing up to 82% between themselves, leaving you with a modest 10% margin. 1. PROBLEM: What is the main (underlying) problem/opportunity in this case? | In the face of the intense pressure from competition, whether it be the Chinese price dumping strategy or the new threat from the backward integration of heating companies, and the inefficiency of the current distribution chain via plumbers and installers that is hiking up the cost, KIOTO Group has to decide whether it is enough to rely on their technological and quality advantages, this requires a deeper look into what kind of product(s) to focus on and who is their customer really (wholesale vs retail) and where is this customer located in order to establish a strong competitive position that will generate a strong market share and sustained sales and profit growth. | 2. ISSUES: What are all of the issues relevant to this case? | * Chinese are...
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...Xiaoping introduced the term of “Socialist Market economy” to describe Chinese economy and in 1993 the term was added to the Constitution, which means that socialism was still the basis of the economical system but that the State also protected the market economy from now on and therefore was ready to go international. This essay will discuss to which extent 1993 was the changing year for China’s international economic relations. Naughton (2007) refers to the 1990s reform in China as a “reform with losers” meaning that at this point, Chinese economy was moving towards a transformation to capitalism. They started to strengthen the institutions of market economy and began to privatize the State sector. The State-owned Enterprises (SOE) reform - specifically the “grasping the big, letting go of the small” strategy - was aimed to improve the efficiency and corporate governance of the State companies by keeping the key resources (such as infrastructure construction, telecommunications, financial services, energy and raw materials) (GENG, X., YANG, X. and JANUS, A. 2009) and the big companies and let go the smallest ones, leaving space for private and international companies to implement their selves. At the macroeconomic level, the SOE reform can be seen as a strategic adjustment of the nationalised and centralised economy towards a more market-oriented economy; at the microeconomic level, the reform is intended to transform the Chinese SOEs into modern corporations in order...
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...in the world. The country's per capita GDP (PPP) was $7,544 (International Monetary Fund, 94th in the world) in 2010. The provinces in the coastal regions of China tend to be more industrialized, while regions in the hinterland are less developed. As China's economic importance has grown, so has attention to the structure and health of that economy. China’s population can be divided into roughly 3 parts: farmers (about 700-800 million), rural migrants (150-250 million) and urban residents (250-350 million). Demographically and politically, China’s rural sector is the most important. The Chinese Communist Party owes its initial success to rural residents; Mao Zedong depended heavily on soldiers from rural areas in his battles against both the Chinese Nationalists (Kuomintang) and invading Japanese soldiers. Biggest Challenges to China’s economy Since 1978 the Chinese economy has maintained economic growth at an average of nearly 8%. By western standards this is remarkable. The UK, by contrast, has grown at an average rate of 2.5%. However, despite the impressive figures there are many serious economic problems resulting from economic growth. 1. Pollution/ Environmental Degradation/ Corruption/ Massive internal migration/ bureaucracy The growth rate combined with a population of over 1 billion in China has caused serious environmental problems and in many industrialized cities. Some of the serious environmental problems are the worsening acid rain, water pollution...
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...Based on the information presented in the case: 1. Discuss AB Electrolux’s ability to develop global initiatives to reduce costs and increase the speed and precision of product development? 2. How can AB Electrolux compete with local Chinese consumer manufacturers? 3. What are the advantages of shifting manufacturing to low cost regions? 1. Electrolux’s ability to develop global initiatives to increase efficiency and cut costs began in the early 2000’s. Through the implementation of a production-restructuring program, they managed to reduce overall energy consumption as well as reduce costs by relocating its facilities to low-cost countries. By repositioning their location of manufacturing plants, Electrolux was able to reduce the cost of goods sold specifically in the appliance sector. By opening up a global market and implementing factories in low cost countries such as Mexico and China, they managed to save money in both the manufacturing and delivering processes. 2. In order for AB Electrolux to compete with local Chinese consumer manufacturers it must find a way to meet that demographics’ needs. Price must be within range of its competitors and quality has to correspond as well. It is key to understand your target market to the fullest in order to manufacture something that won’t gather dust on the shelf. Even though income in this region is increasing, that doesn’t necessarily mean that the purchasing power...
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...RESOURCING THE FUTURE WHO WE ARE About Us BHP Billiton is the world’ largest diversified natural resources company, with a network of 100,000 emploees and contractors in over 25 countries, and is involved in over 100 operations. Our organization is an Australian based company created through the dual listed companies merger of BHP Limited and Billiton Plc in 2001. We pursue a strategy of developing a diversified portfolio of quality ‘tier one assets’ including Steelmaking products, Nonferrous products, Energy products. 10,000 employees and contractors profits of $13 billion (June 2010) world’s largest mining company measured by revenue world's third-largest company measured by market capitalization – value of $165 billion (June 2010) WHY CHINA & POTASH Mining industry potential China is rich in natural mineral resources and are widely deposited throughout all provinces. In fact due to the industry and the construction sector, China’s natural resources account for 48.6% of China’s GDP. However the lack of adequate, advanced technologies, hinder the development of the mining industry and as a result, most of China's mineral potential remains unexploited. An abundance of non-metallic mineral deposits China is one of the few countries in the world that contains a wide range of non-metallic mineral deposits. China has vast quantities of over 5000 non-metallic mineral reserves, one of which is Potash. China has a great demand for natural resources After...
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...Legal: 4 Environmental: 5 Technological: 5 SWOT analysis 6 Strength: 6 Weakness: 6 Opportunities: 7 Threats: 8 SWOT integrations: 9 Entry Mode and Analysis: 10 Marketing strategy 12 Product: 12 Promotion: 13 Place: 13 Price: 13 Public relations: 13 Reference: 14 Introduction China is the second leading economy entities in the world, and still remains a high GDP growth rate in recent years (BBC, 2011). Along this high economy development rate, there would be lots of opportunities for RBS to develop its business in china, and this report is to analyze china’s macro marketing environment and evaluate opportunities for RBS entering china. This report consist of four parts: PESTEL analysis, SWOT analysis followed by entry modes and marketing strategy. PESTEL analysis Political: Before china’s new leadership Xi Jinping come to power, china issued several positive financial reforms include: increase foreign debt quotas, relax QFII (Qualified Foreign Institutional Investors) scheme entry requirement and loosen policies toward equity investment holdings for foreign companies. (Leung and Yung, 2012:12). After Xi Jinping taking control, he accelerates financial reforms and introduces series of economic liberalization initiative at the CCD’s Third Plenum 2013 which promised gradual retrenchment of Chinese state’s visible hand (Sung, 2013). One of the most representative reforms is the plan to develop Shanghai as an International Financial Center (IFC)...
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...1.0 Introduction The Gold Coast is located in the southeast corner of Queensland which is 70 kilometers from the capital city of Queensland- Brisbane. As one of the most popular tourism destinations in the world, the Gold Coast has unique natural resources such as 70 kilometers of beaches, hinterland and rain forest as well as world-class tourism facilities such as theme parks and accommodation. More than 11 million people visit the Gold Coast every year (Gold Coast Destination Tourism Strategy 2012 – 2016). Therefore, the accommodation sector plays an important role in the local economy. According to Gold Coast a Destination Management Plan (2005), approximately 5% Gross Regional Products were generated by the Gold Coast accommodation sector in 1999. This report will firstly describe the 5-star hotel industry on the Gold Coast. Then, a PESTE model and Porter’s Five Forces model are utilized to examine the broad environment and the task environment of the five-star accommodation sector on the Gold Coast. These are used to identify threats and opportunities and also to evaluate the potential profitability in the industry. At last, three strategic issues that are currently encountered by the industry are addressed and a series of strategies are formulated. 2.0 Industry Description According to a Tourist Accommodation Data Sheet (2010), there were 26 hotels and resorts, and 98 service apartments on the Gold Coast in 2010. Among these accommodation, there are approximately 15...
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...Industry Structure: Fragmented Product Differentiation: Generic Technological Change: Slow (Long Product Life Cycle) Product/ Service Technology: High Switching Costs Location: Global Product Life cycle: Maturity stage. The maturity stage is identifies in the mass distribution of crude oil, less product differentiation, overcapacity, lower labor skills in developed countries, & the increasing stability of manufacturing process. General information related to Value Chain * A firm is profitable if the value it commands exceeds the costs involved in creating the product. Creating value for buyers that exceeds the cost of doing so is the goal of any generic strategy. * Value activities can be divided into two broad types; primary and support activities. * Primary – activities involved in the physical creation of the product and its sale and transfer to the buyer as well as after sale assistance. In relation to this case the primary value activity would be the vessel. (Inbound logistics, Operations, Outbound logistics, Marketing & Sales, Service) * Support – activities support the primary activities and each other by providing purchased inputs, technology, human resources and various firm-wide functions. (Human Resources Management, Technology development, Procurement) Porter's 5 Forces Analysis 1. Threat of New Entrants. Economies of Scale/ Government Policy The threat of new entrants is high. New Entrants like Brazil, South Korea...
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...internationalizing its R&D, manufacturing, distribution, services, etc. Internationalization Strategies * Focused on difficult markets first-enter the difficult developed market first. This will allow Haier way to develop highest quality standards since the requirements in the developed market are very tough and not easy to meet. * Staff with locals who have worked multinational/top brand. Use local people and local thinking to satisfy the needs of the customers. * Utilized speed and differentiation approach. Haier paid close attention to consumer needs in overseas market and made modifications to meet them. Focuses on minor details (e.g. freezer with a separate compartment for ice scream). * Rapid product development which was facilitated by its eight design center * To manufacture quality products and sell it at a premium price * Offered what the developed market didn’t have. Going Global- The EU Market Objectives Given the fact that Europe is one of the most mature and developed markets in the world and having a foothold in the European market will mean not only a global recognition of the quality of Haier products and services, but also and more importantly, the brand recognition of Haier in one of the most fiercely contested markets. Another advantage of establishing strong presence in the European market is that Europe...
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