Beruflich Dokumente
Kultur Dokumente
markets
Foreign Entry Decisions
• The need for a solid market entry decision is an integral
part of a global strategy.
• Entry decisions will heavily influence the firm’s other
strategic 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 strategic plan
– (6) A control system to check the performance
Target Market Selection
• Global market offers wide choices of markets
• Not even GE can enter every market
• Not desirable and profitable
• Initially the firm may have to with stand loses
• Wrong decisions may cost the firm a lot‐
Waymart failure in Germany
Target Market Selection
• Must Markets & nice‐to‐be‐in markets
• Must markets‐ Volume perspective,
technological leadership, key competitive
battles
Measuring Market attractiveness
• Market Size & Growth Rate
• Markets’ Institutional contexts (Political &
Social systems, openness, product, labor &
financial markets)
• Competitive Environment
• Cultural, administrative, geographic and
economic distance
Choice of Entry Mode
• Exporting
• Licensing
• Franchising
• Contract Manufacturing
• Joint ventures
• Acquisitions
• New wholly owned subsidiary
Exporting
• Indirect Exporting
– Export management companies
• Cooperative Exporting
– Piggyback Exporting
• Direct Exporting
– Firms set up their own exporting departments
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Licensing
• Licensor and the license
• Benefits:
– Appealing to companies that lack resources
– Faster access to the market
– Rapid penetration of the global markets
• Limitations:
– Other entry mode choices may be affected
– Licensee may not be committed
– Lack of enthusiasm on the part of a licensee
Franchising
• Franchisor and the franchisee
• Master franchising
• Benefits:
– Overseas expansion with a minimum investment
– Franchisees’ profits tied to their efforts
– Availability of local franchisees’ knowledge
• Limitations :
– Revenues may not be adequate
– Availability of a master franchisee
– Lack of control over the franchisees’ operations
– Problem in performance standards
– Cultural problems
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Contract Manufacturing
Pharma companies, Electronics firms
• Benefits:
– Labor cost advantages
– Savings via taxation, lower energy costs, raw materials, and
overheads
– Lower political and economic risk
– Quicker access to markets
• Limitations:
– Contract manufacturer may become a future competitor
– Lower productivity standards
– Backlash from the company’s home‐market employees
regarding HR and labor issues
– Issues of quality and production standards
10
Joint Ventures
• Benefits:
– Higher rate of return and more control over the
operations
– Creation of synergy
– Sharing of resources
– Access to distribution network
– Contact with local suppliers and government officials
• Limitations:
– Lack of control
– Lack of trust
– Conflicts on strategic directions
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Joint Ventures (contd.)
• Drivers Behind Successful International Joint
Ventures :
– Pick the right partner
– Establish clear objectives from the beginning
– Bridge cultural gaps
– Gain top managerial commitment and respect
– Use incremental approach
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Wholly Owned Subsidiaries
• Acquisitions and Greenfield Operations
• Acquisitions and Mergers
– Quick access to the local market
– Good way to get access to the local brands
• Greenfield Operations
– Offer the company more flexibility than
acquisitions in the areas of human resources,
suppliers, logistics, plant layout, and
manufacturing technology.
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Wholly Owned Subsidiaries (contd.)
• Benefits:
– Greater control and higher profits
– Strong commitment to the local market on the part of
companies
– Allows the investor to manage and control marketing,
production, and sourcing decisions
• Limitations :
– Risks of full ownership
– Developing a foreign presence without the support of a
third part
– Risk of nationalization
– Issues of cultural and economic sovereignty of the host
country
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Choosing Among Entry Modes
• Distinctive competencies and entry mode
– Technological competency
• Wholly‐owned subsidiary is preferred over licensing
and joint ventures
– Management competency
• Franchising, joint ventures, subsidiaries
• Pressures for cost reduction in entry mode
– Great pressure for cost reductions
• Exporting and wholly‐owned subsidiaries
Choosing Among Entry Modes
• The firm has no foreign manufacturing
expertise and requires investment only in
distribution ‐ Exports
• The firm needs to facilitate the product
improvements necessary to enter foreign
markets‐ Licensing
Choosing Among Entry Modes
• Firm is facing uncertain situations such as an
emerging economy in its targeted market (Or) Firm
needs to reduce its risk through the sharing of
costs‐ Strategic Alliances
• Firm needs to know the market from day one but
need to protect IP‐ Acquisition
• The firm’s intellectual property rights in an
emerging economy are not well protected, the
number of firms in the industry is growing fast,
and the need for global integration is high‐
Wholly‐owned Subsidiary