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Metodología de selección y penetración en mercadosinternacionles<br />ANGEL BONET<br />Socio DaemonQuest<br />http://bit.l...
DQ´smethod<br />1<br />2<br />3<br />Selection of key target markets<br />Deep analysis of key markets<br />Entrance strat...
The first step will consist in setting priorities among the different target countries<br />For each country:<br />Market ...
Nature of income for each sector: advertising, subscribers, sales, royalties, etc.</li></ul>1<br />2<br />3<br />Competiti...
Market shares
Competitive situation: concentration and intensity</li></ul>Selection of Key target markets and segments<br />Growth forec...
Growth forecasts
Average profitability</li></ul>Identify relevant trends & risks<br /><ul><li>Relevant trends for each sector: technology, ...
Major risks that might be considered: economy, politics, etc.</li></ul>- 3 -<br />
Competition<br />Non-Customer-related Barriers to Entry<br />Once identified key target markets, competition and business ...
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Metodología para apertura en Paises Emergentes By Angel Bonet

Metodología para apertura en Paises Emergentes.

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Metodología para apertura en Paises Emergentes By Angel Bonet

  1. 1. Metodología de selección y penetración en mercadosinternacionles<br />ANGEL BONET<br />Socio DaemonQuest<br />http://bit.ly/boCg4V<br />Madrid, 13 Octuber2010<br />propuesta de success fee<br />1<br />
  2. 2. DQ´smethod<br />1<br />2<br />3<br />Selection of key target markets<br />Deep analysis of key markets<br />Entrance strategy<br />Target markets<br />Market SWOT analysis<br />Business Plan<br />- 2 -<br />
  3. 3. The first step will consist in setting priorities among the different target countries<br />For each country:<br />Market sizing<br /><ul><li>Total income by sector: Audiovisual, Radio, Press, Education, Web
  4. 4. Nature of income for each sector: advertising, subscribers, sales, royalties, etc.</li></ul>1<br />2<br />3<br />Competition structure<br /><ul><li>Identification of key players
  5. 5. Market shares
  6. 6. Competitive situation: concentration and intensity</li></ul>Selection of Key target markets and segments<br />Growth forecasts, Profitability<br /><ul><li>Past growth by sector
  7. 7. Growth forecasts
  8. 8. Average profitability</li></ul>Identify relevant trends & risks<br /><ul><li>Relevant trends for each sector: technology, economy, demographics, demand, etc.
  9. 9. Major risks that might be considered: economy, politics, etc.</li></ul>- 3 -<br />
  10. 10. Competition<br />Non-Customer-related Barriers to Entry<br />Once identified key target markets, competition and business environment will be deeply analyzed<br />1<br />2<br />3<br />Key players positioning and differentiation<br />Regulation, fiscal issues<br />Key players´ core competencies (strengths and weaknesses) and resources<br />Possible barriers to alliances or acquisitions<br />Key players´ competitive advantages<br />Possible economies of scale<br />Key players´ financials<br />Capital requirements<br />Key players´ likely reaction to entry<br />- 4 -<br />
  11. 11. Customer needs will be analyzed to ensure good fit with Prisa´s positioning and offer<br />For key each country and each sector:<br />Customer needs<br />Drivers of purchase behavior<br />Why do customers buy?<br />Which product attributes are key?<br />Gaps in Customer Needs<br />What needs are not covered today?<br />Threat of substitutes<br />Which new products / services may gain significant share on current products?<br />1<br />2<br />3<br />Customers basic segmentation<br /><ul><li>size
  12. 12. profitability
  13. 13. share
  14. 14. growth</li></ul>Customer-related<br />Barriers to Entry<br />Access to distribution channels<br />In case of organic growth, can we get access to distribution channels (Press, Education)? At which cost?<br />Switching costs<br />Do customers face significant costs (financial costs, experience curve, etc) if they want to switch products / services (Education, TV)?<br />Product differentiation<br />Do current product / services present a high level of differentiation? In which way?<br />Brand loyalty<br />Brands Equity<br />Are customers loyal to brands?<br />Which brand are most valued?<br />- 5 -<br />
  15. 15. SWOT analysis for each key country and sector in order to reach strategic decisions jointly<br />For each key country and each sector:<br />Competition and business environment<br />STRENGTHS<br />WEAKNESSES<br />Joint strategic analysis of opportunities<br />1<br />2<br />3<br />Customer analysis<br />OPPORTUNITIES<br />THREATS<br />Draft strategic scenarios<br />- 6 -<br />
  16. 16. Based on identified opportunities, a map of strategic options will be designed<br />Indonesia<br />Iran<br />Korea<br />Mexico<br />Pakistan<br />…<br />1<br />2<br />3<br />BU 1<br /><ul><li>Increase share in V-Me Media Inc.
  17. 17. Acquisitions</li></ul>Alliances<br />…<br />…<br />…<br />…<br />BU 2<br /><ul><li>Acquisitions
  18. 18. Increase Distribution of x</li></ul>Increase x´s market share<br />…<br />…<br />…<br />…<br />Illustrative<br />BU 3<br /><ul><li>Acquisitions
  19. 19. Centralization of advertising space sales</li></ul>Acquisitions<br />…<br />…<br />…<br />…<br />BU 4<br />No opportunity<br />Launch Portuguese version of x<br />…<br />…<br />…<br />…<br />BU 5<br />Acquisitions<br />Develop new ventures<br />…<br />…<br />…<br />…<br />- 7 -<br />
  20. 20. The different methods of entry for each key country and sector will be evaluated with financial scenarios<br />1<br />2<br />3<br />SECTOR / IRAN - SCENARIO 1<br />SECTOR / IRAN - SCENARIO 2<br />SECTOR / IRANL - SCENARIO 3<br />Illustrative<br />Conjoint decision<br />- 8 -<br />
  21. 21. A Strategic Roadmap is key to implementation<br />3<br />A Strategic Roadmap will be finally designed to ensure the correct implementation of strategic decisions, the coordination and involvement of the team and the milestones control.<br />1<br />2<br />3<br />Illustrative<br />- 9 -<br />
  22. 22. GRACIAS<br />w w w . d a e m o n q u e s t . c o m<br />

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