By AK Interactive
Каталог модельной химии и принадлежностей.
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Extra resources for AK Interactive 2013
Section 7 describes the process of market entry and explains the various steps in it. It also shows the difference between the processes of market entry for a nationally active company that enters a foreign market for the first time and that of an internationally active company that expands its operation to yet another country. Section 8 summarizes the criteria for a good market entry strategy deduced from sections 2, 3 and 5. The five criteria identified here along with the process of the market entry in the previous section later form the basis for assessing the cases in chapter IV.
Hill/Jones (1998), pp. , Miller/Dess (1996), pp. 149 ff. Grünig/Kühn (2002), p. 184. 30 Strategic management and market entry strategies in the literature The three generic strategies vary in dimension and their successful implementation requires different resources and skills. They also differ in their organization arrangements, control procedures, and inventory systems. Sustained commitment to one of the strategies as the primary target is necessary in order to be successful. 18 Generic Strategy Overall cost leadership Commonly required skills and resources Common organizational i t Tight cost control Substantial capital Investment and access to Frequent, detailed control reports capital Process engineering skills Structured organization and responsibilities Intense supervision of labor Products designed for ease in manufacture Incentives based on meeting strict quantitative targets Low-cost distribution system Differentiation Strong marketing abilities Strong coordination among functions in R&D, Product engineering product development, Creative flair and marketing Strong capability in basic Subjective measurement research and incentives instead of Corporate reputation for quantitative measures quality or technological Amenities to attract leadership highly skilled labor, scientists, or creative Long tradition in the people industry or unique combination of skills drawn from other businesses Focus Combination of the above Combination of the policies directed at the above policies directed particular strategic target at the particular strategic target Table II-2: Implications of Porter’s generic strategies19 _____________________ 18 19 Porter (1998), p.
Competitive advantage Lower Cost Differentiation Broad target 1. Costleadership 2. Differentiation Competitive scope 3. Focus Narrow target 3A. Costfocus 3B. Differentiationfocus Figure II-7: Porter’s generic competitive strategies17 _____________________ 16 17 Grünig/Kühn (2002), pp. , Hill/Jones (1998), pp. , Miller/Dess (1996), pp. 149 ff. Grünig/Kühn (2002), p. 184. 30 Strategic management and market entry strategies in the literature The three generic strategies vary in dimension and their successful implementation requires different resources and skills.
AK Interactive 2013 by AK Interactive