International Marketing Strategy Analysis Argumentative Essay Example

cannot solely rely on past achievements.

Instead of focusing on well-established markets, companies should instead explore untapped territories within their industry. By doing so, they have the opportunity to set new standards and rules for others to follow. Solid 55's managers have recognized this and have developed a unique product that is already creating challenges for their competitors. This product is a luxury security door with a locking mechanism controlled by either a magnetic card or a mobile phone (ALTD). Though it may currently be seen as excessive and unreliable by some customers, it will eventually replace traditional locking mechanisms due to its use of long digital codes that are nearly impossible for burglars to crack.

The ALTD is uniquely suited for foreign markets, making Chapter 3 focus on analyzing Sweden as a potential market for it. This analysis is limited to using secondary data only, which does not provide a complete understanding of the competitive environment in the potential host country. However, it does answer some questions and could serve as a basis for further primary research. The chapter concludes by assuming that Sweden is a potential market for the ALTD and suggests that Solid 55, with its limited experience in international marketing and financial capabilities, should consider conducting primary research alongside initial steps towards market penetration. Chapter 4 then explores various ways in which SMEs can enter foreign markets.

The discussion in this part of Chapter 1 focuses on clarifying the advantages and disadvantages of methods suitable for a company like Solid 55. The company's profile as an exporter is related to its motivations and capabilities. I have created a comparison table that classifies the different

methods as "feasible" or "not feasible" based on the factors mentioned above. The table shows that piggybacking and home-based own sales force are both feasible and preferable. The main reasons for their suitability are their relatively high levels of control (although piggybacking has a lower level of control than EMCs and trading houses) and their high level of involvement in the internationalization process.

In my opinion, another benefit of these methods is that they can be executed simultaneously and independently. However, both methods do have drawbacks. For piggybacking, the main disadvantage is typically the considerable bargaining power held by the "carrying" companies. As for the home-based own sales force, the primary disadvantage is the high travel expenses and lengthy training periods if Solid 55 chooses to hire inexperienced staff. Both methods share a common disadvantage, which is more closely tied to the nature of the ALTD.

It requires a high level of servicing during both the installation and after sales stages due to the specific technical components integrated in it. One possible solution to this issue is to create a comprehensive user's manual or outsource installation and after sales servicing to a local company. Of course, not all threats can be anticipated before implementing a strategy, so Solid 55 should remain flexible and prepared for unforeseen events.

Bibliography

1. JOHNSON, G., SCHOLES K. (2002) Exploring Corporate Strategy - Text and Cases, 6th Edition, Financial Times Prentice Hall.
2. LYNCH, R., (2000) Corporate Strategy, 2nd edition, Pearson Education Limited, Essex
3. JAIN, S., (1990) International Marketing Management, 3rd edition, PWS KENT Publishing Company, USA.
4. MUHLBACHER, H., DAHRINGER L., LEIHS, H., (1999) International Marketing - A Global perspective, 2nd
   

edition, Thomson Business Press, London.