Global Entry Strategies by Cleopas Chiyangwa
-
Upload
cleopas-chiyangwa -
Category
Education
-
view
4.115 -
download
0
description
Transcript of Global Entry Strategies by Cleopas Chiyangwa
![Page 1: Global Entry Strategies by Cleopas Chiyangwa](https://reader034.fdocuments.us/reader034/viewer/2022051513/5479ffe6b37959492b8b489f/html5/thumbnails/1.jpg)
Global Entry Strategies
By Cleopas ChiyangwaMBA Global Business and Sustainability, Universita Cattolica Del Sacro Cuore, Italy.
![Page 2: Global Entry Strategies by Cleopas Chiyangwa](https://reader034.fdocuments.us/reader034/viewer/2022051513/5479ffe6b37959492b8b489f/html5/thumbnails/2.jpg)
Objectives
• Choice of market to enter.• Definition of entry scale.• Strategic alliances • Choice of entry mode
Global Entry Strategies by Cleopas Chiyangwa 2013
![Page 3: Global Entry Strategies by Cleopas Chiyangwa](https://reader034.fdocuments.us/reader034/viewer/2022051513/5479ffe6b37959492b8b489f/html5/thumbnails/3.jpg)
Favourable factors for foreign markets selection.
• Political stability.• Type of economic system-i.e. free market system.• Benefit cost risk trade off.• Inflation-less dramatic inflation upsurges.• Availability of raw materials• Cheap labour.
Global Entry Strategies by Cleopas Chiyangwa 2013
![Page 4: Global Entry Strategies by Cleopas Chiyangwa](https://reader034.fdocuments.us/reader034/viewer/2022051513/5479ffe6b37959492b8b489f/html5/thumbnails/4.jpg)
Unfavourable factors for foreign markets selection
• Political instability, i.e. wars.• Speculative financial bubbles.• Mixed or command economy.• Effectiveness of rule of law.• Appropriation of assets, i.e. empowerment policies.
Global Entry Strategies by Cleopas Chiyangwa 2013
![Page 5: Global Entry Strategies by Cleopas Chiyangwa](https://reader034.fdocuments.us/reader034/viewer/2022051513/5479ffe6b37959492b8b489f/html5/thumbnails/5.jpg)
Timing
• Early Mover (Pioneer)• Demand capturing.• Establishment of market share.• Strategic advantages over late movers.• More pre-emptive opportunities.
• Demerits for an early mover (pioneer) in a market• Government policy and regulations.• Entrance cost-market and distribution channel design.• Operational risks.• Poor infrastructure systems.
Global Entry Strategies by Cleopas Chiyangwa 2013
![Page 6: Global Entry Strategies by Cleopas Chiyangwa](https://reader034.fdocuments.us/reader034/viewer/2022051513/5479ffe6b37959492b8b489f/html5/thumbnails/6.jpg)
Early mover advantages
Global Entry Strategies by Cleopas Chiyangwa 2013
![Page 7: Global Entry Strategies by Cleopas Chiyangwa](https://reader034.fdocuments.us/reader034/viewer/2022051513/5479ffe6b37959492b8b489f/html5/thumbnails/7.jpg)
Scale of entry
Entry Scale
Market
Company exposure
Resources
Small Large
Less time to learn about the market
More time to learn about the market.
Limited Easier to attract customers
More resource distribution
Fewer resources to commit elsewhere.
Global Entry Strategies by Cleopas Chiyangwa 2013
![Page 8: Global Entry Strategies by Cleopas Chiyangwa](https://reader034.fdocuments.us/reader034/viewer/2022051513/5479ffe6b37959492b8b489f/html5/thumbnails/8.jpg)
Mode of entry
• Exporting.• Turnkey Projects.• Licensing.• Franchising.• Joint Ventures.• Wholly Owned Subsidies.
Global Entry Strategies by Cleopas Chiyangwa 2013
![Page 9: Global Entry Strategies by Cleopas Chiyangwa](https://reader034.fdocuments.us/reader034/viewer/2022051513/5479ffe6b37959492b8b489f/html5/thumbnails/9.jpg)
Exporting
Advantages • Avoids the often substantial
cost of establishing manufacturing.
• May help firm achieve experience curve.
• Location economies
Firm may manufacture in centralized location & export to other national markets.
Disadvantages • Not appropriate if lower cost
manufacturing locations.
• High transport costs can make exporting uneconomical especially bulk products.
• Tariff barriers can make exporting uneconomical.
• Can set up wholly owned subsidiaries to handle local marketing & sales.
Global Entry Strategies by Cleopas Chiyangwa 2013
![Page 10: Global Entry Strategies by Cleopas Chiyangwa](https://reader034.fdocuments.us/reader034/viewer/2022051513/5479ffe6b37959492b8b489f/html5/thumbnails/10.jpg)
Turnkey Project
• Means of exporting process technology.
• Know-how to assemble & run technologically complex process is valuable asset –earn economic benefit from asset.
• Strategy useful where governments restrict FDI -less risky than conventional
• Firm has no long term interest in the country – can take minority equity interest in company.
• Firm may inadvertently create a competitor (middle east oil refineries). If firm’s process technology is a source of competitive advantage, then selling technology is also selling competitive advantage.
Global Entry Strategies by Cleopas Chiyangwa 2013
Advantages Disadvantages
![Page 11: Global Entry Strategies by Cleopas Chiyangwa](https://reader034.fdocuments.us/reader034/viewer/2022051513/5479ffe6b37959492b8b489f/html5/thumbnails/11.jpg)
Licensing
• Primarily used by manufacturing firms.
• Allows firm to participate where there are barriers to investment.
• Licensee puts up most of the capital to get the operations going.
• Receive royalties for granting the rights to intangible property to licensee for specified period (patents, inventions, formulas, processes, designs, copy rights, trademarks).
• Firms can lose control over the competitive advantage of their technological know-how.
• Does not allow firm to coordinate strategic moves across countries by using profits earned in one country for competitive attacks in another.
• Does not give firm tight control over manufacturing, marketing & strategy to realize experience curve & location economies.
Global Entry Strategies by Cleopas Chiyangwa 2013
Advantages Advantages Disadvantages
![Page 12: Global Entry Strategies by Cleopas Chiyangwa](https://reader034.fdocuments.us/reader034/viewer/2022051513/5479ffe6b37959492b8b489f/html5/thumbnails/12.jpg)
Franchising
• Involves longer term commitment than licensing. Primarily used by service firms (KFC).
• Firm relieved of many costs & risks of opening new market.
• Royalty payments that are some percentage of franchisee’s revenues
• No manufacturing so no location economies & experience curve.
• Risk of worldwide reputation if no quality control.
• May inhibit the ability to take profits out of one country to support competitive attacks in another
Global Entry Strategies by Cleopas Chiyangwa 2013
Advantages Advantages Disadvantages
![Page 13: Global Entry Strategies by Cleopas Chiyangwa](https://reader034.fdocuments.us/reader034/viewer/2022051513/5479ffe6b37959492b8b489f/html5/thumbnails/13.jpg)
Joint Venture
• Firm benefits from local partner’s knowledge of competitive conditions, culture, language, political system & business system.
• In some countries, political considerations make JVs the only feasible entry mode.
• Sharing market development costs & risks with local partner.
• Risk of giving away your technology to a business partner.
• Shared ownership can lead to conflicts & battles for control if goals/objectives change or they take different views on strategy.
• Does not give firm control over subsidiaries that it might need to realize experience curve or location economies.
Global Entry Strategies by Cleopas Chiyangwa 2013
Advantages Advantages Disadvantages
![Page 14: Global Entry Strategies by Cleopas Chiyangwa](https://reader034.fdocuments.us/reader034/viewer/2022051513/5479ffe6b37959492b8b489f/html5/thumbnails/14.jpg)
Wholly Owned Subsidies.
• Wholly-owned subsidiary reduces risk over losing control when there is technological competence.
• Give firm tight control over operations in country -> engage in strategic coordination with profits.
• Can realize location & experience curve economies – centrally determined decisions.
• Most costly method of market Entry.
• Risk associated with learning to do business in a new culture.
Global Entry Strategies by Cleopas Chiyangwa 2013
Advantages Advantages Disadvantages
![Page 15: Global Entry Strategies by Cleopas Chiyangwa](https://reader034.fdocuments.us/reader034/viewer/2022051513/5479ffe6b37959492b8b489f/html5/thumbnails/15.jpg)
Entry mode risk continuum
Fig1. EM risk continuum The level of involvement, risk,
and financial reward increases as a company moves from market entry strategies such as licensing to joint ventures and ultimately, various forms of investment.
Global Entry Strategies by Cleopas Chiyangwa 2013
![Page 16: Global Entry Strategies by Cleopas Chiyangwa](https://reader034.fdocuments.us/reader034/viewer/2022051513/5479ffe6b37959492b8b489f/html5/thumbnails/16.jpg)
Which strategy should be used?
It depends on:• Vision.• Attitude toward risk.• How much investment capital is available.• How much control is desired.
Global Entry Strategies by Cleopas Chiyangwa 2013
![Page 17: Global Entry Strategies by Cleopas Chiyangwa](https://reader034.fdocuments.us/reader034/viewer/2022051513/5479ffe6b37959492b8b489f/html5/thumbnails/17.jpg)
THANK YOUMAZVIITA!!!
Global Entry Strategies by Cleopas Chiyangwa 2013