Showing posts by: Suresh George

The Challenge of New Markets-9 March 2015



The Challenge of New Markets.

Some additional online resources to the lecture can be see below

Country insight

This will be a profiling of a topical issue on GREECE  by Prof. Basil Janavaras


This will be a Case Discussion on ‘Globalization “The CEMEX Way”


Creating an entry Strategy- 2 March 2015


Creating an entry Strategy

Country insight

This will be a profiling of a topical issue on KOREA  by Dr Oliver Bahrisch

A collection of videos on doing business in Korea can be  viewed here


Online workshop on  creating an entry strategy/Business plan . By this time, all groups will have identified a Target market for the selected company. The task is to determine the most effective entry strategy and marketing plan based on company’s goals, resources, strengths relative to the competition and market conditions by using the following procedure:

  • Develop marketing strategies and action plans that will most successfully penetrate the Target Market country.
  • Identify the Target Market in the country using key segmentation variables.
  • Develop Market Penetration and coverage objectives that fully exploit market opportunity.
  • Determine whether the company should create, extend, and/or adapt its current product/service.
  • Determine the best pricing strategy and method for the company’s product after investigating terms of sale and value added costs in the Target Market.
  • Develop an effective promotional strategy by carefully matching company resources with perceived product/service benefits and buyer behaviour in the Target Market.
  • Determine the best distribution strategy and channels for the company’s product/service in the Target Market.
  • Based on entry strategy and the developed marketing plan, forecast future sales/profits as well as breakeven financial analysis for the Target Market

Assessing Countries’ Attractiveness- 23 Feb 2015

Assessing Countries’ Attractiveness. The presentation slide can be accessed here. Lecture6-Assessing Attractiveness of Markets-2

A curation of videos and articles to help you with the lecture is listed below.
Country insight This will be a profiling of a topical issue on KENYA  by Andrew Amayo. A curation of videos on the business environment in Kenya can be seen here



Feedback on completed work  of Individual groups on progress towards selection of markets

Search for markets- 16 Feb 2015

This lecture was on searching for markets for your chosen products. Students will have completed their company situation analysis last week, identified key capabilities and identified a suitable product for internationalisation. The presentation slide for the lecture can be accd

Lecture 5-Search for Markets -update16Feb15

Some interesting videos on the topic are also curated here.

Country insight

The business environment in IRAN  was debated by Dr Omid Omidvar during this guest lecture. A twitter feed of key issues from the guest lecture can be seen here.


This will be a PC workshop on the search for Global Markets using the 2nd module of the GMMSO4 software. Now that you have analysed your company’s readiness to internationalise, the next task  is to identify the country with the highest market potential for your company, using a country attractiveness screening process consisting of three stages, and determine the most effective entry mode strategy for the targeted country as shown below:

1. Macro Level Criteria
2. Micro Level Criteria
3. Accessibility Criteria
4. Market Entry Strategy Criteria

 The criteria selected should assists the company to identify the country that offers the most business opportunity for your company based on:

1. Need/desire for the product.
2. Market size and growth.
3. Ability to purchase the product.
4. Ability to enter the market.


The Global Economy – 9 Feb 2015

The Global Economy Challenges, Risk and Opportunities. I have traced the current economic situation in 2015 with a linkage to new market entry.

Some interesting videos on this perspective can be found on the curation below.

Global Viewpoint Lets us discuss the role of sweat shops in global business. Some questions that we can look at during in this session are

      • Who makes your phone?
      • What are your viewpoints on sweatshops in going global?

 Some interesting twists  to this comtemporary issue is debated by Professor Ben Powell  in the video below. In addition, you can see a video on the conditions in  company making iPads.

Now , let us have a look at the mobile phone Industry and the role of these sweatshops in producing the products we love

  1. What is the human cost of an iPad?
  2. What is the correlation to Globalization?
  3. What are reasons some people give in defence of sweatshops?

Additional information

You can read more about sweatshops in other industries here.

Department stores and sweat shops


The Bangladesh factory tragedy and the moralists of sweatshop economics




All groups are expected to have completed GMMSO4 module 1. You will have completed the analysis of your company  and identified a possible entry strategy based on the organization’s internal capabilities.

The tutor will provide feedback on the selected firm’s position and  global readiness.


Understanding your company- 2 Feb 2015


Understanding your Company

Global Viewpoint

Disruptive technologies and business Trends.
You are expected to read the article below and discuss on the disruptive trends/technologies that you think can affect a global strategy.


This will be a Case Discussion on the Nike World Shoe Project. Please read both parts (A+B) of the case study. Please do come prepared to discuss the following questions in the seminar.

  1. Identify the differences in business plans for developed versus emerging markets and explore the challenges that can face a company attempting to tap emerging markets with a focus on the bottom of the pyramid
  2. What should Tom Hartge recommend to senior management regarding the World Shoe?
  3. Investigate the sustainability issues surrounding market entry into the bottom of the pyramid
  4. Is there a need for a new business model when exploring emerging markets in developing countries?
  5. Should Nike use existing factories to manufacture the World Shoe? What are the incentives for existing manufacturers to produce this shoe?
  6. Should Nike develop dedicated facilities that are local and scalable?

Creating Global Companies – 26 January 2015

This lecture discuss how you can create Global  Companies.

The lecture is  followed by a  Global Viewpoint discussion upon the revival of Jaguar landrover (JLR)

Global Viewpoint- JLR

Please read the case ‘ Prowling for Success: The Revival of Jaguar Land Rover’ by Suresh George .

You can read this from International Business, The new Realities, Global Edition, 3/E. Ed. by Tamer Cavusgil, S., Knight, G., and Riesenberger, J.R. Harlow, Essex: Pearson. A copy of the case study is attached here

The discussions will centre around the following questions. Please do come prepared!

  1. Describe how Jaguar Land Rover leverages the advantages of its parent company in seeking new markets. Can this be a source of disadvantages as well?
  2. How do you think the shift of economic activity to emerging regions affects growth in advanced economies? Discuss if a reverse shift of activity is possible?
  3. What is the role of Government Business linkages in creating emerging market challengers? Do you think that emerging and transition economies can move to a more hands-off approach with time
  4. Discuss Jaguar Land Rover’s shift into other developing regions in Africa. What will be the implications of these on its sourcing and supply chain economies?

This will be a PC workshop on Understanding the firm’s Strategic Position and ability to internationalize. You are expected to have registered on the GMMSO4 software by now. We will use the software to better understand the company you have chosen in specific groups. An analysis of the company’s strategic position. In addition, you will make company contacts and begin to collect data pertaining to the company and its product(s)/service(s


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