'Market Entry Essay\r'

' valuate reach outline work put restructuration house servant securities industry 1. depth psychology 2. Factors of success 4. supranational expension system 1. forethought method 2. Analysis 3. Factors of success 5. 6. regard as creation pass on Top timberland products Adapted and productive management title Group capacity to restructure and timulate other(a) companies rate chain analysis & adenine; good partnership cling to kitchen stove lineation crease model restructuration municipal grocery International expension strategy hold dear globe Debate entertain mountain range abbreviation Business model restructuration International expension strategy\r\n domestic help trade 1984 1988 Zhang pop off Manager of Quingdao General Refrigiretor Factory specie medal for product role in national competition appreciate human beings 1989 1991 Chinese grocery face swamp Diversification through aquisitions (eg, telecommunication, equipment…) Debate advance the price and move to high quality strategy 1998 Operational restructuring care for drawing string specify Business model restructuration property(prenominal) trade Diversification and internal shakeup ? 7 product divisions ? G topical anaesthetic strategy: ? 4 Group-wide « Development Divisions » International expension strategy hold dear Creation Debate Value drawstring Outline Business model restructuration Domestic Market International expension strategy Value Creation Debate Market piece in 2004 Refrigerator Washing railway car Air conditioner 28% 18% 30% other ? ? ? By 2002, they accounted for 61% of perseverance profits. From 1989 to 1996, the number of refrigerators producers :100 to 20 3 Chinese manufacturers = 60% of the market ? Kelon is the principal(prenominal) competitor\r\nValue range of a function Outline ? Business model restructuration Domestic Market After the Chinese entry in WTO: ? new entrants (Electrolux, Siemens…) ? Refrigerator whole gross sales: 31% in 2002 vs 26% in 2001 ? Automatic washing instrument: 38% in 2002 vs 31% in 2001. ? Before 2000: ? Core profit ? state-owned section stores ? In 2004: ? individual specialized shops/ individual(a) retail International expension strategy Value Creation Debate % Haier’s sales Domestic Chain International chain Licensed dealers Independent retail shops authorities purchases.\r\n anxiety method Market responsiveness: focus on meeting node needs Good after-sale service: offerings that Chinese customers was not accustomed (free replacement, warranty…) dispersion internet: one single guild (Haier logistics) serving the entire group, good network Be cautious: These points can be learnt, copied and imitated by multinationals International expension strategy Value Creation Debate Value Chain Outline ? ? Business model restructuration Domestic Market International expension strategy Value Creation Debate Key portion for international strategy\r\nFocus on market pressure: choose hard market (eg. US, Europe) « If we can succeed in that location we can succeed in easier market » ? Look for hard challenges ? Focus on Human Resources assets ? Implement a « local thinking » ? Hire Local employees Value Chain Outline Business model restructuration Domestic Market International expension strategy Value Creation ? Since 1997: Willpower of a global expansion strategy (3third) ? roast ventures ? Manufacturer of Liebherr (Germany): 8 top rank ? 1999: Willpower of Haier to make a brand name reputation overseas. Difference with the domestic challenger Kelon ? Take example of the successful Nipponese and Korean model. % of sales in the US an EU\r\nExport from China (% of follow revenue) 1998 †3% 2004 †17% 1998 †3% 2004 †8,3% overseas Made and Sold (% of total revenue) 2002 †4,6% 2004 †8,3% 70% of Haier overseas’ revenues come from developed markets Debate Value Chain Outline Business mo del restructuration Domestic Market.International expension strategy Value Creation Debate Focus on difficult (flat market) and highly competitive markets wrap up the market with niche products Hire local people suffer JV on five continents ? Benefit from existing networks.\r\n present close attention to market specifications Make « response speed » Satisfy customer needs Value Chain Outline Business model restructuration Domestic Market International expension strategy Value Creation Debate Growth leverage Restructuration specialisation Know How After Sales Management Vision Market responsiveness distribution Glocal Strategy Value Chain Outline ? ? Business model restructuration Domestic Market International expension strategy How would Haier evolve in order to gain more market share internationally and in their home market?\r\n'