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Strategies for penetrating an international market
Strategies for penetrating an international market
International corporate level strategies
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Phillips, of the Netherlands and Matsushita, of Japan are both companies that focus on electrical technology. With their prominence being located in the consumer electronics industry, it is important to note that the world as a whole is moving towards a more technological focus. As the world is moving in the direction of a more technological society with the consumer electronics industry growing, it was suitable for both Phillips and Matsushita to expand their horizons and operate internationally. The growing demand of technology requires a need for companies to operate on a global scale. Moreover, companies also find foreign operation as a means of cutting costs while still producing quality products through the use of outsourcing. The ultimate financial goes is to meet the needs of a market and generate a profitable turn in the process, which is accessible through foreign commerce. Were both Phillips and Matsushita to decide to stay local, they would quickly lose profit to a larger corporation that is driving to meet the global needs of its consumers and eventually be bought out or simply go bankrupt.
Phillips built its success on a worldwide portfolio of responsive national organizations. The company chose to utilize a localization strategy. This means that they focused on altering the properties and characteristics of their product’s to suit the foreign market’s language, political, legal, and cultural differences. In order to concentrate on local responses, they used highly self-sufficient national organizations but further on adopted a strategy of having each singular product be limited to one specialized division.
Matsushita on the other hand, built its success on its centralized, highly efficient operations in Japan. Un...
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...al for the companies to have all of their resources be independent, rather than relying on other aid through outsourcing.
Ultimately, each of these corporations within the consumer electronics industry have come a long way. They have survived in a business society that has readily evolved and moved towards a whole new era of technology. It is still imperative that corporations do business internationally on a global scale in order to better meet the need of consumers within their industry. However, the ways of doing this have altered with a number of strategic possibilities. Phillips and Matsushita each incorporated a different strategy from one another, with each seeing its profits and downfalls. As the economy and industry have evolved, so must Phillips and Matsushita in order to maintain a stance of being a power player within the consumer electronics industry.
his company, John Lin, the CEO and founder of Shang-Wa, approaches Bernard Lester, CEO of Lester Electronics with a serious proposal to form and partnership and expand the business in to a neighboring Asian country. Lester Electronics however, has to decide whether a partnership is the best way to go, or if acquiring Shang-Wa outright would be more beneficial. This paper will go over any issues and opportunities associated with this scenario.
The United States located electronic company Electrocorp faced the problem of declining profitability due to rising production costs, specifically high wages, costly worker's safety and environmental standards. In order to solve this problem Electrocorp is deciding whether to relocate some of their plants to South Africa, Mexico, or the Philippines.
Within a generation, Japan had become an economic force and the dominant power in the Pacific. Megacorporations called zaibatsu evolved and diversified their way to economic dominance, developing ties with the government and the military through their procurement activities. Meanwhile, d...
Both companies’ changing strategic postures and organizational capabilities led to the major restructuring each company was forced to undertake as its competitive position was eroded. However, it is extremely difficult to overcome deeply set administrative heritage. Although Matsushita and Philips followed different strategies - classic "global" and "multinational" models respectively, both of them proved to have limitations.
Two major competitors in the global consumer electronics industry, Philips of the Netherlands and Matsushita of Japan, both have extensive histories that can be traced back more than a century. They have each followed different strategies and have had significant capabilities and downfalls along the way. In general, Philips built its tenured success on a portfolio of responsive national organizations. On the other hand, Matsushita based its global strategy on a centralized and efficient operation through Japan. As they developed and reorganized their international strategies, each company was forced to undertake its strategic posture and restructuring as its competition position fell.
Yu, S. (1998). The Growth Pattern of Samsung Electronics: A Strategy Perspective. International Studies of Management & Organization,, 57-72.
This case study analysis is on Samsung Electronics Company (SEC) and how it has climbed up the ranks in the past decade via calculated marketing strategies, extensive market research and analysis, and a risky bet on how the market will evolve. Samsung’s principle outlook took time and education from within and thereafter the general market.
This strategy possesses more control, and leadership designs the system that enables flexibility to develop within it (M&W). This is evident in Sony’s second mid-range plan (Ref). It sets the overall goal of achieving a Return on Equity (ROE) of 10% and an operating profit of 500 billion yen (ref). Sony has been devised into three sectors (Ref). These sectors are expected to develop unique strategies that will combine to achieve to the overall financial objective. The individual sectors use their own discretion to reach this
Businesses tend to secure themselves financially and overlook certain characteristics, prior to expanding into international markets. For the purpose of this critical analysis case study, international markets are foreign other than the United States and the various consumers that inhabit them. Culture is a broad and vague concept. We will define culture as the values, beliefs and practices that a group of individuals hold. Culture is a major factor and businesses need to be conscious when expanding into foreign markets. The following paper will examine cultural issues that U.S. businesses must address before attempting to sell their products internationally, six problems Mattel faced expanding Barbie into foreign Chinese markets, and then
Over the last 30 years the world has seen drastic changes in the Chinese way of making business. Nowadays, China has opened its businesses to the rest of the world, especially America and Europe (Teagarden & Cai, 2009). As a result, their economy has increased and the evolution of the companies have changed to be from closed doors to be international and multinational (Teagarden & Cai, 2009). This essay will analyze, first of all, how some Chinese companies have had success abroad, looking at the strategy that they applied to expand and to improve their products. Furthermore, this essay will show examples of successful Chinese firms, such as Lenovo and TCL Group, and how they achieve it.
Bartlett, C. A. (2001). Philips versus Matsushita: A new century, a new round. Harvard Business School.
... marketing strategies, their products or campaigns or face a hostile market, because it is not easy to “impose” a new product against consumers' special tastes and needs. In consequence, companies that tend to opt for standardisation, should also have in mind the strategy of adapted standardisation, that combines elements from both theories (Vrontis and Papasolomou, 2005). Adapted standardisation's slogan is “Think global, act local” and there are voices who argue that the best choice is to maintain the brand's core the same everywhere, allowing at the same time minor changes to the uniform marketing strategy in order to suit local preferences (de Chernatony, Halliburton and Bernath, 1995). Adaptation -at least of some sort- is more than often the key to success in “difficult” markets and it must be always considered as a viable option by all multinational firms.
Today, many companies enter the global market, and some companies have become extremely successful in the global marketplace and others still struggling. In Theodore Levitt’s article “The Globalization of Markets”, he states that a well managed corporation focuses on selling standardized products with high quality and low priced instead of focuses on selling on customized products with high cost. Levitt defines the differences between multinational corporation and global corporation, and adopts many specific examples to proves his view. He defines the multinational corporation who operates in many countries and adjust its product based on the taste of specific region. This will result in a high cost to produce the product because company have to input more resource into each individual product. However, global corporation sells similar product worldwide at relative low cost. According to Levitt, the cultural differences are becoming more and more “homogenized”; therefore, becoming a global corporation will lead to the successful of the company in the global market.
When a company decides to take their business international, there are many different factors that they need to take into account. There are differences in management styles, international laws and treaties that regulate international business, trade barriers, tariffs, taxes, exchange rates as well as cultural customs that come into play. Each of these is significant and needs to be taken into account in order to minimize potential problems. It is essential to an expanding company to study these factors and integrate them into taking their business abroad. Many times, lack of knowledge can create serious problems and in some situations stop a business deal from happening all together. If such matters are not ever correctly dealt with they can completely destroy the entire business. All a company needs to do to reduce this risk is some research in the international market.
a company can familiarize itself with cultural nuances which may impact the design, packaging or advertising of the product. Moreover, traveling abroad allows one to locate and cultivate new customers, as well as improve relationships and communication with current foreign representatives and associates