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GLOBAL MARKET ENTRY STRATEGIES Chapter Nine

GLOBAL MARKET ENTRY STRATEGIES Chapter Nine. Global Market Entry Strategies Chapter Nine. Overview 1. Target Market Selection 2. Choosing the Mode of Entry 3. Exporting 4. Licensing 5. Franchising 6. Contract Manufacturing 7. Wholly Owned Subsidiaries 8. Cross-Border Strategic Alliances.

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GLOBAL MARKET ENTRY STRATEGIES Chapter Nine

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  1. GLOBAL MARKET ENTRY STRATEGIESChapter Nine John Wiley & Sons, Inc c 1998

  2. Global Market Entry StrategiesChapter Nine • Overview • 1. Target Market Selection • 2. Choosing the Mode of Entry • 3. Exporting • 4. Licensing • 5. Franchising • 6. Contract Manufacturing • 7. Wholly Owned Subsidiaries • 8. Cross-Border Strategic Alliances John Wiley & Sons, Inc c 1998

  3. Overview John Wiley & Sons, Inc c 1998

  4. 1. Target Market Selection • Exhibit 9-1 A Logical Flow Model of the Entry Decision Process • Exhibit 9-2 Method for Pre-Screening Market Opportunities: Example • Exhibit 9-3 Opportunity Matrix for Henkel in Asia Pacific John Wiley & Sons, Inc c 1998

  5. 2. Choosing the Mode of Entry • Decision Criteria for Mode of Entry • Market Size and Growth • Risk • Government Regulations • Competitive Environment • Local Infrastructure • Exhibit 9-4 Entry Modes and Market Development John Wiley & Sons, Inc c 1998

  6. 2. Choosing the Mode of Entry (cont) • Company Objectives • Need for Control • Internal Resources, Assets, and Capabilities • Flexibility • Mode of Entry Choice : A Transaction Cost Explanation John Wiley & Sons, Inc c 1998

  7. 3. Exporting • Indirect Exporting • Cooperative Exporting • Direct Exporting John Wiley & Sons, Inc c 1998

  8. 4. Licensing • Benefits • Caveats John Wiley & Sons, Inc c 1998

  9. 5. Franchising • Benefits • Caveats John Wiley & Sons, Inc c 1998

  10. 6. Contract Manufacturing John Wiley & Sons, Inc c 1998

  11. 7. Joint Ventures • Benefits • Caveats • Exhibit 9-5 Conflicting Objectives in Chinese Joint Ventures John Wiley & Sons, Inc c 1998

  12. 7. Joint Ventures (cont) • Drivers Behind Successful International Joint Ventures • Pick the Right Partner • Establish Clear Objectives from the Beginning • Bridge Cultural gaps • Top Managerial Commitment and Respect • Incremental Approach Works Best John Wiley & Sons, Inc c 1998

  13. 8. Wholly Owned Subsidiaries • Benefits • Caveats • Acquisitions (and Mergers) • Greenfield Operations John Wiley & Sons, Inc c 1998

  14. 9. Cross-Border Strategic Alliances • Types of Strategic Alliances • Exhibit 9-6 RISC Alliance Groups, Early 1992 • Exhibit 9-7 Cross-Border Technology-Based Strategic Alliances • The Logic Behind Strategic Alliances • Exhibit 9-8 Generic Motives for Strategic Alliances • Defense, Catch-up, Remain, Restructure John Wiley & Sons, Inc c 1998

  15. 9. Cross-Border Strategic Alliances (cont) • Cross-Border Alliances that Succeed • Alliances between strong and weak partners seldom work. • Autonomy and flexibility • Equal ownership John Wiley & Sons, Inc c 1998

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