Export Management Chapter 6 PDF

**CHAPTER 6: CRITICAL CHALLENGES TO MARKET ENTRY** **Obstacles or restrictions that limit new competitors\' ability to join a market and hence restrict competition are recognised as barriers to entry. Numerous difficulties determine the road to business success. Approaching a new market involves en...

**CHAPTER 6: CRITICAL CHALLENGES TO MARKET ENTRY** **Obstacles or restrictions that limit new competitors\' ability to join a market and hence restrict competition are recognised as barriers to entry. Numerous difficulties determine the road to business success. Approaching a new market involves entering a world rife with obstacles. From handling laws and regulations to battling established companies, you have a lot on your plate.** **Yet, entering a new market involves picking up as you go and facing one hurdle at a time.** **Barriers to Entry = "*Obstacles that make it difficult to enter a given market. They can include technological challenges, government regulations, patents, start-up costs, or education and licensing requirements.*" (Michael Porter ,1980)** **TRADE & GLOBALIZATION -- THE FUTURE?** ***"Business leaders need to position their organizations for uncertainty. This positioning can involve cultivating an insights edge, anticipating and adapting with scenario planning, developing a portfolio of strategic actions, and building geopolitical muscle. Businesses can also embrace cooperation to contribute to, and help shape, the discourse on the evolution of global connections."*** [**McKinsey, 2024**](https://www.mckinsey.com/mgi/our-research/geopolitics-and-the-geometry-of-global-trade) **Global trade patterns are rapidly evolving. Major economies like the US, China, Germany, and the UK have strategically adjusted their trade relationships to reduce reliance on geopolitically distant partners and diversify their trade origins. This shift is driven by increased geopolitical tensions and the need for more resilient supply chains.** - **Geopolitical Distance Reduction: The US and Germany have reduced their geopolitical trade distance by 4-10%, emphasizing trade with closer or more aligned partners.** - **Diversification: The US has notably diversified its imports, shifting away from China towards countries like Mexico and Vietnam.** - **Investment Shifts: There is a significant rise in greenfield investments into developing economies like India and Africa, while investment in China and Russia has declined drastically.** **Implications for Businesses** - - **EASE OF ENTRY & BUSINESS CHALLENGES** **"*Ease of entry is your ability to start selling in a new market and get a return on your investment, without having to overcome any major barriers to trade."*** [**UK GOV, 2024**](https://great.gov.uk/learn/categories/market-research/research-countries-and-choose-destination-markets/how-assess-ease-entry-new-market/) **Still, most businesses face significant challenges when entering new markets. High capital requirements can deter startups lacking substantial funding, while strong brand loyalty and product differentiation make it hard to attract customers away from established players. Strict government regulations add layers of complexity and cost, and incumbent firms may aggressively cut prices to maintain their market share. Control over distribution channels and cultural differences can further complicate market entry, making it a daunting task for new entrants to gain a foothold and achieve profitability.** **MARKET ENTRY BARRIERS\ ** ----------------------------- ------------------------------------------------------------ ---------------------------------------------------------- **Aspect** **Description** **Barrier** **Product Differentiation** **Strong brands have loyal customers.** **New entrants must offer unique products.** **Capital Requirements** **High startup costs in some industries.** **New businesses need significant funding.** **Supplier Change** **Hard for customers to switch suppliers.** **New firms struggle to attract existing customers.** **Distribution Channels** **Established firms control shelf space.** **Hard for new products to get on shelves.** **Government Regulations** **Strict permits and licenses required.** **Costly and time-consuming to comply.** **Incumbent Reactions** **Existing companies may drop prices to compete.** **Fear of aggressive tactics deters new firms.** **Cultural Hurdles** **Language and cultural differences impact market entry.** **Misunderstandings can hinder acceptance.** **Economies of Scale** **Larger firms produce at lower costs.** **New entrants need large-scale operations to compete.** **Economies of Scope** **Established firms share resources across products.** **New firms struggle to match diverse offerings.** ----------------------------- ------------------------------------------------------------ ---------------------------------------------------------- **ECONOMIES OF SCALE & SCOPE** - **Economies of Scale** - **Big Savings: Larger firms can produce at lower costs due to mass production, spreading the fixed costs over more units.** - **Barrier: New entrants need significant resources and large-scale operations to compete on price and efficiency.** - **Economies of Scope** - **Multiple Products: Established firms benefit from producing a variety of products, sharing resources across them.** - **Barrier: New players might struggle to match the diverse product range and associated cost benefits of established firms.** **PRODUCT DIFFERENTIATION** - **Customer Loyalty** - **Brand Loyalty: Established firms have loyal customers due to strong brand recognition and product differentiation.** - **Barrier: New entrants need to offer something significantly unique to attract customers away from trusted brands.** - **Unique Selling Points** - **Stand Out: Differentiated products create a niche, making it tough for new entrants to offer something unique and competitive.** **MINIMUM CAPITAL REQUIREMENTS** - **Big Bucks Needed: Some industries require huge initial investments just to start production.** - **Barrier: The need for substantial capital can deter new entrants, especially if they lack funding or access to finance.** **Examples** - - **Tech Startups: Need significant R&D investment to innovate and develop new technologies.** - **Impact:** - **Financial Risk: High capital requirements increase the financial risk for new entrants.** **COMPLICATED SUPPLIER CHANGE** - **Customer Stickiness** - **Hard to Switch: Customers may find it difficult to change suppliers due to long-term contracts, customization, or integration complexities.** - **Barrier: This makes it hard for new entrants to lure customers away from existing suppliers.** - **Lock-In Effects** - **Dependency: Established relationships with current suppliers create dependency, reducing the willingness to switch.** **Example:** - **ACCESS TO DISTRIBUTION CHANNELS** - **Channel Control: Established companies often have strong control over distribution channels, securing prime shelf space and retail partnerships.** - **Consumer Goods Example:** - **Retail Space: Hard to secure shelf space in competitive retail environments dominated by established brands.** - **Impact:** - **Market Reach: Limited access to distribution channels restricts market reach and sales potential.** **GOVERNMENT REGULATIONS** - **Permits and Licenses: Industries like construction, healthcare, and transportation require specific government permits and licenses to operate.** - **Barrier: Navigating through regulatory requirements can be tough and time-consuming for new entrants.** - **Regulatory Hurdles** - **Compliance Costs: Meeting regulatory standards can be expensive and complex, deterring new market entrants.** **Example:** - **Pharmaceuticals: Strict FDA approval processes in the U.S. create high entry barriers for new drug companies.** **EXPECTED REACTIONS FROM INCUMBENTS** - **Aggressive Tactics:** - **Price Wars: Existing companies might lower prices to make it unprofitable for new entrants.** - **Barrier: The threat of aggressive competitive responses can deter new entrants from entering the market.** - **Predatory Pricing:** - **Undercutting Prices: Incumbents may temporarily cut prices to push new entrants out of the market.** **Example:** - **Airlines: Established airlines may drop fares significantly to prevent new low-cost carriers from gaining market share.** **CULTURAL HURDLES** **Cultural barriers represent a major obstacle, but often overlooked, when entering new markets. Severely underestimated, cultural differences can be huge and impact every aspect of marketing. Language is a critical part of culture and can create major barriers in international marketing (Karakaya & Stahl, 1991).** **Language differences can trip up even the best-laid plans, from branding and packaging to user instructions and promotional materials.** **Real-Life Examples** - - **Same Language, Different Meanings** **Even within the same language, words can mean different things in different countries (Terpstra, 1983).** - **"Bus,\" \"gasoline,\" and \"cookies\" in the U.S. are \"lorry,\" \"petrol,\" and \"biscuits\" in the UK.** **MARKET STRUCTURES AND BARRIERS TO ENTRY** 1. **Perfect Competition (No Barriers): Many small firms, homogeneous products, no single firm can influence the market price.** 2. **Monopolistic Competition (Low Barriers): Many firms, differentiated products, some control over pricing.** 3. **Oligopoly (High Barriers): In a few large firms, products can be homogeneous or differentiated, and significant control over prices.** 4. **Monopoly (Absolute Barriers): Single firm dominates the market, unique product with no close substitutes, complete control over pricing.** **KEY TAKEAWAYS** - - - - -