...MARKET ENTRY STRATEGY The market entry strategy framework encompasses several services that are put together to help our customers to enter a new market. These services can be delivered separately depending on your needs and stage in the internationalisation process. With our proven market entry strategy framework, we assess whether you should enter a market or not, why, and how. The strategic framework comprises 4 phases that focus on specific issues of the market entry: - Market assessment - Business case development - Implementation roadmap - Go live After each phase, based on the deliverables produced, the client will decide whether or not the entry in the new market must be pursued. Each assignment begins with a “start up” aimed at developing a complete understanding of the client organization, products and processes, as well as a finalising and initiating the project. Each element within the strategic framework will deliver strategic reports for the project sponsor and management board. Market Entry Strategy Framework This phase is the formalization of the information collected in phase I. This must be done in close collaboration with the client, since assumptions need to be validated to produce coherent figures in the financial analysis. The following sections of the analysis are used to assess: - The attractiveness of the market - The difficulties to enter in the market and the capabilities the client has to overcome them - The potential partners...
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...Market entry Strategy Glitter is a local company which is currently dealing with fashion accessories, wedding planning and advertising. The company wants increasing its sales by introducing new and modified products on the market. Executives constantly look at new market entry opportunities as a way to generating rapid growth, diversifying their portfolios, and preempting competition—and, occasionally, secretly satisfying their entrepreneurial spirit. There are various ways in which a company can enter in to market. No one market strategy works for all markets. In the case of Glitter, I suggest following strategies are the main entry options open to them. Organic Growth Organic growth strategy involves strengthening your company using its own energy and resources. This is the process of business expansion due to increasing overall customer base, increased output per customer or representative, new sales, or any combination of the above, as opposed to mergers and acquisitions. This approach to company growth is slower than others, but it has relatively low up-front costs, making it an attractive option for small-business owners as Glitter who want to expand their companies but don’t have large amounts of liquid capital. Developing your company’s strengths through organic growth can make you a stronger competitor in your industry. For instance, a company that continually devotes its profits to improving its quality-control department offers increasing value to its...
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...A market entry strategy is to plan the a method of delivering goods or services to a target market and distributing them there. when importing or exporting services, it refers to establishing and managing contracts in a foreign country.Market entry is more than examining a set of economic data. Successful market entry begins with assessing feasibility, factors such as the trends, the culture, the nature of the competition and the opportunity. There are a variety of ways in which organizations can enter foreign markets. The three main ways are by direct or indirect export or production in a foreign country. Exporting methods include direct or indirect export. In direct exporting the organization may use an agent, distributor, or overseas subsidiary, or act via a Government agency. In effect, the Grain Marketing Board in Zimbabwe, being commercialized but still having Government control, is a Government agency. The Government, via the Board, are the only permitted maize exporters. Bodies like the Horticultural Crops Development Authority (HCDA) in Kenya may be merely a promotional body, dealing with advertising, information flows and so on, or it may be active in exporting itself, particularly giving approval (like HCDA does) to all export documents. In direct exporting the major problem is that of market information. The exporter's task is to choose a market, find a representative or agent, set up the physical distribution and documentation, promote and price the product. Control...
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...accredited agent in the Country. The process of licencing, registration and incorporation is now easier and flexible. The country’s population is 161 million and is forecasted to grow at 2.553% per annum and the telecommunication industry has entered the maturity stage where the highest profit can be made. These are opportunities for our company to invest though the competition in the industry is high. There is high rate of innovation and retaliation amongst the top four GSM service providers in the market but the quality of call and internet services offered is bad and customers are complaining and considering joining the CDMA service providers like VISAFONE. We have identified this gap and seek to bridge it by giving quality service to the Nigerian people and benefit ourselves by increasing our company size of operation and consequently number of customers while making profit in the long run. Our company will be launched in 2013 and by end of 2015, we would have gotten 5% market share. If we are unable to achieve...
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...Chapter 9: Global Market Entry Strategies The need for a solid market entry decision is an integral part of a global market entry strategy. Entry decisions will heavily influence the firm’s other marketing-mix decisions. Global marketers have to make a multitude of decisions regarding the entry mode, which may include: * (1) The target product/market * (2) The goals of the target markets * (3) The mode of entry * (4) The time of entry * (5) A marketing-mix plan * (6) A control system to check the performance in the entered markets 1. Target Market Selection A crucial step in developing a global expansion strategy is the selection of potential target markets. A four-step procedure for the initial screening process: 1. Select indicators and collect data 2. Determine importance of country indicators 3. Rate the countries in the pool on each indicator 4. Compute overall score for each country 2. Choosing the Mode of Entry Decision Criteria for Mode of Entry: * Market Size and Growth * Risk * Government Regulations * Competitive Environment/Cultural Distance * Local Infrastructure Classification of Markets: * Platform Countries (Singapore & Hong Kong) * Emerging Countries (Vietnam & the Philippines) * Growth Countries (China & India) * Maturing and established countries (examples: South Korea, Taiwan & Japan) Key criteria for choosing entry modes: * Company Objectives ...
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...E-Booklet David W. Woodruff, MSN, RN-BC, CNS, CEN www.Ed4Nurses.com ©1997-2009 Ed4Nurses, Inc. 6 Easy Steps to ABG Analysis ©2003-2009 Ed4Nurses, Inc. WELCOME TO THE 6 EASY STEPS TO ABG ANALYSIS! BY: DAVID W. WOODRUFF, MSN, RN-BC, CNS, CEN Nurses often have difficulty interpreting arterial blood gases (ABGs). Confusion often begins with trying to remember many random rules and lacking a standardized approach to ABGs. In addition, nurses often attempt to analyze too many components of the ABG at the same time. The result is often confusion and an incorrect diagnosis. Therefore, the “6 Easy Steps to ABG Analysis” were developed to provide nurses with an accurate and systematic method of easily interpreting arterial blood gases. The “6 Easy Steps to ABG Analysis” are listed below for easy reference, and will be explained in more detail in the sections that follow. Lastly, examples will be presented with a systematic review of pertinent findings. The 6 Easy Steps to ABG Analysis: 1. Is the pH normal? 2. Is the CO2 normal? 3. Is the HCO3 normal? 4. Match the CO2 or the HCO3 with the pH 5. Does the CO2 or the HCO3 go the opposite direction of the pH? 6. Are the pO2 and the O2 saturation normal? In order for our analysis to be effective, notes will have to be written next to the results on our lab slip. Alternately, the ABG results can be transcribed onto another paper for analysis (see example one below for the format). www.Ed4Nurses.com 1 6 Easy Steps...
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...* Topics to be discussed: * What is International Business Environment? * Changing Pattern of International Management * Major Elements Affecting International Business * International Business Environment * The international business environment can be defined as the environment in different sovereign countries, with factors exogenous to the home environment of the organization, which influences decision-making on resource use and capabilities. * It involves three environments such as domestic, foreign and international. * Domestic environment * composed of all the uncontrollable forces originating in the home country that influence the firm’s life and development. * Foreign environment * composed of all the uncontrollable forces originating outside the home country that influence the firm. * the kinds of forces are the same as those in the domestic environment but their values often differ and changes in the values of foreign forces are at time more difficult so assess. * International Environment * interactions between the domestic environmental forces and the foreign environmental forces AND * interactions between the foreign environmental forces of two countries when an affiliate in one country does business with customers in another. * The Forces: * environment: all the forces surrounding and influencing life and development of the firm; they can be external or internal * uncontrollable (external)...
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...Case Study: The Red Bull GmbH Marketing Strategy Prepared For: Prof. Dr. Christian Schuchardt GLOBAL MARKETING STRATEGIES IMBA 2014/15 International Graduate Center (IGC) Hochschule Bremen University of Applied Sciences Prepared By: Bakaa Chkeir Sahil Sabharwal Eric Branson Smith Khandaker Nazmul Alam Table of Content Part – 1: Introduction Part – 2: Red Bull’s General and International Strategic Approach By Sahil 1-2 3-6 Sabharwal 7-10 Part – 3: Red Bull’s Branding & Segmentation Strategy By Eric Branson Smith 11-15 Part – 4: Red Bull’s BCG & ANSOFF MODEL By Bakaa Chkeir By Bakaa Chkeir Part – 5: Market entry and distribution strategy By Khandaker 16-24 Nazmul Alam 25-26 Part – 6: Bibliography PART 1: INTRODUCTION A Brief History of Red Bull from Red Bull Inspired by functional drinks from the Far East, Dietrich Mateschitz founded Red Bull in the mid 1980's. He created the formula of Red Bull Energy Drink and developed the unique marketing concept of Red Bull. In 1987, on April 1, Red Bull Energy Drink was sold for the very first time in its home market Austria. This was not only the launch of a completely new product, in fact it was the birth of a totally new product category. Today Red Bull is available in more than 166 countries and around 40 billion cans of Red Bull have been consumed so far. As of the end of 2013, Red Bull employed 9,694 people in 166 countries - compared to the end of 2012 when we had 8,966 employees...
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...Ministry of Education and Training Hoa Sen University Faculty of Economics and Commerce Intergrated Marketing Communications MARKET ENTRY STATEGIES FOR TRESEMMÉ INTO VIETNAM Lecturer: Ms. Nguyễn Trần Kiều Vân Class: MK308DE01 - 0600 Group members: Trương Phương Anh - 2006759 Võ Hồ Thanh Bình - 2008404 Đoàn Xuân Tâm Đan - 2007677 Nguyễn Ngọc Thiên Hương - 2007207 Damien Zafrani Ministry of Education and Training Hoa Sen University Faculty of Economics and Commerce Intergrated Marketing Communications MARKET ENTRY CAMPAIGN FOR TRESEMMÉ INTO VIETNAM Lecturer: Ms. Nguyễn Trần Kiều Vân Class: MK308DE01 - 0600 Group members: Trương Phương Anh - 2006759 Võ Hồ Thanh Bình - 2008404 Đoàn Xuân Tâm Đan - 2007677 Nguyễn Ngọc Thiên Hương - 2007207 Damien Zafrani 2 ABSTRACT The target purpose of this report is to build an Integrated Marketing Communications (IMC) program for TRESemmé, which is a long-standing American brand that has recently appeared in Vietnam. In this report, we focus on IMC strategic plans for creating TRESemmé’s recognition and expand brand awareness in Vietnam market. We gathered information on the Internet and using our knowledge from Integrated Marketing Communications class to complete our assignment. Thanks to the report, we have the opportunity to apply theories in real situation, learn more about integrated marketing communications and know how to plan IMC stategies for a specific brand. ...
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...2008 VIRGIN MOBILE-THINK HAT KE MARKETING PROJECT PREPARED BY:9/12/2008 September VIRGIN MOBILE-THINK HAT KE 12, 2008 Why Virgin Mobile In Indian mobile market, Virgin mobile is a unique player based on its business model and strategy. It is the only service provider which does not hold any bandwidth and mobile setup infrastructure but uses Tata Teleservices spectrum and is penetrating market totally on its branding and marketing strategy. Creating a niche brand and promoting it to specific customer segment with proper marketing has been key to success for virgin mobile across the globe. So, from marketing and customer understanding point of view, this is a very unique company to study. Understanding Virgin’s business Model Virgin has promoted itself as the brand for young India, keeping the Indian youth as its target customer segment. The idea behind targeting this segment can be found inherited in virgin’s business model. The salient features of Virgin’s business model from customer perspective are: 1) With intensive competition and reducing voice tariffs, the profit margins for voice service are decreasing day by day. So, the future profit strategy is maximizing profit margins through data services and it is youth segment which provides maximum data service revenues. 2) Future projection of increasing young and working population of India as 65% of overall population by 2020. 3) Increased use of data services in future due to technological advancements. So...
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...48 Foreign-Market Entry Strategies in the European Union Kyle Stiegert, Archie Amir Ardalan, and Thomas Marsh This study utilized intra-firm, socio-cultural, geographical-proximity, and political-stability variables to explain bimodal foreign direct investment (FDI) patterns by agri-food and beverage multinational companies into and within the European Union. A logit framework incorporated a unique-count database of firm-level investment patterns from 1987–1998. The results showed the 1992 structural changes under the Maastricht Treaty increased the probability of wholly owned FDI modes such as greenfields and buyouts. The model also found that past modal strategies of firms, language barriers, and exchange-rate volatility all correctly explained modal investment patterns. The results provide important contributions toward understanding modal investment strategies including the role of macroeconomic changes within a custom union. A popular way for a firm to secure a business presence in a foreign nation is through foreign direct investment (FDI) in production, marketing, and/or distribution facilities. Formally defined, FDI is an investment in which a multinational enterprise (MNE) acquires a substantial controlling interest in a foreign firm or in some other manner establishes fixed assets on foreign soil. Prior to 1970, multinational operations were often characterized as an exclusively American institution (Erdilek 1985). However, during the 1970s the U.S. shifted from...
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...Martin-Luther-Universität Halle-Wittenberg Juristische und Wirtschaftswissenschaftliche Fakultät Seminar Paper at the Chair of Marketing Summer Semester 2012 Market Entry Strategies in Retailing Cultural Goods. International Best Practise. Submitted by Written at Lea Valentine Frieda Steinlein Prof. Dr. D. Möhlenbruch *20.12.1989, Bayreuth Martin-Luther-Universität Matr. Nr. 210219076 Juristische und Wirtschaftswissenschaftliche Fakultät th Date of Submission: July 27 2012 Lehrstuhl Marketing und Handel 2 TABLE OF CONTENTS 1 INTRODUCTION – THE DEFINITION OF “CULTURAL GOODS” 3 2 STATE OF THE MARKETS OF CULTURAL GOODS IN GERMANY 4 2.1 GENERAL SITUATION IN GERMANY 4 2.2 ANALYSIS OF THE RETAIL SECTOR OF CULTURAL GOODS 5 2.2.1 INDEPENDENT BOOK SHOPS 6 2.2.2 INDEPENDENT MUSIC SHOPS 6 2.2.3 ART AND CRAFTS GALLERIES 7 3 STEPS TO ENTER THE RETAIL MARKET OF CULTURAL GOODS 7 4 INTERNATIONAL BEST PRACTISE FOR START-UPS 8 4.1 8 4.2 CREATING AN EXPERIENCE 9 4.3 5 “GLOCALISATION” OF CULTURAL RETAIL GOODS USING THE “WEB 2.0” 10 CONCLUSION AND CONSEQUENCES FOR START-UPS 11 LIST OF LITERATURE 12 LIST OF INTERNET WEBSITES 13 LIST OF DIAGRAMS 14 3 1 INTRODUCTION – THE DEFINITION OF “CULTURAL GOODS” Every day of our life we are encountering cultural goods and behaviour. Starting with the food we eat, the ways we communicate...
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...Dermavescent Laboratories I. Summary of Facts A. Market - Women's personal-care products 1. Methods of shaving a. Electric shavers b. Blade and razor shavers 2. Factors of shaving a. Seasons of the year b. Frequency of shaving 3. Trends in shaving a. Attitudes towards shaving b. Market size 4. Economic market a. Monopolistic Competition b. Many sellers with a range of prices B. Product 1. Dermavescent Laboratories Products a. Soft and Silky shaving gels b. Hand/Body lotions, facial creams and women’s toiletries 2. Benefits a. Core - Assist with removing hair b. Protection against skin problems and razor bumps c. Limits dry skin by using moisturizer d. Makes shaving easier by using a sticky thick cream e. Some gels are scented, which allows for a clean smell and feel 3. PLC a. Maturity Stage b. Slowed growth in sales with intensified competition C. Price 1. Retailers receive a 40% margin on the suggested retail selling price 5.5-ounce tube: $3.95 * 40% = $1.58 ($3.95 - $1.58 = $2.37) 5.5-ounce aerosol: $3.50 * 40% = $1.40 ($3.50 - $1.40 = $2.10) 10-ounce aerosol: $4.25 * 40% = $1.70 ($4.25 - $1.70 = $2.55) 2. Wholesalers receive a 20% margin on suggested retail price 5.5-ounce tube: $3.95 * 20% =$0 .79 ($3.95 - $.79 = $3.16) 5.5-ounce aerosol: $3.50 * 20% = $0.70 ($3.50 - $.70 = $2.80) 10-ounce aerosol:...
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...Illuminer, Inc. Country, Market Entry & Strategy Analysis: India & Pakistan This report has been prepared for Illuminer, Inc. a manufacturer of tablets and smartphones. Their smartphones and tablets are assembled in China and then shipped across the world. The company primarily has market share in western markets, specifically the US and across several EU countries. However, as competition is tight between smartphone and tablet manufacturers in more developed western nations, Illuminer has decided to hire KLFH, LLP to explore market potential in two countries with growing 3 and 4G networks – Pakistan and India . Both have telecom companies that have burgeoning data-capable networks and millions of subscribers that would be ripe for Illuminer’s product lines. Illuminer has also asked KLFH to specifically look at two cities for this analysis, as they would serve as test markets for their entry into the country. To this purpose, KLFH has chosen the capital of both nations, New Dehli and Islamabad, for their additional research. KLFH has completed the following country comparison and market entry and strategy analysis, detailed below. Country and City Overviews India India is a highly populous country with a population of 1.21 billion. As the world’s population increases, India still plays an important role because of the fact that India holds over 15% of the overall population in the world. India is a country that has a rather young age group with a median age of 25. Since...
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...If I were the CEO of a multi-national corporation to consider a market entry mode strategy, there would mostly be the most important question that would come up into my mind is which market entry mode strategy will give my company higher profitability and larger market share. There are lot of market entry mode strategies like direct exporting, indirect exporting, licensing, franchising, wholly owned companies, joint venture, strategic alliance etc. however, before choosing the market mode strategy, I would definitely consider the market’s existing conditions that will back me to boost up my company’s bottom line. The first question that would come up is what is the condition of the economic factors of the country that my company has to deal with? It is very clear that for every market entry strategy mode, I need to consider the existing economic issues of the country to confirm my company’s profitability and future, like its inflation rate, interest rates, income levels, currency strength, balance of trade, tax, tariff & Excise Duty, and government controls over these issues. If there is any high inflation rate or the inflation rate is unstable like Zimbabwe, no market entry mode is going to work to ensure my profitability. If there is a high market interest rate that will hamper my future business prospect, I will not consider this country to enhance my business. The income levels of the country’s residence are a significant factor to set up a price of my product and forecasting...
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