Market Entry
Should the client enter this market, and if so how. Attractiveness, competition, entry mode, and whether the numbers clear the bar.
Practise a market entry case35 cases in the library
Should the client enter?
- Is the market attractive?
- Market size
- Market growth
- Competition
- Expected profit
- Can we do it?
- Permissions and rules
- Making or sourcing
- Reaching customers
- Winning customers
- What could go wrong?
- Competitor response
- Regulation
- Slow customer uptake
- Execution and costs
Should the client enter?
Is the market attractive?
Market size
Market growth
Competition
Expected profit
Can we do it?
Permissions and rules
Making or sourcing
Reaching customers
Winning customers
What could go wrong?
Competitor response
Regulation
Slow customer uptake
Execution and costs
Watch out: End on yes or no and how to enter; an attractive market is not yet an answer.
On a case
Should a Pune electric scooter maker launch in Indonesia?
Launch in Indonesia?
- Is the market attractive?
- Scooter sales and growth
- Electric share and subsidies
- Local rivals' prices
- Can we do it?
- Import duty or local assembly
- Dealers and charging
- What could go wrong?
- Incumbents cut prices
- Subsidy withdrawn
Launch in Indonesia?
Is the market attractive?
Scooter sales and growth
Electric share and subsidies
Local rivals' prices
Can we do it?
Import duty or local assembly
Dealers and charging
What could go wrong?
Incumbents cut prices
Subsidy withdrawn
Go deeper
How it is lost
Ignored Industry Context
Instead: Ask whether the problem is company-specific or industry-wide. If competitors face it too, the cause is external and the response is different.