Doing International Business

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Doing International Business

• Marketing and Management Issues

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Your speaker

• Sakis Kazakis
• International Marketing Manager
• International Division
• DeltaSingular S.A.

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Going International (1)

• Company Audit (Readiness / Resources)
• Market Selection Process
• Economic Environment
• Social and Cultural Environment
• Political / Legal Environment
• Level of Technology / Infrastructure

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Going International (2)

• The case of Computer Business Software
• Considerations
• S/W Localization
• Competition / Market Entry Strategy
• Local company setup / Export strategy
• Additional Services (support)
• Troubleshooting channels

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Considerations (1)

• The marketing discipline is universal markets
  and customers are different
• Ethnocentric / Polycentric / Regiocentric /
  Geocentric Management Orientation (EPRG
  Framework)
• Marketing / Management Tools

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Considerations (2)

• Market Selection Process
• Product-Market profile
• Scoring Model
• Visit / Market Research
• Market Entry Alternatives

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Market Entry Alternatives
Source Adapted from Günther Müller-Stewens and
Christoph Lechner, Unternehmensindividuelle und
gastlandbezogene Einflußfaktoren der
Markteintrittsformen, in Klaus Macharzina and
Michael-Jörg Oesterle (eds.), Handbuch
Internationales Management, Gabler, Wiesbaden,
1997, p. 237 Gunter Stahr, Auslandsmarketing,
Vol. 1, Kohlhammer, Stuttgart, 1979, p. 162
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Going International Problems?

• Legal aspects
• Market aspects
• Intellectual Property
• Non-market factors
• Cultural differences
• Information flow
• Control

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Dependant considerations

• Logistics
• Transports, inventory, theft, orders etc.
• Channel design and Strategy
• Communications
• Advertising (Culture)
• PR

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Organization

• Purpose To respond to market demands
• Keep it simple, keep it functional
• International Divisions / Spider orgs
• Control
• Bureaucratic vs. cultural
• Formal vs. informal
• Strategic vs. operational

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Variables of org. control

• Communication System
• Knowledge sharing
• Environmental diversity
• Risk Strategy can be damaged by ineffective
  control systems
• Benefit Correct control enables taking advantage
  of opportunities

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DeltaSingular in Eastern Europe
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Thank you

• Contact
• Sakis Kazakis
• skazakis_at_si.gr