assessing the entrepreneurship environment

MODUL 5

Assessing The Entrepreneurship

Environment

McGraw-Hill/Irwin Copyright © 2013 by The McGraw-Hill Companies, Inc. All rights reserved.

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Learning Objectives

• To understand the aspects and importance of identifying good domestic or international opportunities

• To be able to identify these opportunities• To be able to create an opportunity

assessment plan

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Learning Objectives

• To present the problems and barriers of entering global markets

• To be able to select a global market• To understand the options for entering a

foreign market

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Opportunity Recognition and the Opportunity Assessment Plan

• Opportunity assessment plan• Determines the profitability of a product/service

idea• Constitutes of four sections• First section - Identifies:

• Uniqueness of the idea in terms of its unique selling propositions

• Available competitive products• Companies in the product market space

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Opportunity Recognition and the Opportunity Assessment Plan• Second section- Focuses on the market

• Size• Trends• Characteristics• Growth rate

• Third section - Focuses on the entrepreneur’s and management team’s skills and experience• Fourth section - Develops a time line indicating the

steps to successfully launch the venture

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Information Sources

• Assistance• Training, consulting, and mentoring provided by

experienced executives and entrepreneurs• General information• Start-up assistance on Web-based resources

• Industry and market information• Available on industry and market databases

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Information Sources

• Competitive company and product information• Provided by external sources

• Assistance• Training, consulting, and mentoring provided by

experienced executives and entrepreneurs• General information• Start-up assistance on Web-based resources

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Information Sources

• Industry and market information• Available on industry and market databases

• Competitive company and product information• Provided by external sources

• Government sources• Search engines• Enable searching the needed industry, market, and

competitive information

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Information Sources

• Trade associations• Provide country-specific industry data

• Trade publications• Provide:• Information and insights on trends and companies• Perspective on the particular market and market

conditions

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The Nature of International Entrepreneurship

• International entrepreneurship• Process of conducting business activities across

national boundaries• The activities necessary for ascertaining and

satisfying the needs and wants of target consumers take place in more than one country.

• Constitutes exporting, licensing, or opening a sales office in another country

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The Importance of International Business to the Firm

• International business has become increasingly important to firms of all sizes.

• A successful entrepreneur must be able to: • Fully understand the difference between domestic

and international business.• Respond accordingly thereby successfully “going

global.”

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Table 5.1 - International versus Domestic Business

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International versus Domestic Entrepreneurship

• Economics• Domestic• Entire country is organized under a single economic

system and has the same currency• International• Requires dealing with differences in:

• Levels of economic development• Currency evaluations• Government regulations• Banking, venture capital, marketing and distribution system

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• Stage of economic development• Ability to successfully engage in international

business depends on:• Fundamental infrastructure• Banking facilities and systems• Educational system• Legal system• Business ethics and norms

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• Current account: Trade status of imports/ exports between countries• Valuation of a country’s currency affects business

transactions between countries

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• Type of economic system• Barter: A method of payment using nonmoney

items• Third-party arrangements: Paying for goods

indirectly through another source• Political-legal environment• Political risk analysis: Assessment of a country’s

political policies and its stability

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• Types of political risks• Operating risk• Transfer risk• Ownership risk • Conflict and changes in the solvency of the country

• Critical areas for every entrepreneur • Property rights• Contract law• Product safety• Product liability

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• Language• Hire a translator whose:• Native tongue is the target language • Expertise matches that of the original authors

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Technological Environment

• Varies across countries• Infrastructure impacts the creation of new

products in operant countries

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Figure 5.1 - Various Aspects of Culture

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Available Distribution Systems

• Factors that impact the distribution system of a country:• Overall sales potential• Amount and type of competition• Cost of the product• Geographical size and density

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Available Distribution Systems

• Investment policies• Exchange rates and controls• Level of political risk• Overall marketing plan

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Table 5.3 - Motivations to Go Global

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Strategic Effects of Going Global

• Increased physical and psychological proximity to the customers and the ports

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Foreign Market Selection

• Five-step approach to market selection• Develop appropriate indicators• Collect data and convert into comparable

indicators• Establish an appropriate weight for each indicator• Analyze the data• Select the appropriate market from the market

rankings

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Foreign Market Selection

• Company specific indicators should be developed to determine:• Overall market size indicators • Market growth indicators• Product indicators

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Entrepreneurial Entry Strategies

• Exporting • Sale and shipping of products manufactured in

one country to a customer in another country• Indirect exporting: Using a foreign purchaser in

the local market or an export management firm• Direct exporting• Using independent distributors or the company’s own

overseas sales office for international business

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• No equity Arrangements• Licensing. • Turn-key projects. • Management contracts.

• Nonequity arrangements• Obtaining sales and profits without direct equity

investment in the foreign market

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• Licensing: In return of payment of royalty, giving a foreign manufacturer the right to use a:• Patent• Trademark• Technology• Production process• Product

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• Turn-key projects• Supplying the manufacturing technology or

infrastructure for a business and then turning it over to local owners

• Management contracts• Contracting management techniques and skills to a

purchasing company

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• Direct foreign investment• Minority interests• Investing entrepreneur holds a minority ownership

position in the foreign venture• Joint ventures • Joining of two firms in order to form a third company in

which the equity is shared• Majority interest• Purchase of over 50 percent of the equity in a foreign

business

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• Mergers - Obtaining 100 percent ownership to ensure complete control• Horizontal merger• Combining two firms that produce same or closely

related products in the same geographic area• Vertical merger• Combining two or more firms in successive stages of

production

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• Product extension merger• Acquiring and acquired companies:

• Have related production and/or distribution activities• Do not have products that compete directly

• Market extension merger• Combining two firms that produce the same products

but sell them in different geographic markets• Diversified activity merger• Conglomerate merger involving the consolidation of

two essentially unrelated firms

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Entrepreneurial Partnering

• Partnering with foreign entrepreneurs• Advantages• Facilitates business transactions • Updates the entrepreneur on business, economic,

and political conditions

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Barriers to International Trade

• Trade barriers: Hindrances to doing international business

• Initiatives to reduce trade barriers• General Agreement on Tariffs and Trade (GATT)• Trade Blocs and free trade areas• Free Trade Area (FTA)• North American Free Trade Agreement (NAFTA)• Treaty of Asunción – Mercosur trade zone• European Community (EC)

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Entrepreneur’s Strategy and Trade Barriers

• Impact of trade barriers• Increase costs of exporting products to a country• Limit entrepreneurs’ ability to sell products in a

country from production facilities outside the country

• Necessitate re-locating production facilities to conform to local regulations

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END OF MODULE 5

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