Mode of entry decision

External Factors:
oCAGE distance (Ghemawat)

oCountry risk/ demand uncertainty – economic/ political/

exchange rates
oMarket size/ growth: more attractive = more resource = more
control wanted
oIntensity of competition

oAppropriate intermediaries

oDirect/ indirect trade & entry barriers

Christine Comrie 2019-20 UMKD6Q-15-3

Export or
Greenfield site?
Lecture 4 – Entry Modes
Christine Comrie 2019-20 UMKD6Q-15-3
Hierarchical Model: choice of entry modes
Choice of Entry Modes

Non-Equity Modes Equity Modes

Risk Vs Control

Export Contractual Equity Wholly

Agreements Joint Ventures Owned Subsidiary

Licensing Minority EJV Greenfield

Direct Export
R&D contracts
Indirect Export 50% share EJV Acquisition
Alliances
Others Majority EJV Others
Others
(Pan & Tse, 2000)
Christine Comrie 2019-20 UMKD6Q-15-3
Global Market Entry Strategies

Trade Related Contractual Investment entry

• Exporting • Franchising • Overseas

• direct • Licensing assembly
• indirect • Strategic • Foreign Direct
• Piggybacking Partnerships Investment
• Countertrade • Contract • Joint Venture
manufacturing • Mergers and
Acquisitions
• Wholly owned
subsidiaries

Christine Comrie 2019-20 UMKD6Q-15-3

Making the Decision: Global market entry
Target
Country
Selection Research & Screening

Mode of entry Naïve/ Pragmatic/ Strategy rule

Time of entry FMA?

Marketing Mix Brand

positioning

Marketing control

Christine Comrie 2019-20 UMKD6Q-15-3

Typical internationalisation sequence( Uppsala
model)

Born Globals the exception

(Johanson & Vahlne (1990); Root (1994))

Christine Comrie 2019-20 UMKD6Q-15-3
International expansion strategy - Waterfall approach – orderly ‘hierarchical’expansion

Christine Comrie 2019-20 UMKD6Q-15-3

International expansion strategy Sprinkler approach – simultaneous expansion

Christine Comrie 2019-20 UMKD6Q-15-3

Born Globals – Sprinkler approach

Christine Comrie 2019-20 UMKD6Q-15-3

iPhone – sprinkler strategy

Christine Comrie 2019-20 UMKD6Q-15-3

 • Losing ground to competitors in US
• ‘Dated 'perceptions in Asia

Some companies change their approach.

Christine Comrie 2019-20 UMKD6Q-15-3

 Factors affecting foreign
market entry mode decision

Christine Comrie 2019-20 UMKD6Q-15-3

 Entry Mode decision – Internal Factors
• Firm size, resources
• International experience
• Physical characteristics
of product/ service
• Need to safeguard/
control FSAs/ know-how/
IP
• Location of FSAs in value
chain/ability to leverage

Christine Comrie 2019-20 UMKD6Q-15-3

 Entry barriers

• Any obstacle making it more difficult to enter product

market 🡪Likely to increase costs/ constrain options

• Tariffs/ quotas

• Non-tariffs/ hidden barriers

• Natural barriers

Christine Comrie 2019-20 UMKD6Q-15-3

Tata – Entry Barriers into the Brazilian market

Christine Comrie 2019-20 UMKD6Q-15-3

Desired mode characteristics

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Internalise or externalise FSA’s?

Christine Comrie 2019-20 UMKD6Q-15-3

 Modes of entry
• Degrees of involvement
LOW
NON EQUITY
Export modes 100% Externalizing (low
control, low risk, high
flexibility)

Intermediate
modes Shared control and risk,
(contractual split ownership)
modes)

Hierarchical 100% internalizing (high

modes control, high risk, low
flexibility) EQUITY
(investment
modes)
(Hollensen, 2008)
HIGH
Christine Comrie 2019-20 UMKD6Q-15-3
Christine Comrie 2019-20 UMKD6Q-15-3
 Optimal entry mode matrix
(Johansson, 2010)

Product/ Market Situation

Strategic Emerging High Growth Mature
Posture
Indirect Indirect Direct
Incremental
Exports Exports Exports

Joint Indirect Alliance/

Protected
Venture Exports Licensing

Wholly Owned Acquisition/ Wholly Owned

Control
Subsidiary Alliance Subsidiary

Decision re choice of entry mode: how to get

reasonable payoff / return on FSAs
Christine Comrie 2019-20 UMKD6Q-15-3
 Pros and Cons of exporting

Three main types of export – direct, indirect and cooperative

PROS CONS

• Small market • Less control

• Economies of scale • Risk - wrong partners
• Lower risk/ limited resources • Learn little about the country
• Local partners’ market • Brand reputation
knowledge/ contacts • Shows less commitment
• Good for Trial of new products

Young woman breaks through in Sri Lankan business world

Direct export has more control than the other two methods
Christine Comrie 2019-20 UMKD6Q-15-3
 Brompton Bicycles
Funky Folding bicycles
mini case study
 Brompton
Bikes

How to make a Brompton Bike

CHRISTINE COMRIE 2019-20 UMKD6Q-15-3

Bikes for cities London's workhorse

CHRISTINE COMRIE 2019-20 UMKD6Q-15-3

Questions

1. Which Entry Mode do Brompton use when entering foreign markets ?

2. With manufacturing in the UK so expensive why do you feel they have
chosen to manufacture in the UK when it would be cheaper to
manufacture overseas?
3. How can they turn manufacturing in the UK into a competitive
advantage?

Christine Comrie 2019-20 UMKD6Q-15-3

Brompton Electric

Brompton Electric

Christine Comrie 2019-20 UMKD6Q-15-3

Franchising/ licensing

Christine Comrie 2019-20 UMKD6Q-15-3

 Pros and Cons of Licensing and franchising.
Pros Cons
No equity investment and Dependence on licensee to
avoids risk and lowers produce/grow revenue
management commitment
Overcome lack of Uncertainty re product quality
knowledge/resources
Avoid tariff/non-tariff barriers Create potential competitor

Market potential too small/too Dissipation /dilution of brand

great equity
Allows fast diffusion of product Conflict of ideas

Christine Comrie 2019-20 UMKD6Q-15-3

Intermediate modes: Joint Ventures and
Strategic Alliances

Christine Comrie 2019-20 UMKD6Q-15-3

Examples of Strategic alliances

3 types of strategic
alliance
1.Manufacturing
alliance
2.Distribution alliance

3.R and D alliance.

Christine Comrie 2019-20 UMKD6Q-15-3

Tata –Zara J.V. India
• Indian law demands
overseas retailers need
domestic partner
• Trent = retail arm of Tata
Group India has a 49%
share
• Inditex Group – Zara has
a 51% share
• First stores opened in
major cities in 2010
Christine Comrie 2019-20 UMKD6Q-15-3
Starbucks in China
o China is a tea drinking nation
o Extensive market research
o Not an homogeneous market
o Culture dominant in northern China
o Radically different from Eastern China
o Spending power = Central versus coastal
o Regional partnerships
o Gave consumer insight
o preferences and habits
o Localise diverse market
o North China JV with Beijing Mei Da Coffee
Company
o East China – partnered with Taiwan based
= Uni President
o South China – Maxim’s Caterers Hong Kong

Christine Comrie 2019-20 UMKD6Q-15-3

Strategic Partnership mini case - Heineken joins
forces with China's biggest brewer CRH Beer
• Heineken has just 0.5% of China’s
lucrative beer market
• Signing a deal with the parent
company of China Resources Beer,
the country’s largest brewer.
• Puts Heineken in strong position
against international competitors
• Taking 40% stake in CRH beer
• CRH Beer parent company CRE will
buy 0.9% stake in Heineken
• China is the world's biggest beer
market by volume. CR Beer's biggest
brand, Snow, is the world's top-
selling beer, but is almost exclusively
sold in China

Christine Comrie 2019-20 UMKD6Q-15-3

Benefits for Heineken

• Access to lucrative Chinese beer

market
• Extend its local foothold in
China
• Tap into CRH Beer’s established
distribution network
• CRH market leader in China
• Benefit from CRH deep
understanding of the Chinese
consumer

Christine Comrie 2019-20 UMKD6Q-15-3

Benefits for CRH Beer

• Exclusive rights to market the

Heineken brand in mainland
China, Hong Kong and Macau
• Take advantage of consumer
demand for cheaper beer
brands is waning to gain traction
and share in the premium beer
market
• Benefit from Heineken’s
marketing expertise

Christine Comrie 2019-20 UMKD6Q-15-3

Christine Comrie 2019-20 UMKD6Q-15-3
 • We are working with PARLEY to
prevent plastic entering our
oceans and transform it into
high performance sportswear.
Spinning the problem into a
solution. The threat into a
thread. #ADIDASPARLEY

Christine Comrie 2019-20 UMKD6Q-15-3

Strategic partnerships :Adidas and Parley for
the Ocean
• Partnership to launch a
range of trainers made
from recycled plastic
found in the sea
• Partnership is not only
strategic but designed
to reflect brand values 🡪
authenticity
https://www.adidas.co.uk/parley

Christine Comrie 2019-20 UMKD6Q-15-3

Soma and Parley

Christine Comrie 2019-20 UMKD6Q-15-3

McDonald’s and UberEats

Christine Comrie 2019-20 UMKD6Q-15-3

Strategic Alliance/Joint Venture – Pros and
Cons

PROS CONS
• Complementary skills 🡪 new • Shared profit
opportunities • Disagreements between parties
• Increased speed of market entry • Diminished control
• Experienced local partner • Potential future competitor
• Legislation can restrict foreign
ownership
• Shared R and D
• Accessing additional financial
resources
• Shared Risk

Christine Comrie 2019-20 UMKD6Q-15-3

Approaches to FDI
• Acquisition
• instant, potentially less expensive
• + distribution/ marketing network
• - challenge of integration: culture, co-ordination,
compatibility, re-education, local resistance

Christine Comrie 2019-20 UMKD6Q-15-3

Coca Cola buys Costa for
£3.9 bn.
Acquisition case study
Objectives: • Growth:
• Emerging market growth
opportunities are slowing
down
• Coffee market value sales
scheduled to grow by
15% between 2018 -2022
(Euromonitor in WARC)
• Carbonated drinks, sales
show lower growth -
5.7% to 2022
• Cola sales are predicted
to grow at 4.4% to 2022

Christine Comrie 2019-20 UMKD6Q-15-3

Objectives

• Diversification:
• Many food and drink
companies are
following the mergers
and acquisitions
route
• A high cost way to gain a
foothold in new or fast-
moving sectors

Christine Comrie 2019-20 UMKD6Q-15-3

Benefits of the acquisition.

Benefits for Coca Cola Benefits for Costa

• Quick growth in a new sector • New distribution options
• Costa has critical know-how and • Faster overseas expansion for
expertise in a fast-growing, on- the out-of-home coffee brand.
trend category. • Innovation
• Costa brings knowledge of the • Coke brings expertise in how to
coffee supply chain: build a global brand
• sourcing, vending and distribution
• Diversification from core
business of sugary drinks
• Costa brings knowledge of
direct-to-consumer route.

Christine Comrie 2019-20 UMKD6Q-15-3

Acquisition: Mini case - Coca-Cola, Nestle
and Kraft Heinz circle Horlicks
• Horlicks:

• British malted milk drink

since 1873

• Non perishable, high

calorie food supplement

• Owned by Glaxo SmithKline

• Brand very strong in India

Christine Comrie 2019-20 UMKD6Q-15-3

Acquisition: Coca-Cola objectives

• Company wants to move away

from unhealthy image
• Entry into the hot beverages
market
• More traction in competitive
Indian market

Christine Comrie 2019-20 UMKD6Q-15-3

Approaches to FDI

• Greenfield’
• + control; establish
culture
• - highest risk
• Consideration of
divestment strategy/
implications

Christine Comrie 2019-20 UMKD6Q-15-3

 Market €
Characteristics Internalise
Externalise
Speed

Key
theories
Entry
Modes

Product type
Competitive
Company
Pressures
Resources
Speed required
Company resources Company resources and
Market development
Christine Comrie 2019-20 UMKD6Q-15-3
Key thoughts

Christine Comrie 2019-20 UMKD6Q-15-3

Reaching the end consumer:
In market distribution

Christine Comrie 2019-20 UMKD6Q-15-3

In-country expansion

‘Oil stain’
• Establish in one place/ flagship
store
• get experience/ market
information
• then spread across the country

(Hollensen, 2011)
Christine Comrie 2019-20 UMKD6Q-15-3
Unilever in
Vietnam –
1990’s

Christine Comrie 2019-20 UMKD6Q-15-3

Channel selection - 11 Cs model:

• Customer characteristics • Capital required

• Culture • Coverage needed
• Competition • Control
• Company objectives • Continuity & on-going
commitment to service
• Character of market/ stage of
maturity • Communications effectiveness
(contact with customers)
• Costs comparison of channels

(Czinkota & Ronkainen 2010)

Christine Comrie 2019-20 UMKD6Q-15-3
 11C’s of channel selection
• Culture of market
• Keiretsu – Japan
• Chaebol – South Korea
• Character of market
• Developing markets have many stages in chain
• Problem for short shelf life products
• Different types of retail outlets

Christine Comrie 2019-20 UMKD6Q-15-3

 JAPAN:
Typical Distribution System

Manufacturer
or Importer
Speciality
Distributor
Primary Self-Service Department
Wholesaler Store Store
Secondary
Wholesaler
Japan has highly established multi-layer
Tertiary distribution systems.
Wholesaler Most retail outlets are owned by the distributors
Foreign companies find it difficult not to use
Retailer intermediaries (agents and distributors).

Consume
r Christine Comrie 2019-20 UMKD6Q-15-3
11C’s of channel selection

• Character of market cont.

• Poor road conditions/
infrastructure
• Legislation minimising
amount foreign companies
can use distribution
• Refrigeration can be an
issue
• If product is unknown in
the
market, then it is not
attractive proposition to
distributor

Christine Comrie 2019-20 UMKD6Q-15-3

Distribution channels

• Indirect:
• Independent agents/
distributors, trading companies,
wholesalers
• B2B: Agents,distributors,sales
operation, internet 🡪 Business
Buyer
• Consumer goods: mail order,
internet, wholesalers, agents/
distributors, retailers 🡪
Customers
• Direct:
• Own Transport
• Own salesforce
• Retail stores

Christine Comrie 2019-20 UMKD6Q-15-3

 Source: Lewison (1996, p. 271)
Hollensen: Global Marketing, 5 Edition, © Pearson Education Limited 2011
th

Christine Comrie 2019-20 UMKD6Q-15-3

Source: adapted from Lewison (1996, p. 279)

Hollensen: Global Marketing, 5 Edition, © Pearson Education Limited 2011

th

Christine Comrie 2019-20 UMKD6Q-15-3

On trade Off trade

Christine Comrie 2019-20 UMKD6Q-15-3

References
• Ayal, I & Zif, J. (1979) “Market expansion strategies in multinational marketing" Journal of Marketing, Vol. 43: 84-94
• Czinkota, M. & Ronkainen, I. (2010) 9th Ed. International Marketing, Thomson
• Doole and Lowe (2012)
• Ghauri, P. & Cateora, P. (2010) 3rd Ed. International Marketing, McGraw-Hill.
• Ghemawat, P. (2001), “Distance Still Matters: the hard reality of global expansion”, Harvard Business Review, Sept
• Hollenson (2011 and 2014)
• Jeannet, J.P. & Hennessey, H.D. (2008) 7th Ed. Global Marketing Strategies, Houghton
• Johanson & Vahlne (1990), “The mechanism of internationalisation” Journal of International Business Studies
• Keegan, W. J. & Green, M, (2010) 6th Ed. Global Marketing, global edition, Prentice Hall.
• Kotler, P. & Keller, K.(2005), Marketing Management 12th ed., Prentice Hall
• Lee, K. & Carter, S. (2009), Global Marketing Management 2 nd ed., Oxford University Press
• McGoldrick, P. (2002), Retail Marketing 2 nd ed., McGraw-Hill
• Ohmae & Kenichi, (1989), “Managing in a borderless world," Harvard Business Review 67 (May-June), 152-161
• Pan & Tse, (2000), “The hierarchical model of market entry modes” Journal of International Business Studies
• Porter, M (1985): Competitive Advantage: Creating and Sustaining superior Performance  N.Y. Free Press
• Root, F.R. (1994), Entry Strategies for International Markets, D.C. Heath, Lexington, MA
• Trent, R. (2004), What everyone needs to know about SCM, Supply Chain Management Review, 8(2), 52-60

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