Yes, Spriware has successfully marketed its products in Canada. In the first year of operation, all units of refrigerators produced in the Canadian market were sold, giving Spriware a 10% market share. The key to their success lies in their marketing strategy, implemented in two ways. Firstly, they conducted proper market research and distributed their products to two selected large retail groups in the market. Secondly, the co-marketing activities between Spriware and the retail groups were effective in selling and distributing the products.
Spriware targeted the young middle class with average household income through TV and newspaper ads. They priced their products around $1500, lower than competitors' models priced at $1700. Spriware's marketing activities cost $10 million in the first year. They also offered competitive five years after sales services and repair. However, despite their success in the market compar
...ed to nine other manufacturers, Spriware's profit performance was lower than expected ROI.
Despite having a 10 percent market share in its initial year, Spriware realized it was insufficient for the company's long-term growth. In order to achieve a market share of 25 percent, CEO Kenneth Weller contemplated reducing the cost of their refrigerators. Nonetheless, Spriware's prices were already competitive, and Weller was concerned that further price reductions would instigate a price war among competitors.
Weller found that the Canadian Refrigerators market was not seeing substantial growth and anticipated this trend to persist for the next two years. As a result, he opted to pursue a market development strategy by entering a promising new international market. The objective was to enhance refrigerator production and sales.
2) In my opinion, Spriware should enter the market of Mabuhailand due to an irresistibl
opportunity. Over the past few decades, Mabuhailand has become a stable democracy governed by the pro-business centrist Liberal Democratic Party. Additionally, the literacy rate is at a commendable 70 percent, and the population is knowledgeable in English, necessary for international trade. Furthermore, the culture of Mabuhailand revolves around joint families with multiple generations living under one roof.
This signifies that one family's needs are substantial and there is a possible chance to introduce energy efficient refrigerators to their homes. Despite the younger generation aiming to adapt to economic progress and live independently, the demand for refrigerators will not be significantly affected. Considering the abundance of valuable resources such as precious metals, diamonds, and oil reserves in Mabuhailand, this bodes well for potential foreign investors.
The political transformation in Mabuhailand has created a conducive atmosphere for foreign investment and the advancement of resources and education for its populace. In the last ten years, the nation's GDP has experienced substantial growth, rising from $40 billion to $120 billion in 2011, indicating a positive trend. The tax revenues, accounting for 30% of GDP, have enabled the country to address its citizens' fundamental requirements. Economists from the International Monetary Fund (IMF) predict that government expenditure in Mabuhailand will reach $50 billion within the next five years, potentially assisting in reducing future debt.
The rise in energy consumption and per capita income in the country presents a favorable opportunity for Spriware's high-quality refrigerators to compete against the inferior exports from China. Given the absence of domestic refrigerator production, Spriware enjoys the advantage of being the first mover in the market, allowing for rapid business expansion and potential success. In my opinion,
Mabuhailand's consistent economic growth will ultimately lead to increased sales of these refrigerators, potentially reaching at least one in every twenty households within a decade. Consequently, this market represents a potential growth opportunity for Spriware's international business expansion.
3) Spriware should consider a Greenfield Investment as its market entry strategy for entering Mabuhailand. Building a new plant from scratch would be relatively easy in this country, as Mabuhailand has abundant natural resources such as metals that are necessary for constructing a production plant. Additionally, if needed, Spriware can import steel from Krakatau, a company located in neighboring Indonesia.
Spriware's investment is a long-term commitment with promising returns expected in 10 years due to anticipated future economic growth. Additionally, for recruiting qualified individuals, the company can prioritize hiring local talent, specifically young and enthusiastic individuals who are eager to learn and contribute effectively to promote the company. However, Spriware could also consider hiring individuals from the Philippines, another neighboring country of Mabuhailand.
With an almost 98% literacy rate, the Philippines offers a pool of skilled individuals that Spriware can easily hire for training purposes. In addition to this, conducting business in Mabuhailand provides the advantage of lower labor wages, which are only 20% compared to Canada's. When it comes to marketing strategies, Spriware should consider adopting a total market approach since refrigerators are essential in every household. To effectively promote its product range, the company should utilize traditional marketing methods such as television and the private newspaper called Mabu Express in Mabuhailand. This will help build trust between the people and Spriware.
Using direct marketing methods, such as distributing flyers and brochures, can be employed as an additional marketing strategy
to inform people about the company's products or services. In Surrey, Weller had a conversation with senior officials from the Ministry of Industry and Trade, who suggested that Spriware might be able to form a trading alliance by moving to one of its neighboring countries.
Spriware has a great opportunity for business expansion. To avoid duties in Mabuhailand, they can strategically move to either the Island of Java, Indonesia or Manila, Philippines. Both cities have potential for future business ventures. If this happens, Spriware's assets in Mabuhailand will serve as a secondary plant to meet future demand.
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