The objective of this study is to identify, to analyse, and to evaluate the market entry barriers for German small and medium-sized companies in India. Moreover, this study provides recommendations in order to minimize or overcome those barriers. Existing studies are discussing the market entry of big companies such as of Siemens AG and Robert Bosch GmbH in India, but issues of small and medium-sized companies are neglected. This academic void is closed by this study with the help of the implementation of questionnaires and interviews. Based on these primary sources, market entry barriers for German small and medium-sized companies in India are identified as well as analysed, and recommendations to reduce or even overcome them are presented.
Bachelor Thesis from the year 2012 in the subject Business economics - Miscellaneous, grade: 1,7, University of Applied Sciences Essen, course: International Management, language: English, abstract: The identification, analysis and evaluation of market entry barriers for German small and medium-sized companies in India are the objective of this bachelor thesis and will be developed within six chapters. Moreover, recommendations to minimize or overcome those barriers are provided. Small and medium-sized companies are increasingly confronted with new issues, but also with chances due to the persistent internationalisation of the markets. New markets are not only entered to guarantee existing competitive advantages and to expand. Furthermore, companies can benefit from substantial incomes and synergy effects. Entering new markets harbour different risks whereupon the market environment such as customers, products, competitors as well as fiscal and legal conditions needs to be analysed. In comparison to large concerns, small and medium-sized companies are facing issues of less financial and human resources, absent experience abroad, the ignorance of the respective national language and costs for the international market development. On the other hand, small and medium-sized companies are using individual manufacturing processes or design niche products to compete in international markets. India is characterized by its huge complexity of different races, languages, caste and religions as well as of its ancient cultural and social history. Detailed knowledge about the Indian culture and market is required to increase the success when entering the Indian market. The provided overview of those conditions is necessary to understand the characteristics of the Indian market and to consider this knowledge in daily business operations. The topic “market entry” is covered in numerous reference books and studies about the market entry in India can also be found. These studies are discussing the market entry of big companies such as of Siemens AG and Robert Bosch GmbH in India, but issues of small and medium-sized companies are neglected. This academic void is closed by this bachelor thesis with the help of the implementation of questionnaires and interviews. Based on these primary sources, market entry barriers for German small and medium-sized companies in India are identified as well as analyzed and recommendations to reduce or even overcome them are presented.
In the past, services had a strong local and national focus. Professional services were very likely to be independently and autonomously organized from country to country in order to cater to local needs and local legal requirements. This has since changed radically, and highly integrated business and delivery models around the globe have become the status quo in clients’ businesses and strategies. Serving clients on a global level requires professional services firms to adopt a structural change from local to distributed global sales and delivery. This book brings together many years of experience, current perspectives and future ideas of international business practitioners, academics, and market researchers. Along those lines it is structured into four parts. Part I “Winning Strategies and Innovative Ideas” lays the book’s foundation: it discusses core strategies behind the globalization movement and introduces the major paradigms and ideas. Part II “Successful Processes for Realization” provides solutions for how to establish successful processes for delivering global professional services. Part III “Inspired Talent Management” goes to the core of the professional services industry: attracting, developing, and keeping the right talent in the right locations. Finally, Part IV offers “Experiences and Case Studies” on all aspects related to successfully building a globalized professional services firm. In short, this handbook provides professional services firms and their clients alike with a sound foundation for responding strategically to fundamental global changes and turning them into business advantages. It offers a comprehensive perspective of why and how to successfully globalize a professional services firm.
This is a compelling analysis of the corporate economies of China and India, which are having a huge impact not just on the international economy, but also in the geopolitical and international strategy sphere as a result of an accelerated globalisation by these two countries, which is unleashing powerful economic challenges to corporate structures, economic institutions and law worldwide. The big question is how after centuries of underdevelopment China and now India are emerging powerfully and pulling ahead of Western European economies. Analysing the role of the state and the adroit use of law, and their impact on the corporate evolution of both China and India, provides greater clarity and insight into why China has evolved as a manufacturing nation utilizing cheap abundant labour while India has not exploited such advantages but instead focused on IT and higher value industries, even abroad as Tata has demonstrated in the motor industry in Europe. Again while Chinese corporations have expanded abroad as an arm of the state into Asia, Middle East, Africa, Europe, Latin America and parts of the southern states of the USA, India has pushed principally into Europe through the efforts of powerful minority capitalists of Parsi and Gujerati background, overcoming technological gaps and differences through acquisitions and absorptions of existing corporations in particular industries, especially in steel, automobiles and textiles. In China, state owned corporations have been dominant. In India, though state owned enterprises have been powerful since 1951, it has been private capitalists with an established stronghold since the colonial period and even under the Socialist period from 1951-1991 who have been the more productive main actors both in India and abroad.
Good international trade relations are a must for any modern enterprise, regardless of its size. But without a sound global market strategy, entry onto the international scene is risky and can at worst lead to a company's demise. In this book, Michael Neubert, a renowned expert in global business strategy, outlines the principles that underlie a successful international venture: development of a custom-fit internationalization strategy; selection of foreign markets and structured market entry processes; design of market growth strategies; intercultural management and international corporate management; and the carrying out of market exits. Supplemented with case studies, the tools and solutions in Global Market Strategies provide international managers with the requisite know-how for success in all markets and industries.
Strategic, comprehensive, and concise, the fifth edition of this popular textbook introduces students to the important concepts of global marketing today, and their managerial implications. Increasingly, marketing activities must be integrated at a global level. Yet, the enduring influence of culture requires marketers to adapt local strategies in light of cultural differences. Global Marketing takes a strategic approach, recognizing the need to address both the forces of globalization and those of localization. Key updates include: Extensive real-life examples and cases from developed and emerging markets, including Africa, Latin America, and the Middle East; New topics such as digital distribution options, the participation of customers, and the rise of social media, including Twitter, Facebook, and TikTok; Updated exploration of often overlooked topics, such as China’s state-owned enterprises, the importance of diasporas as target markets, the threat of transnational criminal organizations to legitimate marketers, and new tensions among trading partners; A stronger recognition of the need for a growth mindset, value orientation, and innovation. Written in a student-friendly style, this fully updated new edition continues to be the textbook of choice for students of global marketing.
Economic and social progress requires a diverse ecosystem of firms that play complementary roles. Making It Big: Why Developing Countries Need More Large Firms constitutes one of the most up-to-date assessments of how large firms are created in low- and middle-income countries and their role in development. It argues that large firms advance a range of development objectives in ways that other firms do not: large firms are more likely to innovate, export, and offer training and are more likely to adopt international standards of quality, among other contributions. Their particularities are closely associated with productivity advantages and translate into improved outcomes not only for their owners but also for their workers and for smaller enterprises in their value chains. The challenge for economic development, however, is that production does not reach economic scale in low- and middle-income countries. Why are large firms scarcer in developing countries? Drawing on a rare set of data from public and private sources, as well as proprietary data from the International Finance Corporation and case studies, this book shows that large firms are often born large—or with the attributes of largeness. In other words, what is distinct about them is often in place from day one of their operations. To fill the “missing top†? of the firm-size distribution with additional large firms, governments should support the creation of such firms by opening markets to greater competition. In low-income countries, this objective can be achieved through simple policy reorientation, such as breaking oligopolies, removing unnecessary restrictions to international trade and investment, and establishing strong rules to prevent the abuse of market power. Governments should also strive to ensure that private actors have the skills, technology, intelligence, infrastructure, and finance they need to create large ventures. Additionally, they should actively work to spread the benefits from production at scale across the largest possible number of market participants. This book seeks to bring frontier thinking and evidence on the role and origins of large firms to a wide range of readers, including academics, development practitioners and policy makers.
This book presents a wealth of perspectives on studying the manufacturing end of food processing industries, with a special focus on regions with a low industrial base and multiple missing markets, institutional finance being the most prominent example. Positioning food processing within the industrial ecosystem, which includes entrepreneurs, policymakers, business consultants and associations, the study first considers three different trajectories: for developed economies, for national territories like India, and for sub-national regions like Bihar. In turn, it shows how these trajectories intertwine in two dimensions: the region and the sub-sector. Successfully completing food-processing projects in any of these trajectories requires the identification and development of appropriate product networks that link basic processed items with advanced ones through a chain of value addition. Moreover, the supply-side narrative presented here identifies two types of costs: physical and non-physical costs of operation. For trajectories with skewed firm sizes (“missing middle”) and missing markets, which can be found in Bihar, the latter costs matter just as much as the former in terms of entrepreneurship. While efficiency in operations is studied for selected sub-sectors in Bihar’s food processing to assess the main sources of inefficiency in minimizing the physical costs of operations, non-physical costs are studied using the construct of region-based counterfactual thinking (rCFT) and its relationship with the perception of risk for entrepreneurs. rCFT offers a new concept for understanding the mindset of the entrepreneur, in which the regional identity plays a significant role. The empirical content is based on a primary survey of food processing in Bihar. Additional policy questions, such as the choice between spatial collocation of food parks or cluster-based development of unique sub-sectors, are explored through an analysis of the policy network that supports entrepreneurship. Issues arising from the government’s policy choices, particularly vertically targeted industrial policies, can influence industrial outcomes and are particularly relevant for regions like Bihar. While policy evaluation for Bihar’s processed food industry yields insights on policy targeting for decision-makers in the government, examples of parallel narratives from global experiences in comparable regions shed new light on industrial development in processed food, which should be of interest to business practitioners, academic researchers and policymakers alike.
Marketing Management challenges the traditional view of marketing as a function, considering it instead as a series of processes pervading the entire organization and involving most personnel as part-time marketers. The authors argue that every company or institution must manage four main processes: strategic positioning, market intelligence, value creation and value generation. Adopting a global approach, the book focuses on value creation and introduces students to the tools of the marketing mix in a process oriented manner. New to this edition: - New coverage of technology applications and developments and B2B marketing - Consistent focus on value creation throughout - More examples to illustrate theory - Enhanced pedagogy including long case studies and exercises in every chapter With its unique approach and international coverage, this book is essential reading for advanced undergraduate and postgraduate students of Marketing Management and will also appeal to MBA and other post-experience students.
About the Book : - The best way to select emerging markets to exploit is to evaluate their size or growth potential, right? Not according to Tarun Khanna and Krishna Palepu. In Winning in Emerging Markets, these leading scholars on the subject present a decidedly different framework for making this crucial choice. The authors argue that the primary exploitable characteristic of emerging markets is the lack of institutions (credit card systems, intellectual property adjudication, data research firms) that facilitate efficient business operations. While such institutional voidspresent challenges, they also provide major opportunities for multinationals and local contenders. Khanna and Palepu provide a playbook for assessing emerging markets potential and for crafting strategies for succeeding in those markets. They explain how to: Spot institutional voids in developing economies, including in product, labour, and capital markets, as well as social and political systems Identify opportunities to fill those voids, for example, by building or improving market institutions yourself Exploit those opportunities through a rigorous five-phase process, including studying the market over time and acquiring new capabilities Packed with vivid examples and practical toolkits, Winning in Emerging Markets is a crucial resource for any company seeking to define and execute business strategy in developing economies. About the Authors : - Tarun Khanna is the Jorge Paulo Lemann Professor at Harvard Business School and the author of Billions of Entrepreneurs: How China and India Are Reshaping Their Future and Yours. Krishna Palepu is the Ross Graham Walker Professor of Business Administration and senior associate dean for international development at the Harvard Business School.
