Global Marketing Management

Masaaki Kotabe & Kristiaan Helsen

Third Edition John Wiley & Sons, Inc., 2004
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Global Market-Entry Strategies

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Kotabe & Helsen's Global Marketing Management, Third Edition, 2004

Chapter Overview
1. 2. 3. 4. 5. 6. 7. 8. Target Market Selection Choosing the Mode of Entry Exporting Licensing Franchising Contract Manufacturing Joint Ventures Wholly Owned Subsidiaries
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Chapter Overview (contd.)

9. Strategic Alliances 10. Timing of Entry 11. Exit Strategies

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Kotabe & Helsen's Global Marketing Management, Third Edition, 2004

Introduction

The need for a solid market entry decision is an integral part of a global market entry strategy. Entry decisions will heavily influence the firms other marketing-mix 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
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Introduction (contd.)
(4) The time of entry (5) A marketing-mix plan (6) A control system to check the performance in the entered markets

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1. Target Market Selection

A crucial step in developing a global expansion strategy is the selection of potential target markets (see Exhibit 9-1 for the entry decision process). A four-step procedure for the initial screening process: 1. Select indicators and collect data 2. Determine importance of country indicators 3. Rate the countries in the pool on each indicator 4. Compute overall score for each country
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2. Choosing the Mode of Entry

Decision Criteria for Mode of Entry (see Exhibit 9-12): Market Size and Growth Risk Government Regulations Competitive Environment Local Infrastructure Classification of Markets: Platform Countries (Singapore & Hong Kong)
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2. Choosing the Mode of Entry (contd.)

Countries (Vietnam & the Philippines) Growth Countries (China & India) Maturing and established countries (examples: South Korea, Taiwan & Japan) Company Objectives Need for Control Internal Resources, Assets and Capabilities Flexibility
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Emerging

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2. Choosing the Mode of Entry (contd.)

Mode of Entry Choice: A Transaction Cost Explanation Regarding entry modes, companies normally face a tradeoff between the benefits of increased control and the costs of resource commitment and risk. Transaction Cost Analysis (TCA) perspective Transaction-Specific Assets (assets valuable for a very narrow range of applications)
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3. Exporting

Indirect Exporting Export management companies Cooperative Exporting Piggyback Exporting Direct Exporting Firms set up their own exporting departments

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4. Licensing

Licensor and the licensee Benefits: Appealing to small companies that lack resources Faster access to the market Rapid penetration of the global markets Caveats: Other entry mode choices may be affected Licensee may not be committed Lack of enthusiasm on the part of a licensee
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4. Licensing (contd.)
Biggest danger is the risk of opportunism Licensee may become a future competitor How to seek a good licensing agreement: Seek patent or trademark protection Thorough profitability analysis Careful selection of prospective licensees Contract parameter (technology package, use conditions, compensation, and provisions for the settlement of disputes)
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5. 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 Caveats: Revenues may not be adequate Availability of a master franchisee
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5. Franchising (contd.)
Limited franchising opportunities overseas Lack of control over the franchisees operations Problem in performance standards Cultural problems Physical proximity

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6. Contract Manufacturing

Benefits: Labor cost advantages Savings via taxation, lower energy costs, raw materials, and overheads Lower political and economic risk Quicker access to markets Caveats: Contract manufacturer may become a future competitor Lower productivity standards
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6. Contract Manufacturing (contd.)

Backlash from the companys home-market employees regarding HR and labor issues Issues of quality and production standards Qualities of an ideal subcontractor: Flexible/geared toward just-in-time delivery Able to meet quality standards Solid financial footings Able to integrate with companys business Must have contingency plans
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7. Joint Ventures

Cooperative joint venture Equity joint venture 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
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7. Joint Ventures (contd.)

Caveats: Lack of control Lack of trust Conflicts arising over matters such as strategies, resource allocation, transfer pricing, ownership of critical assets like technologies and brand names Drivers Behind Successful International Joint Ventures : Pick the right partner
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7. Joint Ventures (contd.)

Establish clear objectives from the beginning Bridge cultural gaps Gain top managerial commitment and respect Use incremental approach

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8. Wholly Owned Subsidiaries

Acquisitions Greenfield Operations 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 Caveats: Risks of full ownership
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8. Wholly Owned Subsidiaries (contd.)

Developing a foreign presence without the support of a third part Risk of nationalization Issues of cultural and economic sovereignty of the host country Acquisitions and Mergers Quick access to the local market Good way to get access to the local brands
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9. Strategic Alliances

Greenfield Operations Offer the company more flexibility than acquisitions in the areas of human resources, suppliers, logistics, plant layout, and manufacturing technology. Types of Strategic Alliances Simple licensing agreements between two partners Market-based alliances
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9. Strategic Alliances (contd.)

Operations and logistics alliances Operations-based alliances The Logic Behind Strategic Alliances Defend Catch-Up Remain Restructure Cross-Border Alliances that Succeed: Alliances between strong and weak partners
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9. Strategic Alliances (contd.)

seldom work. Autonomy and flexibility Equal ownership Other factors: Commitment and support of the top of the partners organizations Strong alliance managers are the key

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9. Strategic Alliances (contd.)

Alliances between partners that are related in terms of products, technologies, and markets Similar cultures, assets sizes and venturing experience A shared vision on goals and mutual benefits

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10. Timing of Entry

International market entry decisions should also cover the following timing-of-entry issues: When should the firm enter a foreign market? Other important factors include: level of international experience, firm size Mode of entry issues, market knowledge, various economic attractiveness variables, etc.

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10. Timing of Entry (contd.)

Reasons for exit: Sustained losses Volatility Premature entry Ethical reasons Intense competition Resource reallocation

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11. Exit Strategies

Risks of exit: Fixed costs of exit Disposition of assets Signal to other markets Long-term opportunities Guidelines: Contemplate and assess all options to salvage the foreign business Incremental exit Migrate customers
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Copyright John Wiley & Sons, Inc. 2004

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