country selection and evaluation (2)
TRANSCRIPT
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Country Selection and Evaluation
Submitted By:-
Ashutosh Singh (138)
Yogesh Jakhotia (186)
Devashish Agarwal (200)
SatyaMoorthy(233)
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Agenda
Systematic Approach
Market entry strategies
HBS case - TCS Ibero America
Key Learning
Conclusion
Non Systematic Approach
Relational Approach
Approaches for Market Selection
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Approaches
Systematic approach
•Market selection process•Market selection model•Normative nature
Non Systematic Approach
•Psychic distance•Descriptive nature
Relational Approach
•Awareness•Exploration•The choice of partners
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Systematic Approach
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Market Selection Process
Macro level research
Economic (GNP; GNP/capita; Income/capita)
Political (political structure)
Demographic (total population; growth rate, structure)
Social (religion, race)
Industry level research
Growth trends for similar products
Cultural acceptance of type of products
Taxes and duties for the category of the
products
Micro level Research
Competitors
Market entry costs, ease of entry
Forecasted sales
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Compatibility with the future company strategy
Resources Objectives Strategies
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Market selection Models
Listing of selection criteria
• Developing a set of criteria• Setting limits
Scoring market selection Model
• Number of indicators compiled in a final score• Different percentage according to degree of importance
Compensatory Model
• Trade off between demand potential and trade barrier for the countries
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Non Systematic Approach
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Non Systematic Approach(Opportunistic Approach)
Occurs when a company enters a foreign market
• As a consequence of receiving orders from abroad• Or when markets are selected by rules of thumb
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Psychic Distance
The psychic distance refers to those factors that are preventing or disturbing the flow of information between firms and the market and include aspects such as differences in language, in culture, in the level of education, in political systems or the level of industrial development. The smaller is the psychic distance the more attractive is the market and vice-versa.
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Elements of psychic distance
1) LanguageContext
2) Religion
3) Values and Attitudes
4) Manners/Customs
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5) Material ElementsInfrastructureConvergence
6) Aesthetics7) Education8) Social Institutions
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Key Concepts• High-context culture
– is where the social context in which what is said strongly affects the meaning of the message.
– Examples: Japan and Saudi Arabia
• Low-context culture– is where the meaning of the message
is explicitly expressed by the words and is less affected by the social context.
– Example: North America
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Contextual background of various countries
High context
Implicit
Low context explicit
Japanese
Arabian
Latin American
Spanish
Italian
English (UK)
French
North American (US)
Scandinavian
German
Swiss
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Language
• Verbal– How words are spoken– Gestures made– Body position assumed– Degree of eye contact
• Local language capability’s important role in international marketing– Aids in information gathering and evaluation– Provides access to local society– Important to company communications– Allows for interpretation of contexts
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Non Verbal Language
• Hidden language of cultures– Time flexibility and sensibility– Social acquaintance and rapport– Personal physical space and personal
touching– Non-verbal gestures and signaling
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Religion
Elements Implications for MarketingA. Unity. (Concept of Centrality, oneness of God, harmony in life.)
Product standardization, mass media techniques, centralbalance, unity in advertising copy and layout, strong brandloyalties, a smaller evoked set size, loyalty to company,opportunities for brand extension strategies.
B. Legitimacy. (Fair dealings, reasonable level of profits.)
Less formal product warranties, need for institutionaladvertising and/or advocacy advertising, especially byforeign firms, and a switch from profit-maximizing to aprofit-satisficing strategy.
C. Zakat. (2.5% per annum compulsory tax binding on all classified as “not poor.”
Use of “excessive” profits, if any, for charitable acts;corporate donations for charity, institutional advertising.
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“A house should be dusted and polished three times a week”
• Italy 89%• United Kingdom 59• France 55• Spain 53• Germany 45• Australia 33• United States 25
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“I attend church regularly”
• Spain 77%• Italy 75• Germany 70• United States 65• United Kingdom 36• France 23• Australia 16
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“My children are the most important thing in my life”
• Germany 86%• Italy 84• France 73• United States 71• Spain 67• Australia 48
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Material Elements
• Material culture– Results from technology and is directly related
to how a society organizes its economic activity.– Material culture is manifested in
• Economic infrastructure• Social infrastructure• Financial infrastructure• Marketing infrastructure• Cultural convergence
– The degree of industrialization can provide a marketing segmentation variable.
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Aesthetics
• What is or is not acceptable as good taste varies widely in cultures.
• The symbolism of colors, forms, and music carries different meanings in different cultures.
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Social Institution
• Kinship relationships– immediate and extended family
• Social stratification• Reference groups
– Primary reference groups• family, coworkers
– Secondary reference groups• professional associations,
trade organizations
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Relational Approach
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Relational Approach to market Selection
Focuses on business relationship
• Foreign customer as unit of analysis
Design process to identify and select exchange partners
• Screening process involves gathering information about each partner and filter out the less desired one
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Process
Awareness
• Identify feasible international partners• Use information internal as well as external• Identify the skills and qualification of potential partners
Exploration
• Identify potential partners that are attractive• Huge bargaining takes place• Duration can be short if partner is not found attractive
Choice of partner
• Choosing among the existing alternatives• Criteria such as goal compatibility and performance are used
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Market entry strategies
Internal firm-specific criteria
Company objectivesNeed for controlInternal resources, assets and capabilitiesFlexibility
External environment specific criteria
Market size and growthRiskGovernment regulationsCompetitive environmentLocal infrastructure
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Market Entry Alternatives
Resource Deployment
Con
trol
and
Fo
reig
n M
arke
t Pre
senc
e
Indirect Exporting
Direct Exporting
Licensing
Franchising
Joint Ventures
Acquisition/Wholly-Owned Subsidiary
Production in theHome Market
Production Abroad
low high
low
high
Source: Adapted from Günther Müller-Stewens and Christoph Lechner, ” in: Klaus Macharzina and Michael-Jörg Oesterle
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Advantages and Disadvantages of Entry Modes
Entry Mode Advantage Disadvantage
Franchising Low development costs and risks
Lack of control over quality Inability to engage in global strategic
coordination
Joint ventures
Access to local partner’s knowledge
Sharing development costs and risks
Politically acceptable
Lack of control over technology Inability to engage in global strategic
coordination Inability to realize location and
experience economies
Wholly owned subsidiaries
Protection of technology Ability to engage in global
strategic coordination Ability to realize location and
experience economies
High costs and risks
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Entry Mode Advantage Disadvantage
Exporting Ability to realize location and experience curve economies
High transport costs Trade barriers Problems with local marketing agents
Turnkey contracts
Ability to earn returns from process technology skills in countries where FDI is restricted
Creating efficient competitors Lack of long-term market presence
Licensing Low development costs and risks
Lack of control over technology Inability to realize location and
experience curve economies Inability to engage in global strategic
coordination
Advantages and Disadvantages of Entry Modes
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HBR-Case Study
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TCS Ibero America - Case
TCS
• Created in 1968 as a division of Tata Sons• First office abroad in New York City in 1979• Capitalised on Outsourcing Offshore Model• Became Tata Consultancy Services Ltd in Dec 2002
2001-2004
• Revenues CAGR – 33% , Net Income CAGR – 28%• Mar 31, 2004 –First billion dollar Indian IT company• Employed 32000 employees in 32 countries
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TCS Ibero America -2001• Interest driven
– Not by the perception of an unmet demand from existing clients
– But by penetration of new Markets– Post 9/11, obtaining visas for Indian citizens
became increasingly difficult and cumbersome– Cost of Indian engineers was being driven up
relentlessly– Location is in a similar time zone to that of US
and Canada
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Sizeable MNC corporate clientele
Technical superiority of TCS vis-à-vis firms operating in the region
Several major governments had plans to redesign their operating systems to an internet environment
Mercosur -3rd largest trading block in the world
High availability of highly skilled personnel
Plans to form an Americas Free Trade Association (AFTA) by 2005
Optimism based on following considerations
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Academic centers of Technical Excellence, particularly in Computer Science
Easy Access to an Up-to-date telecommunication infrastructure
Transportation links to both regional and major global urban centers
Quality of life that could attract and retain professional talent
First Choice – Buenos Aires, Argentina
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Political instability – President De La Rua resigned after a turbulent periodArgentine Peso, was devalued , reached a peak of AR$4 in the open marketDollar deposits were forcibly converted into pesos at a below market rate
Severe restrictions were placed on withdrawals
Money effectively stolen by government in forex
Problems – Buenos Aires, Argentina
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Choosing Uruguay
Demographics
Political
EconomicLegal
Technology
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Choosing Uruguay
• Demographics – Educational level was amongst the highest in
the region– Friendly Environment– Lifestyle was quite relaxed and easy-going– Uruguayans were viewed neutrally by other
Latin Americans– Uruguay products generally acceptable
across the entire geography
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• Political– Stable Democracy– Clear Agenda Regarding Software Industry– Good fiscal policies to attract foreign investment– Already a cluster of knowledge industries – due to
opening of a technology park – Zonamerica
• Economic– Zonameria- Tax free zone – with imported
components and exported components – exempted from tariffs for 30 years
– Exemption from Value Added Tax
Choosing Uruguay
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• Legal– Visa for Indian to Brazil – average 4 months– Mexico – 8 weeks– TSCI worked out a procedure with Ministry of
Foreign Relations – Visa to Uruguay – within 24 hours
• Technology– TCSI was offered a rate of 4.54 cents per
minute – much lower than the prevailing rate
Choosing Uruguay
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Conclusion
•Process of market selection through systematic approach is carried out mainly by MNCs and huge corporations•Softer skills are increasingly playing predominant role•Approach based on mutual trust and relations is akin to walking a two-edged sword•TCS venturing into Latin America was a glaring example of strategic convenience
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Key Learning
•Companies select country for business based on their strategic alignment with the market•Market size may not always be the sole criteria•Cultural aspects are also of utmost significance•Certain broad patterns are universal where as some are highly specific•Relational approach is a relatively new phenomena but is gathering momentum thick and fast
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Thank You