1. Global Market Entry Strategies9
Global Market Entry Strategies

2. Learning Objectives
Differentiate among market entry options—indirect exporting, direct exporting, licensing, franchising, contract manufacturing, assembly, and full-scale integrated manufacturing—and note the conditions under which each is an appropriate strategy.
Explain the role of export management companies, export agents, and export consortiums.
Note the ways in which the Internet has impacted international entry strategies employed by firms.
List the pros and cons of establishing wholly owned subsidiaries and the pros and cons of establishing joint ventures.
Compare and contrast technology-based, production-based, and distribution-based strategic alliances.
Explain when entering a market by acquisition is desirable.
Define entry strategy configuration, bundling, and unbundling, and explain their significance to market entry strategies.
Explain why market exit—and possibly re-entry—strategies might be necessary.

3. Chapter Outline Exporting as an entry strategy
Indirect exporting, direct exporting
Foreign production as an entry strategy
Licensing, franchising, local manufacturing
Ownership strategies
Wholly owned subsidiaries, JVs, alliances
Entering markets through mergers and acquisitions
Portal or e-business entry strategies
Entry strategy configuration
Exit strategies 3

4. Two Methods of Exporting
Indirect - Reaching markets with the use of an intermediary located in the exporter’s home country
Leverage intermediary’s expertise
Good for firms with little international experience
Less profit, less control, do not gain experience curve effects 4

5. Two Methods of Exporting
Direct – Reaching markets either yourself or with the use of an intermediary located in the foreign market
More profit, greater control, able to leverage experience curve effects
Requires more expertise, management time, and financial resources 5

6. Cooperating for Export
Companies competing against each other in their domestic market may unite to address export markets
Governments may encourage and support cooperation
Brazil’s Ministry of Development, Industry, and Foreign Trade create export consortiums to share logistical and promotion costs of entering foreign markets
SMEs may cooperate for export
83% Danish firms in Jutland cooperate 6

7. Foreign Production Firms may shift production to foreign markets
Gain market position
Circumvent import restrictions, communicate commitment to market
Defend market position
Response to protectionism, currency fluctuations
Follow the customer
Save costs
Cheaper production factors, decrease transportation costs, etc.
Reduces currency risk as costs and revenue are in the same currency 7

8. Foreign Production
Franchising – Special type of licensing where company makes total marketing plan available, including brand name, logo, products, and methods of operation. 8

9. Foreign Production
Contract Manufacturing – Company arranges to have its products manufactured by an independent local company on a contractual basis 9

10. Foreign Production (cont.)
Other Options
Assembly
Full-Scale Integrated Production
Manufacturing and Inter-firm Licensing 10

11. Ownership Strategies
Wholly Owned Subsidiaries – Operations fully owned by a foreign parent firm (May involve marketing, assembly, or full-scale integrated production operations) 11

12. Ownership Strategies (cont.)
Joint Ventures (JVs) – Foreign company invites an outside partner to share stock ownership in a new unit. 12

13. Going It Alone in Overseas Markets
Companies increasingly are entering markets with wholly owned subsidiaries and are buying out their foreign affiliates 13

14. Strategic Alliances
Strategic Alliances – an alliance involving two or more global firms in which each partner brings a particular skill or resource to relationship. 14

15. Entering Markets via Acquisitions
Opening of financial markets has made acquisition of publicly traded firms much easier 15

16. Portal or E-business Strategies
Through the use of web pages, , file transfer, and related communication tools, firms have begun to enter markets without establishing a physical presence in the host country 16

17. Exit Strategies
Circumstances may make companies want to leave a country or market
Market Consolidation – rationalizing overseas operations, abandoning particular markets 17

18. Exit Strategies (cont.)
Political Considerations – Political events may change the attractiveness and/or viability of the market 18

19. Market Re-entry
Several of the markets left by international firms over the past decades have become attractive again, and some companies have reversed their exit decisions and entered those markets a second time 19