Entrepreneurship Chap 5

Hisrich

Peters

Shepherd

Chapter 5Identifying and Analyzing

Domestic and International Opportunities

Copyright © 2010 by The McGraw-Hill Companies, Inc. All rights reserved.McGraw-Hill/Irwin

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Introduction

Entrepreneurs find it difficult to both manage and expand the venture they created.

To expand a venture, entrepreneurs need to: Identify opportunities for domestic and

international expansion. Develop different management skills. Infuse new entrepreneurial spirit

(intrapreneurship).

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Factors contributing to international expansion: Opening up of controlled economies to market-

oriented enterprise. Self-interest of organizations as well as the

impact of external events and forces. Developing countries need training and

education as well as infrastructure to support their development and growth in the next century.

Introduction (cont.)

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Opportunity Recognition and the Opportunity Assessment Plan The key to successful domestic and

international entrepreneurship is to develop an idea that has a market with a need for the product or service idea conceived.

Opportunity assessment is often best accomplished by developing an opportunity assessment plan.

An opportunity assessment plan is not a business plan.

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An opportunity assessment plan has four sections: The first section develops the idea, analyzes

competitive products and companies, and identifies the unique selling propositions.

The second section focuses on the market—its size, trends, characteristics, and growth rate.

The third section focuses on the entrepreneur’s and management team’s skills and experience.

The final section develops a time line indicating the steps to successfully launch the venture.

Opportunity Recognition and the Opportunity Assessment Plan (cont.)

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Information Sources

General Information SCORE is a nonprofit organization that provides

free online and in-person assistance. Small Business Development Centers provides

counseling, training, and technical assistance on all aspects of managing a new venture.

The U.S. Chamber Small Business Center provides start-up assistance through Web-based tools and resources.

Other valuable Web sites include: nasbic.org, nvca.org, nbia.org, www.fasttrac.org, activecapital.org, c-e-o.org, entre-ed.org, kauffman.org.

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Information Sources (cont.)

Industry and Market Information Plunkett - Industry data, market research,

trends, statistics on markets, and forecasts. Frost and Sullivan - Industry specific information. Euromonitor – Information on consumer market

sizes, marketing parameters, companies, and brands.

Gartner - Information on technology markets. Gale Directory Library - Industry statistics and

information on nonprofit organizations and associations.

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Competitive Company and Product Information Business Source Complete - Provides company

and industry information by scanning the Datamonitor reports.

Hoovers - Provides information on both large and small companies with links to competitors in the same NAICS (North American Industrial Classification System) category.

Mergent - Provides detailed company and product information on U.S. and international companies.


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Government Sources Census reports

factfinder.census.gov www.census.gov/ipc/www/idb

Export/import authority UN Comtrade www.business.gov/expand/import-export

NAICS and Standard Industrial Classification codes www.naics.com/info.htm www.osha.gov/pls/imis/sic_manual.html


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Search Engines There are many key terms for searching the

needed industry, market, and competitive information.

Trade Associations Good source for country-specific industry data.

Trade Publications Provide information and insights on trend,

companies, and trade shows from a local perspective of the particular market and market conditions.


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The Nature of International Entrepreneurship International entrepreneurship is the

process of an entrepreneur conducting business activities across national boundaries. The activities necessary for ascertaining and

satisfying the needs and wants of target consumers take place in more than one country.

With a commercial history of only 300 years, the United States is a relative newcomer to the international business arena.

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The Importance of International Business to the Firm International business has become

increasingly important to firms of all sizes. A successful entrepreneur must be able to:

Fully understand the difference between domestic and international business.

Respond accordingly thereby successfully “going global.”

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International versus Domestic Entrepreneurship Economics

In a domestic business strategy, the entire country is organized under a single economic system and has the same currency.

Creating a business strategy for a multicountry area means dealing with differences in: Levels of economic development. Currency valuations. Government regulations. Banking, venture capital, marketing, and distribution

systems.

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Stage of Economic Development Certain factors significantly impact a firm’s

ability to successfully engage in international business such as: Fundamental infrastructures. Banking facilities and systems. Educational systems. Legal system. Business ethics and norms.

International versus Domestic Entrepreneurship (cont.)

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Balance of Payments Current Account With the present system of flexible exchange

rates, a country’s current account (the difference between the value of a country’s imports and exports over time) affects the valuation of its currency.

The valuation of one country’s currency affects business transactions between countries.


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Type of System Difficulties in doing business in economies that

are developing, or in transition. Use of barter or third-party arrangements in

these countries to increase business activity. Barter - A method of payment using nonmoney items. Third-party arrangements - Paying for goods indirectly

through another source.


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Political-Legal Environment Political risk analysis - An assessment of a

country’s political policies and its stability prior to entry.

Types of political risks: Operating risk. Transfer risk. Ownership risk . Conflict and changes in the solvency of the country.


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A country’s legal system regulates: Its business practices. The manner in which business transactions are

executed. The rights and obligations involved in any business

transaction between parties.

Critical areas for every entrepreneur: Property rights. Contract law. Product safety. Product liability.


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Language One of the biggest problems for the

entrepreneur is finding a translator. Significant problems can occur with careless

translation. Care should be taken to hire a translator whose

native tongue is the target language and whose expertise matches that of the original authors.


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Technological Environment

The variation and availability of technology are often surprising, particularly to an entrepreneur from a developed country.

New products in a country are created based on the conditions and infrastructure operant in that country.

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Figure 5.1 - Various Aspects of Culture

Figure 5.1

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Available Distribution Systems

Factors to be considered in determining the distribution system for a country: Overall sales potential. Amount and type of competition. Cost of the product. Geographical size and density. Investment policies. Exchange rates and controls. Level of political risk. Overall marketing plan.

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Motivations to Go Global

Profits. Competitive pressures. Unique product(s) or service(s). Excess production capacity. Declining home country sales. Unique market opportunity. Economies of scale. Technological advantage. Tax benefits.

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Strategic Effects of Going Global

Physical and psychological closeness to the international market affects the way business occurs.

Cultural variables, language, and legal factors can make a foreign market that is geographically close seem psychologically distant.

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Issues involved in psychological distance: The distance envisioned by the entrepreneur

may be based more on perception than reality. Closer psychological proximity makes it easier

for an entrepreneurial firm to enter a market. There are more similarities than differences

between individual entrepreneurs regardless of the country.

Strategic Effects of Going Global (cont.)

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Foreign Market Selection

One good market selection model employs a five-step approach: Develop appropriate indicators. Collect data and convert into comparable

indicators. Establish an appropriate weight for each

indicator. Analyze the data. Select the appropriate market from the market

rankings.

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Entrepreneurial Entry Strategies

Exporting Indirect exporting. Direct exporting.

Nonequity Arrangements Licensing. Turn-key projects. Management contracts.

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Entrepreneurial Entry Strategies (cont.)

Direct Foreign Investment Minority Interests. Joint Ventures. Majority Interest. Mergers:

Horizontal merger. Vertical merger. Product extension merger. Market extension merger. Diversified activity merger.

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Entrepreneurial Partnering

Foreign entrepreneurs know the country and culture. They can facilitate business transactions and

update the entrepreneur on business, economic, and political conditions.

Good partners share the entrepreneur’s vision, are unlikely to exploit the partnership, and can help the entrepreneur achieve his or her goals.

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Barriers to International Trade

General Agreement on Tariffs and Trade (GATT) Established in 1947 under U.S. leadership;

includes over 100 nations. Objective - To liberalize trade by eliminating or

reducing tariffs, subsidies, and import quotas.

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Increasing Protectionist Attitudes Support of GATT resulted in:

Strain on the world trading system and the economic success of countries perceived as not playing by rules.

Establishment of bilateral voluntary export restraints to circumvent GATT.

Trade Blocs and Free Trade Areas Free Trade Area (FTA). North American Free Trade Agreement (NAFTA). Treaty of Asunción – Mercosur trade zone. European Community (EC).

Barriers to International Trade (cont.)

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Entrepreneur’s Strategy and Trade Barriers Trade barriers increase entrepreneurs’ costs of

exporting products or semifinished products to a country.

Voluntary export restraints may limit entrepreneurs’ ability to sell products in a country from production facilities outside the country.

Entrepreneurs may have to locate assembly or production facilities in a country to conform to local content regulations.

Barriers to International Trade (cont.)