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UNIT 1
Selecting a Market Entry
Strategy
◎ Assessing Feasibility
◎ Gathering Competitive Intelligence
◎ Types of Market Entry Strategies
◎ Market Entry Considerations
◎ Trading Entry Strategies:
o Direct Exporting
o Indirect Exporting
o E-Commerce
Continued…
© 2017 FITT All Rights Reserved
Planning for International Market Entry: Making
Choices and Establishing the Route to Global Success
UNIT 1
Selecting a Market Entry
Strategy
◎ Investing Entry Strategies, Transfer-Related:
o Licensing
o Franchising
o Subcontracting
o Strategic Alliances
◎ Investing Entry Strategies, FDI-Related:
o Branch Office
o Joint Venture
o Greenfield and Brownfield Investments
o Mergers and Acquisitions
◎ Market Entry Strategies for Services
© 2017 FITT All Rights Reserved
Why Is This Important?
Risk Analysis
Cost Analysis
A critical step in determining feasibility, a number of cost analyses may be generated
using different assumptions.
• Sales strategy
FIGURE 1.2
o Resources o Investment
o Remittance o Risk
o Competition o Flexibility
FIGURE 1.2
o Wholesalers
o Distributors
o Retailers
o Consumers
Government Procurement
Continued…
TABLE 1.3
TABLE 1.3
ADVANTAGES DISADVANTAGES
• Controls over manufacturing processes • Need for significant investment in
research
• Can withdraw from market
• Errors due to lack of experience and skills
• Can obtain in-depth information
• Difficulty breaking into trade blocs
o Email marketing
FIGURE 1.2
ADVANTAGES DISADVANTAGES
o Attractive if organization has valuable IP o Entry to target market is limited
o Can enter markets that have restrictions o Terms of licence must be monitored and
o Benefit from licensee’s local market knowledge enforced
o Can avoid the use of capital o Licensee might use IP to become a
o Can maintain option to expand competitor
o Can move into several markets at once o Intensive research and planning is required
ADVANTAGES DISADVANTAGES
o Local presence without having to invest o Reputation of local partner will impact
o Avoid problems with cultural and language organization‘s reputation
differences o Requires substantial commitment, careful
o Requirements for accreditation are met by selection of partner
partner o Need for contract with effective dispute
o Partnerships often receive tax benefits mechanism
o Organizations can bid for contracts in local
market
FIGURE 1.10
ADVANTAGES DISADVANTAGES
o Simple way to establish presence o Costs could present tax or legal problems
o Supports responsive, customer demand o Property leases
o Complete control o Expensive, time consuming
o Can train staff to personal preferences o Assume responsibility for every link in
distribution chain
o Direct contact with end-users
Retail Outlets
Some organizations create a network of retail outlets. These can be either owned/operated by the
parent company or by operators with a relationship to the parent company.
ADVANTAGES DISADVANTAGES
o Provides higher sales volume, greater o Must relinquish some control
market penetration and profit potential o Can be difficult to regain funds from
o Local partners = reduced animosity o Problems related to sharing of profits: need for
carefully negotiated agreements
o Government-provided incentives
ADVANTAGES DISADVANTAGES
o Riskiest and most expensive o Investment may be substantially limited
o Must be committed to long-term o Carefully planning needed to determine best
o Investment may be welcomed, encouraged form of investment
o Well-funded organizations = opportunities to
enter new market with high level of control
o Profits do not have to be shared
Licensing Services
Franchising Services