澳洲BIGW进入中国市场策略分析.pptxVIP

Consulting Project–Fly to China;Introduction – Company Profile Why China? PEST Analysis Industry Analysis Internal Environment Entry Strategy Post Entry Forecast Conclusion ;Name;Political Factors World Trade Organization (WTO) Regulatory reform Low restriction Full ownership Streamlined approval procedures ;Economic Factors Fast-growing economy GDP $8,789 trillion (2009) Retail sales: annual growth 15.5% (2009) Domestic spending promotion Increasing consumer spending per capita Estimating for an increase from $1,407 (2009) to $2,729 (2014); Social Factors Western-style chain stores acceptance Increasing urban household Increasing wealth and demand Technological Factors E-commerce Young consumers (under 30s) ;;;;;Competitive Advantages World-class supply chain capability Warehouse Management System, Transport Management System, Intellectual Property developed in supply chain teams, IT system, distribution centers, transport operations and replenishment Low cost culture (i.e. live big for less) All initiatives in supply chain and sourcing contribute to Big W’s ability of lowering its costs. Depth of talented employees Solid foundation for operational efficiency and constant improvement on other two core strengths;Virtuous Circle ; Weaknesses for entering China Immobility of fixed resources Limited knowledge about institutional environment (both formal and informal) of China Lack of brand awareness in China;Objectives and target group to build a big supermarket chain with resource and capability in a relative quick pace Mass market Determined by Big W’s generic strategy – cost leadership Entry timing Early mover strategy Establish brand awareness Lock in customers;Recommended entry mode Majority joint venture with local partners (e.g. China Resources Enterprise Co Ltd and Lianhua Supermarket Holdings Co Ltd ) Wholly-owned subsidiary Tradeoff between required resources and control Learn from local partners Then gain complete control to protect competitive