Business Strategy
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A few years ago Porsche AG defined its “Strategy 2018”, to be followed by all subsidiaries worldwide. This includes ambitious sales and financial targets, which only can be fulfilled if Porsche becomes more efficient. One of Porsche’s core measures to reach the set targets is the development of its global dealer network. Currently, the subsidiary Porsche Middle East and Africa, responsible for the future growth in the Middle East, India and Africa, lacks this efficiency. A defined process for the set up of a new dealership in this region is not existent and tasks as well as responsibilities are not transparent among the task force.
This thesis was used to analyze the set up process of Porsche Middle East and Africa and to define an overall concept. Based on relevant literature, conducted interviews and gathered information, the required activities to successfully establish a new dealership have been identified and finally an all-encompassing concept have been created. The three stakeholders of a dealer set up, the parent company, its regional and its local presence served as informants.
The proposed concept provides Porsche Middle East and Africa and the new investors with a detailed guideline during the whole process and permits a smooth and punctual dealer set up and opening. The process integration takes Porsche Middle East and Africa a major step forward on its way to Porsche’s ‘Strategy 2018’.
This research study will analyze the flourish and outcomes of the sharing economy nowadays. The sharing economy has raised controversy in our society, rising significant importance on ecological and economic matters, thus it is imperative to evaluate its total effects. It is intended to discover the issues of the sharing economy model and its impacts towards sustainability and economic development. Who is being benefited by the sharing economy? A broad and deep analysis and breakdown of the structure involved by the sharing economy was made in order to clarify the overall positive and negative effects of such a model. Upon the examination of the influences and drivers of the sharing economy concerning the economy, society and ecology, awareness and insights of sustainable and economic enhancements are built. A distinctive perspective of the sharing economy is obtained based on evaluations of the relevant evidence collected.
The topic of my thesis is “Internationalization process of Hi-Tech mobile crane to the emerging Indian Subcontinent markets e.g. Bangladesh: The case study of KramerKran GmbH”. The whole approach is based on KramerKran GmbH, a small crane service providing company which is located in Löffingen, Southern Germany. This study explores two specific research questions such as how KramerKran can enter to this attractive Indian Subcontinent especially into the Bangladeshi market and understand the degree of opportunity whether it is a good attempt to enter into this market or not. Here, Bangladesh is taken as an example of Indian subcontinent because it is one of the high growth emerging economies in this region and many business opportunities have yet been unexplored that might be attractive for German automotive companies (SMEs).
In today’s globalization era, markets are becoming very competitive. It is difficult for many companies only to rely on the local or domestic market, no matters whether it is a big corporation or a small and medium sized enterprise (SMEs). In order to maintain a positive and sustainable business growth, internationalization plays a vital role nowadays, especially for small and medium sized enterprises in which emerging markets are very attractive from many aspects. Therefore, it can be said that, this topic is very much relevant with KramerKran’s further business development approach and crucial for doing business in a sustainable manner.
In order to answer the research questions, the whole study is divided into seven chapters and very undamental points are e.g. theoretical framework, company present situation, empirical research, findings, recommendation and conclusion. The theoretical framework provides a general idea about the necessity of being global as well as various modes of international market entry. Company present situation and empirical research describes KramerKran’s position in the present market and the market situation of Bangladesh respectively. Empirical research has been conducted throughout expert interview, company data, personal observation and expert article and so on. Based on theory, company data and empirical research a two-step international market entry model has been recommended.
Globally operating stamping and hybrid parts manufacturer KRAMSKI and the FRANUHOFER IPA have developed a new prosthetic foot designed for developing countries. Although low-cost solutions in developing countries exist, these significantly lack functionality. The new prosthetic foot will be more expensive than most low-cost alternatives, which start from $ 5.00 for a simple SACH foot, but can be sold for a much lower price than most high-tech prosthetics imported from industrialized nations, which can cost more than $5,000. The purpose of the paper was to determine the market potential for the prosthetic foot, to monitor the competition and to create an overall marketing concept for distributing and promoting the product. Therefore market and competitor analyses were conducted. On base of the market and competitor research, strategies were formulated. As a last step, the marketing mix with its four elements was regarded and different distribution and promotional tools have been reviewed to propose marketing activities that could be undertaken by KRAMSKI. Since six different target countries in Asia and Latin America (India, Sri Lanka, Cambodia, El Salvador, Guatemala, and Honduras) were chosen in agreement with KRAMSKI, the market potential for each of these countries was estimated. Two different approaches were used to estimate the market potential of each country. Following the first approach, the total market demand of all six countries added up to more than 5.6 million potential. The second approach added up to a total of 6.7 million potential customers for the target regions. The numbers revealed that 95 % of all lower limb amputees lived in India. Therefore India has been chosen as the target country for all further research in the paper. The monitoring of the market change revealed that prosthetic foot demand was going to increase over the next decades due to lost limbs through road traffic incidents and diabetes. Besides, by the year 2030 most of the world’s middle class (80 %) will be living in developing countries As a consequence, more people will be able to afford health care products such as prosthetic feet. It has been found out that customers in developing countries lay emphasis on either low cost or quality. As a second step, the competitive environment within the prosthetic foot sector in India has been analyzed. Although the Indian healthcare system is still underdeveloped, the sector offers future opportunities for the private sector. The biggest commercial manufacturers of prosthetic feet in India are Otto Bock, Endolite and Streifeneder-Collegepark. But also international and local NGOs, such as BMVSS (Bhagwan Mahaveer Viklang Sahayata Samiti) with the Jaipur Foot, distribute prosthetic feet. Most of the commercial products are significantly more expensive than the products distributed by NGOs. Most NGOs manufacture prosthesis by themselves in order to save costs and create jobs. Many amputees can receive the prostheses and service for free due to donations which finance the NGOs. The competitive suppliers either own fitting centers or distribute their products through local wholesalers. On base of the market, consumer segmentation has been conducted. The Indian population has been divided into different income levels. Rural aspirers and urban seekers could be seen as the most profitable target segments, but urban customers might be easiest to reach due to location. In a last step, the marketing mix for the prosthetic foot has been analyzed. The prosthetic foot should offer specific features to align with developing countries. The product needs to be priced according to company objectives, demand, cost and competition. Since KRAMSKI does not yet have the capabilities and resources to fit prosthetic feet, the company needs to distribute to the end-user through indirect distribution channels such as wholesalers, clinics and NGOs. Therefore an important activity for KRAMSKI is the acquisition of distribution channels. This can be approached through promotional tools such as personal selling, direct marketing, online marketing or the participation on trade fairs and exhibitions.