20/6-Internat'l market entry1 6 International market entry and development Interrelation between...
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20/ 6-Internat'l market entry 1
66 International market entry International market entry and developmentand development
Interrelation between external and internal factors in shaping market entry and development strategy
Factors influencing country/market selectionAlternative methods of entering cross-border marketsThe need to configure and co-ordinate key business
functions to effect the successful implementation of the chosen entry strategy
How progresive corrective adjustments to market entry strategy result from inadequate business performance
The reason international market entry and development can fail
Market concentration versus market spreading
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20/ 6-Internat'l market entry 2
Worldwide
Internationalregional
International International market entry market entry a developmenta development
Restricted national
market scope
Internationalisation Retrenchment
Phase 1 Phase 2 Phase 3 Phase 4
Figure 6.1. The phase model of international business development
Restricted national market scope
International market entry and development
International regional
Worldwide competitor
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20/ 6-Internat'l market entry 3
Move to international scope
Meta trends
Industry compet’n
International International business business
developmentdevelopment
Vision, mindsetReturn to restricted national
market scope
Organisat’l dynamics
Figure 6.2 Developing an international business strategy
Internal triggers
External tiggers
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20/ 6-Internat'l market entry 4
Method selection
PerformanceOK?
Config. functions
Market selection
Corrective adjust.
Home market
External tr.
Internal tr.Cross border
market?
GO ON
n
n
y
y
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20/ 6-Internat'l market entry 5
INTERNAL
triggers
EXTERNAL
triggers
PRO-
ACTIVE
RE-
ACTIVE
Table 6.1 External versus internal triggers to change: proactive or reactive?
VisionaryVisionary leadershipleadershipExploitation ofExploitation of core core
competenciescompetenciesOpportunity to realize
competitive interdependencies
Cross-border market Cross-border market opportunities – opportunities – grogrowwth th
and profitand profitss
Current level of business performances
Internal pressure Internal pressure from disaffected from disaffected
managersmanagersExcess capacity
Saturation/decline of local/national market
Intensity of competitionMovement of key Movement of key customers abroadcustomers abroad
Entry by cross-border rivals to local/national
market
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20/ 6-Internat'l market entry 6
Vision/mindset Organisational dynamics
Intern’l Business StrategyIntern’l Business Strategy
Industry competitionIndustry competition Meta trendsMeta trends
Market screening and selection Entry mode
Market Entry StategyMarket Entry Stategy
Business performanceBusiness performanceImplementation of market
entry strategy
Figure 6.3 Generic framework: Market entry and development strategies
2244
11
33
RATIONAL
IRRATIONAL
WHAT?WHAT?
HOW?HOW?
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20/ 6-Internat'l market entry 7Table 6.2 Alternative decision-making processes to choosing market entry strategies
External CharacteristicsCharacteristics InternalMarket entry and
development strategy determined
by externalexternal factors
Strategy strongly influenced by external assessment of
market and business opportunities, level of
competition, etc.
Market entry and development strategy
determined by internalinternal factors
Strategy strongly influenced by power elites in the
organisation who control overall direction of the
organisation
Market selection and entry modes may be based on
•intuition rather than ’hard’ evidence
•personal preferencespersonal preferences of chief executive/senior managers
Over-emphasis on external factors
•neglect of internal context• neglect ability to implement
externally determined strategy
Key decision-makers may have an inaccurate view of the external context, leading to the
development of an inappropriate strategy for the
organisation*
Overall Overall decisiondecision
Key factors Key factors influencing the influencing the entry decisionentry decision
Nature of Nature of the processthe process
Potential Potential wweakneseaknessesses
Emphasis tends to be
on a highly rational and planned approach
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20/ 6-Internat'l market entry 8
DecisionsDecisions
Wrong: significant Wrong: significant penaltiespenalties
• Investment of managerial time
• Investments of financial resources
• Shareholders: loss confidence
• Opportunities cost
Right: benefitsRight: benefits
• No vasted managerial time
• No vasted financial resources
• Shareholders increasing support
• Higher growth path
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20/ 6-Internat'l market entry 9Figure 6.4 The inter-relationships between the elements of the market entry model
Market screening and
selection
Entry modeBusiness
performance
Implementation
Constant Constant adjustment and adjustment and
iteration!iteration!
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20/ 6-Internat'l market entry 10
Market screening and selectionMarket screening and selection
– Political and economic risks
– Cultural diversity or convergence
– Product match
– Size of market and growth rates
– Extent of competition
– Scale of entry
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20/ 6-Internat'l market entry 11
Product match: DisneyUS Disney EuroDisney• Proven management,
marketing strength• Family annual holiday• Artificial castles• Simulated flight over
Big Ben• Different culture: a
little bit childish
• New business, no experience
• Day visitors• Why? (Loire valley)• Why? (London within
easy reach)• Different culture• Economic difficulties
in Europe
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20/ 6-Internat'l market entry 12
Contextual factors
(U=unacceptable/
A=acceptable)
Country A Country B Country C Country D
Political and economic risks
Cultural diversity
Specific product-market (rank order)
Product match
Size of market
Expected growth
Extent of competition
Scale of entry
Unweighted total
AA AA AA AA
AA AA AA UU
5 5 2 -
3 2 1 -
2 3 2 -
2 1 2
2 3 1
-
-
14 14 8 -
Table 6.4 Market selection grid
Contextual factors A=acceptable U=unacceptable
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20/ 6-Internat'l market entry 13
Entry modesEntry modes
– Degree of control
– Resources available
– Degree of risk
– Speed
– Opportunities available
– Expected return
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20/ 6-Internat'l market entry 14
Classification of entry modes
• Export entry mode– Indirect– Direct
• Contract entry mode– Licensing– Franchising
• Investment entry mode– Independent
venture– Acquisition– Joint venture– Strategic alliance
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20/ 6-Internat'l market entry 15
Market entry
Key factorsWeight (1-
10)
(1)
Value (1-5)
(2)
Entry option A Entry option B Entry option C
Weighted score
(1)x(2)
Value (1-5)
(4)
Weighted score
(1)x(4)
Value (1-5)
(b)
Weighted score
(1)x(b)
Degree of control
Resource availability
Level of risk
Speed
Expected return
Opportunities available
Rank order
Total weighted score -
-
-
-
-
-
-
-
Table 6.6. Entry mode grid
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20/ 6-Internat'l market entry 16
Implementation of chosen Implementation of chosen market entry modemarket entry mode
– Marketing
– Human resources
– Operations
– Logistics
– Finance
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20/ 6-Internat'l market entry 17
Business performanceBusiness performance
Planned vs. actual performance
Reasons for failureReasons for failure– Wrong implementation
– Inappropriate market screening and selection
– Unforeseen events
– Retaliation of indigenous competitors
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20/ 6-Internat'l market entry 18
Market Market screening and screening and
selectionselection
Review entry
strategy
Review implementation
Entry Entry modemode
Implemen-Implemen-tationtation
Business Business perfor-perfor-mancemance
Performance Performance unacceptableunacceptable
Corrective adjustments
Figure 6.5 Corrective adjustments to the chosen market entry strategy
Review basis Review basis for screeening for screeening
and market and market selectionselection
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20/ 6-Internat'l market entry 19
Market Market concentrationconcentration
Market spreadingMarket spreading
Characteris-Characteris-ticstics
Small number of markets
high volume of sales to each
Large number of markets, low level of sales to each
market
(1) external =>(1) external =>
Factors Factors favoring favoring adoption of the adoption of the strategystrategy
(2) internal =>(2) internal =>
Conditions for gaining high volumes are present
High level of potential demand
Week, fragmented competitors
Concentrate significant resources on a small number of
markets
Accept higher degree of dependence on key
international markets
Products in their early or late phase of the product life
cycle. Difficult to gain high volume of sales to any of market, due to either low
levels of demand or intensity of competition.
Company unwilling to over-Company unwilling to over-commit to a single market, commit to a single market,
and wishes to spread risk of and wishes to spread risk of sales instabilitysales instability
Potential Potential difficultiesdifficulties
Danger of concentrating on unattractive markets, impact of changing levels of economic
activity in key markets
Unable to achieve significant presence, and loss of
potential sales through spreading efforts too thinly
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Market entry
Key factorsWeight (1-10)
(1)
Value (1-5)
(2)
Entry Japan Entry Germany
Weighted score
(1)x(2)
Value (1-5)
(4)
Weighted score
(1)x(4)
Degree of control
Resource availability
Level of risk
Speed
Expected return
Opportunities available
Rank order
Total weighted score -
-
-
-
-
-
Entry mode grid