Once a business starts considering going international a thorough strategic consideration of the target markets is advisable to gain an idea of risks and opportunities involved (Haines, 1999). This essay considers the international economic development from a 2013-perspective. It discusses and evaluated how markets around the world work and what to consider when planning strategic business approached into them. The insight convers aspects such as economical perspectives, business habits, and particularities of the people. It considers many countries, including those in Europe, but is mainly written from a European perspective.
Table of Contents
1. International Strategic Planning
2. The Economy in 2013
3. Different aspects of strategic planning
3.1 Marketing
3.2 Investments
3.3 Employment
3.4 Regionality
3.5 Culture
3.6 Freedom
4. Planning a Business Venture in 2013
5. Strategic Business Planning for Asia
5.1 Areas of Strategic Consideration
5.2 China
5.3 India
5.4 Japan
5.5 Korea
5.6 Network Perspectives
5.7 Trade Agreement Perspectives
5.8 Conclusions
6. Strategic Business Planning for Latin America
6.1 Levels of Strategic Consideration
6.2 Corporate level consideration
6.3 Competitive level consideration
6.4 Functional level consideration
7. Strategic Business Planning for Europe
7.1 Recent history of European markets
7.2 Strategic considerations on western Europe
7.3 Strategic considerations on eastern Europe and considerably beyond
7.4 Conclusions on a political level
7.5 Conclusions on an economical level
7.6 Conclusions on a cultural level
8. Strategic Business Planning for the Middle East
8.1 Economic facts
8.2 Opportunities and challenges
8.3 Business Culture
9. Strategic Business Planning for Africa
9.1 Comparison of views on Africa
9.2 Opportunities in Africa
9.3 Challenges in Africa
9.4 Business procedures in Africa
10. Strategic Business Planning for North America
10.1 Free Trade Agreements
10.2 Status-quo after the economic crises of 2007
10.3 Opportunities and challenges for business ventures
11. Conclusions
Objectives & Core Topics
The primary objective of this work is to provide a strategic framework for businesses planning international expansion from a 2013 perspective. It evaluates market entry strategies, regional economic conditions, and cultural nuances across six continents, helping companies identify risks and opportunities when establishing operations abroad.
- Strategic analysis of international market entry processes.
- Economic and political situation assessment of key global regions.
- Evaluation of cultural influence and local business habits on strategy.
- Risk and opportunity identification for global business ventures.
Excerpt from the Book
Marketing
Every turnover is proceeded by a marketing (i.e. sales and marketing) process; to successfully sell products as part of a strategic process, in difference to sales happening by chance, the following eight steps are recommended (Chan, 2011) when entering a market: Create a company profile that underlines your trustworthiness and underlines your experience and competences; make a target customer list which you can use for all your marketing activities without losing focus; ask your (potential) customers what is important to them to make sure you have the appropriate focus; go and see the (potential) customers to establish a relationship; be fit and truthful to honour their trust; select your method of market approach (agency, distribution, joint venture/subsidiary) and, however you decide, make sure you have a local representative so you gain inside information of the market; and make sure your management really supports the endeavour and understands that it may not be a short one.
Although Chan is using the sales of US products into China as the key example in his speech, he underlines that his concept is seen to work in other markets equally. In summary, Chan’s message for international strategic planning is to have the basics in marketing set once you start entering a market.
Chapter Summaries
1. International Strategic Planning: Defines the core process of generating business estimations and adapting them for international markets.
2. The Economy in 2013: Provides an overview of the global economic recovery and key indicators following the 2011-2012 downturn.
3. Different aspects of strategic planning: Introduces six essential pillars: marketing, investments, employment, regionality, culture, and freedom.
4. Planning a Business Venture in 2013: Outlines a structured approach for companies evaluating market entry, focusing on regional vs. country-level strategies.
5. Strategic Business Planning for Asia: Discusses specific market considerations for China, India, Japan, Korea, and broader trade network dynamics.
6. Strategic Business Planning for Latin America: Applies a three-level strategy (corporate, competitive, functional) to navigate the complexities of Latin American markets.
7. Strategic Business Planning for Europe: Examines the European Union as a unity vs. individual national markets and addresses regional disparities in business environments.
8. Strategic Business Planning for the Middle East: Analyzes the diverse economic landscape and cultural factors such as religion and timing in Middle Eastern business.
9. Strategic Business Planning for Africa: Investigates the continent's infrastructure, growth opportunities, and business procedures unique to the African region.
10. Strategic Business Planning for North America: Focuses on major trade agreements (NAFTA, CAFTA) and post-2007 recovery trends in the US, Canada, and Mexico.
11. Conclusions: Summarizes the necessity of careful strategic planning to mitigate risks and avoid time and money loss in international ventures.
Keywords
International Strategic Planning, Market Entry, Foreign Direct Investment, Global Economy, Corporate Strategy, Cultural Dimensions, Business Environment, Trade Agreements, Emerging Markets, Risk Assessment, Marketing Process, Globalization, Regionality, Economic Freedom, Infrastructure
Frequently Asked Questions
What is the primary focus of this work?
This work provides a comprehensive strategic guide for companies considering international expansion, analyzing various global markets and the critical aspects that influence success.
Which key thematic fields are covered?
The book covers market entry strategies, regional economic conditions, cultural business practices, and political stability across Asia, Latin America, Europe, the Middle East, Africa, and North America.
What is the core objective of the research?
The goal is to equip decision-makers with the necessary insights to understand market-specific risks and opportunities to ensure sustainable international business growth.
Which scientific methodology is utilized?
The author employs a comparative analytical approach, utilizing economic data and established management theories to provide a structured framework for international strategic planning.
What topics are discussed in the main body?
The main body breaks down strategic planning into specific regional chapters, detailing the unique economic, political, and cultural challenges inherent to each geography.
What are the characterizing keywords of the research?
Key terms include International Strategic Planning, Market Entry, Foreign Direct Investment, and Cultural Dimensions.
How does the author characterize the business environment in China?
The author notes that China is not a single market but an accumulation of regions with varying levels of development, emphasizing the importance of government influence and long-term partnership building.
What is the significance of the "Three Level Strategy" for Latin America?
It provides a structured approach—covering corporate, competitive, and functional levels—to manage the diverse and often complex business environments found in Latin American countries.
How is the "cultural aspect" treated in the context of Europe?
The author highlights that Europe is not one market on a cultural level, noting the distinct differences between Western economies' affinity for Anglo-Saxon models and the Eastern economies' historical influences.
- Quote paper
- Heiko Filthuth (Author), 2017, International Strategic Planning, Munich, GRIN Verlag, https://www.hausarbeiten.de/document/541352
