10/3/2019 Clover Pakistan

Strategic Analysis Report

Umais Ahmad
VR5
Contents
Executive Summary................................................................................................................................. 2
Introduction ............................................................................................................................................ 2
PESTEL Analysis ....................................................................................................................................... 3
Political analysis ...................................................................................................................................... 3
Economic ................................................................................................................................................. 4
Technological .......................................................................................................................................... 5
Environmental ......................................................................................................................................... 6
Legal ........................................................................................................................................................ 6
Opportunities .......................................................................................................................................... 7
Threats .................................................................................................................................................... 7
Market-Entry Options ............................................................................................................................. 8
Strategic alliance ................................................................................................................................. 8
Merger and Acquisition ...................................................................................................................... 8
Foreign Direct Investments ................................................................................................................. 8
Licensing.............................................................................................................................................. 9
Buying a Company .............................................................................................................................. 9
Recommended entry option ................................................................................................................... 9
Market segmentation and targeting ..................................................................................................... 10
THE DEMOGRAPHIC STRATEGY......................................................................................................... 10
THE GEOGRAPHICAL STRATEGY ........................................................... Error! Bookmark not defined.
THE PSYCHOGRAPHIC STRATEGY ...................................................................................................... 11
THE BEHAVIORAL STRATEGY ............................................................................................................. 11
Porters generic strategies ..................................................................................................................... 12
Overall cost leadership strategies ..................................................................................................... 12
Differentiation Strategy .................................................................................................................... 12
Focus Strategy ................................................................................................................................... 12
Competitive advantage ................................................................................................................. 13
Conclusion ............................................................................................................................................. 13
References .......................................................................................................................................... 14
Executive Summary

This report has explored environment of UAE through PESTEL (Political, Economic, Social,
Technological, Environmental, Legal) factors analysis in relation to the entry of new
automotive parts and accessories company. This report presents identified issues, through
different mediums of market segmentation and strategic analysis. The report indicates a
growth of automotive sector in the UAE, with the increasing population and more buying power
enabling people to spend extra on cars, their modification and services. Clover Pakistan is
expected to create job opportunities in UAE by hiring professional and highly trained staff. The
strategies and to enter the market and to distinguish the product have also been discussed in
detail. Moreover, Clover Pakistan is assumed to buy or acquire a company in UAE and follow
the legal factors to acquire the opportunity of tax exemption from government. It is suggested
that Clover can cooperate with the automotive parts and accessories firm already present in
the UAE in order to make its mark in the country as quickly as possible. In addition, the 2020
Dubai Expo and car trade seminars have also been identifying where Clover can contribute
and engage actively. Finally, Clover may use the insights provided to define and develop
strategies to work and operate in the UAE.

Introduction

The report will cover recommendations and aspects of the potential landscape that awaits an
automotive parts and accessories business in the UAE. Auto Accessories include car wax,
car shampoo, foamy cleaners, anti-rust lubricants, breaks and parts cleaners, air
fresheners, windshield cleaners, oil filters, air filters, brake pads, seat covers and car
gadgets among many things. According to The Gulf News, the UAE automotive sales will
hit positive percentage in 2019 for the first time in last 5 years. The aim of the report is to
evaluate the political, economic, social, technological, environmental, and legal factors in UAE
which are likely to affect business of Clover Pakistan. The report also has the scope to
recommend suitable market entry strategies and target market to focus on in order to be
successful in UAE. Additionally, this report will also cover the automobile industry in UAE, and
as to how it is essential for this business to understand that as well.
PESTEL Analysis

The modern globalized world has completely transformed the way people, cultures, nations
and governments used to attract with each other. It has opened new doorways for potential
sharing of knowledge, industry, technology and health among other things between people.
This brings huge chunk of economic activity in the regions making it clear that business
opportunities in foreign countries are now more than ever before. To study these factors,
pestle analysis is widely used to determine strategy, potential and growth before entering the
said market (Perera, R. 2017).

PESTEL is an acronym for Political, Economic, Social, Technological, environmental, and

legal forms of analysis. PESTEL is an analytical tool used by marketers and management to
evaluate external environment in which a company exists. PESTEL analysis has mainly two
basic functions for a company. Firstly, it allows the company to pinpoint the circumstances
within which the company operates. Secondly, it provides figures, statistics and knowledge
that will enable the company to predict situations and circumstances that it might encounter in
future (Yuksel, 2012).

Based on this analysis, opportune and befitting strategies can be proposed to the company
so that it is able to run a successful business. The market for the Automotive parts and
accessories in UAE would be assessed with the help PESTEL elements. The scope of Clover
in UAE would be judged on the elements of the study and recommendations would be
provided.

Political analysis

The U.A.E. has a special political framework in that it unites both customary and cutting-edge
structures that have empowered the nation to keep up awesome political soundness. The
mere range of stability indicates good growth opportunities in the UAE political arena.
Consequently, each of the 7 Emirates themselves have individual governmental
organizations, allowing for flexible management across the country and provides great
environment for business. The country is expected to benefit from the stable and harmonious
industrial relations. Currently, the government issued a recent legislation for foreigners
entering the country are permitted with the ownership rights up to 100 % for companies set up
within the country (Bloomberg, 2018), creating an attractive initiative by the government to
attract and retain businesses. This indicates that the country aims at long term growth prospect
of the technological sector within the economy of UAE. Hence, supporting the view point to
setup a profitable business venture for Clover Pakistan to enter UAE in terms of the political
landscape.

Economic

The economy of the United Arab Emirates is the second largest in the Middle East (after Saudi
Arabia), with a gross domestic product (GDP) of USD 414 billion (AED 1.52 trillion) in 2018
(En.wikipedia.org, n.d.). Over the decades, the UAE has started to look for additional
sources of revenue because of their reliance on oil and that is why the UAE now also has one
of the highest amounts of Foreign Direct Investment in the region. This led them to make and
implement policies which made it very easy for foreign investors and companies to come into
the UAE and operate their businesses. In particular, the new monetary ventures are focusing
more on various industries and indicate more divisiveness in the coming future.

The automotive parts and accessories industry are growing exponentially in the recent years
due to the buying power of the people, more and more vehicles on the roads coupled with
obsession for modification and accessories. It is reported that the UAE will continue to be one
of the most robust automotive markets in the Middle East thanks to factors such as low fuel
costs, low import tariffs, high per capita disposable income, and a favourable tax regime
(Export.gov, 2019). Therefore, Clover Pakistan would add value by entering UAE as it would
be able to create job opportunities for the local citizens within the nation, and source
competent talents to run the business and potential projects.

Social

Globalization has brought people from different background and cultures and turned UAE into
a very diversified society. The UAE has the 7th highest net migration rate in the world at 12.36
(Worldpopulationreview.com, 2019). The market is influenced deeply by the socio-cultural
forces. The automotive industry is also affected by the changing socio-cultural trends and
people’s preferences. Vehicle makers have to adopt to these forces as well as the parts and
accessories manufacturers. Businesses need to get acquainted with the high levels of diversity
in the UAE, as well as with underlying cultural norms and expectations, if they want to start,
grow and manage successful operations (DOBROVOLSKIJ and FREYNHOFER, 2019). The
UAE Government grants great freedoms to businesses in commercial questions. Maintaining
very clear rules for all players in the economy and maintaining the Government’s sovereignty
in steering the country and maintaining its cohesion, however, is of paramount importance to
the leadership. Businesses and organizations also need to understand these rules of the
game. The business discussions and the gatherings with the Arab customers are thought to
be casual. The discussions are accepted to be obliging and they are required to begin from
enquiring about the family or notwithstanding examining about the atmosphere. It is normal
that Clover Pakistan will profit by these variables to direct its business effectively in UAE,
thinking about the differing populace, and modernized social orders.

Technological

Innovation identified with automotive accessories has been as of late presented and implied
by the UAE Automotive sector. The increases Focus on electric vehicles, low emission cars
and beneficial accessories to make driving safe by the UAE government has shown great
promise. Innovations are likewise developing at a fast pace, hence distinguishing a market fit
and producing benefit for the organizations looking to place themselves in the market.

Furthermore, out of the all-out populace of 9.58 million out of 2015, 8.81 million have been
considered as internet users. The UAE eCommerce Summit is the first portion of another
yearly occasion that tries to highlight the most recent developments in the eCommerce
segment that are advancing a computerized economy in the UAE. The occasion will assemble
government substances, eBusiness, eCommerce, retailers, eMarketer’s, SME and industry
pioneers, specialists and business visionaries to talk about and highlight the most recent
improvements in this sector. The increasing use of Car Dash Cam, Car Jump Starter, portable
Tire Pressure Monitoring System. GPS Tracker, Bluetooth In-Car Speakerphone and Hand
Vacuum among many other accessories demonstrates that how clover can place their product
in the market by efficient and effective use of the technology.
Environmental

The UAE government has emphasized largely on providing a clean and sustainable
environment for businesses to work in. This helps in consistent growth of economy which
allows more and more organization to enter the market. In the past few years, it has been
observed that the UAE has come a long way in meeting the challenges of energy and climate
change, under the framework of Vision 2021 and the strategic plans of each emirate. The UAE
has built the enablers which correspond to the sustainable development goals (SDGs) set out
by the United Nations for 2030. In addition, the UAE committed more than USD 840 million
(AED 3.1 billion) to renewable energy in more than 30 countries (Government.ae, 2019). The
government expects businesses relating all sectors to adhere to these policies and create
renewable energy for long term sustainability. In that regard, the new entrants have to comply
with environment protection laws before opening their business and are expected to contribute
their fair share to achieve balanced environment. Thus, this is not a hurdle for clover Pakistan
in any way but an opportunity bestows their best intentions for the preservation of the
environment.

Legal

Businesses have to comply by all the major legal factors before they can obtain commercial
trading and operating licenses. This also includes the professional, labor and industrial
licenses to operate at full capacity. Free zones involve the regions organized by the
Government to encourage businessmen and investors to conduct business in specific areas
such as Hamriya Free zone, Dubai Airport free zone and TwoFour54 Abu Dhabi with exclusive
privileges and incentives for international investors (Government.ae, 2019).

These free zones shall help the company to provide and distribute products and accessories
in low cost regions and areas. It is important for the company to develop business entity in a
region that should follow the procedures and regulations in free zone (Government.ae, 2019).
Before starting the formal operations, it is important for the management to know that legal
environment of UAE is often subjected to the changes, mainly because of the frequent efforts
of local government to enhance the environment of international business. It has been
reported in the Doing Business report of World Bank 2019 that it takes as little as 5-15 days
to start up a new enterprise in UAE. Therefore, the company does not have to wait too long
for laying down the foundation of Clover accessories and parts. Moreover, there are other
benefits offered to the companies such as 100% tax exemptions on the import and export and
also exemption from the corporate taxes for 15 years which can be renewed for another 15
years (Alrashdan and Almujamed, 2017). Clover Accessories is assumed to establish its
business as a limited liability company in Dubai and abide by the government regulations so
as to obtain the facilities of tax exemptions.

Opportunities

Currently. There are very few hindrances to exporting auto parts and accessories into the UAE
in light of the information gathered and discussed above. Being the second richest Muslim
country in the world, it is imperative that Pakistani companies generate as much advantage
as they can through exports and conducting business in the UAE. Moreover, Aftermarket parts
and accessories for off-road vehicles and SUVs have good potential in the UAE. In a recent
report publishes by Dubai customs Dubai traded 2.1 million tonnes of auto parts and
accessories worth $10.3 billion in 2018, a 32 percent increase in value of what the Emirate
traded in 2009 (US$7.8 billion) (Gulftoday.ae, 2019). Given high disposable income levels
and an interest in classic, modified and luxury vehicles, demand for specialty performance and
appearance products is likely to continue growing. Clover auto parts and accessories providing
tuning and high-performance parts and kits, steering, suspension, and brake components and
parts to the UAE market has great potential.

Threats

Recently, the rising cost of living in the UAE due to 5% tax on different products is putting
pressure on sales and could lead to decline in the market share of parts and accessories,
which have led to growth in recent years. Also, the increase in job losses are reducing the
potential size of the market. In addition, the difficulty to find skilled local labor puts on the
burden of sourcing talent from foreign countries. Growing public transport network could trim
long term growth slightly. With the increasing options for public transport, particularly the Dubai
Metro, authorities hope that 30% of the population will use the metro by 2020 (DEVISE A
SUITABLE MARKETING STRATEGY TO BUILD CUSTOMER EQUITY BY ENHANCING
CUSTOMER VALUE, 2019). While plans to develop bus routes and a railway exist in the
Northern emirates, moving residents onto public transport is a long-term project and can have
a substantial impact on the passenger car market and subsequently on the parts and
accessories market in the future.

Market-Entry Options

Strategic alliance

Strategic alliances have become cornerstones for firms in recent years to achieve enormous
growth. It’s the type of market entry option where two companies combine their respective
resources, capabilities, and core competencies to generate mutual interests in designing,
manufacturing, or distributing of goods or services while existing independently. It also enables
firms to improve their efficiency, innovative capacity and share investment risks with partner
firms (Tjemkes, Vos and Burgers, 2012).

Merger and Acquisition

The merger and acquisition mode are also considered when entering a foreign market.

The acquisition approach states where one company completely takes over the operation
and controls of the other company to expand its business. It is beneficial if the company
acquiring the other company is already a global player and has its footing set in the foreign
market,

The merger approach states where two firms combine to exist as one strategically but not
in completion. Also, the merger-based approach requires a complicated assessment of the
relevant product and geographic markets, each of the partners' share of those markets, their
competitors market shares, their experience in that said market and any increase in market
concentration resulting from the transaction. Those determinations are in fact intensive and
time consuming, and their outcome is difficult to predict.

Foreign Direct Investments

The FDI is selling directly into the market chosen providing that the entity owns sufficient
resources. Many companies, once they have established a sales program turn to agents
and/or distributors to represent them further in that market. Agents and distributors work
closely with representing their interests. They become the face of the company and thus it is
important agents and distributors are handled in much the same way they would hire a key
staff person.

Licensing

This is one of the more sophisticated mode to enter a new market. The firm transfers the the
rights to the use of a product or service to another firm. It is a particularly useful strategy if the
purchaser of the license has a relatively large market share in the market they want to enter.
Licenses can be for marketing or production as well.

Buying a Company

It is widely believed that in Asian and middle eastern markets, buying an existing local
company may be the most appropriate entry strategy. This may be because the company has
substantial market share, are a direct competitor or due to government regulations. It is
certainly the costliest and determining the true value of a firm in a foreign market will require
substantial due diligence. On the plus side this entry strategy will immediately provide the
status of being a local company and one shall receive the benefits of local market knowledge,
an established customer base and be treated by the local government as a local firm.

Recommended entry option

Clover Pakistan should adopt the strategy of buying another small automotive accessory firm.
This will enable it to conduct its operations in a speedier way and gain quick recognition in the
local market as new competitor. This is also because of the fact that a report published by
Global research company Aranca, reveals that Dubai’s automotive aftermarket was valued at
$15bn (AED55bn) in 2018, with number projected to hit $18.5bn (AED68bn) by 2023 (Warrior,
2019). That way, clover Pakistan can quickly enhance its products and services to cement its
footing in the market and gain advantage of impending boom in aftermarket parts and
accessories as quickly as possible. Moreover, the 100% ownership agreement (Bloomberg,
2018) and free trade zones and Corporate tax and customs duty exemption on imported raw
materials and equipment coupled with No levy on exports and importswould help immensely
if the recommended strategy is applied carefully and effectively. Additionally, Automechanika
Dubai, the Middle East and Africa’s (MEA) largest automotive aftermarket trade will provide
gateway to tap the local as well as the regional market at a very big scale. Hence, this buying
a firm (which can also fall under the category of an acquisition) justifies itself to be the most
suitable option for clover to enter the market.

Market segmentation and targeting

Market segmentation in broader terms means knowing your clients, giving them precisely what
they need or may need, constructing solid associations with channel subsidiaries and
comarketing accomplices, and conveying by means of exceptionally focused on special
media, e.g., occasion sponsorships, intuitive Web locales, customized messages, exchange
magazines/appears, and so forth (Weinstein, 2004). The market has become so competitive
that being the market leader or providing the best quality product is not enough these days,
firms now have to market their products in different segments to stay afloat and be at
advantage competitively. That is why ssegmentation-based marketing is the essence of sound
business strategy and value creation.

The Demographic Strategy

Using Demographic segmentation where the potential client is divided by market variables
as age, occupation, type of family, gender, income, socioeconomic status, level of
education, culture, religion, language and nationality. The efficiency will be low for clover
in this strategy due to its broader size and very broad segments.

The Geographical Strategy

Using Geographical segmentation means that clover could divide the UAE customer
market taking into account particular location, and it can be related to the whole country
or its region or can be divided further by neighbourhoods. This strategy can be used for
online and ecommerce section of the firm.
The Psychographic Strategy

Clover can also divide the customer market in accordance to personality type and social
status, lifestyles and values. The Psychographic Strategy segmentation separates the
market on the basis of how people are living and responds to the purchase of a product
or service. This is where people having knack for modifications, aftermarket products and
gadgets lovers could be targeted.

The Behavioral Strategy

This relates to the loyalty of the customer to the brand. If the product provided is good in
quality, has long term benefit and an appeal to upgrade, the emotional system of the
customers will take them back to the same place every time.

Potential Target Market

The potential targets customers for Clover are luxury vehicles owners, part -time racers
who like to modify their car, people who like to restore classical vehicles occasionally,
truck drivers and Motorcycle owners. To appeal and target these crucial segments,
emphasizing the quality, craftsmanship, and status of your brand will help clover to
implement differentiation technique and increase local engagement.

The UAE was recently eighth in a list of countries whose consumers are trading up fro m
mid-market brands. Having an established international brand will also give an advantage,
as foreign products account for 58% of all UAE purchases. Just 27.8% of the UAE’s
population is female. It might seem the way to success would be to target almost
exclusively the male population. However, that would be a lost opportunity since women
influence 80% of all purchases in Dubai (Wordbank LLC, 2019). Also, the analysis has
already indicated that the people of UAE demand and expect excellent levels of
personalized customer experience. Clover will demonstrate to customers what makes
them special, and they’ll earn devoted brand followers and impressive growth. Also, the
car and consumer accessories and electronics is the most rapidly growing sector in the
UAE which is also a big reason to imply this strategy.
Porters generic strategies

A firm gains competitive advantage by performing its activities more cheaply or better than its
competitors. According to porter (1998), competitive advantage is the ability to stay ahead of
present or potential competition, thus superior performance reached through competitive
advantage will ensure market leadership. Porter presented four generic competitive strategies
that can be viable in the long-term business and these are cost leadership strategy,
differentiation strategy, cost focus strategy and differentiation focus strategy

Overall cost leadership strategies

This strategy implies that the firm must produce products at a lower cost as its strategy
because a firm that produces at lower costs enjoys the best profits. This strategy requires a
regression analysis which must be very thorough to reduce costs, maximize allocation of
resources to generate highest profit.

Differentiation Strategy

Differentiation involves making products or services different from and more attractive than
those of the competitors. A product can be differentiated in terms of design, brand image,
technology or features. In addition, he says that this strategy may preclude the firm from
gaining high market share but it gets compensated by creation of loyal customers who are not
price sensitive. Good research and innovation and the ability to provide quality with effective
sales and marketing will make this strategy very successful.

Focus Strategy

The key to making a success of a generic Focus strategy is to ensure that the firms are adding
something extra as a result of serving only that market niche. It's simply not enough to focus
on only one market segment because the organization is too young to serve a broader market.
This strategy is highly successful when target market niche is large, profitable and growing.

Competitive advantage

Clover Pakistan could gain competitive advantage by effectively applying and adopting the
mix of Best value Strategy (Relatively low cost-quality product) Differentiation strategy
(best value-best product) in relation to variables in the target market. Clover will be producing
parts and some accessories that will be unique in the market and their diversity will appeal the
people who are mostly price insensitive. But some of its products will lie the broader target
market and that is where the best value strategy would also be very beneficial for the firm.
This strategy will be successful because there is a range of products which can be
differentiated and buyers perceive them as products which have different values. Also, the
buyers need and uses will be diverse in this business and the fact no other competitors are
adopting this sort of generic strategy will be highly useful for Clover Pakistan.

Conclusion

The analysis suggests that all the PESTEL factors under study are favourable for Clover
Pakistan to enter the UAE market. It is analyzed and studied that Clover would add value to
the automotive parts and accessories sector and promote healthy competition between this
fast-growing industry. The report has discussed potential market and opportunities and how
Clover will create a unique advantage in the market through the application and
implementation of discussed strategies. The ease of doing business in the UAE is higher than
ever before. Tax exemptions, 100% ownership for foreigners and free trade zones make it a
very attractive market for companies belonging from all sectors. Additionally, the UAE state of
Dubai growing status as a gateway to emerging global markets and in particular the auto
aftermarket was highlighted by figures released at Automechanika Dubai 2019 by Dubai
Customs showing double-digit growth over the last ten years in the Emirate’s aftermarket parts
trade (Gulftoday.ae. 2019). All of these statistics, combined with Clover providing ssuch
unique solution to the UAE automotive parts and accessories industry will increase its revenue
over the years, and increase resource efficiencyy as well to perform at the highest level for
many years to come.

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