Developing an International Entry Strategy – UAE

Description

This is a continuation of the last project, developing an international strategy with UAE. Please use the attached paper to finalize this project. In this final week of Project 4, consider the types of international strategies that are often employed, the benefits of a local alliance partner, and the degree of fit your client has with the selected country: Analyze your selected country as both a market for your client’s products and as a site for certain value chain activities. Short-list the potential partner company candidates and select the company for partnership or alliance. Which entry mode would you recommend and why? Estimate the financial investment required for the selected entry strategy. What kind of legal business entity do you recommend for your client in the country of operation? What are the operational roles and activities of the partners? What will be the likely impact of the country’s culture and geography on your client’s organization, the value chain activities that are being relocated to the country, and the growth in sales of your organization’s products in the country? Step 6: Prepare to Develop Your Client’s Entry Strategy As you continue to develop an entry strategy for your client, I’d like to remind you to consider the types of international strategies that are often employed, the benefits of a local alliance partner, and the degree of fit your client has with the selected country. As you begin this work, I suggest you review international strategy, and read about global strategy as business model change, and global competitive advantage.

Step 7: Choose a Local Alliance Partner and an Entry Strategy As you begin to develop an entry strategy, first perform the following assessments as part of your strategy formulation: – Analyze your selected country as both a market for your client’s products and as a site for certain value chain activities. – Short-list and profile potential partner company candidates in the selected country. – Determine what company you will select for partnership or alliance. Evaluate the benefits this partnership would bring to your client organization’s market position or profits. – Detail the pros and cons of three market-entry modes. Which entry mode would you recommend and why? How does your chosen mode fit your client’s goals and objectives? For help in answering these questions, review modes of entry. – Estimate the financial investment required for the selected entry strategy. When you have begun your entry strategy and chosen a local alliance partner, continue to the next step, where you will determine your client’s degree of fit with the selected country. Step 8: Determine the Client’s Degree of Fit with the Country The next step in developing your entry strategy is to determine the degree of fit your client’s organization has with the selected country. Answer the following questions in your entry strategy: – How would you make the strategic alliance work? Regulations and laws governing different types of business entities vary considerably from one country to another. What kind of legal business entity do you recommend for your client in the country of operation? What will be the impact of certain country laws on this type of business entity? – What are the operational roles and activities of the partners? Design an organizational chart for operations in the country. Explain why you have chosen this organizational structure. – What will be the likely impact of the country’s culture and geography on your client’s organization, the value chain activities that are being relocated to the country, and the growth in sales of your organization’s products in the country? – Review Globalizing the Management Model to deepen your understanding. In the next step, you will combine your country risk assessment and entry strategy into a final report.