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Go Global or No

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Case Commentary

Should DataClear go Global?
With around $500,000 and two driven associates, Greg launched DataClear in about six months and secured immediate customers. DataClear is at its core a software company with an untapped niche demand for data mining financial and telecommunication industries. It is entirely plausible for another group of very smart individuals with a bit of start-up capital and a vision to give DataClear a run for their money. Thus, Greg must captain his company to strategically grow and secure their dominance, build brand recognition, become a formidable incumbent and accumulate capital in order to fight off potential challengers. Going global is a game-changing decision that can offer DataClear a direct path to achieving substantial growth and establishing security ahead of the evolving nature of technology. As a small business of less than 40 employees, DataClear’s manpower resource is likely to be stretched. His executive team certainly appears to have the will and drive to take on this global initiative, but that might not be true for his rank and file workers. Greg’s global penetration strategy should be staged, with each phase building upon the next. Only in the final phase should DataClear focus on international sales.
Phase 1: Implement a support oriented operations abroad. Software and engineering in general are highly valued skills overseas, especially in Asian countries. Talented and highly educated individuals are widely available at very cost effective wages. Many countries take pride in their night shift workforce that revolves around US time zones and are fluent in English. DataClear can build engineering and development support for the new products that they’ve wanting to start on. Greg can grow his customer service group, support his finance department, and even augment his sales and marketing staff

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