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    When it comes to internal video, many companies find

    they have too many cooks in the kitchen. Various

    departments such as publishing, creative, enterprise

    architects, marketing, corporate communications, and IT

    may all have experimented with video, leaving a messymixture of systems in place.

    What those companies need is a centralized system

    using a common platform.

    - Philipp Karcher, analyst with Forrester Research.

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    Introduction

    VideoSquareis a cloud based video content management

    tool specializing in live and on-demand interactive media

    presentations, webcasts and multimedia programs.

    It enables Enterprise to webcast and record high quality live

    video presentations for communicating messages in a targeted

    and cost effective way.

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    Challenges

    Initiate a single place from which to manage portal

    presence effectively

    Stand out as a compelling content provider going above

    and beyond in a crowded B2B market Dealing with CAGE framework in unknown territory

    Speed of Entry- Improve lead generation

    Local Competition

    Promote events with an interactive experience Enable sales with more qualifiedleads

    Showcase company culture

    Control system to monitor performance over time

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    Reasons for going abroad

    To reach large economies of scale by selling to

    more customers in other countries

    To reduce the risk of overdependence on one

    country by spreading sales in multiple countries

    To replicate the success at home in new settings.

    Not enough scope of expansion in current Hungarianmarket

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    Three Key Questions

    Why should we go?

    o Positive economic logic?

    o Supported by our differentiators?o Strengthens or adds to our differentiators?

    If notSTOP! Consider another strategy.

    If the why is positive Only then move to Where and

    How

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    Market Entry Plan

    10 key steps identified for Foreign Market Entry Plan:

    1. Analyze market opportunity

    2. Assess product potential3. Establish market entry mode

    4. Make a firm commitment

    5. Allocate necessary resources

    6. Identify technical issues

    7. Develop strategic marketing plan

    8. Organize operational team

    9. Implement marketing strategy

    10. Evaluate and control operations

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    When to Enter the

    Potential Market

    An important decision in the internationalization process is to

    decide the timing of the market entry.

    VideoSquare enjoys first mover advantage in countries chosen

    Austria and Indiafirst movers also encounter disadvantages, which

    become late mover advantages for their competitors.

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    How to Enter?

    Four main entry modes to consider:

    Own subsidiary (green field investment)

    Acquisition

    Joint Venture

    Franchise

    or Licencing

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    Video Square plans to choose Contractual entry mode as

    an initial strategy to minimize risks and exploit theexpertise of partners.

    Due to limited experience and information on the specificmarket , we intend to use the services of localprofessional sales consultants or agents in order toacquire business contacts of the new customers by payingthem a determined fixed fee and a success fee during thecontract period.

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    Comparison of the

    different entry modes

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    12

    Economic

    logic

    Arenas

    VehiclesStaging

    Differentiators

    Arenas

    India and Austria

    Enterprise Video Content

    Partnerships

    Vehicles

    Full Life Cycle Content Management

    Tailor Made Platform Design

    Dual Stream Technology

    Public and Private Cloud

    Differentiators

    Low Cost Through scale

    One Time Investment Cost

    Increase in Number of users at no

    additional cost

    Economic logic

    Market SignalsHigh Growth

    Not Urgent but ASAP

    Slow and Steady

    Staging

    INTERNATIONAL STRATEGY

    AND THE STRATEGY DIAMOND

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    Marketing Mix: 7 Ps

    Product

    VideoSquare provides powerful cloud-based solutions fordelivering and monetizing video across every connected device.

    Price

    Evidently the standard would remain as stated on the VideoSquarewebsite.

    People

    The right people who are able to create a competitive advantagewherever necessary for the company should be recruited.Employees that have the right interpersonal skills are a necessity.

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    Market Potential

    Big Yes!

    Preferred global destination for IT and ITeS.

    IT-business process management (BPM) sectorestimated to expand at a CAGR of 9.5 percent to

    reach US$ 300 billion by 2020. The sectorincreased at a CAGR of 25 percent over 200013,34 times higher than global IT-BPM spends.

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    Market Potential

    Segmentation -

    USP: Cost Competitiveness, 34 times cheaperthan the US

    Single Window Clearance system

    Special Economic Zones

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    Market Potential

    Video Square - Disruptive technology!

    Heavy Mobile phone usage. Mobile video trafficexpected to grow a whopping 87 times by 2017 inIndia (As stated by Ciscos 2013 Visual NetworkingIndex)

    Deloitte research report anticipates 50-60

    percent of all the mobile data consumption inIndia to be driven by video over next 2-3 years

    Skype 4thmost downloaded social media app inIndia

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    Channeling

    Most viable option of Entry- through partnership.

    It is a contractual agreement -

    In which a firm (the licensor) sells the right to use its intellectual property

    (technology, patents, work methods, brand names, trade marks, copyright,and company name) to a firm (the licensee) in return for fees.

    Reasons-

    Minimize risk

    Local partners have more expertise and connections.

    Minimal Investment

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    Channeling Strategy

    Use the services of local professional sales consultants oragents in order to acquire business contacts of the newcustomers

    Pay them a determined fixed fee and a success fee, say 5-10percent of revenue generated on the market during thecontract period and/or 1-2 years after.

    Active sales/marketing through partners- Proposals/presentations to customers

    - Cold calls

    - Participation is exhibitions, visits

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    Reaching the customers

    Key partner contacts

    Lead Nurturing

    - Understand the clients buying cycle- Focus on the clients specific needs

    - Be coherent in your communication strategy

    Internet as a medium for eMarketing approaches

    Communication and building relationships

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    Key Takeaways

    India is the Worlds Third Largest Internet Population.Overtakes Japan by Adding 17.6 Million Users in the Past

    Year.

    73.9 Million Indians Surfed the Web via a Home or WorkComputer.

    Younger males and women aged 35-44 emerge as powerusers

    Non-PC traffic growth starting to accelerate in 2013 Mobileand Tablet shares grows to 14.2%

    Entertainment and Online Video Remain Popular YouTube isthe Number One Destination for Videos

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    Recommendations

    Cost of Customer Acquisition might be high

    Challenge of Educating the customer

    With limited budget - slow, steady & lean Might Take time to establish

    Should Take early mover advantage

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    Conclusions

    Highly Growing Market

    Few Exclusive Competitors

    Need For The Product

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    FactorConditions

    Firm

    Strategy,

    Structure,

    and Rivalry

    DemandConditions

    Related

    and

    Supporting

    Industries

    Example text

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    PORTERs DIAMOND MODEL

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    FactorConditions

    Firm

    Strategy,

    Structure,

    and Rivalry

    DemandConditions

    Related

    and

    Supporting

    Industries

    Example text

    Example text

    Example text Example text

    Example text Example text

    Example text

    Example text

    PORTERs DIAMOND MODEL