Market Entry Strategy 市场进入策略方案.ppt

Part II: Key Findings, Content and Innovative Tools Findings: Market entry strategies and business building models Key findings: There is movement away from the traditional relationship-based entry model (Citibank) toward a focused one-product manufacturing model (GECC) Acquisition is the optimal route - but the most costly into mature European countries with entrenched local competition 90% of acquisition success = The plans put in place of 1, 2, 5, 10 years after the acquisition to build a sustainably profitable business All successful new market entrants expand off the base of a core competence Alliances will not be successful unless there is a very clear end-game for the partnership - usually acquisition It is still too early to tell whether distribution of savings products via local intermediaries is an entry strategy Part II 1: Understanding Market Entry Strategies Part II 1a: Entry Options Corporate strategy: product manufacturing vs. relationship management vs. utilities Entry route: Greenfield Acquisitions: market leaders, contenders, niche players Alliances: strategic contacts, JVS, partnerships, equity shares Mapping market analysis vs. corporate strategy vs. entry route New market entrants have three levels of decisions to make We identified three main entry routes into a new market and several options for each route Buy market leading position(Share =1-5) New entrants clearly pursue one of the three generic strategies The traditional relationship based model requires extensive local presence in order to build a loyal customer base An increasing number of companies are cherry-picking very specific product niches Greenfield entry routes are easier in developing markets where competition is less intense The selection of the optimal entry route very much depends on timing and a company’s risk appetite and investment budget Part II 1b: Generic Business Building Models and CSFs 1. Acquisition: Market leader 2. Acquisition: Contender 3. Acquisition: Niche