Hjalti Solvason on Developing Market Entry Strategies

This is an abstract from a dissertation by Hjalti Sölvason MBA student at the University of Edinburgh on developing market entry strategies as one of the main challanges facing companies wishing to expand into new market segments.

Managers are always under pressure to maximise shareholder value, and when they face a saturated market at home, they begin to search for new markets outside their home country. In other words they seek geographic diversification.

It makes a foreign market even more attractive if it is growing faster than the home market itself, and as improved communications might be considered a supportive reason for opening up new markets overseas.

Improving productivity is one reason for going abroad in order to obtain greater profits and revenue. Greater profits on overseas investments can be a strong motive for going abroad. Service companies frequently follow customers overseas to prevent competitors from gaining access to their clients.

By using foreign production to lower cost the company can move part or all of its production facilities to the country from which its competition is coming, and enjoy such advantages as less costly labour, raw materials, or energy. Protecting foreign markets is often necessary, which can lead to a change from exporting to overseas investment.

Another reason why a company should be interested in entering new markets is by following the competitor. Once a competitor has set up a production plant in a country, management must decide rapidly whether to follow suit or risk losing the market forever.

„In many cases it is a forced move by the company to enter into new markets because if not, the company would stagnate and be left behind by its competitors.“ – Hjalti Sölvason, August 1996.

Being able to claim that the firm is a “multinational” creates the impression of importance, which can influence its customers. Stockholders and financial analysts expect firms to continue to grow, and those companies operating only in the domestic market have found it increasingly difficult to sustain that expectation. The faster growth of a company, helps also satisfy the management’s desire for expansion.

A company should ask itself the reasons for entering the market and assess the internal forces and capabilities of the company itself. There are also various ways to enter new markets: Exporting, wholly owned subsidiary, joint venture, licensing agreement, franchising, contract manufacturing, management contract and strategic alliances.

The importance of screening markets, analysing market indicators and factors are also factors to address when entering new markets. What does market research say about trends in the industry and other factors like financial risk, have been discussed.

Identifying and analysing competitors in order to bring to the surface their strengths and weaknesses, and the field trip should be made in order to smell and taste the market, and collect primary data. Segment the market into those areas where the company can position its services or products by gathering information about the customers.

Entry strategies and entry modes do vary between competitors. Two companies may perceive different risk as they evaluate the same market and therefore choose different entry modes.

Hjalti Sölvason graduated as a Systems Analyst from the Copenhagen Business School in Copenhagen and is now studying for an MBA at the University of Edinburgh. Hjalti has experience in the IT industry and has worked as a software system designer and programmer.

Wwplace